Neurodiversity in the Workforce: Scott Span Of Tolero Solutions On Why It’s Important To Include Neurodiverse Employees & How To Make Your Workplace More Neuro-Inclusive

An Interview With Eric Pines

Sensory sensitivities: Sensory sensitivities are common among neurodivergent individuals, leading to challenges in noisy or overstimulating work environments. Bright lights, loud noises, and crowded spaces can be overwhelming and distracting. As can open space work environments or cube-land.

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 Scott Span, MSOD, CSM, ACC.

Scott Span, MSOD, CSM, ACC is a people strategist, leadership coach, change and transformation specialist. He supports clients to create people-focused cultures and a great employee experience. Survive and thrive through change and transition. And identify and overcome what is holding them back, change behaviors, and achieve their goals.

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?

I was never that kid who just fit in. I was always different. I learned differently. I communicated differently. I rooted for the underdog. I got bored easily. I questioned authority. I did my own thing in my own way. I had an innate desire to cause positive change and make a difference. As an adult, those qualities are still part of who am. And a big part of the reason I choose to become a leadership coach and transformation specialist.

I understand adversity and diversity; I’ve lived it. As a member of the LGBTQ+ community and a neurodivergent person with A.D.D, I faced the impacts and stereotypes of being viewed differently and learning differently. And I’ve worked at strategies to overcome those, both personally and professionally. I’m a better person, leader, spouse, friend, and mentor from embracing my neurodiversity and diversity. I often share my experiences and strategies I’ve developed as an authentic value add for my clients. And, in the words of Michelangelo, I’m still learning.

My path was never a straight line. With the support of loving and engaged parents, who I know I drove a bit crazy over the years, I graduated college with a degree in psychology. I almost went to law school but I wasn’t really feeling it. I started my career in big consulting doing strategy, process and change work. But for various reasons the work wasn’t fulfilling. Then I found a field that vibed with me. I went onto get a masters in organization development and leadership. Supporting leaders to create a culture that puts people first became a great way for me to support positive change and make a difference. Later on, I became an ICF-certified coach so I could make a difference for both organizations and individuals.

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?

• Authenticity — Brene’ Brown says, “Authenticity is the daily practice of letting go of who we think we’re supposed to be and embracing who we are. It is a collection of choices that we have to make every day. It’s about the choice to show up and be real. The choice to be honest. The choice to let our true selves be seen. Choosing authenticity means cultivating the courage to be imperfect, to set boundaries, and to allow ourselves to be vulnerable … mindfully practicing authenticity during our most soul-searching struggles is how we invite grace, joy and gratitude into our lives.” Successful leaders are authentic leaders. They practice vulnerability, embrace imperfection, and live their values. We’ve all worked with people we know are just putting on a persona. It’s fake. And we notice. And most of us are not fans. I’ve worked with clients where they’ve appreciated my value and my subject matter expertise, however, they didn’t appreciate my direct and transparent style. I couldn’t be authentic. So, the work became more transactional than transformational. I may have added value but I didn’t have the ability to make the impact I would’ve liked.
• Transparency — Great leaders are honest, open and clear. When making strategic decisions, determining organizational changes or facing issues that impact employees, successful leaders are transparent about how these matters arose, their thought process for dealing with them, the desired outcomes, and how their solutions may directly impact those they lead, and the support that will be provided. I’m transparent with clients and those I lead. I speak up and use my voice for value. At an organization level my ability to communicate transparently and speak up has proven valuable. My transparent communication uncovers issues early so they can be mitigated quickly. It also supports innovation and processes efficiencies. At an individual level, my coaching clients have told me that my transparent communication and sharing, supports them to think differently, shift perspective, and more quickly make changes to reach their goals.
• Accountability — Successful leaders just own it — the good or the bad. They don’t pass the buck. They don’t toss anyone under the bus. They acknowledge that things don’t always go exactly as planned — and don’t whine and make excuses — but let employees and customers know they see it too. Successful leaders own it and share next steps they plan to take to move forward, reevaluate, and improve. That’s what builds trust in a leader — talking the talk and walking the walk. I’ve made errors. I’ve made mistakes. We all do. It’s what we choose to do next that matters.

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

Work related challenges can often arise for neurodiverse individuals, myself included. One struggle I’ve encountered in my work is around my direct and blunt style and desire for efficiency. I like to get to the root of things. No fluff. No pretense. No dancing around egos. This has led some to tell me, “slow your roll” or “Don’t talk directly to Bob. Go through me.” Sometimes people get offended by me pulling back the curtain. But we can’t change what we aren’t willing to face.

