Neurodivergent and Leading: Inclusive Governance in Local Government and LATCOs
- truthaboutlocalgov
- Oct 30
- 8 min read
Updated: 7 days ago
Local government is at a crossroads. Across England, Scotland, Wales and Northern Ireland, councils are grappling with unprecedented structural reform, rising demand for services, and increasing scrutiny from both residents and central government. LATCOs Local Authority Trading Companies are being asked to deliver more with less, often in highly commercialised environments that still carry public sector values and responsibilities. In this climate, the role of senior officers and board chairs has never been more complex or more critical. These leaders are expected to navigate ambiguity, drive innovation, and maintain accountability all while fostering inclusive cultures and delivering tangible outcomes for communities. Yet amid this transformation, one conversation remains underdeveloped: how do we support neurodivergent professionals in leadership roles? And what does inclusive governance truly look like in practice?
This blog explores the intersection of neurodiversity and leadership in local government, drawing on insights from executive coach and governance expert Sara Harrup, lived experience from within the sector, and the latest UK data. It offers practical steps for creating neuroinclusive environments that unlock the full potential of all leaders not just those who fit traditional moulds.
Because if we want to build resilient, representative, and forward-thinking councils and LATCOs, we must start by recognising the value of difference and designing governance systems that allow it to thrive.
Why This Matters Now
Local government in the UK is undergoing its most profound transformation in over half a century arguably the most significant since the post-war reorganisation of public services. With structural reforms, funding pressures, and rising community expectations, the demands placed on senior officers and LATCO board chairs have intensified. These leaders are expected to deliver complex outcomes with limited resources, navigate political scrutiny, and foster innovation in service delivery all while maintaining public trust. Amid this backdrop, a vital conversation is emerging: how do we support neurodivergent professionals in leadership roles, and what does truly inclusive governance look like?
Neurodivergent individuals including those with autism, ADHD, dyslexia, dyspraxia, and Tourette’s represent an estimated 15–20% of the UK population. Despite this, they remain severely underrepresented in senior leadership, with only 22% of autistic adults in employment, according to the Office for National Statistics. This figure drops even further when considering executive and board-level roles.
In local government, leadership requires high levels of adaptability, emotional intelligence, strategic foresight, and resilience. Neurodivergent professionals often possess exceptional strengths in these areas such as forensic thinking, pattern recognition, and creative problem-solving yet face systemic barriers that prevent them from thriving. These include sensory challenges in the workplace, rigid expectations of professionalism, and a lack of understanding or support from peers and governance structures. As councils and LATCOs seek to build more inclusive, innovative, and representative leadership teams, recognising and harnessing neurodivergent talent is not just a matter of equity it’s a strategic imperative.
Sara Harrup: A Voice of Experience
Sara Harrup is an openly autistic and ADHD executive coach, board chair, and governance expert based in Australia. She brings a rare combination of lived experience and professional expertise to the conversation on inclusive leadership. In a recent episode of the Truth About Local Government podcast, Sara shared her reflections on what it means to lead inclusively and why neurodivergent professionals deserve not just support, but recognition as strategic assets.
Her message was clear and compelling:
“When we lead from a neuroinclusive perspective, we design for a universal experience and that benefits everyone.”
Sara’s approach challenges traditional governance norms. She advocates for environments where difference is not merely tolerated, but actively designed for. Her coaching work with neurodivergent executives has revealed recurring themes not of deficit, but of misalignment between leadership environments and the needs of neurodivergent professionals.
She identified three key challenges that neurodivergent leaders commonly face:
Sensory environments
Many leadership settings from boardrooms to public events are not designed with sensory sensitivity in mind. Ambient noise, harsh lighting, unpredictable layouts, and even smells from communal kitchens can be overwhelming. For neurodivergent leaders, these seemingly minor factors can significantly impact focus, wellbeing, and performance.
