Understanding and supporting neurodivergence in the workplace has never been more important.

In this episode of our Learn Better Podcast, hosts Caron Betts and Lee Rowlandson speak with Tania Martin, founder of PegSquared and an award-winning neuro-inclusion consultant, about her journey with ADHD and how organisations can create workplaces where everyone can thrive.

Receiving an ADHD diagnosis later in life

Tania's story resonates with many professionals who receive late diagnoses. Despite building a successful career, she always felt slightly different and struggled with tasks others seemed to manage effortlessly.

“I have always felt a little bit different. I've always struggled with things that I think others around me haven't,” Tania explains. Her involvement in creating the UK's first neurodiverse Centre of Excellence at EY led to her own revelation when studying specific learning difficulties.

The diagnosis was transformative: "It really did allow me to understand myself better. I think probably more than anything else, it allowed me to give myself a break."

Understanding that everyone is different

Contrary to stereotypes suggesting neurodivergent individuals prefer isolation, Tania describes herself as an "introverted extrovert" who enjoys people interactions but needs time to decompress afterwards.

This highlights an important misconception. Many neurodivergent people want connection and belonging but may experience social situations differently. As Tania notes, spending time with other neurodivergent people can be refreshing because "there was no need for her to mask."

The workplace reality: spiky profiles and hidden barriers

Tania introduces the concept of "spiky profiles" – the way neurodivergent individuals often have exceptional strengths alongside specific challenges. This creates difficulties in traditional recruitment and performance management systems that expect competence across all areas.

Sharing how around 70–80% of neurodivergent people are out of work or underemployed due to recruitment barriers, Tania further explains:

“Recruitment is the biggest barrier, because if you think about how we assess and performance manage somebody, we’re expecting them to tick all of the boxes. You’ve got to be good at communicating, writing documentation, every single thing.

If you’re neurodivergent, you’re not. But it doesn’t mean that you don’t bring value and strength to an organisation.”

Simple adjustments with significant impact

The changes needed to support neurodivergent employees are often surprisingly straightforward. For example, job descriptions that include statements about supporting neurodivergent candidates are extremely limited, yet it’s a simple addition that could make a difference.

Caron continues the discussion by asking Tania for any simple adjustments that organisations could do to improve inclusivity. Tania shares additional examples, with a focus on how employers can take the time to understand how individuals work best.

Some examples include:

• Helping prioritise daily emails by identifying the most important five
• Understanding executive functioning challenges like time management and organisation
• Building trust and patience within teams.

"The biggest adjustment, and it's not even an adjustment, it just should be good practice, is we had patience and we had to build trust," Tania reflects.

The language of neurodiversity

Navigating appropriate language can feel challenging, but Tania offers clear guidance:

Organisational level: Use terms like neurodiversity (everyone), neurodivergent (those diagnosed or awaiting diagnosis), and neurotypical (those without cognitive variation).

Individual level: Be led by the person you're speaking with. Ask questions like "Is that the right way to talk about this with you?"

There's no universal preference - some prefer "person with autism" whilst others say "autistic person." The key is being open, curious, and respectful.

Moving beyond stereotypes

Historical evolutionary advantages show why neurodivergent traits exist – different thinking styles were essential for survival. Today's structured society can make these differences feel like disadvantages, but they represent valuable cognitive diversity.

As Tania points out: "There are definitely evolutionary reasons as to why we needed different thinking styles in the first place."

Learning better with neurodivergence

Lee asks Tania what the term ‘learn better’ means to her in her line of work. She responds by sharing how it’s all about understanding what works for her (or the individual) and being able to communicate that with the relevant people.

She advocates for organisations providing information in multiple formats – written, visual, audio, and video – whilst encouraging individuals to understand their own learning preferences and seek appropriate support.

Creating inclusive workplaces

The path forward requires both organisational commitment and individual understanding. Simple steps like inclusive job descriptions, flexible working arrangements, and patience in building relationships can transform workplace experiences.

Most importantly, when someone says they're struggling, believe them. As Tania emphasises: "If somebody sits down with you and says, ‘I can't do something,’ you have to believe them, because the fact they're even having that conversation with you in the first place means they genuinely believe that."

Understanding and supporting neurodivergence isn't just about compliance – it's about unlocking the potential of exceptional talent and creating workplaces where everyone can thrive.

If you are a learner or apprentice and need any additional support, learn more about how we can help or contact our Inclusion team at als@kaplan.co.uk.