Neurodiversity
You will often hear me use the words neurodiversity, neurodivergent, or neurotype in my writing and workshops, especially when I talk about the opportunities and challenges for leaders. But what do these actually mean?
Neurodiversity simply describes the natural variety in how human brains work. Just as we all have different physical traits, we also have different ways of thinking, learning, and processing information.
Neurotypes
When I talk about “neurotypes”, I am referring to some of the better-known patterns of difference, including:
ADHD – often linked with creativity, energy, and rapid problem-solving
Autism – often linked with focus, pattern-spotting, and deep expertise
Dyslexia – often linked with big-picture thinking and visual strengths
Dyspraxia (DCD) – often linked with innovative approaches and persistence
Tourette’s – often linked with quick thinking and unique perspectives
You might also recognise other neurotypes such as dyscalculia, dysgraphia, developmental language disorder (DLD) or sensory processing differences. This is not an exhaustive list. The field is evolving, and many people experience a unique mix of traits rather than fitting neatly into one category. You can check out the Brain Charity’s post for a deeper explanation of each just here.
Neurodivergent
The term neurodivergent usually describes someone whose brain works differently from what is considered “typical”. Around one in seven people in the UK are thought to be neurodivergent. That means neurodivergent leaders are already part of every organisation, whether or not their differences are visible or recognised.
The link between Neurodiversity and Mental Health
It is also important to recognise that neurodivergence and mental health are connected in complex ways. Many neurodivergent people experience higher rates of anxiety, stress, or burnout. This is often the result of environments and systems that are not designed with their needs in mind, rather than anything inherent to their brain. Supportive cultures and inclusive practices can make a huge difference.
Why it matters so much
Talking about neurodiversity helps shift the focus from “deficits” to strengths. Challenges do exist, but many of them arise from the environment people are in. Systems are often designed by and for neurotypical thinkers. The good news is that environments can be changed, and conditions can be adapted to create more room for difference.
For neurodivergent leaders, environments that fail to adapt can make it harder for their strengths to be recognised. When organisations create space for difference, these leaders often bring fresh perspectives, innovative problem-solving, and resilience that others may miss.
And often, the first step is understanding where that difference shows up: in how our brains take in, process, and respond to the world around us. For more posts about neurodiversity and leadership – click here.