Are you approaching neurodiversity in the right way?

Dominic Keohane, founder of Innate Change, was diagnosed late in life with ADHD and Autism. “I went from a successful career as a business consultant to crashing through burn out”, he recalls. “I was medicated for bi-polar and eventually diagnosed as Autistic and ADHD. I  went through a journey of recovery from that burnout and that’s when I started Innate Change, through research and exploration I found a large community of people just like me.”

Dominic’s diagnoses shifted his mindset. Rather than trying to correct behaviours as though they were flaws, he began instead to recognise and work with symptoms, recognise them for what they were, and develop strategies to maintain his happiness, comfort and independence. 

“Part of that strategy development was exploring what was out there already”, he continues. “I’m 57, and I discovered that there were plenty of people like me who have been brought up in a world that didn’t recognise these symptoms years ago, and in fact treated those with symptoms as though flawed in character.” 

He realised that there was a huge gap, resulting in many people that don’t fully understand themselves, and possibly don’t have the confidence or tools to be able to communicate what they need to be able to operate at their best. That’s how Innate Change was born: an organisation that works with employers to educate them around neurodiversity. 

“We take the profits from our work with businesses and go out into the community”, says Dominic. “We work with families and neurodiverse individuals to help them develop effective and meaningful relationships, build careers and help them to truly appreciate their role in the world.”

On March 26th, Dominic will be hosting a Vistage session on ‘Improving engagement and inclusion through neurodiversity’. Here’s what attendees can expect. 

No ‘one-size-fits-all’ approach

Businesses often describe themselves as ‘people-first’, treating every employee as unique. Dominic highlights how this should absolutely apply when considering neurodiversity team members. 

“If someone is autistic, they’re the only person that will have their version of autism”, he explains. “Recognising that means that, as a species, we understand that these labels work from a pathological perspective, helping doctors corral people into a community to be able to say that this solution will resolve 80% of what they experience. But actually, in a social world – and in a world of work that relies on social interaction – it doesn’t work so well to limit people in that way.”

Instead, he recommends that employers begin from a basis that everybody is different, and should be treated with kindness and curiosity. “Learn about the person in front of you and how you can support them”, he says. “Before you know it, you’ll find that your organisation is growing exponentially through its culture and its people.”

However, Dominic also believes that many organisations tread on eggshells around the subject of diversity: not wanting to offend or be sued for discrimination. “It can be a real minefield”, he says, “but actually, the approach that we try to nurture and facilitate with organisations is one of being kind and curious.” 

Rather than looking for solutions for all autistic employees, for example, Dominic believes that employers should help employees with individual symptoms they find challenging, regardless of whether they have an official diagnosis. “Switch from ‘do you think everybody with autism would need this?’ to ‘Tell me more about your experience and what you need so we can support you’”, he says. “However, in order to take this approach, the organisation needs to be educated and trained in interpersonal skills to have the courage and self-belief to do so.”

The right culture

For businesses, taking the time to understand neurodiversity – as well as developing the soft skills required to work with all employees, no matter who they are – is vital. However, for employees and employers alike, time can be a limiting factor. 

“What we tend to do in a busy world is look for shortcuts”, Dominic explains. “Rather than have a long conversation with my manager about why I can’t do something, I can shortcut by saying I have autism, ADHD, dyslexia, dyspraxia or any other neurodiversity. And then we compartmentalise. We tell those going through menopause that they can join this particular community, or those with depression that they can see a mental health practitioner to get support.”

“Instead, we should be telling employees, ‘you’re human, you have access to all of it’. When employees communicate their specific needs, employers can support them to develop and work at their best.” For this to work, though, employees need to feel confident that they can do this. 

“If we don’t set ourselves up with a great culture and the right leadership skills to generate belief and trust in our environment, people will often hide a part of who they are”, he continues. “That part of who they are is the bit that can limit them – and that’s the bit we need them to stand up and say they need help with.”

Why you should attend Dominic’s Vistage session

Dominic’s Vistage session on March 26th promises to be truly inspiring. But who should attend? 

“If you’re curious about what it is to be a human being, you should sign up”, he says. “If you’re curious about what needs to be different for you as an individual and how you can build effective relationships with your peers within your organisation, you should sign up.”

Attendees will leave with plenty of inspiration and understanding and, Dominic hopes, “a bit more courage to step into those conversations that really can make a difference”. 

Sign up for Dominic’s neurodiversity webinar here.

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