For neurodiverse senior leaders, the question of whether to disclose their neurodivergence is a complex one. The decision carries professional and personal implications, and there is no one-size-fits-all answer. It ultimately depends on your workplace culture, leadership style, and personal comfort.
The Case for Declaring
1. Authenticity and Leadership
One of the most compelling reasons to declare is authenticity. Great leadership is built on trust, and being open about who you are can foster deeper connections with your team. Your willingness to be vulnerable may encourage others to bring their whole selves to work, fostering a culture of inclusion and psychological safety.
2. Advocacy and Representation
Senior leaders who disclose their neurodivergence can pave the way for others. By being open, you contribute to breaking down stereotypes and reducing stigma. Your presence as a neurodivergent leader challenges outdated assumptions and shows that neurodiverse individuals can thrive in executive roles.
3. Accommodations and Support
While senior leaders often have more autonomy than junior employees, declaring your neurodivergence can help in securing accommodations that support your effectiveness. For example, you might need alternative communication methods, adjusted workflows, or quiet workspaces. When leadership normalizes these needs, it sets a precedent for the entire organization.
The Case for Not Declaring
1. Bias and Misunderstanding
Despite growing awareness, bias against neurodivergent individuals persists. Declaring could mean being perceived as less competent or reliable, even if your track record proves otherwise. Some board members, stakeholders, or peers may lack understanding and could misinterpret your neurodivergence as a liability.
2. Leadership Expectations
Executive roles often come with high-pressure expectations of adaptability, decisiveness, and communication. If your organization is not progressive in its approach to neurodiversity, disclosure might make it harder to meet unspoken leadership norms. Unfortunately, not all workplaces are ready for this conversation.
3. Do You Need to?
If your neurodivergence does not significantly impact your ability to perform your role, you may feel no need to disclose it. Some leaders prefer to manage their needs privately rather than risk changing how they are perceived by colleagues and clients.
Navigating the Decision
If you’re unsure whether to declare, consider these steps:
- Assess Your Workplace Culture: Are diversity and inclusion actively supported? Have others disclosed their neurodivergence, and how was it received?
- Gauge Your Motivation: Are you declaring for self-advocacy, to help others, or to create change? Ensure your decision aligns with your goals.
- Find Allies: Speaking with HR, mentors, or external networks of neurodivergent leaders may help you make an informed choice.
- Start Small: You don’t have to make a formal declaration. You can gradually share insights about how you work best without labeling yourself.
Final Thoughts
Declaring neurodivergence as a senior leader is a deeply personal choice. It can be a powerful way to lead with authenticity and advocate for change, but it also carries risks depending on your work environment. The key is to decide on your own terms, ensuring that whatever choice you make aligns with your leadership values and career aspirations.