RX Global's Charlie Oxford on Inclusive Leadership for Neurodiverse Teams

By Charlie Oxford, Sales Account Manager, RX Global

As a neurodivergent (or “spicy-brained”) person myself, with a partner and close friends who also experience different forms of neurodiversity, I know there’s no one-size-fits-all approach. As with all forms of diversity, there are a few key things that matter when you’re leading a team.

Firstly, and perhaps most importantly: are you creating a safe space for people? Not just a space where they can show up as they are, but one where they feel safe enough to let you into their world. While I’m proud of my neurodivergence, not everyone has an easy or positive relationship with theirs, and many people don’t feel comfortable sharing it. Leaders who create psychologically safe environments make it much easier for people to speak up about their experiences when they choose to.

It’s also important to educate yourself. Many people from diverse groups spend a lot of their lives explaining themselves or educating others. As a leader, you’re likely to work with people from many different backgrounds and identities, so taking the time to familiarise yourself with different forms of neurodivergence can make a big difference. You don’t need to be an expert, just showing curiosity and effort goes a long way.

Another thing to remember is that many people have never been asked what support they might need, or what could make their work life easier. Because of that, they may not even know what options exist or what support could look like. It can be helpful to explore this with your HR team or look into what other organisations offer. Having a few options ready for people to consider shows that you care and that you’re prepared. What can be really handy is to start a spreadsheet of different resources from a box of fidget toys to Grammarly or if you don’t know where to start you can connect with your ERG to discuss options for different people. I bring 2/3 fidget toys in with me to work, this has helped start conversations about neurodivergence in the workplace and has in-turn opened conversations about others experiences.

Compassion is also key. Living as a neurodivergent person in a predominantly neurotypical world can sometimes be challenging, and it’s not always easy to explain why. Leadership isn’t always simple, but approaching people with compassion helps bring out the best in your whole team, neurodivergent and neurotypical alike. A helpful approach is to ask what you can do to support someone beyond the options already available. People will often work in different styles, so being curious about this and asking how you can support them in that working style can make all the difference. This helps enforce trust and circles back to safety.

Lastly, offer these supports to everyone. You never know who might benefit, and it shows genuine allyship, doing the work, not just talking about it. It also helps set a positive example for other leaders about what inclusive leadership can look like.