Ambiguity and unpredictability
Senior roles often involve navigating uncertainty, but for neurodivergent professionals, high levels of ambiguity without clear systems or structure can be particularly destabilising. While many thrive on complexity, they do so best when supported by predictable frameworks and transparent communication.
Acceptance and masking
Neurodivergent leaders frequently feel pressure to conform to narrow definitions of professionalism often rooted in neurotypical norms. This leads to masking: the suppression of natural behaviours to fit in. Over time, masking contributes to burnout, disengagement, and a loss of authenticity. As Sara noted, “We have created a sense of what’s normal and it’s not naturally occurring. It’s shaped.”
Her insights resonate deeply with those working in local government, where leadership is often high-stakes, high-pressure, and deeply relational. By understanding these challenges, councils and LATCOs can begin to dismantle barriers and build governance systems that allow neurodivergent professionals to lead as their full selves not in spite of their differences, but because of them.
Burnout: A Hidden Crisis
Burnout among neurodivergent professionals is increasingly recognised not just as a workplace issue, but as a distinct and urgent phenomenon. Unlike general burnout, which is often linked to workload and stress, neurodivergent burnout is frequently driven by sensory overload, masking, and misalignment between individual needs and organisational environments.
A 2024 study by Birkbeck and Neurodiversity in Business found that 78% of neurodivergent workers feel overwhelmed at work, with many reporting multiple neurodevelopmental conditions. This overlap for example, ADHD co-occurring with autism or dyslexia can intensify the cognitive and emotional load placed on individuals in leadership roles.
The Mental Health UK Burnout Report 2025 revealed that 91% of UK adults experienced high or extreme stress, and 21% took time off due to stress-related poor mental health. For neurodivergent staff, these figures are likely even higher, though underreported due to stigma and lack of formal diagnosis. The act of masking suppressing natural behaviours to conform to workplace norms is mentally exhausting and unsustainable. Over time, it leads to disengagement, anxiety, and in some cases, complete withdrawal from leadership pathways. In local government, where the stakes are high and the pace relentless, this hidden crisis has real consequences. Talented professionals may be quietly burning out, unable to access the support they need, or unaware that their challenges are neurodivergent in nature. For councils and LATCOs, this represents not just a wellbeing issue, but a loss of leadership potential.
Legal Duties and Inclusive Practice
Under the Equality Act 2010, many neurodivergent conditions qualify as disabilities even in the absence of a formal diagnosis. This means that employers, including local authorities and their trading companies, are legally required to make reasonable adjustments to remove barriers to work. These might include flexible working arrangements, quiet spaces, alternative communication formats, or changes to meeting structures. However, legal compliance is only the starting point. As Sara Harrup emphasised in her podcast interview:
“Reasonable adjustments are for one person. Neuroinclusive leadership designs for everyone.”
This distinction is critical. Reasonable adjustments are reactive they respond to individual needs once disclosed. Neuroinclusive leadership, by contrast, is proactive and systemic. It involves designing governance processes, workplace environments, and leadership cultures that are inherently inclusive of cognitive diversity. For example, sending board papers well in advance, allowing breaks between discussion and decision-making, and creating psychologically safe spaces for dissent and difference these are not just accommodations. They are performance enhancers that benefit all leaders, neurodivergent or not.
In a sector built on public service and community representation, inclusive governance is not a luxury it is a reflection of values. Councils and LATCOs that embrace neurodiversity are better positioned to innovate, retain talent, and reflect the communities they serve.
What Inclusive Governance Looks Like
Inclusive governance is not a theoretical ideal it’s a practical framework that can be embedded into the day-to-day operations of councils and LATCO boards. Sara Harrup offered clear, actionable advice for board chairs, chief executives, and senior officers seeking to create environments where neurodivergent professionals can thrive.
Her recommendations are rooted in lived experience and professional insight, and they align closely with emerging best practice across the UK public sector:
Structure and predictability
Neurodivergent leaders often perform best in environments with clear expectations and minimal ambiguity. Sending board papers at least seven days in advance allows time for processing and preparation. Scheduling regular breaks especially during long meetings helps prevent cognitive overload. Allowing time between discussion and decision-making gives space for reflection, particularly for those with auditory processing differences or slower verbal recall.
