Inclusion Beyond Checkbox: Neurodiversity in the Boardroom

7 Sep

Sara Harrup

Advisory Board Member ACNC, Non-executive Director Doctors for Nutrition, Jabiru Community Services

While strides have been made on diversity, equity and inclusion in boards, there remains an under-explored frontier in the realm of diversity – neurodiversity. Neurodivergent individuals can significantly benefit organisations and corporate boardrooms. To delve deeper into this important topic, Paul Smith spoke with Strategic Advisor and Non-Executive Director, Sara Harrup who also identifies as neurodivergent.

In a candid conversation, Sara shares her insights on the current state of inclusion for neurodivergent individuals, particularly within a boardroom context, the challenges they face, and how organisations can improve conditions to strengthen the contribution of neurodivergent individuals, not merely as just checkbox governance.

Paul Smith (PS): Let's start by diving into the current landscape. Can you share your perspective on the state of inclusion and accessibility for people who are neurodivergent in corporate and organisational boardrooms?

Sara Harrup (SH):

“Accessibility and inclusion for people who are neurodivergent, by design, is relatively rare.”

I have seen a couple of Boards, more by accident than by design, make adjustments which are very helpful to some people with neurodivergent brains. For example, frequent breaks, deliberate slow pace, board papers loaded into a portal when they become ready, instead of being loaded in one large pile all at once.

Some of the estimates of how many people in any given organisation are neurodivergent can be greater than 30%. There is a tsunami of new diagnoses of many neurodivergent conditions happening right now, and rather than businesses taking an uninformed view that this is because it is trendy to be diagnosed or that these conditions are over-diagnosed, there is an alternate compassionate view.

PS: What would you like people to understand about neurodivergent individuals, particularly in a board governance context?

SH: We are used to adapting, masking, finding workarounds, and hacks to work in workplaces designed for the neurotypical. This takes enormous amounts of energy.

““People diagnosed with a neurodivergent condition later in life have experienced a lifetime of struggle, often struggle that they have kept to themselves, and surmounted sometimes incredible odds to make a place for themselves in the professional world.””

They are also often very hard on themselves and can get great benefits from executive or board coaching.

PS: How have you seen neurodivergent qualities play out in the boardroom context?

SH: Because there are a range of conditions that fall into the category of neurodivergence, it is hard to make generalizations. Some things that I have seen in myself and peers who are neurodivergent, and have ADHD, include the ability to be highly strategic and consider options that may not be immediately apparent to others, the ability to cut through complexity and bring an issue back to its simplest elements, being a straight talker with no agenda other than to put the best interests of the organisation first, the ability to read the room at a microscopic level and call out behaviors that are veiled and a high bar for what is ethical and just.

PS: There are so many conventions that dictate a board’s operating rhythm. What are some of the challenges we face in achieving true boardroom inclusion?

SH: The “Boardroom” setting is challenging for some of us, in that having to sit still, stay shut in a room with people for an extended period of time, and not having the autonomy and sometimes authority to move around, seat ourselves in a comfortable way and take breaks when needed can impact on our contribution. Some people who are neurodivergent have associated conditions like auditory processing delays, or more than one neurodivergent condition. The way Board papers are presented, the pace of meetings, the flow of discussion, and the mode of meeting (virtual vs face to face) can all present challenges.

I know one Board Director who has autism, and has some difficulties with eye contact, and also timeliness. She was an outstanding Director on her Board in terms of her contribution, and the absolute clarity she brought to issues and opportunities was quite profound. Because she was perceived as “quirky” and also prepared to challenge, some of the directors took a negative view of her, and used some of her issues with timeliness to bring about a situation which led to her resigning. I felt incredibly sad witnessing that and felt it was a great loss to the organisation. It is very important for Board Directors to take the time to understand what may drive certain behaviours, and to address those behaviours in an honest way.

PS: Are there essential things boards could be doing to overcome these challenges?

SH: While there are some general accommodations that can be made that may suit many neurodivergent people, the best way to approach things is to be a Board that embraces diversity, and actively asks everyone, whether they identify as neurodivergent or not, how the Board can make the work of the Board and the meetings accessible to the person. “What can we do, in terms of our structure, process, or culture, to help you move towards your best work as a Director?”

PS: Are there specific initiatives or strategies that you believe companies should implement to promote neurodivergent inclusion at the board level?

“...many people with neurodivergent conditions do not feel safe disclosing this to others. We just aren’t there yet. Indicators of openness and a culture of belonging being built into a director role advertisements can signal to someone that they might be a fit.”

SH: I think that is a crowded space, and many people with neurodivergent conditions do not feel safe disclosing this to others. We just aren’t there yet. Indicators of openness and a culture of belonging being built into a director role advertisements can signal to someone that they might be a fit. If, in the ad, the organisation makes a statement that they are open to creating the conditions for directors to thrive and are keen to understand the accessibility needs of all their directors, it would be a pretty strong statement to a candidate that they could be applying for the right role for them.

PS: Is there advice you can offer to neurodivergent individuals who aspire to serve on boards or advance their leadership careers?

SH: Start with a deep understanding of how your neurodivergence shapes you and how you work best. Consider what sorts of situations cause you anxiety or bring about unpleasant aspects you will have to manage. For example, some neurodivergent folks will experience RSD, rejection-sensitive dysphoria, which they will have a way of managing, and having insight into what might trigger it will help them regulate their responses.

Finding the right Board fit is also just as important here as it is for anyone. I would recommend seeking out Board or Executive Coaching from a coach who is experienced with working with people who are neurodivergent to help navigate the path. I have found it very helpful over the years, and as someone who now coaches quite a few neurodivergent people, I can see how quickly people can grow and progress with the right support.

PS: And, what can neurotypical leaders do to better understand neurodivergent individuals and create a more supportive context for them to contribute to their organisations?

““Even the smallest action you take to allow us to use less energy on this stuff will be a welcome relief.””

SH: There are as many different types of expression of each neurodivergent condition as there are neurodivergent people. The simplest and best advice I can give here is to show an interest in knowing who your team members are as people, what makes them tick, what brings out the best in them, and also what is likely to cause them to move away from their best self. And ask…what can I do more of or less of to make this workplace bring out your best personal and professional self?

Sara Harrup is a Future Directors Hub Community Mentor.