7 Actionable Tips for Team Leaders: Supporting Neurodiverse Communication in Teams

Creating an inclusive, high functioning team that respects and addresses members neurodiversity, and gets the job done isn’t difficult – it does require some forethought to get clear strategies in place.

1 – Identify communication preferences early.

Onboarding isn’t just about digital security and where the toilets are, it’s about helping someone do their best work and be able to contribute without barriers. Ask what their communication preferences are and then make sure you have processes in place to respect that. Remember, this is about PREFERENCE not sole communication methods. If someone prefers email, splendid, but they still have to talk to colleagues.

2 – Normalize flexibility in communication.

Asynchronous tools are great for those who need time to think, order, and respond, they’re also great for those with competing priorities in an agile world, or global teams – you don’t have to be the first at the top of the email thread.

It’s good to remember that some neurodiversity comes with sensory issues and if a team member feels overloaded opting out of video on teams’ calls is something that shows kindness, and an inclusive approach.

Hay, guess what, you don’t have to have email or message threads – you don’t have to default to text - you could have voice notes, or video, or photos of mind-maps, and if you’re talented enough, you could present through the medium of modern dance if it moves the task forward.

3 – Design inclusive meetings.

Make sure there’s an agenda and stick to it. Share it before hand and stick to it… even if that means moving stuff out of the meeting that isn’t on the agenda.

Assign a notetaker or transcription so that there’s an easy way of reviewing – this is useful for those with ADHD, as (in my case) they sometimes can’t remember what they have committed to!

Meetings favour those who speak to think, or those who are more extroverted. The introvert, the thinker, the analyst, will take the meeting home in their head and add to it afterwards. You need to have a feedback mechanism that helps people do that.

4 – Be clear.

ASAP is not helpful, direct deadlines and delivery expectations being helpful – “send me that ASAP” simply becomes “send me that by 3pm” or some such. So much nicer for those who respond to structure.

If a team member gets overwhelmed, break tasks into smaller parts.

5 – Foster psychological safety.

Share your own preferences, normalise the conversation, show your team that there is a safe space to discuss neurodiversity. Be open, and authentic, and judgement free.

Make sure there’s space for feedback on progress and process to adjust workflows.

Celebrate and value different thinking styles. I worked with a brilliant thinker who stayed silent in meetings but sent devastatingly incisive emails once they had processed stuff. He was one of the best performers but people outside the team thought he never contributed. I made sure he was praised for his approach that had, more than once, prevented projects failing.

6 – make space for quiet.

If you respect “do not disturb”, or “quiet work”, or “focus” blocks in your teams calendars you’ll give them the space to achieve, and if there’s gaps between meetings even better – decompression can be more difficult for some than others and building in that gap can really help people feel trusted and cared for.

7 – Training and Resources.

Make sure there is training across your organisation to understand the range of diversities that we all have, and make sure there are resources to help others understand that some people have other ways of reacting and understanding the world.

The thing is… and this can’t be overstated, neurodiverse people add a huge amount to teams. Some bring hyper-focus, some bring different creativities, some bring an ability to work on a problem until it’s absolutely solved, and the person I want with me in a crisis is someone living with ADHD in a flow state - as their brain lights up the room and they can see the matrix, and all tasks are ticked off until the crisis is over.

Cherish the neurodiversity in your team.

It’s what gives you an advantage.