Neurodivergent and Board-Ready: Unlocking the Potential of Inclusive NED Recruitment

The Missed Opportunity

Despite comprising an estimated 15–20% of the UK population, neurodivergent professionals remain severely underrepresented in Non-Executive Director (NED) roles. This is not just a loss for individuals it’s a strategic blind spot for boards seeking innovation, resilience, and diversity of thought.

“Only 31% of neurodivergent individuals are in employment, compared to 54.1% of disabled people overall.” Department for Work and Pensions, 2025

“48% of neurodivergent professionals feel recruitment processes are unfair, and only 36% feel comfortable requesting adjustments.” Magara Law Survey, 2025

Boards often speak of the need for fresh perspectives, yet overlook candidates who bring exactly that. Neurodivergent individuals frequently possess:

• Distinct cognitive styles

• Exceptional pattern recognition

• Creative problem-solving abilities

• Strategic visioning and systems thinking

The irony is clear: the very qualities boards claim to value are often found in neurodivergent professionals yet traditional recruitment practices filter them out.

Why Neurodivergent Professionals Belong in the Boardroom

Neurodivergent individuals including those with autism, ADHD, dyslexia, dyspraxia, Tourette Syndrome, and other profiles bring a wealth of strengths that enhance governance:

• Hyperfocus and attention to detail: invaluable in risk management, compliance, and audit functions.

• Creative and systems-level thinking: ideal for strategy, innovation, and transformation.

• Challenge to groupthink: promoting robust debate and better decision-making.

• Resilience and adaptability: forged through navigating environments not built for them.

“We are used to adapting, masking, and finding workarounds in workplaces designed for the neurotypical. This takes enormous energy and shows enormous capability.” Sara Harrup, NED and Strategic Advisor

“People diagnosed later in life have experienced a lifetime of struggle, often kept to themselves, and surmounted incredible odds to make a place for themselves in the professional world.”  Sara Harrup, Future Directors Interview

“Neurodiversity is the future of innovation and progress.” Steve Silberman, Author of NeuroTribes

The Business Case for Board Diversity

The evidence is clear: diverse boards perform better.

Inclusive cultures deliver up to 19% more innovation revenue compared to non-inclusive ones. Deloitte Global Analysis, 2025

94% of global board directors say diverse perspectives are a strategic priority for better decision-making. Egon Zehnder Global Board Inclusion Study, 2025

85% believe diversity boosts company performance, and 84% say it enhances board effectiveness. Egon Zehnder Global Board Inclusion Study, 2025

Boards with neurodivergent members are increasingly seen as more innovative, resilient, and better equipped to navigate complexity. MIT Sloan Review & Corporate Governance Institute, 2025

Boards that embrace neurodivergent talent don’t just become more inclusive they become more effective, future-ready, and resilient.

What Neurodivergent Professionals Can Do to Secure NED Roles

Securing a NED role is not about fitting into a mould it’s about demonstrating the value of your unique perspective. Neurodivergent professionals often bring strengths that boards urgently need: strategic insight, creative thinking, ethical leadership, and the ability to challenge groupthink. Here’s how to position yourself for success:

1. Know Your Value

Your neurodivergence is not a limitation it’s a leadership asset. Whether you’re autistic, have ADHD, dyslexia, Tourette Syndrome, or another neurodivergent profile, your cognitive differences can enhance board performance. Highlight how your thinking style contributes to:

• Governance and oversight

• Risk identification and mitigation

• Innovation and systems thinking

• Stakeholder engagement and empathy

Use real examples to show how your approach has led to better outcomes, fresh perspectives, or improved processes.

2. Tailor Your CV and Cover Letter

Boards are looking for strategic thinkers, not just operational experts. When applying:

• Emphasize experience in strategic decision-making, policy development, or oversight roles.

• Highlight financial literacy, even if gained informally or through project work.

• Showcase your ability to challenge constructively and contribute to high-level discussions.

• Include voluntary, advisory, or trustee roles even if unpaid as evidence of governance experience.

Make your application easy to read and structured clearly. Consider using bullet points and headings to aid processing for both you and the reader.

3. Seek Coaching and Mentorship

Board-level environments can be unfamiliar and sometimes intimidating. Coaching can help you:

• Build confidence in your communication style

• Understand boardroom dynamics and expectations

• Develop strategies for managing sensory or cognitive load

• Prepare for interviews and onboarding

Mentors who understand both governance and neurodiversity can offer invaluable insights and encouragement.

4. Disclose Strategically

Disclosure is a personal decision. If you choose to disclose your neurodivergence:

• Frame it as a strength, not a deficit.

• Share how your brain works best and what adjustments help you thrive.

• Be specific: “I process information best when I receive materials in advance,” or “I contribute most effectively in structured discussions.”

This helps boards understand how to support you and how you’ll add value.

