Uniformity kills creativity: why neurodivergent talent needs room to thrive
Opinion
Following October’s ADHD Awareness Month, one Future 100 member writes about her lived experience and offers advice on creating space for people to work in ways that let their strengths shine.
Neurodiversity is a term we’re seeing a lot more of lately. From the misinformation linking Tylenol to autism to the surge in ADHD awareness driven by social media, it feels like it’s suddenly everywhere.
And rightly so, the visibility is long overdue. Around 15–20% of the UK population is thought to be neurodivergent. In the media industry, that number is even higher, with some estimates suggesting that up to half the workforce identifies as neurodivergent in some way.
This isn’t just a diversity stat; it’s a business reality with the potential to be a huge strength, but only if businesses create the right environments to support it.
Beyond stereotypes
The challenge is scope; neurodiversity is such a broad spectrum, covering things like ADHD, autism, dyslexia, dyspraxia and more. Unless you’ve got personal experience or an overall interest in it, it’s easy to fall back on the clichés of what it looks like on paper and what the struggles are perceived to be. But what gets talked about far less is the value of neurodivergent thinking and the strengths it brings.
In an industry that thrives on creativity, that should be a massive advantage. Ideation is the currency we deal in —from strategy to concept development to execution and data interpretation. The tools we use are widely available, but what sets businesses apart is how people think to use them. And yet, thinking as a skill or process isn’t always recognised equally.
More ways to contribute
Take brainstorms, for example. They’re often built around quick-fire responses and spur-of-the-moment ideas. That’s literally never worked for me. I have ADHD, and while I can be creative, my best ideas never show up on command, so I often end up silently scribbling notes in a meeting and probably seem disengaged.
I know that I need time to step away and let my brain wander. Often the best ideas come to me hours later – usually when I’m halfway through another task or trying to fall asleep at night. But if contribution is only measured by how loudly or quickly you speak in the room, people like me can easily be overlooked.
When that happens because of a process that doesn’t accommodate different ways of thinking, those strengths become invisible. Businesses miss out, and individuals feel they don’t belong.
Space to be different
On the other end of the spectrum, there’s also been a trend to frame neurodiversity as a “superpower”. While it’s usually well-intentioned, it can be a tokenising label.
Neurodivergence isn’t about being better or worse; it’s about being different. And the real opportunity lies in learning how to harness those differences in practical, thoughtful ways.
Leadership, in particular, plays a significant role here. It’s not just about being open to neurodivergence but about actively learning how it shows up differently for different people and creating space for people to work in ways that let their strengths shine. That takes unlearning some old ideas of what professionalism or productivity look like.
Simple changes
So, what does that actually look like in practice?
Task allocation is a great starting point. Managers who take the time to understand what lights someone up and where their strengths naturally lie are more likely to see better engagement, energy, and output.
That might mean giving someone the space to deep-dive into research rather than putting them front-and-centre on client calls, or letting someone lead the ideation phase of a project but not the final pitch. Playing to strengths should be the basis for how businesses are structured.
Recognising different types of contribution is just as important. We often praise the loudest voice in the room, or the person who contributes in real-time. But not everyone can think or work that way. Managers need to be aware of what good looks like for different people and ensure those contributions are recognised and championed.
Flexibility can also be a game-changer, and it’s something we shouldn’t lose as the push back to the office grows.
The pandemic showed us that people can thrive outside of rigid 9–5 in-office structures. But hybrid working isn’t just a perk – for some neurodivergent people, it’s essential.
Offices can be overstimulating, chaotic, and exhausting. At the same time, working from home isn’t always the dream either, as it can lead to burnout if someone slips into extended periods of hyperfocus without breaks. Let people figure out what works for them and afford them the trust to do it.
And then there’s communication. The absolute foundation of our industry, but so often overlooked. Don’t just say things once and assume they’ve landed. Use different formats, say it out loud, follow it up in writing, and be clear about what’s expected. Share agendas in advance. Give people time to prep, to think, and to ask questions.
The individual approach
All these small shifts do more than reduce anxiety – they signal a deeper commitment to valuing every mind for its unique strengths. Support doesn’t just come in statements but in action, treating everyone individually based on their needs and talents.
As the media industry evolves rapidly, we’ll need outside-the-box thinkers more than ever. When people feel seen and supported, their creativity, confidence, and sense of belonging grow, fuelling the kind of bold, original ideas that make our industry thrive.
Yas Frasso is the digital business director at Mediaplus UK