Written by Susan Fitzell

So often, managers call a meeting, share information, then end the session expecting employees to understand, assimilate, and implement the new information into their work endeavors. When this does not happen, a manager may feel frustrated with employees that just can’t do what they told them to do. Or a more self-reflective manager may wonder what is wrong with their presentation style. Add the fact that more managers are managing neurodiverse employees, and the challenge increases exponentially.

Here are a dozen ways to lead more effective presentations and meetings when managing neurodiverse employees.

Written by Susan Fitzell

Historically, people have viewed neurodiversity from a deficit model point of view. Unfortunately, I’d say that this is the prevailing view. The world is still very much neurotypical-centric. Consider that neurodivergent brains are the other side of the same human neurological coin.

Humans tend to categorize, sort, and normalize information. In short, we do this to facilitate our understanding of a complex world. This tendency to categorize makes things manageable so we can focus on what we need to do. Unfortunately, this approach fails us when attempting to understand humans. We desperately want human interaction to be simple, but it isn’t.

Written by Susan Fitzell

For all the acceptance that neurodivergence has been receiving, including workplace initiatives to recruit and train neurodivergent talent, we still have a long way to go to attain equity and full inclusion. Stereotypes still impact hiring patterns. Hiring practices are standardized around these stereotypes.

I am guilty of espousing the idea that neurodiversity is a competitive advantage. I’ve quoted corporate studies confirming the belief that having neurodiverse teams fuels innovation.

Written by Susan Fitzell

Innovation and creativity are the lifeblood of business. To get to both of those, you need different perspectives and ways of thinking. That is why companies hire consultants and agencies.

A more effective way for businesses to gain different perspectives and divergent thinking is to hire a diverse team. Neurodiversity is just as important as other forms of diversity. A neurodiverse person’s brain is wired differently. They experience the world differently than neurotypical people and often have entirely different perspectives.

Written by Susan Fitzell

New Perspectives for the Energy Sector

Every day, we are reminded that the world is a swiftly changing place.