Embracing Neurodiversity: A New Approach to Inclusion in the Workplace
In recent years, diversity, equity, and inclusion (DEI) initiatives have largely centered around gender, race, and ethnicity. However, a critical aspect that is gaining recognition is neurodiversity. According to Deloitte’s 2023 Gen Z and Millennial Survey, 53% of Gen Z identify as neurodivergent, indicating that investing in neurodivergent talent is not only a moral obligation but a strategic business decision.
Rebekah Shrestha, executive director of Belfer Innovation and Social Impact at 92nd Street Y (92N), emphasizes that the future workplace must adapt to be more accommodating. “Neurodivergent leaders can spearhead the development of new workplace practices that benefit all employees,” she notes. Research from the Harvard Business Review supports this view, revealing that neurodiverse employees can be up to 30% more productive than their neurotypical colleagues when they receive the right support. Despite these findings, a mere 10% of companies have a formal policy to support neurodiversity.
Advancing Female Neurodivergent Leadership
In response to this gap, the Belfer Center has initiated a fellowship program designed specifically for neurodivergent women leaders. The Neurodivergent Leaders Cohort aims to address both the opportunities and obstacles that these women encounter in leadership roles. Shrestha explains, “We recognized a lack of programs aimed at supporting neurodivergent female leaders, especially given the increasing rates of diagnoses among women later in life.”
The fellowship offers a tailored curriculum, inclusive leadership best practices, and mentorship opportunities from both neurodivergent leaders and allies. The 2025 cohort includes 46 fellows, 15 of whom are part of the Neurodivergent Leaders Cohort, representing various sectors such as business, technology, law, medicine, and media.
Addressing the Leadership Gap for Neurodivergent Women
Despite the advantages of a neurodiverse workforce, many neurodivergent women face significant barriers. They are often perceived as “problematic” or overly intense, leading to a tendency to hide their neurological identity. A lack of understanding regarding neurodivergent communication styles can result in missed leadership opportunities.
Shrestha states, “It is already challenging for female leaders, and for neurodivergent women, these additional layers can be overwhelming. Our workplaces often adhere to a narrow definition of leadership.” The fellowship program aims to equip participants with tools to leverage their unique strengths, navigate necessary accommodations, and build self-advocacy skills. A study by Additude Magazine highlights that 79% of neurodivergent women report experiencing burnout, underscoring the need for such support.
Redefining Workplace Accommodations
Creating an inclusive workplace for neurodivergent employees extends beyond merely offering accommodations; it requires a fundamental rethinking of how work is structured. Here are practical steps companies can implement:
- Advance Communication: Provide agendas, floor plans, and event details before gatherings.
- Flexible Work Environments: Support remote work options, flexible scheduling, and personalized workspaces.
- Diverse Feedback Channels: Allow multiple methods for feedback to cater to individual preferences.
- Sensory Support: Provide noise-cancelling headphones, earplugs, and sensory tools as standard workplace resources.
“Accommodations should be seen as a productivity enhancement rather than a burden,” asserts Shrestha.
Innovating Leadership Styles
The evolution of leadership must transcend traditional models. Neurodivergent women are at the forefront of redefining what it means to lead. Shrestha comments, “Women often face a specific model of emotional intelligence and diplomatic leadership; this does not resonate with everyone. There are numerous ways to embody effective leadership, and we hope this fellowship inspires more initiatives of its kind.”
Isabella Ghassemi-Smith, Head of Indrive’s Aurora Tech Awards, concurs, stating that women in leadership roles still encounter systemic barriers. The FTSE 100 2022 Women’s Report published by Cranfield School of Management reveals that women occupy only 6-7% of management positions within FTSE 100 companies. This issue is intensified for neurodivergent women, who often face biases regarding their thought processes and work styles.
Towards a Future of Inclusive Workplaces
The 92N Women Inpower Fellowship exemplifies how organizations can take proactive steps towards embracing neurodiversity. However, true change needs to be integrated at every level, stretching from recruitment and onboarding to promotion and leadership development.
Ghassemi-Smith outlines actionable strategies for organizations:
- Performance-Based Promotion Structures: Ensure promotions are merit-based rather than influenced by biases.
- Equal Parenting Leave: Create policies that do not hinder women’s career advancement.
- Sponsorship Opportunities: Encourage men to advocate for women in leadership roles actively.
- Psychological Support: Provide resources aimed at enhancing confidence, negotiation skills, and resilience.
“It’s crucial to recognize that many individuals within organizations are neurodivergent and may require tailored approaches to excel,” emphasizes Shrestha. “Implementing inclusive practices is beneficial for everyone involved.”
A Call for Continued Progress
Investing in neurodivergent talent transcends typical DEI initiatives; it paves the way for enhanced innovation, productivity, and resilience. As organizations increasingly adopt programs like women’s leadership fellowships, the ripple effects are likely to transform not only individual careers but the industry as a whole.
“My simple advice for this transformation is to take action now,” advises Ghassemi-Smith. “Stop waiting for change to come; forge your own path.” For businesses and leaders poised to adapt to the evolving landscape of work, committing to neurodivergent talent is not just ethical—it’s a smart move.