I’ve developed strategies over the years to help overcome my impact not aligning with my intent. I listen first. And I listen to respond and not react. I observe first. And adapt my interactions accordingly. I approach things from a place of inquiry. I get data. I practice situational leadership. I take time, when available, to get to know my audiences on a more personal level. I try and stay agile and flexible. Then I speak with context. Then I share. Then I use my voice for value. Sometimes this still doesn’t work. I feel I can’t be my authentic self. I can’t make a difference. Then I have a decision to make. And there have been times when I’ve walked away from a role and parted ways with a client. And sometimes I even found them a better fit.

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

I’ve spent years leading large scale change projects for technology, M&A, and internal changes. With a focus on supporting the people impacted to reduce pain and resistance and increase commitment and adoption. And although I still enjoy the people side of change and transformation, recently I’ve been more focused on executive coaching and coaching for new and emerging leaders. Leadership development should not just be for those in executive roles. I recently completed an exciting project, developing and launching my first coaching program. The LevelUp Leadership Coaching Program was created based upon feedback from diverse clients across sectors and with roles at varying levels of leadership. As a neurodivergent person myself it was important to me to support various learning styles. The LevelUp Leadership Coaching Program contains 8 self-paced learning topics supported by 1:1 real-time coaching. The topics covered are accountability, authenticity, trust building, effective communication, confidence, diversity, boundaries, and change and transition.

I realized, as a leader, we spend much of our time on the tactical and the operational. Often, even with the best intentions, the “people stuff” takes a back seat, as does our own learning and development. However, the “people stuff” is just as important to success. Personally, and professionally.

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?

My experience working with neurodiverse leaders has been mostly through advisory and coaching work. I coach various types of neurodiverse leaders who are looking to best manage aspects of their neurodiversity. Leverage their unique strengths. Navigate the different obstacles they face in the workplace. And advocate for themselves and their career.They are often struggling with their impact not aligning with their intent. I’ve also advised clients on how to create inclusive environments for their neurodiverse employees. Developing strategies for engagement and support, internal networking groups, peer learning opportunities and retention and engagement strategies.

One neurodiverse executive I worked with was beginning to feel isolated and frequently misunderstood. Through coaching we identified some of the behaviors that were contributing to these feelings. And we explored direct feedback she received from her team and her peers. Then we developed a plan of action. She didn’t realize how her communication style and working style were impacting her relationships. Once she had the data, she became more aware and began to develop new strategies for communicating with and engaging with others. The new awareness and actions supported her to change behaviors and improve workplace relationships while simultaneously advocating for her own needs. She has become a better leader. Achieving her desired recognition and promotion. And her team now serves as a model of a high-performance for others.

This may be obvious to you, but it will be helpful to spell this out. Can you articulate to our readers a few reasons why it is so important for a business or organization to have an inclusive work culture?

Having an inclusive workplace culture isn’t just the good and right thing to do. It also creates a more innovative, agile, and high performing organization. Inclusive teams are over 35% more productive. Diverse teams make better decisions 87% of the time (LinkedIn Learning.) For an organization to be successful they must provide a positive employee experience. Providing a positive employee experience requires creating a culture where people feel valued, heard, appreciated, and respected. A culture of tolerance. A culture where all voices are heard. An inclusive culture that values diversity. People service your customers, solve problems, and help drive innovation. People are the greatest asset to any organization. Without them, not much would get done. And happy people more often mean, happy customers.

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?

I coach or consult with neurodiverse leaders. I don’t work at the workplace with them.

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

Navigating the workplace can be a daunting task for neurodivergent individuals and presents unique challenges and obstacles. Neurodivergence encompasses a wide range of neurological variations, including autism, ADHD, dyslexia, and other differences. There is no one-size fits all approach to inclusion. While neurodivergent employees bring valuable perspectives, skills, and talents to the workplace, they may also face obstacles to success.

Some challenges faced by neurodivergent employees include:

Social interaction and relationships: Many neurodivergent individuals struggle with social communication and interaction, making it difficult to build trusted relationships and navigate workplace dynamics such as team collaboration, networking, and workplace politics.

Sensory sensitivities: Sensory sensitivities are common among neurodivergent individuals, leading to challenges in noisy or overstimulating work environments. Bright lights, loud noises, and crowded spaces can be overwhelming and distracting. As can open space work environments or cube-land.

Executive functioning: Executive functioning difficulties, such as organization, time management, and task prioritization, can hinder productivity and performance in the workplace. Keeping track of deadlines, managing multiple tasks, and maintaining focus may also be challenging.

Misunderstanding and stigma: Neurodivergent individuals may face misunderstanding, stigma, and even discrimination in the workplace due to a lack of awareness and misconceptions about neurodiversity. This can lead to feelings of isolation, low self-esteem, imposter syndrome and reluctance to disclose their neurodivergent status.

