How supporting neurodiverse workers supports business

The contrary movements of a few sardines can turn around a whole school of fish, but it takes a blue whale nearly five minutes to make a 180-degree turn, which is why Karla Mongeon-Stewart, the vice president for finance and operations at the University of North Dakota, says leaders must recognize their "committed" sardines and the agility and innovation they bring. Other leadership advice offered by Mongeon-Stewart includes a commitment to honesty, apologizing when necessary and not dwelling on weaknesses or taking yourself too seriously.

Put it into practice: In her talk to students, Mongeon-Stewart marveled at her career progression, thinking she could never become the vice president of finance at the university, but attributed her success to hard work, perseverance and staying true to herself. "One of my favorite sayings in the world that I use all the time with my kids is, 'Be yourself -- everyone else is taken.'"

Companies can attract and hire more neurodivergent employees by revamping traditional hiring practices and offering more support and flexibility that can allow those team members to put their unique skills to work, writes Anthony Pacilio, the vice president of Neurodiverse Solutions at CAI Neurodiverse Solutions. "When employees feel supported in their work environment, they are more engaged, loyal and motivated to contribute, demonstrating that inclusivity is a smart business strategy," Pacilio notes.

Put it into practice: Make the hiring process easier for neurodivergent candidates by making job requirements clear in ads and doing away with panel-type interviews, Pacilio recommends. Retain them by creating a culture that emphasizes empathy, continuous learning and inclusivity.

Getting your audience involved improves your communication, and it's one of several lessons storytellers can learn from Passover, which continues through Tuesday, writes Gova10's David Weissmann, who notes that the Seder narrative was created to reach people of all ages. Children ask four questions during Passover -- a reminder for communicators to embrace questions: the more, the better, Weissman explains.

Put it into practice: Incorporate symbols into your message. "Symbols, icons, cultural references ... are easy for audiences to understand, and make it easier for you to get your message across," Weissman writes. He also recommends providing food and drink, especially if it's a live event, and close your talk with a call to action.

Strong leaders are generous, genuine, inclusive, able to listen and customize growth opportunities for their team, writes Joe Davis, a managing director and senior partner at the Boston Consulting Group and author of "The Generous Leader: 7 Ways to Give of Yourself for Everyone's Gain." "Leaders must be highly effective managers with exceptional core business skills. But they must also bring their hearts front and center into their leadership: they must be generous," Davis writes.

A 9-year-old British boy named Cooper has won the EC Gull Screeching competition, impressing the judges with several unique call types that matched the timber and rhythm of real gulls. Cooper says he began doing seagull impressions after being nipped by one during lunch, hoping to become "Seagull Boy," just like how a spider bite transformed Peter Parker into Spider-Man.

One of my favorite spiritual teachers routinely says that it only takes "enough" people to make a change. Not everyone has to be on board, though they, too, may eventually be swept up in a change for the better. Karla Mongeon-Stewart's use of Ian Juke's idea about how a few sardines changing direction can influence the movement of the whole school rather quickly reminded me that leaders should embrace the change agents in their midst.

Companies are often like the blue whale that takes about five minutes to make a 180-degree turn. Both the school of sardines and the whale share the same mass, but the sardines are swift, making changes quickly.

Changing for change's sake is not the goal here. But when changes are needed, it's better to be sardines than whales, having the agility to notice when a new direction is necessary and skillfully guiding a swift change for the better.

Who are your "committed sardines"? Now is the time to foster their intuitive sense of when changes are needed and follow their lead.

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