Redefining Boardroom Success: Harnessing the Strength of Neurodiverse Perspectives

What neurodiversity looks like in the workplace

• With neurodiversity, there is a kaleidoscope of traits across a wide range of diagnoses. 
• In neurodiverse people, the brain is wired differently and so people with these traits can think, behave and act differently in the workplace.
• It is becoming a safer place in some organisations to disclose your neurodiversity.
• Yet, many people in leadership roles have spent a lot of time masking their true selves.
• What we want to create is a more nurturing environment, a workplace where you feel safe, you will thrive.
• When managers know what a person’s neurodiverse traits are, an organisation can work with that person to help them be their best.

• Stereotypes of neurodivergent people can be harmful and paralysing for the person.
• When we talk about neurodivergent people we often talk with the language of deficit rather than the language of difference, which is far more empowering.
• While more and more companies are hiring neurodivergent people, many businesses are still unsure of how to start.
• When we think of boards we need to think about what diversity means. Are neurodivergent people chosen to make up the numbers or are they being chosen for the value they add.

What does the board need to think of from a neurodiversity governance perspective?

• There will be a much greater emphasis on organisations in this area due to European law to look after the well-being of all workers.
• It is incumbent on organisations to have a duty of care.
• More progressive organisations however are now looking at this topic to harness the strength of neurodiverse employees.
• Great managers will have open conversations with their neurodiverse employees about how they can thrive in the workplace and how the workplace can facilitate this.
• Boards need to lead by this example by showing a real openness and inclusivity to let board members thrive.

What can organisations do from a practical perspective?

• It’s important to co-create whereby the business and neurodiverse employees create the optimum environment together.
• Move the conversation from a perceived risk area to a derisk area.
• There are significant regulations coming in across the world that are opening up opportunities for neurodiverse people in the workplace.
• Collect real-time feedback from board members to see what went well in the meeting, what didn’t, are there any improvements that could be made to make the environment more suitable for everyone.
• Ernst & Young have neurodiverse centres of excellence around the world where neurodiverse employees are treated with a strength-based attitude rather than an attitude of deficit.
• Neurodivergent people can challenge decisions and things like groupthink.
• Accenture promotes an inclusive workplace for all people and they have seen a profit increase as a result.
• The onus often falls on the managers to navigate working alongside neurodivergent employees to be skilled up as the manager’s role is key to inclusivity and psychological safety.

Practical ways to overcome barriers in the workplace

• Give employees options on how they want to be communicated with.
• Provide accommodations to employees where they feel safe to be themselves, for example, let employees know they can stand up at a meeting if that’s what they’d prefer or provide quiet spaces to work.
• Creating an environment of psychological safety at the board table and let it trickle down. 
• Ensure that policies are a reality for employees.
• Embrace differences. Differences are sometimes viewed as a difficulty, but start changing the perception to see them as dazzling and what it can offer. 
• Start by having conversations and being open to differences.

Join us for a dynamic discussion on the vital role of neurodiversity in boardrooms. We will explore how embracing neurodiverse perspectives strengthens board performance, enhances innovation, and aligns with emerging governance and risk requirements. This is a unique opportunity to hear real-life experiences and actionable strategies for fostering inclusion at the leadership level.

1. New Governance Priorities: Learn why addressing psychosocial risks and embedding neurodiversity into governance is now a critical agenda item for boards.
2. The Business Case: Discover how neurodiverse board members bring enhanced decision-making, problem-solving, and reputational benefits to organizations.
3. Real Challenges, Real Solutions: Gain insights into overcoming barriers, creating psychological safety, and implementing practical inclusion strategies.

Lassie Mulligan is an independent non-executive director and Chair sitting on a number of Alternative, ICAV, UCITs and Fund Admin Boards. Lassie is PCF-2B, PCF-3 approved by the CBI and an experienced Senior Executive (FCA, MBA, IoD Dip) with over 25 years’ experience working with senior management teams from some of the most successful asset managers in the Funds and Financial Servicing Industry. Lassie has a comprehensive knowledge of the EU/UK funds regulatory landscape, corporate governance, legal, ESG, compliance, finance, AML, outsourcing and risk frameworks.  She has held Senior Management positions in Client Management, Fund Administration and Securitization with BNY Mellon, HSBC, Citigroup and AIB IFS.

In addition to her corporate achievements, Lassie has a strong commitment to community and ethical leadership. She currently sits on the Rethink Ireland Ltd Board and chairs the Audit and Risk Committee and until recently Lassie chaired the IFDA Diversity & Inclusion committee, showcasing her dedication to fostering diversity and inclusivity in the financial sector.

Sophie Rowan is a Chartered Work and Organisational Psychologist, with over 25 years experience working with individuals, teams and leaders. She holds specialist expertise in Coaching, Career Change and Leadership Identity, and more recently in developing a strengths based approach to neuro diversity at work. She is self-diagnosed ADHD and is motivated by making the workplace more neuro-inclusive. She is the author of Happy at Work and Brilliant Career Coach and is currently writing a book on NeuroDiversity Strengths at work.

Adam Harris is the Founder and CEO of AsIAm, Ireland’s Autism Charity. Adam founded AsIAm based on his own experiences growing up as an Autistic person in Ireland. He is a Social Entrepreneurs Ireland Awardee and has sat on and advised many government consultative and policy committees on disability rights and inclusion, which have helped shape national policies for a more inclusive society. His work has positioned AsIAm as a cornerstone of autism advocacy in Ireland.