Psychological safety
Creating a culture where difference is accepted and valued is essential. This means moving beyond tolerance to genuine inclusion where leaders feel safe to show up authentically, share unconventional ideas, and express vulnerability without fear of judgement. Psychological safety is the foundation of effective governance, especially in diverse teams.
Experimental mindset
Inclusive governance requires curiosity and a willingness to try new approaches. Whether it’s rethinking meeting formats, adjusting communication styles, or redesigning physical spaces, leaders must be open to feedback and continuous improvement. As Sara noted, “Give yourself permission to try. You won’t get it perfect, but you’ll get better.”
These principles are echoed in the CIPD Neuroinclusion at Work Report 2024, which identified seven guiding principles for creating neuroinclusive workplaces. These include:
Leadership training on neurodiversity
Universal design of systems and processes
Continuous improvement through feedback and lived experience
Inclusive recruitment and onboarding
Clear communication and transparency
Flexible working arrangements
Embedding neurodiversity into organisational values
For councils and LATCOs, adopting these principles is not just about supporting neurodivergent staff it’s about building governance systems that are more resilient, responsive, and representative of the communities they serve.
Training Makes a Difference
Investing in neurodiversity training is not just a gesture of goodwill it’s a strategic decision that delivers measurable benefits. Organisations that proactively support neurodivergent staff see improvements in retention, engagement, and overall performance. According to research by Acas, such support can reduce staff turnover to 8%, compared to a national average of 34%. In sectors like local government, where continuity and institutional knowledge are critical, this is a significant advantage.
Training helps leaders and teams unlearn outdated assumptions, understand their legal responsibilities, and build inclusive cultures that allow neurodivergent professionals to thrive. It equips managers to recognise signs of masking, burnout, and sensory distress and respond with empathy and practical adjustments.
As Sara Harrup wisely noted:
“Give yourself permission to try. You won’t get it perfect, but you’ll get better.”
This mindset is essential. Neuroinclusive leadership is not about perfection it’s about progress. It’s about creating environments where difference is not just accommodated, but valued as a source of strength.
Three Actions for Every Chair and Chief Executive
To embed neuro-inclusive governance in your organisation, start with these three actions:
Educate yourself and your team
Invest in neurodiversity training for senior leaders, board members, and HR teams. Understand the legal landscape including your duties under the Equality Act 2010 and explore best practice in inclusive leadership.
Start small, but start now
Don’t wait for a perfect strategy. Begin by making simple, meaningful changes such as adjusting meeting formats, offering flexible working options, or reviewing how performance is assessed. Every step builds momentum.
Embed inclusion into governance
Review your policies, board charters, and decision-making processes through a neuroinclusive lens. Ask: who might be excluded by this system? How can we design for difference? Inclusion should be a thread running through every aspect of governance not a standalone initiative.
Final Thought
Neurodivergent professionals are already leading in local government often without recognition, tailored support, or the opportunity to fully express their strengths. They are delivering complex projects, shaping policy, and guiding teams through uncertainty, all while navigating environments that may not have been designed with their needs in mind.
By embracing inclusive governance, councils and LATCOs have the opportunity to unlock the full potential of these leaders. This isn’t just about fairness it’s about building resilient, innovative organisations that reflect the diversity, complexity, and creativity of the communities they serve.
As Sara Harrup reminds us:
“This isn’t a one-off project. It’s a continuous cycle of getting better.”
With this in mind, remember to check out Sara's Neurodivergent Performance Enhancers - Free Download to help you and your team achieve their aspirations and potential.
Inclusive governance is a journey one that starts with awareness, continues through action, and evolves through reflection. Whether you're a chief executive, board chair, or senior officer, you have the power to shape environments where neurodivergent professionals can thrive. Together, we can build a local government sector where difference is not just accepted but celebrated.
