Neurodiversity in the Workforce: Nanette Mellor Of Drake Music On Why It’s Important To Include Neurodiverse Employees & How To Make Your Workplace More Neuro-Inclusive

An Interview With Eric Pines

Trust Your Intuition: Trust your instincts when considering candidates or making workplace decisions. If something feels off, pay attention to it. Don’t discount the power of your intuition when it comes to creating an inclusive and harmonious workplace.

Research suggests that up to 15–20% of the U.S. population is neurodivergent. There has been a slow but vitally important rise in companies embracing neurodiversity. How can companies support neurodiversity in the workplace? What are some benefits of including neurodiverse employees? To address these questions, we are talking to successful business leaders who can share stories and insights from their experience about “Neurodiversity in the Workforce”. As a part of this series, we had the pleasure of interviewing Nanette Mellor.

Nanette has dedicated her career to working for deaf, disabled and neurodivergent people for over twenty years and has experience in the field spanning the public, private and third sector.

Thank you so much for joining us in this interview series! Before we dive in, our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you ended up where you are?

Although my music taste leaned more towards punk music, I joined the brass band at school, considering it the path to music! However, my dyslexia proved to be an obstacle when it came to reading sheet music. While I could learn and memorise tunes on my own, keeping up with rehearsals became a struggle. Eventually, the band’s conductor noticed my difficulty and I was asked to leave. This left me believing that a music career was unattainable, steering me towards art and drama studies. It wasn’t until recently that I fully embraced my passion for music, and now I’m the CEO of Drake Music.

For nearly a decade, I steered The Brain Charity through a huge evolution. The Brain Charity is an organisation dedicated to providing support and resources for individuals facing neurological challenges. When I started as CEO, we propelled the charity’s income from £385,000 to £1.8 million.

My transition to Drake Music this summer was driven by a shared passion for inclusivity in the world of music. Drake Music is focused on empowering deaf, disabled, and neurodivergent individuals to actively engage with music. This could involve playing specially adapted digital drums, helping someone perform their first DJ set, or assisting in the composition of their very first symphony.

You are a successful leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

First and foremost, Dyslexia. Dyslexic people possess a unique ability to grasp the bigger picture. It’s pretty cool. In 2003, a study on psychology identified the world’s top 300 entrepreneurs who have made their fortune through innovation, and guess what? 40% of these influential leaders had dyslexia. Today, experts are shifting the narrative from viewing dyslexia as a deficit to recognising it as a distinct way of thinking. Dyslexic thinkers excel at visualising links between unrelated concepts, allowing them to not only understand their organisation’s position but also to contextualise it within the broader global, national, sectoral, and local landscapes. You can see where you are, and where you want to go, in 3D.

The second is age. Age has played a significant role in shaping my path to success. As I’ve grown older, I’ve gained a certain confidence I didn’t have when I was younger. It’s like hitting 40 was a turning point. I’ve become more comfortable in my skin. When I was younger, I used to place a higher value on other people’s opinions, often at the expense of my own. But now, I’ve learned to trust my instincts and lead with conviction.

Lastly, you can’t underestimate the power of a strong work ethic. Regardless of how creative or smart you may be, determination and hard work can take you places. My mum was a nurse, not from an academic background, who then became indispensable in her field. These are the worker bees of life, the ones who keep buzzing toward their goals, achieving remarkable heights along the way.

Can you share a story about one of your greatest work-related struggles? Can you share what you did to overcome it?

One of the greatest work-related struggles I’ve encountered is the complexities of managing HR, which is a common hurdle for leaders. This challenge took on a new dimension during the pandemic. The pandemic not only intensified existing HR issues but also created a wave of stress and anxiety among the workforce.

It’s a difficult task for anyone to step outside their thoughts and emotions and objectively assess their perception. Many of our team members were struggling with psychological issues outside of the workplace, and while the core problem was undoubtedly the pandemic, it added an extra layer of stress.

Handling the immediate impact of COVID-19 on our organisation was challenging but manageable. As the saying goes, “When the going gets tough, the tough get going,” and we rose to the occasion. However, the real test came in the post-COVID period, which brought a new set of difficulties. Managing the team while many of us were dealing with illness and its lingering effects became a monumental task.

We adopted a more individualised approach to employee support. We embraced kindness, leniency, and flexibility as guiding principles. We invested in developing our skills and expertise in recognising and addressing mental health issues, both for ourselves and our staff. We created safe spaces for open communication and access to professional help.

What are some of the most interesting or exciting projects you are working on now?

We have some really exciting things coming up. One area of Drake Music’s research will focus on the development of an innovative musical instrument designed for individuals who may have limited bodily movement. This instrument will incorporate new neuro-computer interfaces, which will allow users to create music simply by thinking about sounds or compositions. It’s early days but could turn out to be a groundbreaking concept that has the potential to revolutionise how music is created and experienced online.

