AuDN4T

Posted that LinkedIn post about my HSE burnout experiences. I think I’m mentally noting who is likely neurodivergent without asking. It’s kind of having that gay radar that’s present. Speaking with friends, it sounds like I’m able to also determine who is neurodivergent as well. It bums me out that these people who are highly intelligent are either having a hard time navigating through workplace politics, unspoken rules or social cues. I think neurodivergent leaders have a lot to bring to the table as mentors. They’re very understanding and to the point when unmasked. There’s no guessing around what is meant. What is said, is what is meant. But should you not play by the rules of neurotypical people, you don’t provide those pleasantries, you’re pushed out of your role.

On another note, departments need to just talk to one another. Stakeholders need to talk. Otherwise you’re getting garbage output work and other departments are struggling to complete work because there’s no alignment (i.e., Finance, IP, IT, Operations, etc.). I hate how I threw in bunch of corporate buzzwords in there.

Corp buzzwords without true context mean nothing. You could string a bunch of those words together and have no substance, no real life examples.

I think back to during group meetings people tend to generalize thoughts and speak in a very generalized manner. I’d always have a very specific thought in mind and would think this to be too specific to mention so I rarely brought up my thoughts. I thought it was too specific and…. unprofessional. But then I analyzed how NT vs ND people processed their thoughts. ND people tend to think from a bottom-up processing aspect (think of specific examples, data points) whereas NT people tend to think from a top-down processing aspect (generalized, big picture).

We need to make some changes – less neurotypical guessing games, more forward conversations, less games, more accommodations for ND people.