We're gonna be running an interactive session a little bit later on. So, to to start off, I think you've probably answered these questions in the chat already.I saw lots of them

in there already. Forward rushing.

So yeah. So we're gonna experiment. Do have some, notepad and and pen or paper with you for a little exercise later on, which you might find quite interesting. Jane, quick introduction from yourself.

Yeah. So I am, I'm a leadership and ADHD coach. I'm a design thinker, facilitator, trainer, and, and really what I'm passionate about is people, teams coming together and connecting with their authenticity. And, and really about us aligning and being with one another and appreciating who we all are and celebrating that diverse that that diversity and what we can create by that. So my background is legal and technology, for twenty plus plus plus years, and I've always been interested in the human side of things. So that's partly where my passions lie and where I spend a lot of my time right now. Rashi, over to you.

Thanks, Jane. And I can attest this what a great ADHD coach Jane was because she was a coach for me and, super helpful. So that's how we kinda met, really. And my passion is around, trying to get more stereotypical feminine traits into the world. I I firmly believe that we need a different approach, in the world. We need to to lead with empathy and kindness and compassion, and I think that's missing. And so I'm passionate about unlocking that. Predominantly, I find that in in women, but a few good men too. Some of the best leaders I've worked for have though have those traits. So that's what I'm all about, is is is to really make sure we can get as many many women leadership in leadership positions as we can.

So I'm passionate about that. And I'm also a proud owner of an ADHD brain, as I probably just alluded to. So, we're both passionate about effective facilitation workshops and inclusivity. That's our our link, isn't it, Jane?

It most certainly is. Yeah.

So, in that vein, we thought we'd just put some team alliance ground rules together. We would really invite you to express yourselves, anything you wanna tell us, anything you want to share. In a sense, it's one of those situations where we're using the same technique that we're describing and sharing with you as we go through the the presentation. So if there are any questions or observations or something you feel you've done or something you want to share with the rest of the group, this would be a great place to do that. So do feel free to put in, comments as we go through on the chat. We know that you're out there and you still got a pulse. It's informal, relaxed, and, obviously, questions from all perspectives are are are very much welcomed.

And it's one of these things that that often people who attend actually help each other out or share things with each other that are actually new. And we we would love to learn new things from you too. We'd like to make it fairly fun, informal, and psychologically safe enough, which we will talk about what that means, safe enough, as we go through. Jane's gonna say some words on those as we go through this. So here's our agenda very quickly. Introduction, which we've just done. Be talking about some of the complexities of of neurodivergent conditions, though we won't be diving into each of them in in detail. But we will be talking about psychological safety, and Jane's gonna be covering that, looking at where you are in your inclusivity journey on those four lenses that we're gonna present later on.

And we're system thinkers, and so we're going to be doing an exercise with you all. All of you that wish to partake in that, wonderful. If you don't for any reason, just let us know, but don't disappear. And then some steps that you might take from today in terms of improving how you lead neurodiverse teams. Over to you, Jane.

You know, when I was, I was, looking at my my like, oh, what shall I say around this slide? And I was like, this slide needs to come with an overstimulation warning. But it's it's been created by, Amanda Kirby, and I'm not gonna go into it in all its full glory and detail. But, essentially, what you are seeing here are some, neurodivergent conditions. And around each of one of those, so autism, ADHD, DSD, which is, also known as dyspraxia. You're seeing some of the traits that are associated with each of those. And the dotted lines of the link, when we talk about systems thinking and and relationship, But, actually, what you're seeing here, where there is a dotted line and a link between, this is when you are seeing, where a condition has a high rate of co occurrence or there's overlap of another condition.

So just by way of example, I'm ADHD. I was diagnosed with ADHD just last year, and I have autism traits, and it's recommended I have, an autism assessment. I haven't yet, probably will at some point. Class k, ADHD, might be in ten years' time. But, also, the more and more I've been learning about neurodiversity over the years, my own experience and of my clients and others, the more you get to know and sort of see, like, of course, there's so many other overlapping, aspects to it. So for me, I'm pretty certain I've got dyspraxia. I I have to get off my bike and physically turn it around and move corners in order to do that. But, actually, just knowing that why has really helped me let go of that shame. I would hide things like that and, like, probably quite a danger to myself, but now I really let people know.