5. Prepare for Interviews Differently

Traditional interview formats may not showcase your strengths. You can:

• Rehearse key messages and examples in advance

• Use visual aids or notes to stay on track

• Request reasonable adjustments, such as:

  • Extra time to process questions

  • Written questions in advance

  • One-on-one interviews instead of panels

  • Breaks between stages

These adjustments are not special treatment they’re your legal rights under the Equality Act. They help level the playing field so you can shine.

You have every right to be in the boardroom. Your lived experience, resilience, and unique thinking style are not just valuable they’re essential to the future of inclusive, effective governance.

What Employers and Chairs Can Do to Create Inclusive NED Recruitment

Creating a truly inclusive board starts with intentional action. Neurodivergent professionals bring unique strengths systems thinking, innovation under pressure, and deep resilience but they are often excluded by traditional recruitment norms. Here’s how to change that:

1. Rethink Criteria

Challenge the assumption that prior board experience is essential. This requirement disproportionately excludes neurodivergent and other underrepresented candidates who may not have had access to traditional leadership pathways but possess the skills and insight boards need.

Instead, focus on:

• Strategic thinking

• Lived experience

• Problem-solving ability

• Values alignment

2. Offer Adjustments Proactively

Don’t wait for candidates to ask. Signal inclusion from the start by including statements like:

“We welcome neurodivergent applicants and offer adjustments to ensure an inclusive process.”

This simple step can dramatically increase confidence and engagement from candidates who may otherwise self-select out.

3. Simplify and Structure the Process

Neurodivergent candidates often thrive in environments with clarity and predictability. Avoid:

• Vague job descriptions

• Timed tasks

• Group assessments

Instead, offer:

• Clear expectations

• Structured interviews

• Advance notice of formats and questions

This benefits all candidates not just neurodivergent ones.

4. Train Interviewers

Only 29% of neurodivergent employees feel their workplace is inclusive. Even more concerning, 45% are unaware they qualify for legal protections under the Equality Act.

Training interviewers to understand neurodiversity, spot unconscious bias, and offer reasonable adjustments is essential. Inclusion starts with awareness.

5. Use Inclusive Search Partners

Work with agencies that understand neurodiversity and offer tailored support. Inclusive Boards, or firms with neurodivergent recruiters and coaches, can help you reach talent you’re currently missing.

Boards that embrace neurodivergent talent don’t just tick a diversity box they gain strategic advantage. Neurodivergent professionals have already overcome barriers most will never face. Their presence in the boardroom isn’t just inclusive it’s transformative.

A Call to Action for Chairs

If you’re a Chair of a Board, you hold a unique position of influence not just over decisions, but over the very culture and composition of your governance structure. This is your opportunity to lead by example and ensure your board reflects the diversity of thought, experience, and identity that drives effective leadership. Ask yourself:

• Are we truly inclusive in how we recruit Non-Executive Directors (NEDs)?

• Do our recruitment processes actively welcome neurodivergent candidates or do they unintentionally filter them out?

• Are we overlooking strategic thinkers, creative problem-solvers, and resilient leaders because our criteria are too narrow or our interview formats too rigid?

Neurodivergent professionals often bring exceptional strengths in systems thinking, innovation, and crisis navigation. Yet many are excluded by outdated assumptions, inaccessible processes, or unconscious bias. This isn’t just a matter of fairness it’s a missed opportunity for better governance.

Commit to change. 

• Review your recruitment practices with a critical eye.

• Challenge long-held assumptions about what makes a “good fit.”

• Partner with inclusive search firms who understand how to reach and support neurodivergent talent.

• Ensure your onboarding and board culture are psychologically safe and welcoming.

• Most importantly, listen to lived experience and act on what you hear.

“The best boards are those that reflect the complexity of the world they govern. Neurodivergent professionals don’t just deserve a seat at the table they elevate the conversation.” Sara Harrup, NED and Strategic Advisor

Tips for Chairs on Inclusive Leadership

1. Model Psychological Safety

   Inclusive leadership starts with creating a board culture where all members feel safe to speak up, challenge ideas, and share different perspectives   especially those shaped by neurodivergence. Chairs can set the tone by welcoming dissent, acknowledging vulnerability, and actively encouraging quieter voices. Psychological safety is the foundation for authentic contribution and innovation.

2. Normalise Adjustments

   Adjustments should be seen as standard practice, not special treatment. Chairs can lead by example   offering written agendas, visual aids, breaks, or alternative formats for board papers without waiting for someone to ask. When adjustments are proactively offered, neurodivergent members are more likely to engage fully and confidently.

3. Champion Diverse Thinking

   Neurodivergent professionals often bring systems thinking, strategic challenge, and unconventional problem-solving. Chairs should actively seek out these contributions, framing them as valuable assets rather than deviations from the norm. Celebrating cognitive diversity helps boards avoid groupthink and make better decisions.

