Dear Reader,
Last week, we explored how application processes create unnecessary barriers. However, this week, I want to address something more profound that has been nagging at me after numerous conversations with leaders: why do some organisations embrace neurodiversity, while others seem stuck in endless "awareness" phases that never translate into action?
The answer isn't what you might expect. It's not about budget, legal compliance, or even understanding the business case. It's about a generational leadership gap that's hiding in plain sight - and it's my belief that it is the single biggest barrier to meaningful progress in neurodiversity at work.
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What's the data saying?
Here's a reality that explains why neurodiversity initiatives often struggle to gain traction: Gen X currently holds 51% of all organisational leadership positions worldwide, according to the DDI Global Leadership Forecast 2023. Meanwhile, over half of Gen Z sees themselves somewhere on the neurodiversity spectrum (Deloitte Global 2024 Gen Z and Millennial Survey).
This creates a fundamental disconnect. The generation making workplace decisions came of age when neurodivergence was viewed through a deficit-based lens, whilst the emerging workforce sees neurodiversity as a strength to celebrate. Gen X leaders experienced rigid workplace norms with minimal accommodation, whilst Gen Z expects inclusion as standard.
The impact on training and support is stark: The CIPD's 2024 "Neuroinclusion at Work" report studied over 1,000 UK senior managers. Only 27% of organisations provide training for line managers on what neurodiversity is and its value to the business. . Even fewer - just 24% - offer training on supporting neurodivergent team members, and only 18% train managers on responding to neurodiversity disclosure.
This isn't about generational blame - it's about recognising that the people with power to drive change often have fundamentally different lived experiences around cognitive difference than the talent they're trying to attract and retain.
Read more on the data here: Why Gen X Leaders Resist Workplace Neurodiversity | PegSquared
Stories from the workplace
I've witnessed this generational gap repeatedly in my consulting work, particularly when it comes to getting leadership buy-in. Here's what I've observed: the most successful neurodiversity initiatives are almost always championed by leaders who have a personal connection. They have a neurodivergent child, partner, family member or friend - or are neurodivergent themselves. They "get it" immediately because they've witnessed firsthand the barriers and the potential.
These leaders drive change with passion and a sense of urgency. They understand that neurodiversity isn't about charity or compliance. It's about unlocking human potential. They see the legacy they want to leave: workplaces where their loved ones can thrive authentically.
However, here's the challenge: most leadership teams lack that personal connection. I recently worked with an organisation where the CTIO was fully committed to neurodiversity because her daughter has ADHD. Her enthusiasm was infectious, and progress was rapid. However, when she moved to a new role, the initiative lost momentum almost immediately. Her replacement, while supportive in principle, lacked the personal drive and understanding that she had.
This creates a fundamental problem. Neurodiversity initiatives often depend on individual champions rather than systemic change. When those champions leave, the momentum dies with them. Convincing leaders without personal connections becomes exponentially more challenging. They intellectually understand the business case but don't feel the same level of urgency emotionally.
The generational gap makes this worse. Gen X leaders without personal connections to neurodiversity often view it as someone else's priority, whereas Gen Z employees increasingly expect it to be standard. This disconnect leaves organisations stuck in endless planning phases, creating policies that appear good on paper but fail to translate into meaningful change.
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Have you booked your speaker for National Inclusion Week?
Get in touch to see how I can support you.
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One change for immediate action
Reframe neurodiversity for Gen X leaders using language that resonates with their experience and values:
Instead of: "We need to be more inclusive and support neurodivergent employees." Say: "We're missing out on a competitive advantage. Organisations like GCHQ say 'Without neurodiversity, we wouldn't be GCHQ,' and companies like SAP report measurable innovation benefits from cognitive diversity."
Instead of: "Having a Neurodiversity strategy is the right thing to do." Say: "15-20% of the population is neurodivergent, but most autistic adults remain unemployed. That's an untapped talent pool our competitors aren't accessing whilst we struggle to fill roles."
Instead of: "We need to implement reasonable adjustments." Say: "Simple process improvements that help neurodivergent employees perform at their best also improve efficiency for everyone - it's operational excellence, not special treatment."
The key is connecting neurodiversity to business outcomes that Gen X leaders already value: competitive advantage, talent acquisition, operational efficiency, and measurable results. Once they view it as a business strategy rather than a social policy, resistance typically gives way to curiosity about implementation.
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How To Webinar
July's webinar will focus on Neuro-Inclusive Application processes.
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And finally, a question for you?
Have you noticed generational differences in how leaders in your organisation approach neurodiversity? What language or examples have you found most effective in building leadership buy-in?
Hit reply and share your experience - I'm particularly interested in what's worked (or hasn't) with different generations of leaders.
See you next week!
Tania
FIVE ways you can work with me:
- Neuro-inclusive Recruitment Audit: Understand what practical steps you can take to ensure your recruitment process is inclusive for all.
- Training: From line managers to leaders, global HR teams to recruitment, awareness sessions to champion training.
- Consultancy: Policy writing, process redesign, reviewing neurodiversity materials, data, ERG launches - anything neurodiversity at work related!
- Coaching: One to one coaching to help support an individual navigate the world of work as someone who is neurodivergent
- Speaking: From a fireside chat to a keynote, podcast guest to panelist
Reply to this email to find out more!
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