NEURODIVERSITY AND TEAM PERFORMANCE - A PRACTICAL APPROACH

As a team coach who also works with numerous neurodiverse leaders and executives on their individual and team effectiveness, the way organisations understand neurodiversity is of particular interest to me.  The depth of this understanding is often a contributing factor as to whether individuals feel safe enough to disclose their neurodivergence at work in the first place.  When looking to support neurodiverse individuals, many organisations fail to realise that many conditions needed to support these individuals are also beneficial for neurotypical team members. Many of these align with the proven drivers of overall team performance, offering leaders a powerful opportunity to create environments where everyone can thrive and accomplish their individual and collective goals.

One of my recent conversations was with an executive leader who told me she was interested in learning more about Hackman and Wageman’s 6 Team Conditions model.  She recognised the model’s value in fostering high-performing teams but raised a concern when thinking about her current team: How could she apply it inclusively, particularly for neurodiverse team members? One of her team members had recently disclosed that he had ADHD, and the leader wanted to ensure that any work on team performance would not inadvertently create additional barriers for this individual.

This conversation highlights an interesting question: how do you balance the pursuit of high performance with inclusivity for neurodiverse individuals? Forward-thinking organisations, like the one this leader works for, are increasingly seeking to ensure that team dynamics and performance frameworks leverage the unique strengths and needs of neurodiverse team members. This is where integrating neurodiversity into established models like the 6 Team Conditions becomes not just a forward-thinking approach but a strategic opportunity to drive innovation and performance.

To effectively do this, we need to have an expanded understanding of the role neurodiversity can play with leadership and in teams, and how organisations can be inclusive and leverage individual strengths towards individual, team, and organisational success. 

Expanding the Definition of Diversity: Neurodiversity in the Workplace

In today’s rapidly evolving business landscape, diversity extends beyond visible characteristics such as race, gender, and culture. An often-overlooked, but increasingly vital aspect, of workforce diversity is neurodiversity. This includes cognitive variations like ADHD, autism, and dyslexia, which are now recognised as key dimensions of diversity.  When embraced, these diverse cognitive approaches can significantly enhance team performance, foster innovation, and sharpen strategic execution. 

A Competitive Advantage: Neurodiversity and Leadership

Emerging research consistently highlights that neurodiverse leadership can deliver not only inclusivity but also a competitive edge by introducing unique perspectives that drive innovation and effective problem-solving. Deloitte's research on neurodiversity in leadership shows that neurodiverse individuals often excel in creative thinking, analytical abilities, and attention to detail—skills that are highly valuable in leadership roles. For example, individuals with ADHD are more likely to take all information with equal importance. While this can provide challenges for prioritisation at times, it can also provide a team with creative alternatives to solving a problem.  

However, these talents are often overlooked or underutilised in traditional corporate settings, which can inadvertently create barriers to effective communication, team alignment, and strategic coherence.

A 2022 study from the Center for Neurodiversity and Employment Innovation further notes that many neurodiverse executives possess distinctive strengths, including hyper-focus, rapid problem-solving, and innovative approaches to strategy. ADHD, for example, is associated with traits such as resilience, risk tolerance, and creativity under pressure—attributes that can be invaluable in high-stakes leadership environments. However, to harness these strengths fully, organisations must create environments where neurodiverse individuals feel empowered and supported, whether they have disclosed the diagnosis or not.

Applying the 6 Team Conditions Model: Neurodiversity and Team Performance

As outlined in Hackman and Wageman’s book, Senior Leadership Teams: What It Takes to Make Them Great, the success of senior teams hinges on both structural and relational dynamics. The 6 Team Conditions model offers a framework that is particularly useful for building high-performing, inclusive teams, making it an ideal tool for supporting neurodiverse team leadership. Neurodivergent individuals often face challenges in navigating traditional structures, such as lengthy meetings, managing sensory sensitivities, or communicating insights in ways that resonate with neurotypical colleagues. 

The 6 Team Conditions framework provides actionable steps to support neurodiverse team members and leaders, creating inclusive pathways to maximise their unique capabilities. 

