SAM’S STORY: FROM 150 REJECTIONS TO BELONGING
When Sam finally received a job offer, he could hardly believe it. After more than 150 rejections, the young man from Australia, had grown used to the sound of “no.”
It wasn’t his skills holding him back. Sam was an exceptional coder with a natural gift for problem-solving. The challenge was the interview room. “I had difficulty making conversation,” he remembers. “People assumed I wasn’t capable.”
Sam is autistic. Like many neurodivergent people, his biggest hurdle wasn’t the work itself, but the systems built around it. He knew he could thrive if only someone would see past the conventional markers of “potential.” Recruiters seem to think a marker of success is the ability to make small talk and eye contact, demonstrate ‘charisma’ instead focusing on abilities.
Everything changed when IBM launched a neurodiversity hiring initiative. Rather than relying on traditional interviews, the company shifted to practical projects and skills-based assessments, an approach that opened new doors for candidates like Sam. Selected as one of ten participants, Sam is now thriving as a blockchain developer at IBM in a role that values his unique perspective. As he puts it, “What makes me unique is what makes me valuable.”
Sam’s story is not an isolated one. And it raises an uncomfortable question: how many brilliant people are we overlooking because we’ve designed workplaces that reward conformity over capability?
THE INVISIBLE BARRIERS WE BUILD
In the UK, nearly one in five people are neurodivergent, many without even knowing it. Simon, a sales executive at the UK-based tech firm Trustco, only discovered he had ADHD after joining the company. Reflecting on his experience, he shared, “I always felt like life was on hard mode. I was constantly masking my differences, trying to fit in. But here, I’m not just accepted, I’m understood.” That sense of being understood speaks to the heart of inclusive workplace culture, where difference isn’t just accommodated, but genuinely valued.
Neurodivergent people are often asked to change themselves to fit into environments that were never designed with them in mind. And the cost is immense: lost potential, poor retention, and the quiet erosion of confidence.
Yet when businesses create spaces where difference is not just tolerated but embraced, talent flourishes. Cat, a workshop leader and public speaker, found her voice after coaching with Exceptional Individuals, a UK organisation that supports neurodivergent talent. Beth, a researcher, transitioned successfully into consulting once she received structured in-work support.
These are not “exceptional cases.” They are evidence that inclusion isn’t a luxury or a PR exercise. It is simply good leadership.
THE WIDER IMPACT: WHY IT HELPS EVERYONE
Designing workplaces with neurodivergent individuals in mind, through clear communication, flexible working, and sensory-friendly environments benefits everyone.
Think about it. How many of us perform better with clearer instructions, a quieter environment, or a little more flexibility? These aren’t “special accommodations.” They are universal design principles that remove friction from the workplace. As NSCG often advises business leaders: good neurodiversity practice is just good people practice.
This shift in mindset is essential. Neurodiversity should not be treated as a niche concern managed quietly by HR. The way organisations handle difference shapes every aspect of the employee experience.
When employees feel seen, supported, and able to be themselves, they thrive. And when they thrive, so do the organisations they work for.
10 PRACTICAL TIPS FOR MANAGING NEURODIVERSE TEAMS
- Rethink recruitment: Replace traditional interviews with skills-based assessments. Offer interview questions in advance.
- Train managers: Provide neurodiversity awareness training to reduce bias.
- Offer adjustments proactively: Changes in lighting, noise levels, or communication formats should be available, even without disclosure.
- Use clear communication: Avoid ambiguity. Favour direct language and diagrams.
- Create psychological safety: Foster a culture where people feel safe to disclose and be authentic.
- Structure onboarding: Break down tasks, provide visual guides, and pace introductions carefully.
- Use buddy systems: Pair new employees with trained allies or mentors.
- Include neurodivergent voices: Consult those affected when making organisational changes.
- Celebrate strengths: Recognise skills like pattern recognition, creativity, and hyperfocus.
- Create a neurodiversity policy: Signal visible commitment through written policies and leadership involvement.
These tips aren’t only for neurodivergent employees. They benefit everyone.
A LEADERSHIP MOMENT WE CAN’T IGNORE
There’s a growing list of UK companies beginning to lean this way, but we’re still only scratching the surface. For every organisation taking this seriously, there are dozens more that continue to see difference as a “problem” to be managed rather than an asset to be celebrated.
This is where leadership matters. We cannot create inclusive workplaces by accident. It requires a conscious decision to design systems that value a variety of minds and ways of working. Here’s the beautiful truth: when you make the effort to see the invisible, you transform more than your culture: you transform lives.
UK Companies Setting the Standard for Neurodiversity Inclusion:
Aviva- Partnered with Exceptional Individuals to better support neurodivergent employees and access untapped talent pools.
Ryman- Improved recruitment processes and reduced bias after a company-wide neurodiversity audit.
Roche- Hosted a neurodiversity conference and redesigned hiring practices to focus on skills rather than “cultural fit.”
These companies are demonstrating that inclusion is not a cost. It’s an investment. And the returns go far beyond recruitment.
A Personal Challenge to Leaders
If you’re a leader, ask yourself:
- Do my recruitment processes screen out people who don’t perform well in interviews, but could excel in the job?
- Do managers have the tools to support neurodivergent team members?
- Do policies signal that employees can request adjustments without fear?
Because here’s what we know: the organisations that embrace difference rather than ignore it are the ones that will thrive in a world that increasingly demands innovation, empathy, and resilience.
Sam’s story could have ended very differently. 150 job rejections would be enough to crush anyone’s confidence. But because one company chose to see him for who he is, he’s now shaping the future of blockchain technology.
How many Sams are out there, waiting to be seen? This isn’t about ticking a diversity box. It’s about unlocking potential. It’s about creating a workplace where people can show up fully as themselves. It’s about saying, in words and actions, “I see you.”
And that, at its core, is smart leadership.