Stronger Together: Wellbeing in the Legal Profession- Event Review 13/5/2026
@ Hill Dickinson, London
FOIL recently brought together some of the legal profession’s most influential voices on mental health for an inspiring and thought-provoking event, kindly hosted at the London offices of Hill Dickinson. Timed to coincide with Mental Health Awareness Week, Stronger Together: Wellbeing in the Legal Profession offered an important opportunity for reflection, discussion, and shared commitment to creating a more sustainable profession.
The session was introduced by Bridget Tatham, Partner at Browne Jacobson and FOIL President, who reminded attendees that the theme of the event was not simply about raising awareness, but about taking meaningful steps to support and protect the wellbeing of those working in the legal profession, starting with yourself.
Mark Evans, President, The Law Society
With almost 30 years of experience in property and private client law, Mark lectures the next generation of legal professionals at The University of Law in Manchester, in addition to his leadership position at The Law Society, making him well placed to speak to the realities of a career in law, its rewards, and its pressures.
Mark’s opening remarks portrayed an honest picture of the legal profession, one characterised by an intense work culture. This has been further accelerated by the adoption of technology, which raises the pace of work and the expectations placed on practitioners.
Added to this is the growing competitiveness of the market, highlighting the considerable and sustained pressure that lawyers operate under.
Lawyers show extraordinary commitment to their firms and clients, but that same commitment does not always extend to themselves, their families, or their colleagues. Endurance, Mark highlighted, is essential to sustaining a successful career over time, and yet the personal cost of a career in law is too often overlooked. The impact on individual wellbeing, when left unaddressed, will affect performance, engagement, and motivation. Investing in wellbeing is therefore not simply a matter of personal welfare but fundamental to protecting the longevity of practitioners and the integrity of the work they provide.
The Law Society’s Corporate Strategy 2025-28 places responsible business at its heart, with a clear commitment to building a profession that is diverse, inclusive, and sustainable. This means embracing technology to maintain the quality of legal services, while carefully balancing productivity with a genuine commitment to foster wellbeing. Firms, industry bodies, and regulators all have a role to play through promoting healthier working environments, strengthening leadership and culture, investing in training, and equipping individuals with the tools they need to build long and fulfilling careers in law.
There is no single solution, with each individual and firm requiring a tailored approach, and an adaptive, resilient attitude is key to developing wellbeing practices that are truly sustainable. Standards of service excellence, ethical conduct, and professionalism are all intrinsically linked to the wellbeing of the people who deliver them and the profession must do more to support lawyers at every stage of their careers to attract and retain talented people.
Mark concluded by sharing the story of Legal Runner, a social running community for legal professionals that he founded to improve mental health, foster supportive networks, and encourage a healthier work-life balance. The group gives lawyers the opportunity to exercise, de-stress, and step away from the high-pressure environments of the legal sector. With membership now approaching 2,000 and coordinated activity taking place across the UK and in multiple locations worldwide, Legal Runner supports LawCare, one of FOIL’s charity partners for 2025/2026. You too can support by purchasing a Legal Runner T-shirt.
Richard Martin, CEO, The Mindful Business Charter
Richard Martin brings to his work a unique combination of perspectives: two decades as a senior partner at several London law firms, and first-hand experience of the mental health challenges that the legal profession often fails to acknowledge.
Richard’s own experience came at a time when wellbeing wasn’t part of the conversation in legal circles. It was a reminder that regardless of seniority, success, or experience, anyone can struggle with mental health. It was this deeply personal journey that set Richard on a new path dedicated to advocating for meaningful, lasting change in workplace mental health. Since his recovery, Richard has become one of the most respected voices in this space and in 2018, he was instrumental in the launch of The Mindful Business Charter, becoming the CEO in 2022, a role that reflects his passion for the cause and his determination to drive practical progress.
