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.
The jury is out. Recent trends in thinking that intergeneration teams are ultimately more productive and higher performing is now coming under scrutiny. However, leading a team with members from different generations can be challenging yet rewarding. Each age group brings distinct values, goals, and perspectives that they may or may not want to share with the rest of the team. Here I share ideas for effectively managing teams with diverse age groups. Understanding Generational Differences When I asked ChatGPT to share a summary of the Generations here is what it came up with: Traditionalists 1928–1945 Loyal, disciplined, respect authority. Want job security, clear hierarchy, face-to-face communication. Struggle with tech changes Baby Boomers 1946–1964 Hard-working, competitive, team-oriented In-office work. Seek structured leadership, value recognition. Slower adoption of tech, work-life balance issues Generation X 1965–1980 Independent, pragmatic, adaptable. Seek work-life balance, autonomy, results-oriented leadership. Feeling overlooked between Boomers and Millennials Millennials 1981–1996 Purpose-driven, tech-savvy, collaborative. Seek flexibility, feedback, development opportunities. Impatient for advancement, perceived as entitled by others Generation Z 1997–2012 Digital natives, entrepreneurial, socially aware. Want remote/hybrid work, diversity, mental health support. High burnout risk, need for stability and guidance Generation Alpha 2013–2025 (still emerging) Future-forward, screen-native, globally minded (expected). Likely to expect AI integration, gamified learning, extreme customisation. So a broad-brush sweep of millions of people into six boxes. Stereotyping for sure but built on trends and data. Useful to help us think about who we have around us in the workplace and how they may be motivated at work. Strategies for Leading Diverse Age Groups Whether you have 5 or 2 generations working in your workplace thinking about how to connect and get the most out of them is good management. Here are a couple of ideas: 1. Foster Open Communication: Encourage open conversation to build confidence across generations, and support people to know they have a place in the team. This could be ensuring everyone has a chance to speak at meetings and share their perspectives. Rules of engagement – such as no idea is a bad idea – should be encouraged. 2. Tailor Your Leadership Style : Adapt your leadership approach to meet the needs of different generations. For example, provide mentorship for Baby Boomers and autonomy for Generation X. Give Gen Z the opportunity to experiment and fail fast. 3. Promote Intergenerational Collaboration: Create opportunities for team members to work together on projects, leveraging the strengths of each generation 4. Reverse and Co mentoring : Develop team bonds between generations by co mentoring where older and younger support one another and learn as they grow. Conclusion Leading a team with diverse age groups requires a nuanced approach. By fostering open communication, tailoring your leadership style, and promoting intergenerational collaboration, you can effectively manage and leverage the strengths of each generation to achieve organizational success. Connect with me to explore how mentoring and coaching can support you in managing and leading intergenerational teams. Share this article with your network, subscribe for more insights, and discover the transformative impact a coach can have on your journey.
A 2023 survey by The King's Fund revealed that 62% of charity CEOs and 54% of NHS trust CEOs reported feeling "often" or "always" exhausted. Ok so iits not 75% or 80% but it is higher than it should be! The reality: There is no such thing as a perfect balance but there are sustainable practices. I have kept this post short to encourage you to read it, and then go and take one positive step forward to improving your work life balance. Could you… 1 . Set clearer boundaries for yourself and others?. The Chartered Management Institute (CMI) recommends CEOs implement "protected time" policies — such as no-meeting Fridays or setting hard stops on email access outside working hours. My diary is time blocked, colour coded with reminders. 2. Prioritise peer support. According to ACEVO’s CEO Wellbeing report, peer groups and coaching dramatically reduce feelings of isolation and burnout among leaders. Guests on The Unlikely Executive podcast regularly tell me that peer groups reduce the feelings of loneliness. 3. Recognise that micro-recovery matters. Studies by the University of Manchester show that short, deliberate breaks (even 5–10 minutes) increase cognitive resilience in high-stress environments. I used to walk along Camden canal for 15 minutes and often had a brainwave! 4. Reframe balance as a dynamic concept. The Mental Health Foundation suggests treating work-life balance like "a dance, not a destination" allowing flexibility and seasonal shifts in work focus without guilt. If you have a dip at 2pm, recognise this and avoid hefty meetings at this time. 5. Invest in personal leadership. Self-awareness and self-management, key components of emotional intelligence, are the bedrock of sustainable leadership (CIPD Learning & Development Survey, 2023). Coaching can help you keep perspective and enjoy your role. Question: If you were to audit your current wellbeing, what one small change could you make this week that would pay dividends? If you have any thoughts on this post do email barbra@gleecoaching.com or what’s app her on 07952311806 Repost to someone else you know who could benefit from a bit sized moment on achieving work life balance. ________________________________________ Sources: • The King's Fund, The Wellbeing of Leaders in Health and Care, 2023 • CMI (Chartered Management Institute), Leading in a Changing World, 2022 • ACEVO, Leading Wellbeing: The Health and Wellbeing of Charity Leaders, 2022 • University of Manchester, Cognitive Resilience and Recovery Research, 2021 • Mental Health Foundation, Work-Life Balance: A Review of the Evidence, 2022 • CIPD, Learning and Development Survey, 2023
