The Canary Code

CHAPTER TWELVE LEADERSHIP PRACTICES

Breaking the Neuroexclusion Ceiling

One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.

—Peter Drucker

NEURODIVERSITY NARRATIVES

NEUROEXCLUSION CEILING

“I want to be a better leader to autistic people.”

That was one of the nice statements. Most said, “I want to know how to manage autistic workers.”

When I started teaching and presenting on neurodiversity inclusion in the workplace, I kept seeing this statement as the reason for ...