So the other thing that is interesting about this slide that professor Amanda Kirby has created, she's a wonderful woman. I really highly recommend you follow her on LinkedIn. And, is is that it also shows that the other conditions that are connected to it. So autism and ADHD, there's high levels of anxiety and depression for some people. There's other aspects like, bipolar that's connected to, autism. And then in the top right hand corner are aspects, around what might prevent or what might, be a reason for non identification of some of these conditions. So that might be, abuse. It might be, someone that's living in a home. So it's these other aspects in which, impact our lives that are so much more than an ADHD condition.

And even to add to that as well, there is the intersectionality aspects. So what are the other aspects that impact us is that race race, ethnicity, our nationality, our culture, our age, our religions, our belief. There's just so much more to us. So if anyone comes to you and says that I've got an ADHD diagnosis, you've met one person with ADHD, you have met one person with ADHD, and there was also all of this that's going on around it. Something else that's really interesting is ADHD and autism get a high lots lots of focus, but actually and this is UK stats. Dyspraxia, developmental coordination, disorder, developmental language disorder, DLD in the top top left, they are believed to be, more common.

But we don't know why the others get more focused, and that's something that we're still with. Do you want to pop to the next slide, Rashi?

I'll be into it.

Not gonna spend too much time on this, but whether you know it or they don't they know it or don't know it, you've got unique cognitive styles across your teams. There are complimentary strengths that are absolute opposites of one another. But, actually, when we bring it together and we have that cognitive diversity, there is so much power that we can do with that. But it's about being aware of what people need to thrive and what their challenges are. And that's so important. If you pop to the next one, let's see.

Yes. In fact, something I'm sure you're wondering is, so two people with ADHD, and how did we get this this this presentation together? And this goes to show that, you know, we you can actually do things with ADHD on time and and deliver things, in fact, very creatively so. Something as well, just on that something to mention very quickly previously is, of course, for ADHD, there is medication for people. So you might have a medication shortage and somebody arrives without their without their shortage is another kind of possibility. But what happens in all of those situations that Jane was just talking about is there's a risk of masking, which she alluded to, where you don't really bring your yourself to work and you don't feel that you belong. And one of my my favorite authors is is doctor Brene Brown. I'm sure many of you know her already.

If you don't, do please treat yourself and yourself and and look up some of her YouTube videos. But this is when things get complex in complex environments and unpredictable, the sense of belonging becomes critical in order to get the best out of people. So on that little segue into the four lenses of psychological safety, Jane, over to you.

Yeah. So it's it's we talk about psychologically safety, and we say, bring your authentic self, to work.

But how

do we know it's psychologically safe enough to even do that? You know, where do we know that we can be accepted? As someone who is neurodivergent or where to that point of actually was making about someone who's been masking for a lot of their entire lives to fit in, it's like, what do I what's safe enough for me to know what I can actually bring? Because what's safe enough for one person is not safe enough for another. So this is around kind of like looking at psychological safety and going, what do individuals need and what do does the team need and starting to get quite specific on that. So and we give you an example of a beautiful quality and strength that many ADHDers have. Rashi and I have got in abundance, and that is a sense of fairness and justice.

So when we see things that are unjust and unfair, we really want to speak out and protect, whether that's for ourselves, and that's like advocating for ourselves is very challenging than most. But where we find that the impulsivity can come out and this energy compassion can come out is to protect others. So if you imagine you've got an organization that doesn't have inclusion safety with fairness, there's a lot of unfairness that's happening. The and if we think about challenger safety in breaking psychological safety down into these four lenses, challenger safety where there's no space for people to speak up, to challenge that current thinking. And then there's nowhere to ask or discuss, learn from mistakes, or experiment, and then there's actually no opportunity or allowing for any debate, that mask that someone's wearing is incredibly heavy. The other side that you might see is that the impulsivity side might come out. And actually, they it's so much energy to stop that they can't.

