allies and advocates
As colleagues and human resources professionals, we can not expect training to be enough. For those who have not yet prioritized inclusion in their respective areas of influence:
Model inclusion without lapse or applause
This is key—- As an ally or advocate, your behavior models the world we deserve. Simply ignoring communications that are not supplied as requested (team repository versus private emails, for example) will show commitment to neuroinclusion and collaborative leadership.
Neuroinclusion is a learned communications and management competency.
Neurotypical contributors are no more likely to possess interpersonal or managerial prowess than those with neurodivergent conditions.
It is not just about training, but measuring the long-term efficacy of these trainings from the perspective of direct reports. Wherever a highly-qualified individual is not flourishing under a particular manager, HR leaders and advocates must shadow or co-manage until that individual can display the skills needed to oversee neurodivergent reports.
Abandon assumptions regarding need or ability
Because each person with a neurodiverse condition develops personal strategies to translate neurotypical explanations into directives they understand, there is no singular set of qualities among individuals with a specific diagnosis.
Do not generalize research findings beyond the population studied
Avoid using data published outside research institutions to justify inaction, and limit generalizations of findings to the narrow population actually studied.