When I came out as autistic on LinkedIn eight months ago, it was the corporate culture fostered by my software company that finally gave me the freedom to be my authentic self both at work and in my professional community.
Our leadership at Lexion has created an environment that values psychological safety—the sense of being able to show and employ one’s self without fear of negative consequences to self-image, status, or career. For me, this means I am able to be open about my neurodivergent status and mental health with my boss and coworkers. Unfortunately, that’s still rare in the workplace.
Just as rare are diversity, equity and inclusion (DEI) hiring strategies that address neurodivergence. Only 7% of companies globally have neurodiversity recruiting plans in place, while an estimated 15 to 20% of the population is neurodivergent. We also know that number is likely low, with many more individuals that are neurodivergent remaining undiagnosed.
Corporate America is failing to properly serve a large segment of the workforce. Neurodivergent employees are often not provided with what they need to work most effectively, so they lack the same level of equity as neurotypical coworkers. Acknowledging that you require accommodations and then requesting those from your employer hinges on whether you have that psychological safety net at work.
Set an example in the C-suite and model it
Creating those safe environments starts from the top down. My company’s entire C-suite has children under the age of 10, and our CEO, CTO, and CLO are open about taking time to attend therapy or wellness checks. When leaders share those personal experiences, employees feel more comfortable doing the same.
Many neurodivergent people fear their conditions will be viewed as weaknesses rather than strengths. The term “neurodivergent” describes people whose brains develop and work differently, and who have different strengths and struggles, from neurotypical people. Those identifying as neurodivergent typically have conditions including autism spectrum disorder, attention-deficit hyperactivity disorder (ADHD), Down syndrome, dyslexia, or mental health issues, among others.
Being autistic doesn’t mean that I’m lesser than; it doesn’t mean that I’m incapable of doing my job. I don’t need to be infantilized. I’m a fully functioning adult, and I just may need a little extra help to ensure I’m the best that I can be—so I can help my company be the best that it can be.
In fact, since I started talking more openly about my neurodivergence and asking for what I need at work, I’ve experienced exponential growth in my career, and I’m tackling many more strategic tasks.
Include neurodiversity in your DEI hiring efforts
Tapping the strengths of neurodivergent workers begins with inclusive hiring. DEI efforts have increased greatly in the last decade, but recruiting based on gender, ethnicity, age, physical disability, and sexual orientation takes precedence over neurodiversity.
While a number of corporations have piloted programs that show teams with both neurotypical and neurodivergent workers reach solutions faster, the movement toward neurodivergent inclusion is still in its infancy.
It’s incumbent on more companies to step up and do meaningful work. Include representatives from underrepresented, marginalized groups in your diversity efforts and solicit their feedback.
Identify your diversity gaps and make sure you’re actively trying to fill them. If it’s neurodivergent people who you’re lacking, start by asking what they need during the interview process. That could include giving them interview questions in advance or conducting the interview off camera if video causes anxiety.
Accommodations unlock full potential
People with qualifying physical and mental disabilities are entitled to reasonable accommodations during the hiring process and to help them maneuver the workplace thanks to protections under the Americans with Disabilities Act (ADA). Neurodivergent people, likewise, often need accommodations to be successful.
There’s a misconception that those additional tools or modifications will be painful in terms of time or money. In fact, most accommodations cost very little, and the benefits pay off immensely, even if you have to provide them across your entire organization. We learned that during the pandemic as we had to very quickly figure out how to make things work in a very different way.
Trust your employees and recognize they know themselves better than anyone else. We can all benefit from flexibility in where, when and how we work. And there are resources such as the Job Accommodations Network, a service of the U.S. Department of Labor’s Office of Disability Employment Policy, available to help.
It’s better for business
For most companies, and those of us on the spectrum, addressing neurodivergence in the workplace is an ongoing journey. We don’t know everything and neither do the medical and psychological communities. There’s still so much left to uncover and explore, and we must acknowledge we’re going to make mistakes as we push forward.
But employers willing to create more inclusive workplaces for neurodivergent people open themselves to a much larger pool of job candidates who bring different perspectives to problem-solving. The unemployment rate for neurodivergent adults is estimated to be at least 30 percent to 40 percent—three times the rate of the rest of the population.
It’s also incumbent on neurodivergent employees to learn how best to advocate for themselves. If you don’t have psychological safety at work or just aren’t comfortable disclosing, don’t feel forced to say you’re autistic or have ADHD. Frame the conversation as “this is what I need, this is how I work best, and this is how I’m going to be the most productive in my job and support the company best.” If you frame it as benefitting the business, they’re going to have a very hard time saying no.
I hope everyone in the neurodivergent community can, like me, take off their masks at work someday soon. I’ve reached a new level of self-acceptance since coming out professionally about my autism. It’s helping me be a better person, parent, and employee because I know what I need and I know how to ask for it.
Krysta Johnson is a senior legal and business operations manager for Lexion, an AI-powered contract management software provider.