And and what what is also complex is this isn't this isn't linear. It's like I would describe it as waves. So sometimes it might be a tidal wave of extreme energy, and that can be something that can, prevent someone from being able to mask. But other times, it might feel like a gentle bob of a wave, and so you can handle that. But they're still creating energy, and it's still costing energy, and that's the cost that it it it takes. So, really, this idea is if we have inclusion safety and we start to look at what's fair here, we have places where let's speak out. How can we challenge the status quo? How can we experiment? How can we learn from our mistakes?

We then start to actually go, this can fundamentally help how your team is in flow. It can have a sense of belonging. It can impact on how your team collaborates, performs, and then it has a massive impact on the bottom line. And fundamentally, when we're talking about some of these things, that's what it comes down to. But none of these things that I've just talked about cost any money.

Yeah. That's a really good point, Jane. And, you know, just to emphasize that for an ad for ADHD, when we see when we see some of these things happening, we see an injustice, there's a sensitivity that that kicks off in us that is really quite, in a way, painful to see, especially when you mix that with a great deal of empathy.

And, the cost of not doing this is actually incredibly high. So the cost of doing it isn't very much or if nothing at all, in fact, just education, but the cost of not doing it is going to make your organization less innovative than it otherwise could have been. Just moving on then to, some questions. We've got some questions. I think you can see the poll on the right hand side of the screen, which is which aspects of psychological safety lenses do you currently encourage with your teams? And can you can you all see those? Can people see those?

You click on poll on the right hand side. I think at the moment

I might be able to highlight that actually. That could be possible. Just so

you know, we're seeing your wider screen, Rashi, but I think it's okay because

we Okay.

Nothing we're seeing that.

That's fine. I'm just gonna highlight the poll that I've just asked for. We're a little bit new with this technology, so bear with us a second.

Just to answer the question, yeah, we'll, drop, Rashi and I, drop us a a message on LinkedIn, and we'll, we'll share these slides with you.

I think I've just highlighted the the the poll. I don't know if we've got any answers from that. But we should come back to that, I think, Jane, because we really ought to Let's twenty minutes. So should we go to the next one?

Yeah. Yeah. I think what we can say is if people want to just pop in the chat, are there anything that you is there anything that we've just talked about there that you are using, from, like, you know, the place to fail, a place to experiment, a place to challenge. And is there any that you're not using?

Yeah. And also, if you, you know, if you if you dissent, if you think, well, that's not right or this isn't my experience or whatever, we we encourage that too. Any any valid view or any view is valid. So, yeah, please put that into the chat, and we'll we'll go on those later. I'm just gonna very quickly go through, something that we were coming up with. In fact, this is Jane's this is Jane's, idea, which I love very much. But it's in a vulgar world, when we're looking at the volatility and the uncertainty and increased complexity and ambiguity, these are things that are challenges. They give us anxiety. They give teams, worry. This is where collaboration breaks down often unless you're ready for it.

And second. At the moment, we've got, a quest like, which of the psychological safety lenses do

you Okay. Is that on the screen still? So I need to Yeah. I have one. Sorry.

One screen. So we can't see the big screen as

much. Sorry. Is it still there?

Well, at the moment, we're seeing all of the other stuff on screen, so I don't think so.

Okay. Good. Alright. Where will we?

Yeah. There we go. Thank you.

Thank you for telling me. I can't really see as things it's my whole screen. So I'm just a bit blind what's going on behind. So the the re the redefinition of that, another way to look at it in in these in the in the Vacker world is it's important to look at being valued, that people matter, that that they heard, they understood, that they are cared about so there is compassion, and that they accept it and that they feel welcome.

