In today’s rapidly evolving workplace, creating an environment in which organisations can access and harness the potential of different backgrounds, perspectives and lived experiences is no longer simply the right thing to do — it is a fundamental driver of innovation, creativity, and resilience. One often-overlooked aspect of diversity is neurodiversity. Embracing neurodiversity in leadership is not only a step toward more inclusive workplaces, but also a powerful way to unlock untapped potential within organisations.

What is Neurodiversity?

Neurodiversity is an umbrella term that represents all the unique ways that each brain processes information. It recognises that neurodivergent cognitive profiles (such as Autism, ADHD or Dyslexia) are equally as valuable as neurotypical profiles. This strengths-based paradigm encourages organisations to view these cognitive differences as unique strengths or assets.

Why Neurodiversity Matters in Leadership

Against a backdrop of enduring volatility, uncertainty, complexity and ambiguity, neurodivergent leaders often bring powerful and in-demand strengths to the table.

These strengths can include:

• Creative or divergent problem-solving: Thinking outside the box and approaching challenges from novel or unexpected angles.
• Deep focus and expertise: Excelling in specialised areas of contribution due to intense interest and attention to detail.
• Curiosity and adaptability: Being open to change, asking questions that expand thinking beyond existing rules and judgments.
• Emotion sensitivity and resilience: Tuning into emotional data and information as a signal to act or adjust and overcoming challenges with perseverance and inventive workarounds.

Without wanting to ignore the difficulties faced by many neurodivergent individuals in a world built for those who are neurotypical, it is clear there is growing recognition of the potential of harnessing the assets of neurodiversity in leadership and within teams. Indeed, organisations embracing neurodiversity as a key pillar of their DE&I strategy are seeing outsized impacts on engagement, retention, innovation and performance.

Coaching Leaders with ADHD in the picture

ADHD is neurodivergent cognitive profile that impacts individuals across different life domains and stages. People with ADHD display differences in brain structures, connectivity, and function, which influence how they experience motivation, emotions, and energy levels. Leadership coaching for individuals with ADHD in the picture will often include:

• Understanding the ADHD Operating System: Building awareness of the core features of this emotionally driven operating system where performance, mood, and energy levels can be determined by a momentary sense of interest, challenge, novelty, passion or urgency.
• Understanding the leader’s unique experience of ADHD: Guided discovery exploring how the leader is navigating their ADHD operating system, including optimising its strengths, managing its challenges, and identifying strategies to work with their ADHD profile, rather than against it.
• Building strategic self-awareness: Creating increased self-understanding of the leader’s reputation and leadership effectiveness through personality assessments and/or 360 feedback.

Hogan Personality Assessments in the Context of Neurodiversity

Organisations using personality assessments have an obligation to ensure the assessments used are free from bias and predict outcomes equivalently across protected groups. Hogan personality assessments measure normal personality characteristics that predict workplace behaviours, with norm data representative of working adults, including neurodivergent individuals. Research indicates that links between Hogan personality assessment scores and job performance do not differ by demographic groups, and there is no reason to suggest that the assessment will work differently for neurodivergent participants.

The Power of Collective Wisdom

One of the key takeaways from our recent discussion on neurodiversity in leadership is the importance of collective wisdom. By sharing experiences, insights, and strategies, organisations can build a more inclusive culture that benefits everyone. By being curious and actively engaging in open dialogue—whether through webinars, team discussions, or leadership forums—helps break down misconceptions and fosters a supportive community.

Moving Forward

Whether you are a neurodivergent leader, a coach supporting diverse talent, or an advocate for inclusion, embracing neurodiversity in leadership can drive meaningful outcomes. By fostering an environment where all minds are valued and supported, we unlock not only individual potential but also the collective strength and potential contribution of our organisations.

This article is authored by Jodie Werder – PBC Senior Consultant, ICF-credentialled Professional Certified Coach (PCC) and Certified ADHD Coach