Deloitte has reported that up to 20% of the population is neurodiverse. Thus, many organizations employ individuals who are neurodiverse — although they may not have disclosed their neurodivergence. According to Cleveland Clinic, “neurodivergent” is “a non-medical term that describes people whose brain develops or works differently for some reason. This means the person has different strengths and struggles from people whose brains develop or work more typically (neurotypical).” Neurodiverse conditions include autism, dyslexia, dyscalculia and attention-deficit/hyperactivity disorder (ADHD), among others.

Despite strides for inclusion in the workplace, neurodivergent individuals are often left out of the conversation. In addition to facing barriers to employment, neurodivergent individuals may not receive the support they need to thrive.

While neurodivergence is one important facet of diversity, it’s part of a broader spectrum known as cognitive diversity, which is defined as “differences in perspectives, thought processes and problem-solving strategies that individuals bring to a group.”

Bob Wiele, CEO of OneSmartWorld, says that leaders can tap into cognitive diversity and our unique thinking patterns as a “hidden resource” that can significantly enhance team performance, particularly in problem-solving and decision-making. Research emphasizes how embracing cognitive diversity can lead to greater team innovation: Teams with a high deviation from the “standard” perspective (i.e., with high cognitive diversity) are more likely to solve a problem than non-diverse teams, according to Harvard Business Review.

In today’s fast-paced workplace, better problem-solving and decision-making is a clear competitive advantage. How can leaders build more inclusive environments that support all types of thinkers — including neurodivergent team members? And how can leadership training help? Let’s explore.

Increasing Awareness Around Common Challenges

To create inclusive environments where cognitive diversity can thrive, leaders must first understand common challenges that employees — particularly those who are neurodiverse — face at work.

These include, but are not limited to:

• Unclear performance expectations
• Bias or stigma around cognitive diversity and/or neurodiversity, which can lead to misunderstandings and unfair assumptions about competence or behavior
• Overstimulating environments (e.g., bright lights, loud noises, etc.), which can hinder productivity
• One-size-fits-all processes around onboarding, communication or performance evaluation methods, which may not account for diverse communication or thinking styles
• Unspoken workplace culture codes or norms, which can cause stress and misunderstandings

LaKenya Jones-Greene, CPTM, L&D leader, speaker and strategist, also highlights the impact of long COVID as a related — and often invisible — challenge. “COVID-related brain fog has also introduced new issues around memory, focus and mental stamina,” Jones-Greene explains. “These experiences aren’t always visible to people,” and again, are rather new. “Leadership training can demystify these challenges and give managers tools to proactively foster that equity, from offering structured feedback, normalizing flexible work approaches and intentionally building psychologically safe environments.”

Strategies for Supporting Cognitive Diversity on Teams

Supporting cognitive diversity on teams starts with recognizing its value, Jones-Greene says. “When leaders create environments that accommodate and affirm those differences, that really can help unlock their performance, their loyalty and innovation.” It’s also important to recognize that fostering inclusivity “is not about lowering the bar but widening the lane for success.”

Of course, most leaders want to support all of their team members. However, there are some “special considerations” to keep in mind for supporting neurodivergent employees, says McKenzie Specht, a scientist at SHL and an active contributor to SHL’s Neurodiversity Research Program. Leaders should consider each person’s unique needs, preferences and working styles to create a truly inclusive environment. Wiele agrees an individual approach is best, especially in terms of communication: “I like the platinum rule” — instead of treating others how you want to be treated, treat them how they want to be treated — adapt to their communication preferences and thinking styles.

For example, Wiele says, when communicating with decisive or analytical thinkers, it can be helpful to use action-oriented language like “we must,” “we should” or “we have to.” When engaging with highly compassionate individuals, it’s important to slow down, express empathy, and prioritize emotional connection and inclusive dialogue. And for creative thinkers, asking open-ended questions such as “What are some different ways of looking at this?” or “If we were successful, what might that look like to you?” can encourage more innovative thinking. It’s also often necessary to shift communication styles depending on the phase of a discussion or project. Ultimately, meeting people where they are and connecting with them in the way they communicate best can increase clarity and foster inclusion.

Here are a few inclusive strategies that can be taught in leadership training programs — note that while these strategies are especially important for supporting neurodivergent employees, they often benefit everyone on the team, Specht says:

• Offer flexible work arrangements: If possible, flexible schedules and remote or hybrid work options can be helpful for employees with sensory sensitivities. Open office environments, in particular, can be overstimulating due to noise, lighting and constant activity, so offering alternatives can go a long way in supporting focus and well-being.
• Clarify communication preferences: Some neurodivergent employees may prefer written instructions, while others might respond better to verbal or visual directions. It’s important to ask what works best.
• Communicate clearly and effectively: Specht emphasizes using direct, straightforward language and avoiding jargon or ambiguity. Structure emails with clear subject lines and bullet points and consider offering information in multiple formats to ensure understanding.
• Support sensory needs: Allow tools like noise-canceling headphones or sunglasses in the office to reduce sensory overload.
• Avoid stigma: Work to create an environment where accommodations are normalized and not seen as something negative or “other.”
• Offer assistive technologies: Tools like screen readers or speech-to-text software can help neurodivergent employees process and retain information more effectively.

“When we accommodate neurodiverse individuals, we’re not just helping those individuals — we’re improving overall team performance,” Specht says. Clearer communication, greater flexibility and reduced sensory distractions are practices that support all forms of cognitive diversity and help build more inclusive, innovative teams.

Leadership Skills to Support Cognitive Diversity

In addition to training leaders on inclusive strategies and best practices, leaders can benefit from developing skills like active listening, empathy, adaptability, and the ability to communicate clearly and inclusively, Specht says.

These skills can be taught in leadership development programs. For further skill building, Specht also recommends leaders participate in neurodiversity awareness programs, inclusive leadership workshops and other professional development opportunities. Leaders managing neurodivergent team members may also benefit from seeking mentorship from neurodiverse colleagues to gain new perspectives and better understand their team’s needs.

Final Thoughts

When leaders are trained to recognize and support different cognitive thinking styles, they can create workplaces where everyone can do their best work. Inclusive and adaptable communication, flexible processes and human-centered leadership skills are key to building work environments that not only support cognitive diversity but also drive innovation and creative problem-solving.

For businesses looking to stay ahead of change, it’s important to remember that, as Jones-Greene says, “Neuroinclusion isn’t just an initiative — it’s a strategic imperative.”