Job interviews and hiring: Job interviews and hiring practices, initially as well as regarding internal career mobility, may not accurately assess the skills and abilities of neurodivergent candidates. Standardized tests, behavioral questions, and nonverbal cues may overwhelm neurodivergent individuals or not allow them to shine. This poses significant barriers to opportunities.

There are ways businesses can support neurodivergent employees to overcome obstacles…

Provide clear communication and expectations: Clearly communicate job responsibilities, expectations, and feedback in a direct and concrete manner. This includes style and communication preferences. Avoid using ambiguous language or relying heavily on nonverbal cues. Leaders should ask for and wait for confirmation of understanding and remain flexible.

Offer Flexibility: Flexible work arrangements, such as remote work options or adjustable schedules, can accommodate the diverse needs of neurodivergent employees. Providing a quiet workspace or noise-canceling headphones can also help minimize sensory overload for those impacted.

Provide sensory-friendly accommodations: Create a sensory-friendly work environment by adjusting lighting, reducing noise levels, and minimizing visual clutter. Offering alternative workspaces where these accommodations can be met, such as quiet rooms or designated sensory retreats, can provide neurodivergent employees with a comfortable and productive space to work.

Implement neurodiversity training and awareness programs: Educate managers, colleagues, customers, and HR personnel about neurodiversity and the unique strengths and challenges of neurodivergent individuals. Foster a culture of inclusion, acceptance, and respect for diverse perspectives, communication styles, and ways of working.

Offer alternative interview formats: Consider using alternative interview formats, such as skills-based assessments, work samples, or job trials, to assess the abilities and potential of neurodivergent candidates. Focus on evaluating relevant skills and competencies rather than traditional interview performance.

Provide support and mentorship: Encourage open communication and provide opportunities for feedback and growth. Offer mentorship programs or peer support networks to help neurodivergent employees navigate workplace challenges, build confidence, and develop professional skills. Create a neurodivergent affinity group or community of practice.

Encourage self-advocacy: Create a culture of trust and psychological safety. Create a supportive and inclusive culture. Create a culture where neurodivergent employees feel comfortable disclosing their neurodivergent status and advocating for their needs. Respect their privacy and autonomy, and provide resources and support for self-advocacy and career advancement.

These are just some of the unique obstacles and challenges neurodivergent employees may face. With the right support, accommodations, and awareness, they can thrive and contribute valuable perspectives and talents to their teams and organizations. By fostering a culture of trust, safety, inclusivity, understanding, and acceptance, employers can create environments where all employees feel valued, heard, respected, appreciated, and empowered to succeed.

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?

Supporting leaders I work with to create a culture where neurodivergent employees can thrive, begins with education. Many are not sure what neurodivergent even means, yet alone how to best support neurodivergent employees in the workplace. The good thing is more an more resources are becoming available. Training is available from private companies and sites like LinkedIn Learning. https://www.neurodiversityweek.com/resource-hub also has a great resource hub to get started. Some leadership and team coaches also focus specifically on neurodiversity. Many are neurodiverse themselves. These coaches assist leaders to implement ways to best support neurodiverse employees to succeed.

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

I’m huge on quotes. I use them where relevant in my facilitation, my coaching, and my consulting work. Regarding neurodiversity, two favorites come to mind.

“In life, we have 3 choices. Give up. Give in. Or give it our all.” — Charleston Parker

“5+4 is 9. So is 7+2. Not all people get to the same answer in the same way. And that doesn’t make the answer wrong. Respect another person’s way of thinking.” — Unknown

Both of these have proven relevant in my own life. Growing up as a member of the LGBTQ+ community and a neurodiverse individual, I faced adversity from thinking different and being different all the way from elementary school to the workplace. And still do on occasion. I learned at a young age, give it my all. I had to develop strategies that worked best for me to learn, grow, and build relationships. Personally, and professionally. If I wanted to be successful, I had to become my own advocate. And I still am. And now I also get to support others to advocate for themselves.

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. :-)

The, seek to understand, movement. Listen, to find common ground, to seek to understand other points of view and other ways of thinking and being in the world. To learn from and with one another. A big reason I do the work I do, as a leadership coach and transformation specialist, is to improve the lives of other people. And in hopes they will pay it forward to bring the most amount of good. This can’t happen if we don’t start with listening and seeking to understand.

How can our readers further follow your work online?

https://www.linkedin.com/in/scottspan/

https://tolerosolutions.com/think-tank/

This was very inspiring. Thank you so much for the time you spent with 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.