The word zeitgeist—the spirit of our times—captures today’s social climate perfectly. Right now, that climate is tense. A small but vocal group is pushing back against diversity, equity, and inclusion (DEI), spreading fear and division across workplaces. But leaders who bend to this “anti-inclusion” trend risk shrinking their talent pipeline just when the competition for skilled workers is intensifying.
In this moment, courage matters. The real opportunity for forward-thinking organizations is not to follow the zeitgeist, but to shape a more inclusive one—one where neuroinclusion, belonging, and fairness drive both culture and performance.
In my recent conversation with Professor Jason Arday and Dr. Chantel Jessica Lewis, co-authors of We See Things They’ll Never See, both experts emphasized that neuroinclusion isn’t a side initiative—it’s the next evolution of inclusion. Nearly one-quarter of the global population is neurodivergent, meaning organizations that fail to create psychologically safe spaces are already missing out on massive potential.
As Dr. Lewis warns, some companies are commodifying neurodiversity—hiring neurodivergent talent only for perceived “productivity advantages.” This extractive mindset misses the point. True inclusion isn’t about exploiting difference; it’s about valuing every kind of mind. When people feel seen and supported, they stay longer, perform better, and build stronger teams. Ignoring that truth doesn’t just harm culture—it hurts business.
Professor Arday and Dr. Lewis argue that neuroinclusion must be cultural, not cosmetic. Token DEI programs or one-off awareness days can’t replace structural change. The work begins by re-evaluating how organizations define talent and success.
For example, traditional hiring metrics—like standardized tests or rigid credential requirements—often overlook creative thinkers and problem-solvers who don’t fit conventional molds. By shifting toward skills-based hiring, hands-on learning, and inclusive evaluation, leaders can widen their talent net while unlocking innovation. Inclusion, in other words, is not charity; it’s strategy. And the companies that embrace it will outlast the ones that don’t.
In today’s polarized climate, speaking up for inclusion can feel risky. Yet silence reinforces exclusion. As Professor Arday reminds us, “Sometimes the people who deserve compassion the least are the ones who need it the most.” The leadership call here is clear: be the counter-voice to fear.
Start small but act decisively:
Practice Compassion: Approach others with empathy, especially when it’s difficult.
Reflect Deeply: As Dr. Lewis notes, inclusion begins with self-awareness—examining our own biases and blind spots.
Take a Stand: Use your influence to challenge exclusionary narratives and amplify those who’ve been marginalized.
Every courageous conversation chips away at the noise of the zeitgeist. The workplace of the future isn’t built by compliance; it’s built by conviction.
The zeitgeist may be loud, but it doesn’t define the future—you do. In times like these, aligning your business with inclusion isn’t just morally right; it’s strategically essential. Talent is everywhere, but opportunity isn’t. The leaders who fix that imbalance will be the ones shaping the next era of growth, innovation, and trust.
Don’t let fear dictate your hiring strategy or silence your values. Lead with purpose. Build the culture others will one day wish they had the courage to create.
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