#TeamTalks: Lisa Tearney on why she helped set up a support network for neurodivergent people
A number of our colleagues have worked closely with the Skills Development Network (SDN) over the years, whether that’s participating in their courses, leading their sessions or working with their team of trainers to develop course content and ideas.
As part of our focus on Training and Events for June, we spoke to our Technology (ICT) Senior Category Manager, Lisa Tearney, who has worked closely with the SDN to help form the Skills Development Network Neurodiversity Support Group.
Lisa, who has autism and ADHD, is a passionate advocate for those with neurodiversity, and neuroinclusion in the workplace. We spoke to her about her work with SDN and why it is an issue she is so passionate about.
“When I got diagnosed, I felt as though my whole perspective on autism and ADHD changed. I didn’t really think anything was going to change, but I realised that it had been holding me back in various stages of my life, both personally and professionally, in things like relationships, exams and work interviews. That, for me, was like a lightbulb moment, where it felt like I could reach out for support, not just for me, but for my daughters, who are also neurodivergent.
“I initially approached Skills Development Network to see if they had any support available for people who are neurodivergent, and at the time, they only had support available for managers who had neurodiverse people in their team.
“I spoke to them and explained how I had managed to get to a successful place career-wise, but that it had not been an easy ride; and that could be an issue for anybody, to get to successful place career-wise, but the things that held me back were that I had undiagnosed autism and ADHD.
“Following my conversation with them, SDN launched the Neurodiversity Support Group late last year. It’s a monthly Teams meeting, led by Laura Hill and Ben Underwood, where people can share information and support that’s out there, or people from different organisations can come and speak to us about relevant topics. It has grown in popularity and now has about 70 regular attendees, including both those with neurodivergences and those who are supporting people with them, such as their children.
“The sessions so far have covered things like how to manage your working day, advocacy and the power of empowerment, and neuroinclusion in the workplace. There’s always an open discussion as part of the session, and by this point people have settled down and know that it’s a safe space. The meeting is not being recorded, and we always remind people not to share what’s being said in the sessions with anybody. People might share things like there being too many lights on in the office, or that it’s loud where they are working, or they might share more personal problems, for example, if they are struggling with their mental health. We also share how we are overcoming our problems in the workplace. Yes, we know there are barriers for neurodivergent people, but what are those barriers and how can we break them down?
“When you’re neurodivergent, your brain thinks in a different way – this can mean it thinks in a good way as well as a bad way. From a point of view of data analysis, for example, for certain neurodivergent people, that’s their quirk, that they will excel in. But then if you give that person a job in data, and then half of the job is delivering presentations, then you might be limiting the kinds of people you can have in your organisation. You could change your job description so that the role focuses on the data part, and it might be that you have a data analyst and someone else who does the presentation.
“There are other things you can do to support people with autism or ADHD, such as using clear and precise language for those who struggle to distinguish between office banter and specific instructions, or contacting someone by email so you do not interrupt them while they are working on a specific task. Or, the adjustment could be to the person’s environment, for example, moving their workstation away from a location that might be overstimulating, or allowing a person to change their working hours so that they can avoid a busy commute. Or, they could request to work from home, if they found the workplace too overwhelming.
“A recent study found that it costs an organisation £72 more per year to hire someone who is neurodivergent, which isn’t much to invest in someone who could bring a different skillset and fresh ways of working.
“I am so passionate about this because I have had difficulties in both my professional and personal life, such as the constant masking you have to do when you are in a professional environment, which can be exhausting. I’ve had difficulties with family and friends understanding me – the friendships are difficult to form in the first place because of the barriers.
“This is why I was so passionate about supporting others and I am pleased that SDN have set up this group and that it is making a real impact in helping others with neurodivergences feel supported, both in the workplace and at home.
“The group is being led by an excellent team. Ben used to be a secondary school teacher and taught neurodivergent people, so he has been an excellent person to have leading the group.
“We are creating a community and we are not going to stop until we get things right and make a difference.”
Anyone interested in joining the SDN Neurodiversity Support Group can contact Laura Hill on Laura.Hill36@nhs.net.
The National Autistic Society provides guidance and template letters for requesting reasonable adjustments for job interviews, at a work trial or work, or to raise concerns about reasonable adjustments not being made.