In recent years, the word “neurodiversity” has gained visibility – but for many, it still feels abstract, technical, or limited to education or healthcare settings. Yet in today’s increasingly complex, uncertain, and fast-changing world, it’s becoming ever clearer: embracing neurodiversity isn’t just a matter of equity – it’s a strategic imperative.

As someone who spent 25 years working in the UN and international NGOs, I only began to understand neurodiversity during the pandemic, when I recognised traits in myself that aligned with ADHD. Like many women, I had flown under the diagnostic radar. At first this late discovery felt like an ending – but it has turned out to be a new beginning: by reframing the way I see myself, my strengths, and the systems we work in.

And it led me to a crucial insight: the traits so often misunderstood or stigmatized – hyperfocus, deep empathy, sensory awareness, non-linear thinking – are exactly the ones our world needs.

The Myth of “Normal”

For too long society has operated under the illusion that there’s one “right” kind of brain. But neuroscience tells a different story. Brain scans reveal that no two brains are alike – our neural fingerprints are even more distinct than our fingerprints. This diversity in brain wiring is not a flaw to be fixed. It’s a fact of humanity to be embraced.

Still, many of our schools, workplaces, and policies are built around neurotypical norms. These one-size-fits-all environments often fail not just neurominority individuals, but the organisations themselves – by excluding invaluable strengths, perspectives and capacities.

Why This Matters Now

The global context couldn’t be more urgent. We’re facing intersecting and escalating crises – climate change, displacement, rising inequality, geopolitical instability – and we need bold, unconventional thinking to navigate them. Neurominority thinkers have often been behind society’s biggest leaps: Albert Einstein reimagined physics, Alan Turing cracked the Enigma code and pioneered computing, Ada Lovelace envisioned the first algorithm, Temple Grandin transformed animal welfare, and Greta Thunberg ignited a global climate movement – all by thinking differently.

These are not isolated cases of brilliance “despite” neurodivergence. They are examples of what happens when individuals are able to lean into their authentic cognitive styles and be supported to thrive.

Workplaces: From Burnout to Belonging

Despite growing awareness, neurominority professionals still face major barriers. In a UK-based study, 65% of those surveyed feared discrimination from management, and only 18% of line managers felt equipped to support neurominority team members. Disclosure remains rare – even though some estimates suggest up to 45% of the C-Suite may have neurodiverse traits.

The irony? Many of the roles most critical to innovation, systems thinking, crisis response, and deep analytical work – are naturally aligned with neurominority strengths.

But potential doesn’t equate to performance. Without understanding, safety, and support, many neurominority individuals burnout. They mask. They drop out of systems that need them most. The emotional and cognitive toll of trying to fit into environments not designed for them is significant – yet preventable.

Fix the Mine, Not the Canary

As Dr. Ludmilla Praslova puts it powerfully, “Neurominority people aren’t the problem – they reveal the problem.” She points out that like canaries in coal mines, we’re often the first to feel the effects of toxic environments. But instead of blaming the canary, it is time to redesign the mine.

This means shifting from a deficit model to a strengths-based one. It means offering universal design principles that work for everyone – clear communication, flexible working structures, diverse performance metrics. And it means recognizing that inclusion doesn’t start with a diagnosis – it starts with valuing and embracing difference.

A Coaching Revolution

One of the most promising tools in this space? Neurodiversity coaching. Coaching supports self-advocacy, executive function, social navigation, and emotional regulation – areas often affected by ADHD, autism, dyslexia, and more.

In my own life, coaching was the bridge that helped me embrace my identity and share it publicly – something still rare in international leadership circles. The journey can be daunting, especially after decades of internalized messages of “too much or “not enough.” But it can also be liberating, transformative, and joyful.

Rethinking the System

If organizations want to be fit for the future – especially as AI automates many traditional tasks – they must value what machines can’t replicate: moral judgment, creative insight, empathy, and complex decision-making. These aren’t “soft” skills. They’re deeply human ones.

And often, they reside in those who have always thought differently.

As Maureen Dunne emphasizes in The Neurodiversity Edge, unlocking the full potential of neurominority talent isn’t just inclusive – it’s a strategic advantage. 

To truly embed neuroinclusion, organizations need to act on multiple levels: inclusive hiring and onboarding, sensory-aware workplace design, supportive policies, and ongoing education for leaders. Affinity groups and storytelling are also crucial for building psychological safety.

Toward a Neurodiverse Future

Ultimately, neurodiversity isn’t a niche issue. It touches education, mental health, innovation, justice, and governance. And it’s time we stopped asking neurominority people to adapt in silence – and started reshaping our systems to let everyone shine.

Because neurominority talent isn’t just a diversity issue. It’s a strategic asset.

Let’s not wait until the canary falls silent. Let’s listen – and lead – with intention.