Article 5: Adaptability Isn’t Optional — It’s Your Leadership Innovation Engine

Cover of Neurodiversity at Work by Theo Smith & Amanda Kirby, a groundbreaking book that explores how embracing neurodivergent talent reshapes the future of inclusive workplaces. This blog post draws on its core insights to show how flexible leadership practices not only support neurodiverse individuals, but also drive broader innovation and team performance.

Part 5: Forged by Difference – Blog Series on Neurodivergent Leadership

Inspired by Neurodiversity at Work by Theo Smith & Amanda Kirby

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What if the thing you see as a limitation is actually your biggest opportunity?

Most leaders think adaptability means being flexible under pressure or open to change when needed. But Neurodiversity at Work challenges us to think differently: What if your organization’s next breakthrough doesn’t come from freedom but from constraint?

Theo Smith and Amanda Kirby show how many neurodivergent needs: routine, clarity, literal thinking, and sensory accommodations aren’t obstacles. They’re design signals. And when leaders treat these constraints as invitations to improve, real innovation happens.

For example, think about curb cuts in sidewalks. Originally designed for wheelchair users, they now benefit parents with strollers, travelers with luggage, and delivery drivers. That’s the power of universal design: one accommodation becomes a breakthrough for everyone.

The same is true in leadership.

At a tech firm I consulted with, several neurodivergent developers needed a new approach to clearer project specs and more frequent and structured check-ins. At first, managers saw this as added work. But in adapting their workflow to these needs, they uncovered major gaps in existing documentation and communication flows. Once those were addressed, overall error rates dropped by 34% across the entire team.

As another example, a creative agency who I worked with had hired a copywriter with ADHD. I suggested that they introduce a form of timeboxing and a visual project board to help manage focus and keep deadlines front of mind. Within weeks, other team members started using the exact same system. Productivity and morale increased not just for the neurodivergent hire, but for everyone.

Adaptability isn’t really about making special exceptions for one team member. It’s about listening closely to friction and then using those learnings as a roadmap for improvements that benefit everyone.

Here are three principles you can use to lead with adaptable rhythm:

1. Let friction reveal the fix. When a existing processes don't work for one or two team members, don't dismiss it, diagnose it. Neurodivergent feedback often exposes system-level friction. Treat barriers as invitations to improve the workflow for everyone.

2. Offer choices, not exceptions. Rather than making one-off accommodations, introduce small options that everyone can use for example: flexible deadlines, standing/walking meetings, alternative formats for deliverables. When options are normalized, no one has to feel like the “exception.”

3. Slow down to speed up. Divergent thinkers often spot risks and opportunities others miss but they may need more time to reflect. Build in pauses or second-look check-ins before final decisions. This simple rhythm can catch blind spots and improve outcomes.

I saw this with my son Kirby. His sensory sensitivities made traditional birthday parties overwhelming. Instead of forcing him to fit the norm, we built a celebration around his passions: quieter, more focused, more meaningful. We didn’t fight his compulsions, like to open all his gifts at once and scurry away to put them with his other treasures. Other kids and parents loved it. What started as an accommodation became a better experience for everyone.

So ask yourself: What constraint in your organization, if embraced instead of resisted, might unlock your next wave of innovation?