Diversity, equity, and inclusion (DEI) initiatives have long focused on gender, race, and ethnicity. But there’s a crucial piece of the puzzle that organizations are only beginning to recognize: neurodiversity. With 53% of Gen Z now self-identifying as neurodivergent, according to Deloitte’s 2023 Gen Z and Millennial Survey, investing in neurodivergent talent is not just a moral imperative—it’s a business one.
“The future of work is going to need to shift to be more flexible,” says Rebekah Shrestha, Executive Director of the Belfer Center for Innovation & Social Impact at the 92nd Street Y (92NY). “Neurodivergent leaders can lead the way in creating new workplace modalities and norms that will be beneficial to all employees.”
The data backs her up. Research from Harvard Business Review shows that neurodivergent employees when supported appropriately, can be 30% more productive than their neurotypical peers. Yet, the same study finds that only 10% of companies have formal neuroinclusion policies in place.
Breaking Barriers: The 92NY Women inPower Fellowship
Recognizing this gap, the Belfer Center recently launched the first-ever fellowship program designed specifically for neurodivergent women leaders. Developed by the Women inPower fellows, the Neurodivergent Leaders Cohort is a groundbreaking initiative that addresses both the opportunities and challenges faced by neurodivergent women in leadership roles.
“We focused on supporting neurodivergent women leaders because there were no similar programs that existed to support these leaders,” says Shrestha. “Rising levels of diagnosis in women, particularly later in life, showed us that the need for this type of program is large and growing.”
The fellowship includes a redesigned curriculum, best practices for inclusive leadership, and mentorship from neurodivergent leaders and allies. The inaugural cohort consists of 46 fellows, 15 of whom are part of the Neurodivergent Leaders Cohort. These fellows come from diverse sectors—business, technology, law, medicine, and media—showcasing the broad impact neurodivergent leaders can have across industries.
The Leadership Gap: Why Neurodivergent Women Are Left Behind
Despite the known benefits of neurodiverse workplaces, many neurodivergent women still face significant barriers. They’re often labeled as “problematic” or “overbearing,” masking their identities to fit in. The lack of understanding of neurodivergent communication styles—such as directness, aversion to eye contact, or sensory sensitivities—can lead to missed leadership opportunities.
“It’s hard enough to advance as a female leader,” Shrestha explains. “For neurodivergent female leaders, it can feel like adding a layer of difference will be too much. Our workplaces are designed for a very rigid definition of leadership. Deviating from that norm in any way can feel risky.”
The fellowship tackles this head-on, helping participants harness their strengths, identify areas where accommodations may be needed, and develop self-advocacy skills. This is critical, as research from ADDitude Magazine reveals that 79% of neurodivergent women report experiencing burnout—often due to sensory overload, inflexible work environments, and lack of support.
Rethinking the Workplace: From Accommodations to Inclusion
Creating an inclusive workplace for neurodivergent employees isn’t just about accommodations—it’s about rethinking how work happens. Shrestha highlights practical steps organizations can take:
- Advance Communication: Share agendas, floor plans, and event details in advance.
- Flexible Work Environments: Allow remote work, flexible hours, and personalized workspaces.
- Diverse Feedback Channels: Provide multiple ways to receive and give feedback, ensuring employees can choose the method that aligns with their strengths.
- Sensory Support: Encourage noise-canceling headphones, earplugs, and sensory tools as part of standard workplace resources.
“We so often see asking for accommodations as a negative,” Shrestha says. “But it’s actually an employee advocating for their productivity—that’s a positive!”
Leadership Beyond the Traditional Mold
The need for neuro-inclusive leadership extends beyond individual accommodations. It’s about reshaping what leadership looks like—and neurodivergent women are leading the charge.
“Women are given one model for leadership that is EQ- and diplomacy-driven,” says Shrestha. “That isn’t authentic for many women—there are so many ways to be an incredible leader. I hope that this fellowship sparks more programs like it and begins to shift our workplaces to be more expansive about what leadership looks like.”
Isabella Ghassemi-Smith, Head of the Aurora Tech Award at inDrive, agrees. “Women in leadership positions still face systemic challenges. Even though they’ve fought their way to the table, it still isn’t built for them.”
According to the Women in FTSE 100 2022 report by Cranfield School of Management, women hold only 6-7% of executive roles in FTSE 100 companies. This challenge is compounded for neurodivergent women, who often face bias not just for their gender but for how they think and work.
“The short story is we’ll see a growing trend of women building their tables,” Ghassemi-Smith adds. “With remote work, the gig economy, and social media, more women will not only sit at the table but start creating their own.”
Building a Future of Inclusion
The 92NY Women inPower fellowship is just one example of how organizations can lead the way in neuroinclusion. But change must happen at all levels—from recruitment and onboarding to promotion and leadership development.
Ghassemi-Smith emphasizes practical, results-driven steps organizations can take:
- Performance-Based Promotion Structures: Ensure advancement is based on results, not biased criteria.
- Equal Parental Leave: Create policies that don’t penalize women’s career advancement.
- Sponsorship Opportunities: Men must actively champion women for leadership roles, not just other women.
- Psychological Support: Provide resources that build confidence, negotiation skills, and resilience.
“The biggest thing is understanding how many folks in an organization are neurodivergent and that they may need to do things a bit differently to perform their best,” Shrestha explains. “Building inclusive practices into business as usual helps everyone bring their best to the workplace.”
A Movement, Not a Moment
Investing in neurodiverse talent is more than a DEI initiative—it’s a path toward innovation, productivity, and resilience. As more organizations follow the lead of programs like the Women inPower fellowship, the ripple effect will transform not just individual careers but entire industries.
“My advice for this shift is simple,” says Ghassemi-Smith. “Get out of your way. Now is the time to build for yourself. Because if we keep waiting for the table to change, we’re on someone else’s timeline.”
For companies and leaders ready to embrace the future of work, investing in neurodivergent talent isn’t just the right thing to do—it’s the smart thing to do.