1. A Real Team: Establishing clear boundaries, shared accountability, and well-defined roles is especially critical for neurodiverse leaders and team members, particularly those with ADHD, who may struggle in ambiguous or loosely structured settings. For these individuals, clarity helps direct their energy and creativity toward impactful work, minimising cognitive strain and maximising productivity.
2. Compelling Purpose: Purpose-driven teams are more likely to engage their neurodiverse members. ADHD individuals, for example, are known for their ability to hyper-focus on meaningful and stimulating tasks. Aligning team goals with the intrinsic motivations of team members not only harnesses their strengths but also drives better organisational outcomes.
3. Right People: Diversity in cognitive approaches is most powerful when complemented by the strengths of others. Neurodiverse leaders and team members can excel in creative problem-solving but benefit from neurotypical team members who provide operational structure and stability. By intentionally composing teams with complementary skills, leaders can optimise performance and innovation. As Wageman and Hackman emphasise, well-composed teams with diverse skill sets outperform those that are homogenous.
4. Work Design: Effective teams must design their work practices and structures to be fit for purpose whilst assisting the team to reduce their cognitive load. For example, team cadence and routines can dramatically impact the team’s focus and overall performance. For neurodivergent team members, particularly those with ADHD, concise and purpose-driven meetings with clear objectives are crucial. Structured communication norms help prevent miscommunication or overcommunication, and enable individuals to contribute more effectively by focusing on their strengths rather than navigating inefficient processes. Clear timelines help to keep the work progressing and prevent challenges with procrastination.
5. Supportive Environment: Organisations that provide resources and flexibility, such as sensory-friendly workspaces, assistive technologies, or flexible working hours, set the foundation for neurodiverse leaders to thrive. Research by Deloitte and the NeuroLeadership Institute shows that neurodiverse employees are more engaged and productive when supported. Additionally, educating neurotypical team members on cognitive differences fosters stronger collaboration and a more cohesive team environment.
6. Team Coaching: Unlike individual coaching, team coaching focuses on improving team alignment and communication. Neurodivergent leaders and team members benefit from coaching that enhances understanding between neurodivergent and neurotypical members, leading to stronger collaboration. Hackman and Wageman emphasise that effective coaching can help teams leverage each other’s strengths, ensuring optimal performance across the board.

Overcoming Barriers: Organisational Adaptation and Culture

Barriers such as rigid communication norms and inflexible team structures can hinder neurodivergent leaders and team members. To truly embrace neurodiversity, organisations must adapt traditional norms and build an inclusive culture that values cognitive diversity. A Harvard Business Review article highlights that neurodiverse teams often outperform traditional ones in innovation and problem-solving when their unique needs are recognised and supported.

The NeuroLeadership Institute suggests that small adjustments—such as offering written feedback instead of verbal input, providing breaks during long meetings, or managing sensory inputs like lighting and noise—can significantly enhance engagement and focus for neurodiverse team members. By promoting psychological safety and embracing cognitive diversity, organisations can set a new standard for inclusivity and performance.

A Future-Oriented Approach to Neurodiverse Leadership

Incorporating neurodiversity into senior teams is not only a matter of equity but also a strategic opportunity to drive innovation and improve team dynamics. The 6 Team Conditions model offers a powerful framework to support neurodivergent leaders and team members by focusing on team clarity, purpose, structure, context and norms. When combined with an inclusive organisational culture and a commitment to ongoing learning, these conditions not only help neurodivergent leaders thrive, they set the foundations for all teams to be successful.  

Forward-thinking businesses that embrace neurodiversity at the leadership level are positioning themselves to harness the unique cognitive strengths of neurodiverse leaders. This focus on inclusivity fosters stronger, more adaptable leadership teams that can rise to today’s complex business challenges. By creating a culture of growth and adaptability, organisations can unlock the full potential of neurodiverse talent and achieve sustained success.

References:

• Wageman, R., Hackman, J.R., Nunes, D.A., & Burruss, J.A. (2008). Senior Leadership Teams: What It Takes to Make Them Great.
• Deloitte Insights (2021). Neurodiversity in the Workplace.
• Harvard Business Review (2017). Neurodiversity as a Competitive Advantage.
• National Institute of Mental Health (2022). The Role of ADHD in Leadership and Creativity.
• Center for Neurodiversity and Employment Innovation (2022). Neurodiversity in Leadership.
• NeuroLeadership Institute (2023). Creating Inclusive Work Environments for Neurodiverse Teams.