The quiet voice in the room

In many organisations, the people who speak least in meetings are often assumed to be disengaged, uninterested, lacking confidence, or simply without ideas to contribute. However, these assumptions are often wrong and can overlook an important aspect of neurodiversity.

Processing speed

For some neurodivergent people, particularly those with slower processing speeds, contributing in real time can be challenging. They may need additional time to absorb information, organise their thoughts and formulate responses before feeling ready to share their views.

A slower processing speed is not a reflection of intelligence, expertise or capability. It is simply a different way of processing information. While some people think aloud and respond immediately, others process internally and may reach their best insights after the discussion has moved on.

Many neurodivergent employees leave meetings knowing exactly what they wanted to say, but only after the meeting has ended.

Effective adjustments

Simple adjustments by managers can make a significant difference. One effective approach is to provide opportunities for follow-up conversations after meetings, allowing team members time to reflect before contributing their ideas.

Equally, sharing agendas in advance, circulating discussion points beforehand and inviting feedback after meetings can help ensure everyone has an opportunity to participate in a way that works for them.

For housing associations committed to creating inclusive workplaces, recognising different communication and processing styles is essential. Valuing contributions that come after a period of reflection can unlock valuable insights, improve decision-making and help neurodivergent colleagues feel heard and supported.

The quietest person in the room may have some of the most valuable perspectives to offer. Sometimes, they simply need a little more time to share them.