Alvin Govender, an international performance coach and public speaker, is calling on organisations to fully recognize and harness the potential of neurodiversity in the workplace. In a recent open letter, Govender spoke about the profound benefits that come from understanding and supporting neurodivergent individuals, whose unique perspectives can drive both innovation and productivity.
“Neurodiversity refers to the fact that every person’s brain processes information differently,” Govender explained, noting that while the term has gained traction in recent years, many workplaces still struggle to create environments where neurodivergent individuals can thrive. “The old workplace model where people are expected to look and act the same has disappeared, but not everyone has been given a ‘toolkit’ that allows for harmony and unity among team members who think differently from one another.”
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Personal journey with neurodivergence
Govender shared his personal journey with neurodivergence, which began during his time as a schoolteacher. He described how his unconventional teaching methods, such as using storytelling and outdoor lessons, were often met with skepticism. “Although taking lessons outdoors and engaging in technology worked for many of the children, my methods were always under question by my managers,” he recalled. This eventually led him to leave the classroom and pursue a career in coaching, where his innovative approach has since gained widespread acceptance. “Fast forward fifteen years, and my teaching style has been widely adopted and is being used by other trainers and coaches, helping an entire industry to become more impactful.”
Govender is a strong advocate for the inclusion of neurodivergent individuals in the workplace, arguing that diverse talents are essential for a team’s success. He cited research from Deloitte, which found that organisations that actively recruit and support neurodivergent employees can see productivity gains of up to 30%. “Extending the diversity of a team to include neurodivergent members also boosts team morale, but it requires work,” he said.
However, Govender warned against superficial inclusivity efforts that focus solely on meeting diversity quotas. “It is not enough to simply recruit neurodivergent people to fill a quota. Organisations need to gain a better understanding of their employees, their team, and most importantly, how they can guide them to get the best results,” he stressed.
How embracing neurodiverse thinking can lead to significant breakthroughs
As a coach, Govender has seen firsthand how embracing neurodiverse thinking can lead to significant breakthroughs within teams. He advised managers to focus on the strengths of their team members while finding ways to manage their weaknesses without diminishing their spirit. “What’s evident to me as a professional coach is that there must be a growth and development plan for everyone in line with the company’s goals,” he said. “Ensuring that employees possess the skills they need to perform their core duties is crucial. Protecting and managing these skills place a spotlight on the strengths and abilities that make them stand apart.”
Govender also highlighted the importance of fostering an organisational culture that respects and values different ways of thinking. “If the end goal is to own or work in the type of organization that includes and commends neurodivergent individuals, there needs to be a conscious drive to change the work culture to one of respect above all else,” he said. “The goal is not to change individuals to think in a certain way but to create self-awareness.”
Managing neurodiversity in the workplace.
In his letter, Govender provided practical tips for managing neurodiversity in the workplace. He emphasized the need for empathy, urging leaders to place themselves in the shoes of others to gain a deeper understanding of their team members. “Crucial understanding is important. If listening doesn’t become a priority within your team, there will be ongoing trust issues,” he warned.
Govender also stressed the importance of emotional intelligence, recommending that organizations facilitate sessions where team members can work on improving their EQ through workshops. “Egos can be obstructive,” he noted. “Respect for the organization is as important as respect for individuals, so coach the team to align and embrace the organisation’s core values.”
As a final thought, Govender challenged leaders to embrace neuro-diverse thinking and to recognize the value of disruptors—individuals who break the mold and drive change. “A leader who embraces neuro-diverse thinking is a leader who sees the bigger picture,” he concluded. “True disruptors are not perfect people, but they create the perfect space for change that benefits the generations that follow.”
