At LCW, we have spent the last 25 years helping organizations develop intercultural competence, the ability to shift perspective and adapt behavior when confronted with human differences. Intercultural competence drives innovation and high performance when embedded in both the mindsets and systems of an organization, and since in 2024 we all work in culturally diverse teams, we believe it is thus THE core leadership skill for the 21^st century.

A key component of intercultural competence is understanding the values and experiences of groups of people who are different from us. As we prepare for 2025, we would like to focus on a form of human difference that is prevalent in  every organization: neurodiversity. Neurodiversity refers to the entire spectrum of ways in which human beings think, process information, and learn, and all neurological variations should be respected and celebrated and are part of the normal range of human diversity. Neurodivergence refers to the set of traits and conditions that differ from a standard or norm of how we expect people’s brains to function (“neurodominance”). If between 10-20% of the world’s population is neurodivergent, as the World Economic Forum claimed in 2022, chances are you currently work with a neurodivergent individual.

While many established medical models position neurodivergent conditions as disabilities or pathologies that need fixing the social model positions the same conditions as part of a spectrum of human normalcy.”[i] The social model calls for society – including organizations – to adapt to this expanded understanding of human experience. This would mean systematically and proactively considering the experiences of people with conditions like autism, ADHD, or dyslexia, rather than only doing so when an employee requests accommodation.

Fostering team environments where differences are present and valued and collaboration flourishes is one of the most pressing global business issues of our time. Today, very few employees believe that their teams are reaching their potential (Forbes 2024), and only 3 in 10 report being engaged in their jobs (Gallup 2024). To complicate matters, we’ve known for some time that we need human differences on our teams to achieve innovation and high performance — but these differences need to be well-managed for such outcomes to occur (MIT Sloan, 2017 Mckinsey, 2023).[ii]  And crucially, leaders and companies who support inclusion and intercultural competence are incredibly important to Gen Z and millennials.  

Millennials  make up 35% of the workforce and Gen Z is projected to comprise 27% of the workforce by 2025. Gen Z and millennials want leaders who support a diverse and inclusive workplace, and they demand respect, equity and inclusion from their workplaces. According to recent  surveys from EY and Deloitte, 76% of millennials say they’d leave an employer if inclusion initiatives were not offered, and 83% of Gen Z job candidates said that a company’s commitment to inclusion is important when choosing an employer. The next generation, Generation Alpha (born 2013–mid-2020s) is expected to be smaller than Gen Z but promises to be just as passionate about inclusion.

Below are some baseline considerations for creating an environment that is conducive to effective collaboration for all employees, including those living with neurodivergence.

STRATEGIC: The most important move in creating a collaborative, high-performing culture is to ensure every employee knows who the organization is and why the organization exists. Define and communicate your organizational purpose and values to one and all. Also:

• Define and expect specific behaviors to make the values come to life, prioritizing collaboration across differences (provide training for these behaviors).
• Create Business Resource Groups for segments of the population (e.g., neurodivergent employees, female employees, Latine employees, etc.) to better understand the experiences of specific groups and create systems that benefit all

TACTICAL: Here are some practical steps that will allow  neurodivergent employees to thrive in your organization:

• Create a policy for work location and schedule that meets the widest possible variety of needs (e.g., hybrid and flexible)
• Adjust work areas to minimize sensory triggers (e.g., silent computer keyboards and mice, adequate quiet rooms)
• Refrain from making social events mandatory; ensure all planned events are accessible
• Always provide clear, written instructions for all tasks that need to be completed, including basic tasks like filling out time sheets
• Allow a 5-15 minute buffer zone for the start and end time of meetings
• Audit all testing and training materials for accessibility

Merriam-Webster’s dictionary defines “normal” as: conforming to a type, meeting expectations, meeting a standard, or approximating a statistical average. Working more effectively with our neurodivergent colleagues requires us to expand our definition of “normal” and to develop and exercise intercultural skills, which in turn helps us create environments where everyone’s talents can be better recognized and rewarded.

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[i] Conditions that are considered to be on the neurodiversity spectrum: Autistic spectrum disorder (ASD), Attention deficit hyperactivity disorder (ADHD), Developmental speech disorders, Dyslexia, Dysgraphia, Dyspraxia, Dyscalculia, Dysnomia, Intellectual disability, Misophonia, Tourette’s syndrome.

[ii] From McKinsey, 2023, 3^rd of the 5 levers for change: “Diverse representation will have the most impact within a culture that fosters inclusion and belonging—which also facilitates retaining diverse talent, innovation, and customer centricity. This support should include making inclusive leadership the norm through management training and accountability, as well as providing high-impact support to affinity and Employee Resources Groups (ERGs) to boost employee satisfaction.” (emphasis added).