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CONTEXT

“Dear Alice”

I started this job as a Finance Manager, which entailed managing a team of five individuals, which was a step up from what I had previously done.

I had introductory meetings with the team to check in with each team member and to get a feel for how things are, how we can improve, and what they want.

All seemed relatively straightforward and calm until I caught up with Alice. Alice was the most senior team member reporting to me.

She appeared to be the most demanding person, she had a lot to talk about, and I could see she wanted to change, which I was willing to help with. She ranted about:

• Her previous line manager

• Her role

• Her pay

• The team

I had an ear full. Nevertheless, I vowed to listen to what she had to say, as she could be on to something.

I had my first monthly financial review meeting with the Finance Director and Alice. Alice would've been responsible for preparing the financials.

Things were just not right, after the meeting the Finance Director pulled me up and told me that "historically Alice has been late for the monthly deliverables, we hired you to manage her, your job is to ensure that it doesn't continue" In my mind I'm thinking FFS, but bring it on.

As I had my 1:1 catchup with Alice days later, I informed her that "we as a team, need to get tighter with our deadlines". It was a big trigger for her!

Her response was "What are you trying to say about my work"

Fast forward to 3 months in my role she:

• Reported me to the CFO

• Filed a complaint to HR for bullying allegations. I briefly discussed this here.

• Attempted to disrupt the team

I mean, I went through the trenches! I could go on, but you get the point.

This is my observation on the matter:

• The quality of her work was below par (potential attention to detail issue)

• She was disruptive

• She was very sensitive and defensive to feedback/criticism

• She was defiant, didn't like being told what to do

I know I'm not qualified to diagnose anyone with a neurodifference, but damn some symptoms are shining right in front of you.

Knowing what I know now if I could go back in time, I would certainly do things differently.

Alice, if you ever stumble across this post, sorry we didn't get on and I wish you all the best.

DEEP DIVE

This is a part II series on how to help a potential neurodivergent team member. HWG!

1) Set up processes: easy for them to follow

Alice did a lot of manual work, increasing the chances of making mistakes.

In my field of finance, things are driven by systems and processes. So finding that headspace to focus and set up the processes for the benefit of the team can be super helpful.

• Reducing the chances of human error and

• Letting the process take care of itself.

This will include having step-by-step instructions or a 'how-to guide' for each task, video, and document.

As mentioned it may take time to set up these things, but in the long run, you want efficiency, fewer mistakes, and headaches.

2) Communicate deadlines clearly, and with its implications

The what and the why.

We live in a results-driven world now, and the pace is moving faster. It feels like you're expected to have multiple deadlines at the back of your mind amid day-to-day queries. This is potentially chaos for a neurodivergent!

Stating clearly when something needs to be done and its implications are more likely to resonate in my head as a neurodivergent.

I would do more of that! Planting a seed of urgency in the suspected neurodivergent team members.

As for me, if I don't understand the significance of something I'm not gonna be moved!

This ensures that we're holding people accountable!

3. Have regular check-ins in place

This can be used to see how far the individual is from meeting the deadline and to satisfactory levels.

Even now, I use Microsoft Excel to devise a timetable for our occurring deadlines and deliverables, breaking down who needs to do what and by when.

I use these check-ins as another opportunity to iterate the importance of the tasks, and the potential implications. Not to nag, but to provide an understanding of why something needs doing.

Should there be any concerns, then these check-ins provide opportunities to highlight them.

4. Keep things super simple.

"Simplicity is the ultimate form of sophistication"

Get rid of the "noise", this includes:

• Unnecessary information

• Avoid jargon where you can

You'll probably only cause more headaches. I like things simple and easy to understand.

That includes:

• Communicating: find relatable analogies to use

• Presenting: Use visuals to convey your messages

5. Learn to give feedback

Some individuals are more sensitive than others.

Getting the balance right between delivering feedback without hurting someone's confidence and improving output is critical.

Early in my career before I knew I was a neurodivergent (my ADHD diagnosis), I would feel like the world was crashing down when heavily criticised.

I learned to use that as a positive to improve and develop 'tough skin'. But everyone responds differently.

I'd rather play it safe and assume the suspected neurodivergent is as sensitive as I used to be (I'm getting better) to criticism or feedback.

It will require patience, sometimes the patience akin to dealing with a toddler!

Try the “Sandwich feedback method”:

1. Give them an acknowledgment for the good they did

• Their initiative

• Effort

• Or anything else.

2. Talk about what they could've done better

3. Iterate to them that there's nothing serious to worry about (especially if this is the case) and encourage them

This way you're maintaining their confidence and self-esteem in their job and reducing the chances they'll be worried and anxious about their performances.

RECAP

1. I have a newsletter app! Download it!

2. You may have a neuro-diverse team member

3. Helping them is key to the success of your team

MEME OF THE WEEK 🤣

Finally,

If you liked this post, or know someone who may find this helpful, please spread the love and encourage them to subscribe.

neurodiversediary.io 

Stay Different,

The ADHD Exec

Disclaimer: I am not your psychiatrist, coach, or doctor. Neurodiverse Diary does not provide medical services or professional counselling and is not a substitute for professional medical care. Everything I publish represents my opinions, and experience, not advice.