A ‘people first’ approach to neuroinclusion

Further to the previous Legal Neurodiversity Network (LNN) article about retaining and optimising neurodivergent individuals in the workplace, we will focus on the third core pillar: people. By ‘people’, LNN refers to how employees interact with each other and how workplaces could take a proactive approach to welcome neurodivergent people into their businesses and empower them to thrive. The recommendations for this section include:

• enhancing positioning and visibility through networks, mentoring and wider supportive communications and commitments;
• the importance of neuroinclusive training and awareness; and
• creating a psychologically safe environment where neurodivergent colleagues feel comfortable being their authentic selves in the workplace.

This article is not written as definitive guidance but rather a nod to examples of approaches a firm may wish to take. Our overarching recommendation is that when deciding what action to take, each firm must consider what an authentic approach for them is and where they are on their neuroinclusion journey. 

Positioning and visibility

Make the invisible visible. Neurodivergent individuals often mask their neurodiversity because of concerns about how they will be perceived in the workplace. The absence of visible neurodivergent role models can discourage others from revealing their unique needs, fearing they might ‘burden’ colleagues. This mindset is common among neurodivergent employees. Therefore, it is crucial for firms to think about how they can (internally and/or externally) commit to embracing neurodiversity and welcoming neurodivergent applicants, as well as supporting neurodivergent partners and employees.

A starting point could be looking at policies. However, we understand that while policies can look great on paper, it is how these policies are brought to life that really counts, including the actions of someone’s immediate team.

If done right, increasing the position and visibility of neuroinclusion can empower colleagues to embrace their neurodivergence and unlock their potential.  

This can be done in many ways, from creating an internal network dedicated to neuroinclusion; to training, resources and awareness; to making public commitments about the firm’s stance on neuroinclusion, and much more.

In our experience, it is always important to marry positioning and visibility together with action, which is why neuroinclusion training is so important.

Neuroinclusion training

Many employees are unfamiliar with neurodiversity, so the first step in fostering awareness is to educate your firm about this aspect of diversity. It is crucial to help your teams understand what neurodiversity is and how it affects individuals to create a neuroinclusive working environment.

When approaching training it is important to understand where your firm is on its neuroinclusion journey to help make the next steps authentic to your firm and people. A good starting point is covering the basics and then building up to more specific training programmes. Then you can extend that out and consider coaching, mentoring and intersectional lived experiences.

When creating a training programme, it is also important to think about your firm as a whole and its constituent parts. Some people might benefit from specialist training whereas others might need more general training resources to raise awareness and empathy.  

A layered approach will ensure that your neuroinclusion training programme can continue to grow organically and has an impact across different parts of your organisation. The other thing to remember is that access to training resources needs to be freely available so that colleagues can refer back to them and reflect on what changes they can make to increase neuroinclusion locally within their teams.   

As training programmes develop, you might also find that more colleagues are willing to share their lived experience of being neurodivergent to enrich this learning and to make the conversations relatable for others, irrespective of their neurodivergence. It is important to note, however, that while empowering people to share their lived experience can have a greater impact, neurodivergent or other minoritised people should never be forced or expected to share their lived experience, and nor should firms seek to capitalise on this.

Psychological safety

Psychological safety is another important consideration. Some may argue its importance is even more acute for hidden characteristics such as neurodiversity.  

Coined by Harvard Business School professor Amy Edmondson, ‘psychological safety’ is a shared belief held by members of a team that it is OK to take risks, express ideas and concerns, speak up with questions, and admit mistakes – all without fear of negative consequences.  Understanding this definition is key and with the emphasis on ‘team’, it is for everyone to feel able to feel safe and respected.

Psychological safety is important for many reasons. First, it leads to team members being more engaged and motivated, because they feel that their contributions matter and that they are able to speak up without fear of retribution. Second, it can lead to better decision-making because people feel more comfortable voicing their opinions and concerns, often leading to a more diverse range of perspectives being heard and considered. Third, it can foster a culture of continuous learning and improvement, as team members feel comfortable sharing their mistakes and learning from them.

As mentioned, for hidden characteristics such as neurodiversity the need for psychological safety can be particularly acute. This is because many neurodivergent people often feel marginalised or ‘othered’ and (particularly in the legal sector) showing difference can often be a challenge. By focusing on psychological safety, neurodivergent colleagues should feel more comfortable asking for the adjustments they need to thrive in expressing their neurodivergence. It could also give people the confidence to share their lived experience (which, as we have seen, can be a powerful tool when addressing education and awareness).

Creating psychological safety in a team is not easy and requires regular attention, but the benefits can be immeasurable and the role leaders take in fostering this culture is key. When considering psychological safety, people may wish to refer back to some of Edmondson’s teachings, such as:

• making it clear why employee voices matter (and recognising that difference can be innovative and effective);
• admitting your own fallibility (which in the legal sector will require focused reflection and courage from senior leaders);
• actively inviting input (that is, explicitly inviting people into the conversation to share views); and
• responding productively (that is, if you ask people to discuss their views, which may be different, then ensure the response is not dismissive but rather welcoming and engaging).

By following these techniques you will foster a greater feeling of psychological safety and allow people to be their authentic selves in the workplace, offer different thoughts, and hopefully provide more innovative solutions to tasks and legal challenges.

Being neuro-friendly

Being neuro-friendly goes far beyond being nice to people. It is about how you operate as a business to engage with your neurodivergent community and what additional support you need to provide as individuals and organisations to empower neurodivergent talent.

The LNN has created a useful guide to neuroinclusion, but some additional approaches could include:

• continued discussion on neuroinclusion to embed its principles;
• changes to the office environment, including quiet spaces or zones for working in;
• hosting events in neuroinclusive venues or ensuring there are quiet spaces in which attendees can spend time; and
• connecting with the LNN as an ally and exploring other third-party partnerships that can support talent and learning.

 

Rachel Boyle and Richard Fisk are two of the founders of the Legal Neurodiversity Network