And it's not enough just to have a seat at the table. You really need people to feel that they can challenge that and that they are actually valued. So something to remember, we'll be sharing the slides, but they're another way of looking at so when you see all this chaos going on on the left hand side, the right hand definition that Jane, I think, rather cleverly has put together, I think it mitigates that. I'm gonna go through this very quickly because we want to get on with an exercise that's gonna take, a long time. But just to give an example of some of the things that we could we could look at and that we might have seen based on our experience. We know that as things get more complex, stuff goes wrong, blame happens, finger finger pointing at starts, as you can see on the right hand side. But there are some mitigations that we can do now, and I call it the fearless retrospective. So tip of the hat to Amy Edmondson there.

But if you've got an event like a retrospective, and it doesn't have to be a sprint retrospective. You should be doing retrospectives quarterly or, you know, for the business perspective or monthly even. But But we look at a retrospective and we see some challenges around getting people to think abstractly or talking and processing or the group dynamics or particularly building trust. So some of the mitigations you might use in those situations. Let's look at building trust as an example, sharing a vulnerability. And often when I do retrospectives, I put my hand in the air, and I think something that I didn't do right. For example, maybe I stayed up too late watching a movie, and I didn't bring my best self into work the next day.

And I had put my hand in the air, and I say this. It's interesting that other people say, well, you know, the bill that I did, I took a corner, and I shouldn't have done that, but this is how we can improve it. So you can spark that. I can genuinely tell you that in my experience, sharing a vulnerability, generally makes you more, trusted. It creates a trusted, kind of environment for for for the discussion, a container if you like. And some other ideas there is in terms of, some people think asynchronously. Retrospectives don't have to be just that meeting. In fact, it's better if you have, like, a a collaboration board and people put things on there so that they come to the retrospective with those different ideas.

There are other techniques there as well, but you can read those, and we can talk about them in more depth if we've got time at the end if there are questions. So, Jane, do you want to take the stage for your constellation mapping? Okay. No pressure.

Oh, fabulous. We we are because just with a few wonderful tech issues. So we are a little bit challenged with time, but let's see how we go. So, hopefully, everyone's got a pen and a piece of paper. And, what we're gonna do is, I'm just gonna talk you through this activity. So this is a systems thinking problem solving tool, and we can apply it to, any problem that we want to do. But it's all about how can we look at different parts of a system. So what we're gonna do is we're gonna start mapping out, we're gonna put you as a leader in this system. And so if you draw a circle, on your piece of paper, make it big. And firstly and and pay attention to this and notice.

Pay attention to put yourself, draw stick person, in the circle, and this is you. And you can go anywhere in the system. Now people automatically go right to the center. But when we're looking at it from this question of how do you currently approach leading neuroinclusive teams through complexity? How do you currently do that? So we're gonna do essentially the current state, the as is. So you can be anywhere in that circle, but you are in the circle. You don't go outside it. So that's one rule of this. So put yourself in this system. Now what we're gonna do is when we're thinking about this, wow, do we currently approach leading new inclusive teams through complexity? Now what we're gonna do is put the people, or teams in there, and they will come in the form of the triangle.

So that's where it's a blue triangle on here. So start putting those teams and people who are, have the greatest impact on you. So put those closest to you and start with those people and move further away and further away. So this example on the screen, we just did as an example. The CEO is outside of the system. The CEO is outside of the system, but, actually, it's because they're they're like, they're so far away. And that's metaphorically far away, not just physically, but it could be both. Right? And, and the lines, we'll talk about the relationships in a moment. But firstly, just put your people, the teams, those that have greatest impacts closest to you. We put product owners on here, PMO in here, just as an example. I'm just gonna give you sort of, like, twenty, thirty seconds to do that. Any questions, pop them in the chat.

Am I right in saying, Rashi, that is there so can we open it up where people can speak as well? Like, if people can unmute. It seems so. But any any questions, if anyone does want to unmute or can unmute and wants to ask a question, feel free.

Yeah. I'm going to have to stop sharing my screen to to to check that, but I think

Don't don't don't not share your screen. No. Leave it. Yeah.

