Valuing neurodiversity
“Our differences make us unique.”
Johann Dizant
Neurodiversity refers to the existence of multiple types of neurological functioning in humans. It can be compared to the concept of biodiversity (which considers the diversity of ecosystems, spaces, and genes), but focusing solely on the diversity of human brains and minds.
If you want to go further, I recommend Steve Silberman’s book NeuroTribes (or Neuro Tribus in French), which is both a captivating history of autism research and an advocacy for accepting differences in our societies—societies that would finally reconcile with forms of otherness that have until now been subjected to discrimination and stigmatization.
Atypical profiles
Neurodiversity also means acknowledging and valuing the skills of atypical profiles. For the curious or those who sometimes feel out of step due to hypersensitivity and who want to explore their “autistic” traits, this online test (serious and only indicative, with no medical value), ASPIE-QUIZ, can give an initial insight to explore further.
Companies today must increasingly integrate diversity in all its forms and therefore manage a growing number of atypical profiles. Here is an overview of managing, in the broad sense, diversity and all the resources it generates for a company.
We were already talking about diversity in 1984, when breaking down silos between engineering students and business school students was already a topic! When I created the first Junior Enterprise INGECOM, shared by a business school (ESSEC) and an engineering school (SUPELEC), Laurent Fabius (then Prime Minister) and Paul Dubrule (co-CEO of Accor) attended, with television coverage, for a grand inauguration. Fortunately, the debate has progressed significantly since then!
Talking about atypical profiles
Discussing atypical profiles is complex because, depending on the school of thought, narcissistic abusers, personalities with narcissistic vulnerabilities, harassers (previously euphemistically called difficult personalities), extremely introverted people, or bipolar individuals may all fall into the same category. Other categories include women (yes, they are still considered part of diversity), “older” employees over 50, “young” employees under 30 with little experience or no degree, people displaying religious symbols, people with a different sexual or gender identity from the majority, people with disabilities, people of color, and self-taught individuals.
In short, that’s a lot of people, all different from the “white 30–45-year-old” archetype that historically represents the leadership class in our society.
Talents for the company
So why does a company care about atypical profiles and why retain so-called “difficult” personalities? Because these individuals develop unique talents in modeling, vision, storytelling, and much more. However, caution is needed not to be misled by borderline or psychopathic personalities who could be assigned to management positions. Such personalities may develop overconfidence, pushing them to seize or retain power, sometimes at the expense of other more adequate and deserving employees.
It is therefore necessary to have a clear strategy for complex personalities, to identify them early, and manage them on a case-by-case basis in the common interest.
Unfortunately, many companies unknowingly favor manipulators because they give the appearance of being effective, despite significant human and productivity costs. In these cases, coaching is an effective tool to channel unacceptable behavior. It complements carrot-and-stick pressure from HR or sanctions such as warnings before termination, or reductions in personal bonuses. Only therapeutic work can help, and perhaps allow these unique personalities a relative integration into the company. Some employers, however, find it difficult to give up their business “genius,” which can be extraordinary, like Elon Musk or John Lasseter.
A few years ago, I coached an executive who had received a warning from HR due to aggressive behavior towards his teams. Highly talented and high-performing, senior management wanted to give him every chance to change and transform his management style. Fear of dismissal, coaching, and genuine awareness allowed this executive to remain in position, at the cost of real personal commitment and ongoing vigilance.
The company’s position
Remarkable and powerful social movements like #MeToo and #BlackLivesMatter have recently challenged companies significantly. Leaders, as well as the broader social body, must now reflect and open up to a new acceptance of diversity, regardless of their personal convictions.
Gone are the days when most CEOs or homosexual politicians had to marry to advance their careers. Their new standard-bearer, Apple CEO Tim Cook, is a remarkable example of advocacy and corporate commitment to LGBTQIA+ rights.
Increasingly, companies communicate or seek training to embrace diversity. To succeed, they must pay particular attention to:
Structuring their diversity: Given the legal impossibility of measuring diversity in France, companies have focused on gender diversity. Individual support from an internal mentor is a good way to facilitate integration.
Recruiting from different “campuses” to attract more atypical profiles. Supporting them in onboarding, so they better understand the culture and codes of the company, is key to successful inclusion.
Appointing symbolic figures, especially for minorities that need strong role models.
For “brilliant jerks” (according to Netflix)—talents that are likely very hard to replace—the company must have processes to assess potential damage, conduct investigations, report alerts, and coordinate with its ecosystem to receive feedback informally or more formally. Jack Welch already discussed such high-performing personalities who do not adhere to corporate culture.
The company must enhance flexibility to accommodate these different individuals. This includes adapting the workspace and managing working hours according to the profile and needs. These needs vary depending on whether the person is a single parent, a disabled employee requiring specific ergonomics, or an employee who prefers remote work.
Combine vertical hierarchical processes for decision-making with horizontal processes to integrate collective intelligence and leave space for diversity to express itself.
Appoint diversity managers or points of reference within hierarchies or teams.
Recognize and accept one’s own diversity/uniqueness. Avoid conforming to standards or trying to fit into a mold at all costs. Claiming and developing your differences through various forms of intelligence is an excellent way to create value and unite others around your creativity.
#neurodiversity #highpotential #multipleintelligences #diversity