Supporting Neurodiverse Leaders to Thrive
Barbra Carlisle • May 16, 2025
So you're Neurodiverse and Leading - read on to find out how to support yourself
Today there is, on the face of it at least, greater acceptance of diversity and inclusion in the workplace. Perhaps I sound slightly sceptical because I am.
What happens for leaders who are neurodiverse? Are they increasingly recognized for their unique strengths and perspectives? When we think of neurodiverse leaders we may think Richard Branson and Elon Musk, and as soon as we say their names our unconscious biases will be kicking in around what we think of these two and what it would be like to work for them.
Estimates suggest that up to 20% of the global population are neurodiverse. Neurodiversity covers such a wide range of conditions such as ADHD, autism, dyslexia, and more, which affect how individuals process information and interact with the world. This makes assuming you know what it would be like working for a neurodiverse leader virtually impossible. It also means that if you work with one neurodiverse leader then another one they are unlikely to be the same! Just like neurotypical leaders!
Leah Godfrey, COO at Neurodiverse Sport
and a Neurodiverse leader herself talked to me on The Unlikely Executive Podcast
about how her neurodiversity traits influence how she manages her work, her health and her leadership.
What I want to do in this article is to explore the advantages neurodiverse leaders bring to the table and provide ideas for navigating the leadership landscape. I will leave it to others to talk about the challenges of neurodiverse leaders.
The Strengths of Neurodiverse Leaders
Neurodiverse people often have natural skills that can be leveraged in leadership roles. Three I can think of are:
1. Problem-Solving and Creativity:
Neurodiverse leaders tend to excel in pattern recognition and creative thinking, allowing them to approach problems from unique angles
2. Resilience:
Having navigated a neurotypical world, neurodiverse leaders often develop resilience and adaptability
3. Laser Focus:
Conditions like ADHD can enable leaders to maintain intense focus on tasks, driving productivity and innovation
Strategies for Neurodiverse Leaders
While every leader is unique a couple of ways to manage and excel as a neurodiverse leader are shown below.
1. Embrace Your Strengths:
Recognize and leverage your unique abilities. For example, use your creative problem-solving skills to tackle complex challenges.
2. Build a Supportive Network:
Surround yourself with colleagues and mentors who understand and support your neurodiversity, a coach can help and there are more and more Neurodiverse specialist coaches now than ever before.
3. Develop Coping Mechanisms:
Implement strategies to manage potential challenges, such as using organizational tools to stay on track
4. Be kind to yourself:
You are unique and have valuable insights, experiences and perspectives to share with others. It won’t always be easy and there will be back lash, misunderstandings and frustrations. Recognise what your triggers are. Awareness of triggers then gives you the option of what you want to do to support yourself. It is not wrong to look after yourself first.
Supporting Neurodiverse Leaders
Organizations can play a crucial role in supporting neurodiverse leaders:
1. Awareness and openness:
Provide opportunities to talk about neurodiversity, respect and culture helps people to feel they have a place at the table. As a neurodiverse leader the power you have to positively influence others around you is significant! Be yourself.
2. Flexible Work Arrangements:
Know what working pattern works for you and be that role model who works in a way that suits you. Others will follow and productivity will increase as people are able to work at their best without judgement.
3. Mentoring and Coaching:
Offer leaders coaching to support and guide neurodiverse leaders in their career development
Conclusion
Neurodiverse leaders bring invaluable strengths to the workplace. By embracing their unique abilities and implementing supportive strategies, they can navigate the leadership landscape effectively and drive organizational success.
Connect with me to explore how personalized coaching can elevate your leadership skills.
Listen to The Unlikely Executive podcast
where I talk to neurodiverse, and neurotypical leaders, who have taken an unconventional path to follow their passions.
Share this article with your network, subscribe for more insights, and discover the transformative impact a coach can have on your journey.
