Imagine this: You work with someone who has incredible ideas, but forgets meeting times, or a colleague who prefers deep focus tasks over chit-chat, but can analyse data with unmatched precision. Perhaps you have met someone who struggles with written reports, but excels in verbal communication and problem solving.
What if I told you these are not shortcomings but strengths?
These could be signs of neurodiversity — a concept that recognises and celebrates the natural variations in how people think, process information, and interact with the world.
In Zimbabwean workplaces, neurodiverse individuals often bring unique perspectives, innovation, and problem solving skills, yet many workplaces are not designed to support or maximise these strengths.
In this article, we explore what neurodiversity is, why so many people may not realise they are neurodivergent, how to identify and support neurodiverse colleagues, and the global impact of neurodiverse leaders.
What is neurodiversity?
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Neurodiversity is the idea that brains function in different ways, and these differences are a natural and valuable part of human diversity. It includes individuals with:
Autism spectrum disorder (ASD) — Often linked with deep focus, analytical thinking, and strong attention to detail;
Attention deficit hyperactivity disorder (ADHD) — Characterised by high energy, creativity, and adaptability;
Dyslexia — May involve challenges with reading and writing, but is often associated with strong verbal reasoning and problem solving skills; and
Dyspraxia — Can affect coordination, but is linked to strong pattern recognition and strategic thinking.
These cognitive differences do not mean someone is “less capable” — they simply process information differently, and in many cases, they bring strengths that neurotypical individuals may not have.
In Zimbabwe, many neurodiverse individuals have gone undiagnosed due to lack of awareness, limited access to assessments, and societal stigma around cognitive differences.
Traditionally, education systems and workplaces have favoured neurotypical thinking, making it difficult for neurodiverse individuals to fully thrive.
In schools, students who had difficulty sitting still, organising tasks, or focusing on lectures were often labelled as “disruptive” or “unfocused.”
Meanwhile, those who preferred working alone, struggled with social interactions, or found verbal communication difficult were sometimes mistaken for being “withdrawn” or “uncooperative”.
Fast forward to the workplace, and these individuals may still face challenges, but now in the form of misunderstood work styles.
Someone who struggles with administrative tasks, but excels in strategic thinking may be viewed as “disorganised” rather than highly innovative. An employee who dislikes office social events, but thrives in research and development may be seen as “unsociable” rather than deeply analytical.
The reality is that many professionals in Zimbabwe are neurodiverse, but have spent their lives adapting without ever being recognised for their strengths.
Recognition, support
The first step toward building an inclusive workplace is understanding how different minds work and ensuring that all employees have an environment where they can thrive.
Neurodiverse employees strengths
Autistic employees — Often excel in structured tasks, deep focus projects, and analytical work;
ADHD employees — Thrive in fast paced environments, creative problem solving, and multitasking;
Dyslexic employees — Often strong in verbal communication, storytelling, and big picture thinking; and
Dyspraxic employees — May be highly skilled in innovation, problem solving, and strategic planning.
Instead of focusing on what neurodivergent employees struggle with, workplaces should lean into their strengths and create environments that bring out their best work.
Workplaces support
A neurodiverse friendly workplace does not require huge structural changes — it just needs awareness, flexibility, and a willingness to embrace different work styles. Here is how Zimbabwean businesses can start:
Raise awareness
Provide training for HR and leadership teams to understand neurodiversity and eliminate bias in hiring and promotions; and
Normalise conversations about different work styles and strengths, reducing stigma in the process.
Create inclusive environments
Offer quiet workspaces for those who prefer low stimulation environments;
Allow flexible work hours to accommodate employees who work best outside of rigid schedules; and
Provide clear, structured instructions for tasks to ensure employees receive information in ways they process best.
Adjust performance evaluations
Move away from rigid interview processes that rely heavily on social performance and instead focus on skills-based assessments;
Redefine performance metrics to ensure neurodiverse employees are evaluated based on their output and contributions, not their ability to conform to social expectations.
Encourage strength-based roles
ADHD employees thrive in high energy, fast-paced tasks such as brainstorming sessions and crisis management;
Autistic employees excel in structured, logic-driven work such as data analysis, coding, and engineering; and
Dyslexic employees bring creativity and big picture thinking, making them valuable in marketing, storytelling, and leadership roles.
By aligning roles with strengths, companies can maximise productivity, job satisfaction, and innovation.
Notable neurodiverse leaders
Some of the most influential business leaders have been neurodivergent. Their unique thinking, creativity, and resilience have allowed them to transform industries:
Elon Musk (South Africa) — autism spectrum disorder. The CEO of Tesla and SpaceX has an extraordinary ability to focus, think innovatively, and drive large-scale problem solving. His neurodiversity allows him to see opportunities where others see obstacles;
Richard Branson — Dyslexia: The Virgin Group billionaire struggled with traditional learning, but built a global empire by leveraging creativity, risk-taking, and big picture thinking;
Ingvar Kamprad (Founder of IKEA) — Dyslexia: His difficulties with reading led him to simplify product designs and instructions, making IKEA’s approach to furniture world famous.
These individuals didn’t succeed despite their neurodivergence—they succeeded because of it.
Final thoughts: Embracement
Zimbabwean workplaces have an incredible opportunity to tap into diverse minds that think differently, problem solve uniquely, and drive innovation in ways traditional workforces cannot.
By creating environments that recognise and support neurodiverse employees, and companies won’t just be fostering inclusivity — they will be fuelling creativity, increasing productivity, and building stronger teams.
What’s the takeaway?
Neurodiversity is not a challenge to be “fixed” — it is a powerful competitive advantage. And for Zimbabwean businesses ready to embrace it, the future looks brighter, smarter, and more innovative than ever before.
A truly successful workplace is not about making everyone the same. It is about celebrating and harnessing different ways of thinking.
- Mhindu is a chartered accountant and the education manager at the Institute of Chartered Accountants of Zimbabwe, which is the largest and longest standing PAO in Zimbabwe, having been established on 11 January 1918, and is a body corporate incorporated under the Chartered Accountants Act [Chapter 27:02]. — technical@icaz.org.zw or https://www.linkedin.com/in/hope-mhindu-ca-z-55a370a0/.