So, I think

Don't worry. It's it's it's people will be able to do it if they can. Sure. It works when they go to breakout rooms, but it's yeah. Any questions? So next, what we're going to do is add the things or events. So that could be roles. It could be meetings. We've put on here a cyber attack. But it could be also neurodiversity awareness training, just by word of examples. So entities, things, attributes, and they will be a square. And, again, those that have the greatest impact on you as a leader, will be closest to you and then further away and further away and further away the least impact that they have. The idea is that once you start putting these down, it's the notion of drawing things out and getting things out of our head and onto a piece of paper that then start to create, more awareness and give you more ideas about what's here and give it and and actually map it out into something that becomes tangible so it stops popping around in our heads.

I think a good a good example is, around the customer as well when you're looking at your relationship, and how you're managing those relationships. Yeah. Just with your teams, but how far away is the customer, and how good is the relationship with customer with the thing you're trying to provide, you know, for the customer?

So let's talk about the relationships. Nice little segue. So, now you'll draw relationship lines and keep it simple. Just draw it between yourself and those all those different, so start with the people, those that are closest to you. A double line is a strong relationship, an average line is a single relationship, and a weak line is a dotted relationship. And in this, we are depicting relationship as how important is it or they to you. So that's the relationship definition. You can change the relationship definition to be many, many, many things, but that's what we're just gonna use as an example in this. And that's what makes this tool so powerful, because there's lots of flexibility around it. So how important is the relationship to you?

This one, it's shown as a CEO, really strong relationship because it's important. Might not be that the relationship's important the relationship, is strong. And, actually, what we've got here is double lines that show that there's conflict in the relationship, with the CEO. Conflict doesn't have to be so extreme. It could just be something else. We always kinda think of conflict as being this really awful, terrible, terrible thing, but it might just be a little bit of comfort a bit of friction.

Can everybody put into the chat yes if they're okay with what they're doing there? Will they get a second? Yeah. Or no. I need help.

Yeah. If people can use the reactions, thumbs up. Okay. Because shortly, we're gonna put you into breakout rooms. I can see I can see, like, little sparkles of, confetti, Rashi. So I'm gonna go on the basis of

That's good.

So now this is this is your this is your system. This is how it currently is. So, Bashi, do you wanna head over to the next slide? So just take a little step back and take a little look. And and I think if if anyone wants to unmute, if you can, unmute and share. But, otherwise, I think we'll put people into breakout rooms, Rashi.

Okay. Are you able to see that control there, or do you want me to do that?

Oh, can you do it, please?

Okay. Okay. One second. I am actually gonna stop sharing my screen for just a moment.

Do you want me to do it then?

Yeah. I think it might be easier. Otherwise, I have to stop my screen. So Oh,

can you go back to sharing your screen, please?

Just want to No problem. How's that? Can you see that?

Oh, sorry. I'm in the breakout room connection. But it's fine. I can see your slide deck screen, but it's okay. We'll we won't worry about that. So can you move to the next screen, please? Actually, just stay where you are for now. So what we'd like you to do first is, and we've got seventeen minutes left of this workshop. So we will have, eight minutes where you will be together. And we're gonna put you into I think you said, groups of four. Did we, Rashi?

Yes. We did. Yeah.

So so what we'd like you to do is, be to not spend too much time in it, but share your experience, share your own map. And we want you to imagine that you are now a leadership team, and you are going to talk about, you know, what you noticed, what you learned from your own map, what's challenging. And then if you move to the next screen, that big.

Okay. Sorry. This one?

It's not moved, because at the moment, I'm just seeing your slide deck screen.

Oh, okay. Sorry. One one second. And also, we don't actually have that much time, Jane.

No. That's why I just said they've got eight minute. Oh, no. Actually, let's give you let's give you six minutes.

Yeah.

Essentially, what the next screen is going to show is that you're going to how do you, I'm gonna actually, I've got it up on my screen. So, what needs to change to foster a neuroinclusive and supportive environment? So if I put that in the chat, we wanted to give you eight minutes. So what needs to change to foster a neuroclusive and supportive environment? And what we'd like you to do is draw it again, but from the leadership team perspective. So so what needs to change to foster neuroclusive and supportive environment? So share your own maps and then draw one which is now you as a senior as a leadership team. There we go. So it's not just your individual one, but it's all of you together now if I do.