The term, neurodiversity was coined by sociologist Judy Singer in 1997, and challenges the idea that everyone should conform to a single "normal" way of thinking or behaving. Instead, it encourages us to embrace the diverse ways in which brains function and recognise the value these differences bring. For leaders, incorporating neurodiverse team members is not about accommodation alone, it’s about unlocking potential, for example:

- Neurodivergent individuals often bring unique problem-solving approaches, heightened creativity, or exceptional attention to detail.
- Clear, flexible, and personalised communication ensures everyone feels valued and understood.
- Create an environment where team members feel comfortable expressing their needs without fear of judgment.
- Sensory-friendly environments or hybrid work options can empower neurodiverse individuals to thrive.
- Equip yourself and your team with training on neurodiversity to break down misconceptions and foster inclusivity.

I think by embracing neurodiversity, leaders not only build stronger, more innovative teams but also create cultures where everyone can bring their full selves to work. Contact me via email for emotional intelligent leadership development coaching.

The majority of you who are reading my blog on a regular basis know that I’m a big football (soccer) fan. There are many parallels between a football team and an organisation. A football team consists of a goalkeeper, defenders, midfielders and attackers. All of them are doing their jobs in different ways but at the end of the game, they all want the same outcome - to outscore their opponents and win the match. You can do things differently, you can have different skills but you are moving in the same direction and this is the way we should want to behave when we are part of a team.

Simon Sinek said, ”Leadership is irrespective of what level we are at.”
You don't have to be in a position of authority to be a good leader and we can show that through our communication. When you just share and tell people something, it's not really powerful. Leaders need to be spending time trying to understand where your people are coming from, what they need and not just feeding them information/data and telling them what to do, as people do not respond very well to that.

It takes strong mental strength for a leader to step back and say what is the best thing that I can do that is going to move the needle forward as a group and build trust. Throughout my career, I have seen many islands of activity! Playing the blame game and pointing the finger at who’s doing it wrong in sales, marketing, production, R&D, etc. What I want to do is enable people, and allow them to support, empathise and learn about each other. Would your organisation like to learn how to communicate as a team and not as individual silos? Contact me via e-mail for coaching, mentoring or workshops.

I see you

Silos of activity