Three years ago, a group of colleagues and I embarked on a mission that was deeply personal to us.
We wanted to break the stigma around neurodiversity in our organization.
We believed there should be no shame in being autistic, ADHD, dyslexic, dyspraxic, or having any other neurological differences.
Labels and diagnoses don’t disqualify us. They’re part of who we are. And we should be able to share them freely at work, if we want to.
More than that, we should create workplaces where those differences are valued and supported, allowing each person to thrive in their own unique way.
This was our guiding mission.
It became the foundation of a global neurodiversity network within our organization, or employee resource group (ERG) as it’s commonly referred to in the corporate world – a platform for connection, education, and advocacy that brought together different kinds of minds from all over the world.
What started as a modest side quest quickly turned into an all-consuming second job on top of my day job.
It’s been one of the most exciting and rewarding efforts I’ve undertaken in my life. It’s also been one of the most stressful and sleep-depriving at times.
From obtaining buy-in from senior leadership to juggling different roles and navigating shifting political climates, leading a neurodiversity ERG challenged me in ways I couldn’t have foreseen.
That’s why – now that I get to hand over the leadership of the ERG and invest more time in public advocacy and education beyond my organization – I’ll spend the next few months documenting everything I’ve learned along the way.
I hope that by sharing my personal learnings, it can help those who are on a similar journey – whether you’re thinking of starting a neurodiversity ERG, or looking for ways to scale and sustain its impact in your organization.
As I start looking back on our journey, here are five initial learnings:
1. Start with listening and “quantify the pain”
When we started our ERG three years ago, one of the first things we did was ask our community what a fully neuroinclusive organization would look like in their view. This was important. Not just because it helped us crystallize our vision, but because it made people feel heard.
The reality is that people in large organizations often don’t feel heard. Especially if they belong to a minority group. They feel invisible, like cogs in a machine that wasn’t built with their differences in mind. Listening therefore has to be the cornerstone of inclusive and empathetic leadership. It’s what helps people feel more visible – and this is where an ERG can play a crucial role.
Listening by an ERG can take different forms. Individual conversations and small group sessions give you qualitative insights, helping you uncover unmet needs and pain points. Community surveys add quantitative insights, revealing broader patterns you might miss if you rely on individual stories alone.
Both types of data are essential. Qualitative insights deepen your understanding of what colleagues are experiencing. Quantitative insights help you move from anecdotes to evidence, which is more likely to prompt action from senior stakeholders.
2. Normalise neurodiversity, one story at a time
“Will it really make a difference if I share my story?” neurodivergent leaders and colleagues often ask me. My answer is always the same: yes, it will – more than you may think. Nothing is as foundational to the growth of a community as people sharing their personal stories. It takes courage, and it can be hard to find the first person who feels safe enough to take that step. But once you find that person, it creates psychological permission for others to open up as well.
I’ve seen the same pattern over and over again. One person shares their story, whether it’s during an event or through an interview on your company intranet, and there’s always at least one person in the crowd who is inspired to do the same. They want to pay it forward. It’s a snowball that keeps growing. Soon, you will have multiple volunteers. It’s a network effect that compounds over time.
Find the first ones who are willing to open up. Others will follow. That’s how you normalize conversations about neurodiversity. One story at a time.
3. Empower leaders through peer-to-peer learning
If there’s one single factor that determines whether neurodivergent people feel safe and supported or not, it’s not policies or programs. It’s their leader.
Most leaders want to do the right thing. But they may not be sure how to. Or they may fear getting it wrong. That’s why it’s critical to listen to leaders too. What are their biggest questions and concerns when it comes to supporting neurodivergent team members?
Ask them. Then work with neurodivergent leaders in your network to set up education for other leaders. Make it practical. Focus on the moments that matter in the interaction between a leader and their team members: meetings, one-on-ones, performance evaluations.
Leaders don’t need to become experts in ADHD, autism, dyscalculia, or any other form of neurodivergence. Reassure them that they don’t need to have all the answers. It’s really about learning to ask better questions, to understand what each individual needs to thrive in their role.
4. Build both global reach and local roots
Many challenges that neurodivergent employees face in the workplace are universal, whether they are based in Seattle or Singapore. Noisy open office environments, for example, cause sensory overwhelm everywhere.
But there are also important cultural nuances to neurodiversity. You wouldn’t approach a conversation about autism or ADHD the same way in Asia as you would in the USA. A more localized approach is needed. Plus, to influence local policies and practices, having “feet on the ground” is essential.
That’s why having a strong global ERG team – complemented by local teams or chapters – allows you to be most effective. A global team can set an overarching vision, host virtual events across geographies, and scale best practices. Local teams can drive change on the ground, in collaboration with local leaders and HR teams, and deepen community through local events.
5. Don’t go at it alone: collaborate with other ERGs
People don’t fit into neatly defined boxes. Labels like autism, ADHD or dyslexia are part of us, but they don’t fully define us. “Intersectionality” has become a bit of a loaded term, but the truth is that our experiences are also shaped by our gender, sexual orientation, cultural background, and many other factors.
Don’t approach neurodiversity in isolation. Instead, take a broader lens that considers multiple aspects of our identities. For example, you could host dedicated sessions about neurodiversity in women or in specific cultures, in collaboration with other ERGs in your organization. Keep these sessions open to everyone (with clear and explicit ground rules for protecting psychological safety), so colleagues can learn from each other’s lived experiences rather than creating identity-based divides.
This has another benefit too. Especially when you’re just getting started as a neurodiversity ERG, collaborating with other established ERGs allows you to quickly grow your community by engaging with existing communities. You don’t need to start from scratch. You get to build on the work of others. That’s how, ultimately, you can have more impact together.
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