Our goal is to harness this technology to empower people to actively participate in the world of music. After all, life’s true essence lies in the ability to enjoy the wonders it offers, and music is undoubtedly one of life’s fundamental joys.

Fantastic. Let’s now shift to our discussion about neurodiversity in the workforce. Can you tell our readers a bit about your experience working with initiatives to include neurodiverse employees? Can you share a story with us?

Job-carving. It’s not your typical HR strategy, but I believe it’s a game-changer for creating a workplace where everyone’s genuinely happy.

I often work with young people through government initiatives, and my first goal is to figure out what makes them tick, and what skills and talents they bring to the table. Once I’ve got that figured out, I don’t just slot them into an existing job description. If I see someone’s potential and they’d be a great fit for our organisation, I create a job around them.

You then get an employee who’s not just good at their job, they’re excited and passionate about it. They’re doing something they truly love, and that passion shines through in their work. It’s not just about that one person being happy. It’s like a ripple effect. When you have team members who genuinely love what they do, it sets a positive tone for the whole workplace. It’s infectious!

When you apply this approach to neurodivergent team members, it’s like a recipe for major success. Neurodivergent individuals often have unique talents and perspectives, and when you give them a job they’re genuinely passionate about, they become the stars of your team. It’s all about recognising that people are at the heart of your organisation, and when you nurture their passions and talents, you’re not just building a team — you’re creating a family, a community, where everyone thrives.

Can you share a few examples of ideas that were implemented at your workplace to help include neurodiverse employees? Can you share with us how the work culture was affected as a result?

1. The Introduction of a Nap Room: Recognising that some of our team members were dealing with conditions such as MS, which causes fatigue, we created a nap room. This quiet space allowed staff members to take short naps (or siestas) during the workday. We understood from neuroscience that a 30-minute nap in the afternoon can enhance cognitive performance. By providing this, we not only supported those with specific needs but also created an environment where everyone could optimise their productivity.

2. Diverse Workspaces: We reimagined our office layout to include a variety of workspaces. Some areas were designed to be bright and open, others were quiet and secluded. We also considered different sensory needs, understanding that some individuals may thrive in a bustling environment, while others require a more peaceful setting. This approach allowed our neurodiverse employees to choose the workspace that best suits their needs, enhancing their comfort and productivity. It also sent a message that we valued and respected each team member’s unique working style.

3. Remote Work Flexibility: We embraced the concept of remote work, offering our employees the flexibility to work from home when needed. This accommodation was important for individuals who found office environments overwhelming due to sensory sensitivities or other neurodiverse traits. The option to work remotely not only supported these individuals but also contributed to a more inclusive culture where each team member could create their ideal work environment.

4. Regular Communication: We maintained an open line of communication with our staff, regularly checking in to understand their comfort levels and preferences. By actively seeking their input and being flexible in accommodating their needs, we demonstrated our commitment to building a work environment that prioritised individual well-being.

What are some of the challenges or obstacles to including neurodivergent employees? What needs to be done to address those obstacles?

Being open about your personality traits and who you are is a fundamental aspect of fostering inclusivity and diversity in the workplace. It’s essential to recognise that every individual brings a unique set of characteristics, experiences, and perspectives to the table. Embracing this diversity can lead to a more innovative, productive work environment.

Embracing and encouraging openness about personality traits and identities in the workplace is not only a matter of fairness and respect but also a strategic advantage. Organisations that harness the power of diversity and create an inclusive environment can unlock a wealth of potential, resulting in improved creativity, employee engagement, productivity, and overall success.

Ultimately, every worker is valuable, and by acknowledging and celebrating their uniqueness, workplaces can thrive in today’s diverse and dynamic world.

How do you and your organization educate yourselves and your teams on the concept of neurodiversity and the needs of neurodivergent employees? Are there any resources, training, or workshops that you have found particularly helpful?

In my previous role at The Brain Charity, we delivered a multifaceted approach to understanding neurodiversity and its implications in the workplace. This allows organisations to write the script on certain topics, such as neurodiversity.

The reason certain charities, such as Drake Music and The Brain Charity, are user-led is because they are a community. They are led by individuals who have personal experience with disability or being neurodivergent.

Our learning process is characterised by open and candid dialogue among team members. We encourage everyone to share their strengths and challenges related to neurodiversity. These discussions are instrumental in breaking down stereotypes and biases within our organisation, fostering a culture of mutual understanding and support.

A personal interest of mine lies in the field of neuroscience. I find the science behind neurochemistry and brain function fascinating. I regularly listen to podcasts like Dr. Andrew Huberman’s. These resources explore the intricate workings of the brain, helping us comprehend why certain emotions and experiences occur in specific situations.

While neuroscience has made significant strides in our understanding of neurodiversity, it’s essential to acknowledge that the social aspects of neurodiversity are still evolving. Neurodiversity is a dynamic field, and we remain committed to staying at the forefront of these developments.

