In today's diverse world, it is essential for social workers and their employers to create an environment that supports the unique needs of all employees and those they work with - including those who are neurodivergent.
Neurodivergent individuals may experience challenges with and differences in their executive functioning and self-regulation. As a neurodivergent social worker myself, I would like to share some insights on how employers can provide the necessary support to foster a positive and inclusive work culture which supports out executive functioning.
I have previously posted about executive functioning in this series, and I have a second time because as a neurodivergent social worker, I feel it is an important area for colleges and employers to know about. It impacts most of what we do and often is where I can mask the most. For example, I struggle with the concept of time (often referred to as time blindness), this can often mean that left unchecked I can be late for things, I forget dates such as birthday’s, I don’t get ready for things until the last minute and I sometimes feel I have more time than I actually do.
However, this created massive challenges to me when I was at school – I would forget about homework being due until I was in the lesson as I thought I had more time – and over the years I have heard social narrative which have instilled a sense of shame in me for not being able to navigate time – those who are late have been described as disrespectful and one of the most horrifying example was a fellow student at university being locked out of the lecture for being 10 minutes late, the feeling of embarrassment and shame for being late was thereafter burnt into me.
I struggle with emotional regulation – I am known to tear up at the smallest of things (happy or sad) and become irrationally angry when I get stuck in traffic. Often seen as ‘unprofessional’. I can also find it difficult to plan, organise and problem solve (ironic that I am a social workers!!). But it’s important to read this as finding it difficult, not impossible – it just takes extra work that others don’t see.
But I also struggle with things that aren’t socially acceptable to admit – but despite the shame, I will today. For example, it’s taken me 27 years to get into a (semi) regular routine of remembering to brush my teeth, shower and wash my clothes. But still this routine does not compare to my neurotypical peers who effortlessly complete these tasks daily because ‘it’s just what you do’ (actual quote from a neurotypical friend) – yet I’ve gone to great effort to mask my difficulties with executive functioning in these areas to get to this far from perfect routine.
Masking with time, for me, is often triggered by heavy feelings of anxiety, shame, rejection sensitivity and embarrassment, this is what fuels my timeliness now. However, masking looks like, frantically checking the time, being paralysed with anxiety when I have an appointment in the afternoon so leaving an hour earlier than necessary just in case I get distracted or forget the time. Booking all appointments in chunks and in the morning.
But I bet you’re wondering what do these examples have to do with social work? Well I will briefly explain to give you an understanding of what is going on in a neurodivergent social workers head when they are struggling with executive functioning.
We all know that social work isn’t a 9-5 job. Often we are working late into the evening, especially if we have visits; we are leaving our homes early in the morning if we have out-of-area visits; we are rarely in one location for very long. For me this disrupts my routines or my ability to create routines around work – routines can support my executive functioning.
Organising a diary that is sporadic when you rely on routine to help you achieve the most basic personal hygiene can be beyond difficult. I have often had to shower past midnight, because a late-night visit or the need to get a report in has taken priority over my self-care. And my difficulty to organise this in the morning means it must be done now …. Or never. It would usually be done never, if it wasn’t for the thoughtful prompting of my partner.
In supervision, I am often thinking about my emotional presentation. Especially when I am talking about something I am passionate about, happy or sad, I will well up – not every manager likes this and my rejection sensitivity will kick in causing anxiety of how I am perceived and this sets in the emotional spiral for the rest of the day!
Or it might be a situation where I have just worked a late, I then need to be in the office in the morning with an hour commute. This leaves no time for me to prepare lunch, engage with personal hygiene, and make sure I have fresh clothes! I spend the evening zapped of energy and the morning rushing about to get to the office.
Or when it comes to difficulties with organisation and prioritisation – I often come out of supervision with a list of ‘high priority’ tasks, each just as important as the next. I then spend the rest of my day and evening (for the foreseeable future) frantically seeing to parts of these tasks because I am mindful I cannot be late and there has been no clear expectation on what is the highest priority or clear deadlines!
You must be thinking, so what? What are we meant to do about it?
I have personally found techniques and routines that support me in managing my executive functioning a little better. These have been:
Changing to a non-case work or statutory role (I understand this is difficult in statutory social work, but there are roles with social work values and practices that fall outside of this domain and are worth perusing!). This has helped me establish a routine which is set in stone every evening and morning.
Ensuring I exercise in the morning – because this means I MUST shower!!
Having a set time for dinner and lunch – so it never falls off my radar.
Never missing a ‘must do’ (like brushing my teeth) twice in a day or twice in a row.
Communicating with my manager about rejection sensitivity and emotional dysregulation.
Explaining to my manager and colleagues the exhaustion from masking and ensuring I am organised and on time so they can share the load and plan with me.
Ensuring I have a reasonable adjustment agreement that is regularly reviewed and honoured by all of the management structures.
But there are also things you can do as colleagues and employers to support your neurodivergent social workers.
Open Communication and Education: Employers should encourage open dialogue about neurodiversity in the workplace. Educating all employees about different neuro-types and their associated strengths/challenges can foster understanding, empathy, and a supportive work culture. Webinars, training, workshops, or guest speakers can be effective ways to raise awareness.
Flexible Work Arrangements: Offering flexible work arrangements, such as adjusted schedules, remote work options, or modified tasks, can greatly benefit neurodivergent social workers. Flexibility enables us to better manage our energy levels, optimise our productivity, and accommodate our unique cognitive processes. It additionally gives us relief from masking in the office.
Clear Expectations and Instructions: Providing clear and concise instructions is crucial for individuals with executive functioning challenges. Employers should communicate expectations, project guidelines, and deadlines in a straightforward manner. Supplementing verbal instructions with written or visual aids can be particularly helpful.
Task Breakdown and Prioritisation: Breaking down complex tasks into smaller, manageable steps allows neurodivergent social workers to better understand and execute our responsibilities. Encourage the use of task management tools, checklists, or project management software to assist with organisation and prioritisation.
Sensory Considerations: Some neurodivergent social workers may have sensory sensitivities, which can affect our focus and well-being in the workplace. Employers can provide quiet or designated spaces for breaks, allow the use of noise-canceling headphones, and create an environment with appropriate lighting to mitigate sensory overload.
Mentoring and Peer Support: Pairing neurodivergent social workers with mentors or establishing peer support networks can provide a valuable source of guidance, encouragement, and understanding. Such connections can empower neurodivergent individuals to navigate workplace challenges effectively and enhance their overall job satisfaction.
Regular Check-Ins and Feedback: Regular check-ins with us help ensure that we feel supported and understood. These conversations provide an opportunity to discuss any concerns or modifications needed and allow us to provide constructive feedback while recognising achievements and progress.
Embracing neurodiversity in the workplace is not only a moral imperative but can also benefit employers. By implementing appropriate support systems for social workers with difficulties in executive functioning and self-regulation, employers can harness the unique strengths and talents of neurodivergent social workers, leading to increased innovation, productivity, and a more inclusive work culture. By fostering an environment of understanding, flexibility, and empathy, employers can create a workplace where everyone can thrive and contribute their best, regardless of their neurocognitive differences
Comments