The Make Work Work For You Book Launch

Our world of work is screaming out like a banshee – demanding we move beyond outdated leadership approaches to embrace contemporary methods that make work work for us all. 

I want to see a not so distant future of work that moves beyond simply ‘accommodating’ neurodivergent employees to truly affirming different ways of thinking, working and being in this world. 

But where are we now? 

In my experience, many organisations are not yet accommodating neurodivergent talent. It’s a case of they don’t know what they don’t know. 

Being ready for neurodivergent talent isn’t about ticking a box with an awareness program in your DEI strategy and putting fidgets in meeting rooms – it’s about fundamentally shaking up the way we lead, think, and operate. And, it starts with leaders. 

Just this week, the International Day of People with Disability amplified the call for disabled leadership in creating an inclusive and sustainable future. Australia’s Disability Strategy 2021–2031 emphasizes the need for more disabled people in leadership roles – but to achieve this, we must rethink the so-called “norms” of workplace behavior.

For example, workplace “norms” like maintaining eye contact or thriving in open-plan offices reflect just one way of being. For some autistic individuals, these expectations are exhausting and can lead to harm. Research now shows that forced masking – suppressing neurodivergent traits to conform – negatively impacts mental health and well-being. 

The lived experience neurodivergent community’s call is clear: “Nothing about us without us.”

Yet recent research from CIPD reveals that only 55% of organizations are truly neuroinclusive. This isn’t just a moral failure; this is an important call to co-create the future of work.

The Three Pedals: Performance, Growth, and Well-Being

The most successful organizations recognize that sustainable performance requires balancing three interconnected pedals: performance, team growth, and well-being. Over-focusing on any one pedal without the others creates instability and burnout. When all three are in harmony, organizations foster environments where innovation thrives, and employees flourish.

According to the Australian Network on Disability, organizations that adopt this balanced approach are 2.2 times more likely to exceed financial targets. Neuroinclusion isn’t just good ethics – it’s good business.

Rethinking Leadership for a Sustainable Future

The path forward isn’t about surface-level inclusion or token gestures. It’s about fundamentally rethinking how we lead and work together. Leaders who honor individual needs over outdated norms create workplaces where complexity is embraced, and everyone can succeed.

Standing still isn’t an option. 

I’m called to make a change.

The future of work demands co-creation with neurodivergent voices at the table. Together, we can balance the three pedals and build workplaces where sustainable performance is the norm – not the exception.

I’d love to do it together with you.

Walking the Talk: A Neuroinclusive Book Launch

When planning the launch of Make Work Work for You, I knew I couldn’t simply talk about neuroinclusion – I had to live it. Drawing on my lived experience, with my daughters neurodiversity, I set out to create an event that affirmed, rather than exhausted, its neurodivergent attendees. This wasn’t about perfection; it was about intent and signaling safety.

From offering flexible seating and a quiet room to dimming the lights and lowering music volume, the event was designed to ensure everyone could feel comfortable. We even included a QR code for anonymous Q&A participation, recognizing that not everyone feels comfortable speaking up in a crowded room.

Did we get everything right? No. But every accommodation offered was a step toward creating spaces that affirm different ways of being. Success wasn’t measured by whether every attendee used the quiet room – it was about having it there, should someone need it.

Final Reflection

The world of work is changing, but many organisations remain behind. Recent research from CIPD shows that only 55% of organisations are truly neuroinclusive. This not only puts talent at risk but also limits innovation and growth.

As the neurodivergent community often says, “Nothing about us without us.” Leaders must co-create the future of work with neurodivergent voices at the table. By honouring needs over norms, building adaptive leadership capacity, and designing inclusive systems, organisations don’t just accommodate – they thrive.