This is the main question of our interview. Can you please share five best practices that can make a business place feel more welcoming and inclusive of people who are neurodivergent?

1. Inclusive Recruitment: Begin by making inclusivity a core component of your recruitment process. Include statements in job advertisements that explicitly welcome applications from a diverse range of candidates. This sends a clear signal that your organisation values diversity. Additionally, consider incorporating inquiries about access requirements into the application process. For instance, ask candidates if they need any specific accommodations during interviews to ensure a smooth and equitable experience.

2. Flexibility in Job Descriptions: Recognise that neurodivergent individuals may possess unique skills and talents that may not fit traditional job descriptions perfectly. Be open to tailoring job roles based on individual strengths. If a candidate can’t fulfil every aspect of the job description, consider redistributing tasks or redefining roles to fully utilise their abilities. Avoid overlooking valuable talent just because of minor deviations from the standard.

3. Leadership Transparency: Encourage leaders who are neurodivergent or have disabilities to be open about their experiences with their teams. Create a culture that allows people to discuss personal challenges and barriers. When leaders lead by example and share their vulnerabilities, it promotes an environment of trust and support. Team members will feel more comfortable addressing their challenges when they see leaders doing the same.

4. Flexible Work Patterns and Locations: Rethink traditional work patterns and locations. Consider flexible work hours and remote or hybrid work options. Neurodivergent individuals may perform better at different times of the day or in different environments. Allow employees to choose schedules and work settings that align with their productivity. The shift from the rigid 9–5 model can be a positive change for diverse working styles.

5. Trust Your Intuition: Trust your instincts when considering candidates or making workplace decisions. If something feels off, pay attention to it. Don’t discount the power of your intuition when it comes to creating an inclusive and harmonious workplace.

Can you please give us your favorite “Life Lesson Quote”? Can you share a story about how that was relevant in your own life?

“Being academic is not all you need to be a leader; in fact, it’s a completely different skill. What matters is that big-picture thinking.”

Early in my career, I found myself in a team alongside brilliant scholars in their respective fields. I assumed that their academic excellence would naturally translate into strong leadership skills. However, I soon discovered that leadership requires a unique set of abilities, including the capacity for big-picture thinking.

In this particular team, while the scholars excelled in their areas of expertise, they struggled with the broader vision and strategic direction of our project. That’s when I realised the profound wisdom of the quote. Being academically skilled is certainly valuable, but leadership entails more than expertise in a single field.

True leadership is about harnessing the strengths of a team, understanding the bigger picture, and inspiring others to work towards a common goal. This life lesson continues to shape my approach to leadership, emphasising the importance of combining knowledge with visionary thinking to achieve meaningful and impactful results.

You are a person of enormous influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

How can our readers further follow your work online?

Feel free to connect with Drake Music on Instagram, Facebook, Twitter, and LinkedIn to witness how we’re leading the charge in leveraging innovative technologies and concepts to enhance music accessibility for everyone. We aspire to create a world where musicians, both disabled and non-disabled, collaborate as peers.

This was very inspiring. Thank you so much for the time you spent on this. We wish you continued success and good health!

About the Interviewer: Eric L. Pines is a nationally recognized federal employment lawyer, mediator, and attorney business coach. He represents federal employees and acts as in-house counsel for over fifty thousand federal employees through his work as a federal employee labor union representative. A formal federal employee himself, Mr. Pines began his federal employment law career as in-house counsel for AFGE Local 1923 which is in Social Security Administration’s headquarters and is the largest federal union local in the world. He presently serves as AFGE 1923’s Chief Counsel as well as in-house counsel for all FEMA bargaining unit employees and numerous Department of Defense and Veteran Affairs unions.

While he and his firm specialize in representing federal employees from all federal agencies and in reference to virtually all federal employee matters, his firm has placed special attention on representing Veteran Affairs doctors and nurses hired under the authority of Title. He and his firm have a particular passion in representing disabled federal employees with their requests for medical and religious reasonable accommodations when those accommodations are warranted under the Rehabilitation Act of 1973 (ADA). He also represents them with their requests for Federal Employee Disability Retirement (OPM) when an accommodation would not be possible.

Mr. Pines has also served as a mediator for numerous federal agencies including serving a year as the Library of Congress’ in-house EEO Mediator. He has also served as an expert witness in federal court for federal employee matters. He has also worked as an EEO technical writer drafting hundreds of Final Agency Decisions for the federal sector.

Mr. Pines’ firm is headquartered in Houston, Texas and has offices in Baltimore, Maryland and Atlanta, Georgia. His first passion is his wife and five children. He plays classical and rock guitar and enjoys playing ice hockey, running, and biking. Please visit his websites at www.pinesfederal.com and www.toughinjurylawyers.com. He can also be reached at eric@pinesfederal.com.