4. Avoid Assumptions About Communication

   Neurodivergent NEDs may communicate differently   more directly, with less eye contact, or with pauses to process information. Chairs should focus on the substance of what’s being said, not the style. By embracing varied communication styles, boards become more inclusive and effective.

5. Mentor Inclusively

   Offering informal mentoring or buddying helps new NEDs   especially those who are neurodivergent   navigate board dynamics, understand expectations, and build confidence. Chairs can also share their own learning journey around inclusion, modelling humility and openness.

6. 

   Review Board Processes

   Chairs should regularly audit recruitment, onboarding, and meeting practices through a neuroinclusive lens. Ask: Would this process work for someone with ADHD, autism, dyslexia or Tourette’s? If not, it’s time to redesign. Inclusive governance is not static   it evolves with feedback and reflection.

7. Listen to Lived Experience

   The most powerful insights come from those with lived experience. Chairs should invite feedback from neurodivergent board members and candidates, and use it to improve leadership and board culture. Listening is not just an act of empathy   it’s a strategic tool for better governance.

Examples of Inclusive Board Practices

1. Staggered Paper Distribution

   Instead of sending all board papers in one overwhelming bundle, some boards upload documents gradually to a secure portal as they become ready. This allows neurodivergent NEDs to process information at their own pace, reducing cognitive overload and anxiety. It also supports those with executive functioning challenges, who may struggle with prioritising or organising large volumes of information.

“Frequent breaks, deliberate slow pace, and staggered paper uploads have made a real difference.” Sara Harrup, Neurodivergent NED

2. Structured Meeting Formats

   Boards that use clear agendas, time-boxed discussions, and visual aids help neurodivergent members stay focused and contribute effectively. Predictable meeting structures reduce uncertainty and support those who thrive on routine. Structured turn-taking and signalling systems   such as raising hands, using chat functions in virtual meetings, or colour-coded speaking cues   foster inclusive dialogue and reduce the dominance of more vocal members.

3. 

   Pre-Shared Questions and Topics

   Sharing interview or discussion questions in advance allows neurodivergent candidates and board members to prepare thoughtfully, reducing anxiety and enabling deeper contributions. This is especially helpful for those with autism or ADHD, who may need time to process and formulate responses.

“An autistic applicant asked to see interview questions in advance. The employer agreed   and it made all the difference.” ACAS Case Study

4. Flexible Communication Styles

   Boards that accept varied communication styles   such as written input, visual thinking, or direct speech   create space for neurodivergent members to contribute authentically. For example, allowing a member to submit written reflections after a meeting or use diagrams to explain strategic ideas can unlock powerful insights that might otherwise be missed.

   
   

5. Inclusive Onboarding and Coaching

   Offering tailored onboarding, buddy systems, and access to board-level coaching helps neurodivergent NEDs navigate expectations and build confidence. A well-matched mentor or coach can help decode boardroom norms, manage energy levels, and support self-advocacy.

“Neurodivergent directors benefit enormously from coaching   it helps them manage energy and expectations.” Sara Harrup, Future Directors Interview

6. Sensory-Aware Meeting Spaces

   Boards that consider lighting, noise levels, and room layout can reduce sensory stress. Options like quiet rooms, soft lighting, noise-cancelling tools, or hybrid attendance models (e.g. joining remotely when needed) support wellbeing and enable sustained participation. Even small changes   such as avoiding fluorescent lighting or offering fidget tools   can make a big difference.

7. Feedback Loops and Co-Creation

   Some boards collect real-time feedback after meetings to improve inclusivity. Others co-create governance practices with neurodivergent members to ensure relevance and respect. This might include reviewing how decisions are documented, how dissent is handled, or how performance is evaluated. Inclusive boards treat neurodivergent members not just as participants, but as co-designers of the governance experience.

Conclusion: From Exclusion to Excellence

The journey to securing a Non-Executive Director role is challenging for many   but for neurodivergent professionals, it can feel like scaling a mountain with invisible weights. The statistics are sobering, the barriers are real, and the missed opportunities are profound. Yet, the tide is turning. Boards that embrace neurodivergent talent are not just doing the right thing   they are making a strategic investment in innovation, resilience, and diversity of thought. Neurodivergent individuals bring lived experience of navigating complexity, adapting under pressure, and thinking differently   all of which are invaluable in governance and oversight.

For neurodivergent professionals, the message is clear: you belong in the boardroom. Your perspective is needed. Your strengths are real. And with the right preparation, support, and visibility, your contribution can be transformative. For Chairs and employers, the challenge is equally clear: inclusive recruitment is not a favour   it’s a necessity. It’s time to move beyond tokenism and towards structural inclusion. That means rethinking criteria, redesigning processes, and listening deeply to lived experience. The future of board leadership is diverse, dynamic, and neuroinclusive. Let’s build it together.