25 May Neurodiversity for Grant Professionals By: Kellie Brungard, GPC
I attended Laura Cochran’s session, “Work with Your Brain: How to Accommodate Your Neurodiversity,” at GrantSummit 2023 with a minimal understanding of neurodiversity and its relevance in my life. Laura’s opening line was, “If you’re wondering if you should be in this room or if the topic applies to you, you’re probably in the right place!” The room was filled with grant professionals identifying as neurodivergent (someone identifying as being neurodiverse) or exploring the concept. Participants spoke about their professional and workplace challenges, accommodations that have helped their workflow, and the strengths and weaknesses of those identifying as neurodiverse.
Neurodiversity refers to the idea that people experience and interact with the world differently, and there isn’t a “right” way of thinking, learning, and interacting. The term neurodiversity was coined in 1990, referring to individuals with autism spectrum disorder, and eventually included those with other neurological or developmental conditions (e.g., attention deficit-hyperactivity disorder, dyslexia, Tourette’s, and learning disabilities). Neurodiversity has grown to encompass the idea that brains work differently for many different reasons rather than defining a specific set of criteria for who is included and who is not.
How does this relate to the grant profession? A study by Nancy Doyle indicates that roughly 15-20% of the population could be neurodiverse, looking at only autism, ADHD, and dyslexia diagnoses. However, applying the word’s broader use could mean that several people on your team (or clients you work with) would say, “Yeah, my brain works differently.” While some neurodivergent folks may thrive in a deadline-driven, project-managed industry, it may inhibit others. Below are some common challenges, solutions, and considerations for neurodivergent individuals and workplaces looking for ways to provide greater support.
Project Management Systems
The majority of individuals posting in GrantZone’s The Brainy Bunch community for neurodivergent and the GrantSummit session emphasized organizational systems as a key tactic for working with their brains. However, the methods used vary widely – some live and breathe by Asana, while others color code their Outlook calendar or use a specific type of planner. Laura Cochran shared that she tried many systems that were great for about two weeks, and then she quit keeping it up. Her saving grace has been a dot journal where she keeps everything. Attendees shared the challenges of trying to keep up with a workplace system that didn’t align with how they operated, often needing additional time each day to transfer information from their own system into their employers. While they aren’t asking to be excused from the system, understanding the processes of an organization may hinder some or require extra time to manage can be valuable.
Flexible Work
In keeping with the theme of organization, part of managing neurodiversity for some includes time-blocking, identifying their high/low productivity times throughout the day, and creating a workflow that works with their brain instead of against it. I will share a personal example: I find my writing blocks work best in the afternoon, so I try to arrange meetings and light energy tasks in the morning. I take a midday break and then work from 2-6 p.m. on writing projects. Others mentioned creating an established workflow for each day that accounts for administrative work, such as updating project management systems and email. A workflow might look like email, meetings window, lunch, email, writing, then updating project statuses. There are some who need more variations in their schedules – night owls who can focus for hours in the evening, but mornings aren’t happening. Allowing for flexible schedules and individual prioritization of tasks helps neurodivergent find systems that work for them and be effective grant professionals.
Workspace
Distractions and ambient noise can be a hurdle for some individuals. Attendees at the GrantSummit session shared some tactics, such as noise-canceling over-the-ear headphones rather than earbuds that visibly indicate you are not paying attention or need a quiet environment. With an office or cubicle, some used a physical sign on the door that says “I’m busy, send an email” or a stoplight status to indicate they don’t want to be interrupted.
Taking breaks was a common tactic mentioned in the session and GrantZone that helps mark the change of task in a person’s day. An office with a break room or nearby green space provides a designated area for individuals to use and not disrupt others. The other aspect of this is a culture that encourages employees to get up and leave their desks throughout the day for breaks.
Culture
In the deadline-driven grants profession, someone with dedication to time management, organization, and timelines is a great asset. However, teams can be counterproductive when they require heavy meeting schedules that can be draining, deprioritize internal deadlines (which can require constant reworking of timelines), or tend to overschedule employees in a way that provides inadequate time for task preparation and individual management. A company’s culture can be one of support and individual autonomy in their work or hinder those if accommodations are limited or the process for requesting/establishing is anxiety-inducing. Maintaining open lines of communication for staff with a supervisor and human resources department is valuable.
Define Processes
Clear lists of instructions or procedures for all tasks and projects can be a significant support to someone with autism spectrum disorder and other neurodiverse conditions. Session attendees shared that they followed a specific list of steps each time they completed a task to manage their neurodiversity. While they would often create a list of instructions if one didn’t exist (or break it down into smaller steps as needed), encouraging employees to create an accessible manual or standard operating procedures is a step towards building proactive accommodations. The goblin.tools resource was shared in GrantZone as a system for breaking down tasks (it also uses AI to judge tone, make content more or less formal, and other useful tasks).
These are only some of the challenges and tips shared that might support neurodiverse individuals based on grant professionals’ roles (and many other professional settings!). Consider how systems may be set up for how one person’s brain works while hindering another. How could you make this more accessible?
If the concept of neurodiversity resonates, join the The Brainy Bunch GrantZone community for discussions on work hacks, challenges, and resources. I encourage you to know you are not alone and that you have many strengths that help make the grant profession stronger.
Additional Resources:
Neurodiversity Is Not A Pollyanna Concept: Judy Singer Says Get Realistic
Harvard University: What is Neurodiversity?
Neurodiversity in the workplace: Why it matters
This blog post is aligned with the Grant Professional Certification Institute’s Competencies and Skills.
Competency #7: Knowledge of nationally recognized standards of ethical practice by grant developers
Skill 7.3: Identify strategies that grant developers use in building social capital to benefit their communities and society at large