Managing all people

Highly-skilled employees may manifest excellence differently than their managers. Problems arise when managers equate social ease with ability or leadership potential, or respond more frequently to requests from staff they relate to socially. Although the intent is innocent enough, the impact isolates creative thinkers, non-English speakers, or anyone who represents communities distinct from those in leadership positions. This is where unconscious bias misleads managers into devaluing alternative strategies, and incentivizing group think.

When reports do not produce the results you expect, adjust your strategy.

We recommend:

Make it a joint effort

Always ask at least one clarifying question before stating your opinion.

Share decision rationales

the more you share, the more expertly neurotypical teams can execute in your absence and the swifter your neurodiverse thinkers can internalize team charters, and rank priorities.

Assign projects in a consistent manner

This differentiates between a passing comment or wish and a formal request.

Abandon the “prove yourself” mentality

For neurodivergent folks, fear and ultimatums are counterproductive. It can be experienced as pre-emptive rejection and may erode trust in your abilities as a manager.

Consult past managers, references

Approach this as a collaboration exercise and absolutely include your report in the dialogue with past managers to establish a climate of respect.

Only speak from personal experience

Be precise in your appraisal of another’s work by avoiding opinion or generalizations wherever possible.

for HR managers

Neurodivergent folks may not know which talents to use for the task

Your vocal endorsement or suggestion of the precise skills to use supply a reference and starting point for the worker from which they may ask clarifying questions. It is not due to a lack of understanding or sophistication of thought. Trust the abilities of the hiring committee and seek the training your need to manage effectively.

Traditional promo criteria may ignore/penalize neurodivergent talent

Without realizing it, corporate leveling guides may disproportionately reward social fluency or ease navigating a particular corporate culture. Instead, measure each report’s impact on the company mission. Expand your interpretation of promotion criteria to grow the diversity among company leaders. This, in turn, will broaden your customer base and partnership opportunities.

Not all managers can effectively coach all people

Even with training, not all high achievers are meant to manage. Six to nine months is usually enough time to determine if the manager and team member will collaborate effectively. Quarterly accommodation audits during this initial phase not only measures team and manager compliance to ADA requirements, but also give context for continued employee performance issues if team rarely adheres to the accommodations.