Introduction In today’s fast-paced, always-on work culture, leaders often find themselves consumed by operational demands, exciting things like emails, meetings, staff check ins, and the mountain of prepping and paperwork. But to lead well we need to redefine what we mean by our day to day priorities, and we need to manage our time. As a leader you need to be a step ahead, thinking of the future, whether that comes naturally to you are not. Strategic thinking is not a luxury; it’s a necessity. Why Strategic Thinking Matters Strategic thinking enables you to: Anticipate change and position you organisation for long-term success. Align teams around a shared vision. Innovate rather than merely optimise. Feel personally motivated and in control Recognise the value of delegation, which in turn supports the development of others The National Audit Office (NAO) highlights that while operational delivery is essential, senior leaders must adopt a “whole-system” approach that aligns policy, funding, and governance with long-term outcomes. I agree wholeheartedly with them! Beyond Time Management: Creating Strategic Space This isn’t just about blocking out time in your calendar., calling it focus time and then using that time to allow another meeting before the week is out. It’s about creating mental and organisational space for strategic reflection. Here’s how: 1. Delegate with Purpose Empower your team to own operational responsibilities. This builds capability and frees you to focus on the bigger picture. 2. Design Strategic Rituals Step back and ask: “What can I do as a leader that no one else can?” . Ask yourself "!what should I start doing, stop doing and continue to do". Weekly reflection sessions, quarterly off-sites, or even walking meetings can foster strategic clarity. 3. Build a Thinking Culture Encourage your team to think strategically too. When everyone is aligned on long-term goals, operational decisions naturally support strategic intent. It then becomes the norm to have time blocked out for thinking - time where you are not disturbed. 4. Use Strategic Frameworks Tools like SWOT, PESTLE, or scenario planning aren’t just for consultants. Use them regularly to challenge assumptions and explore new directions. Do it alone and with your team. This will create a culture of strategic thinking. 5. Get a Leadership Coach I would say this as a Leadership Coach but honestly getting a coach could be the single most important thing you do to unlock your thinking. With a Coach you talk things through, business and personal, freeing up time outside coaching sessions and not being consumed with things on your mind that you have not been able to share with anyone. Lots of my clients say to me " You are the only person I can speak to about this, I haven't told anyone, not even my partner about how I feeling about my role and life" And finally Strategic thinking isn’t a task it’s a mindset. Leaders who prioritise it not only future-proof their organisations but also inspire those around them to think bigger and bolder. Get in touch if you want to know more about developing a strategic thinking mindset
Taking the reins after a founder steps down is one of the most complex leadership transitions. Founders often embody the culture, vision, and identity of an organisation. So how do you lead effectively without being in their shadow? How do you make an impression? And how easy is it to make an impression when the person before you was the person who started the organisation? It is incredibly difficult, depending on the nature of the person before you , and the culture they created when they were the leader. New leaders often look to honour the past while creating new momentum - their way. It is a tension between respect and reinvention. Without trust and transition rituals, teams can stall in founder nostalgia. Here are a few tips for you to consider: Understand the Founder’s Legacy Before you start or at least in the first three months in role, take time to understand: What the founder stood for. What were their values, vision, and leadership style. What worked well and what may need to evolve. How the team in place feel about work and about the transition. Are they grieving, anxious, or hopeful? Strategies for a Successful Transition 1. Respect the Past, But Don’t Replicate It Acknowledge the founder’s contributions, but don’t try to be a carbon copy. Your leadership must be authentic to you. 2. Communicate Transparently Be open about your vision and how it builds on the founder’s legacy. Regular, honest communication builds trust and reduces uncertainty. 3. Engage Key Stakeholders From board members to frontline staff, involve people in shaping the next chapter. This fosters ownership and reduces resistance. It will involve a lot of active listening. 4. Establish Your Leadership Identity You have the opportunity to reflect on your unique strengths, what got you the job and what your purpose is as a leader. Use this insight to define your leadership narrative. 5. Balance Continuity and Change Identify what must stay (core values, mission) and what can evolve (processes, strategy). This balance reassures stakeholders while signalling progress. And finally Following a founder is not about copying, filling shows or throwing the baby out with the bath water. It’s about walking your own path while honouring the journey that came before. It is time for strategic thinking to help you set up for your own successes and to weather the storms of new transitions. With empathy, clarity, and strategic intent, you can lead your organisation into its next era. In the UK, leadership transitions are increasingly supported by structured development programmes that focus on emotional intelligence, strategic alignment, and stakeholder engagement. These resources can be invaluable during founder succession. I am always hear to help you navigate new transitions. Do reach out if you want to think about how to be the best leader, your own way.
