This article was originally published in The Gazette.
As Canada faces economic uncertainty from trade tensions and tariff threats, businesses must embrace innovation to stay competitive. That includes tapping into neurodiverse talent.
Imagine if some of the world’s most successful leaders, such as Richard Branson, co-founder of Virgin Group, and Paul Orfalea, founder of Kinko’s, were overlooked because they think differently. Both have dyslexia, the most common learning disability, which is often misunderstood as a barrier instead of an asset.
Many people with dyslexia, including Branson and Orfalea, believe their dyslexia helped give them a unique perspective — the ability to see the bigger picture, find creative solutions and be innovative. This is something that companies trying to stay ahead should not overlook.
Some of the biggest companies such as Microsoft, Dell Technologies and Goldman Sachs, are realizing that neurodiversity is not just a matter of inclusivity — it can provide a competitive advantage. For companies looking to stay ahead in our fast-paced world, neurodiverse people bring unique strengths and ways of thinking and can provide creative solutions to problems.
Research at the University of Cambridge has found that people with dyslexia have cognitive strengths such as an ability to adapt to the unknown and think outside the box. Neurodiverse people, like those with dyslexia, often excel at identifying patterns, viewing challenges from multiple perspectives, and finding innovative solutions to complicated problems. Because of their different way of processing information, neurodiverse people may find solutions that others overlook.
As our world changes so does our perceptions of what makes an “ideal” employee. Traditional hiring and performance-evaluation practices rely heavily on rigid and narrow definitions of intelligence and productivity, but these do not capture the full spectrum of human potential, especially the abilities of neurodiverse people.
Unfortunately, many businesses hesitate to hire neurodiverse people because of misunderstandings that they will be hard to manage or require too many specialized resources. However, any necessary accommodations, such as a more flexible workplace or text-to-speech software, are often inexpensive, easy to implement and can increase productivity. These small accommodations can help unlock the potential of neurodiverse employees, bring new perspectives, and lead to a more innovative team.
How can companies welcome neurodiverse talent? It starts with changing workplace culture and encouraging inclusivity. This can be done by educating employees on neurodiversity and addressing stereotypes. This can create a more supportive, understanding workplace where neurodiverse employees feel valued. Deloitte Canada, for example, has actively engaged in promoting neurodiversity within the workplace and, in collaboration with Auticon, issued a report titled “Embracing neurodiversity at work”.
Providing simple accommodations, such as noise cancelling headphones or screen readers, can make the workplace more accessible and help neurodiverse employees perform at their best.
Embracing neurodiversity is an investment toward innovation and competitive advantage. Organizations that support different ways of thinking are more adaptable and resilient. As the next generation becomes increasingly focused on inclusivity and social responsibility, companies that promote neurodiversity can better position themselves for long-term success.
Although challenges such as unconscious bias and initial costs of accommodation may exist, the long-term benefits of increased productivity and innovation outweigh these obstacles. It is time for companies to think differently and recognize the contributions and strengths of having neurodiverse employees — and ensure neurodiversity takes its rightful place in the future of innovation.
Sarah Rahimi is a public scholar at Concordia University and PhD Candidate at the John Molson School of Business. Her research focuses on neurodiversity and leadership.