The Mindful Business Charter is a framework designed with purpose and pragmatism in mind, providing organisations with tangible, actionable commitments aimed at removing unnecessary stress from the workplace and fostering an environment in which people can thrive. At its heart, the Charter is built around four pillars:
Openness & Respect – Organisations must ensure colleagues, clients, and suppliers are treated with respect. This includes establishing and honouring preferred methods of communication and working patterns and creating a culture in which feedback flows in a reciprocal, constructive, and considered manner.
Smart Meetings & Communication – Meetings should be approached with clear organisation, including clear agendas, appropriate attendee lists, and accessible formats. Distribution lists should be kept only to those relevant to the discussion, with the subject clearly highlighted, avoiding the overuse of email communications that add to the noise of a working day.
Respecting Rest Periods – Organisations are encouraged to be mindful of people’s core working hours when sending communications, to set clear expectations around response times, and to respect the right of colleagues to take holidays and to be unreachable whilst away.
Mindful Delegation – Best practice in delegation means defining context and needs clearly when requesting support, seeking delivery within realistic timeframes, and creating an environment in which people feel confident to speak up when demands are unreasonable. Good delegation is as much about listening as it is about leading.
Richard was keen to acknowledge the role of personal resilience but was equally clear that resilience alone is not sufficient. Having embedded support mechanisms in place that reduce stress before it becomes unmanageable is more than good practice; it is critical. The business case for addressing poor mental health is compelling and well evidenced, with the cost of related absenteeism and presenteeism running to tens of millions annually, the equivalent of more than 10% of total staffing costs. This is not a peripheral concern, but one that sits at the heart of how organisations perform and sustain themselves.
Richard also emphasised the science underpinning stress and its effects, as The World Health Organisation defines stress as a state of worry or mental tension caused by a difficult situation. This response, when acute, can trigger what is known as the amygdala hijack, an intense overreaction that effectively overrules rational thought. In the context of legal practice, the sources of such triggers are deeply familiar and rooted in what lawyers do, how they work, and how they interact with one another. Even knowing these dynamics and their effects, the profession often continues to operate in ways that create unnecessary triggers and contribute to deteriorating mental health.
The Mindful Business Charter now counts 140 signatory organisations worldwide, creating a community that represents a significant and growing opportunity to identify and share best practices, and to recognise the capabilities that can deliver real improvements. Richard emphasised the importance of individuals maintaining strong levels of professional self respect, for themselves and for others, by setting clear boundaries, fostering respectful relationships, and doing so in a way that does not come at the expense of getting things done.
Richard’s presentation closed with details of some of the Charter’s most recent initiatives, including guidance on Litigation and Transactions, Best Practice Guidelines for the Legal Sector, and a Wellbeing Survey Tool available to member organisations, each a practical expression of the Charter’s commitment to turning good intentions into meaningful, measurable action.
Elizabeth Rimmer, Chief Executive, LawCare
The final speaker of the session was Elizabeth Rimmer, a former solicitor specialising in clinical negligence and one of the most committed and well-respected advocates for mental health in the UK legal sector. Since 2014, Elizabeth has served as Chief Executive of LawCare, the mental health charity supporting people across the legal community. Alongside this role, she contributes her expertise voluntarily to the Professional Wellbeing Commission, the Helplines Partnership, and the Conveyancing Foundation, a reflection of her deep commitment to this cause.
Elizabeth opened by sharing the history of LawCare, which was founded in 1997 with a specific focus on supporting solicitors struggling with alcohol addiction, a consequence of the high-stress, long-hours, high-pressure nature of legal work. In the decades since, the charity has expanded its reach to support and promote mental health across the full spectrum of workers in legal services, up to 40% of whom are not lawyers. The team at LawCare all have real-life experience of the legal sector, and its founding principle of advocating for sustainable practices for individuals and organisations remains as true today as it did in 1997.
Legal professionals are navigating an era of rapid change, with geopolitical shifts, accelerating adoption of AI, and evolving expectations of key stakeholder groups having profound effects on the sector. The relationship between Gen Z and more seasoned legal professionals is perhaps the most visible expression of a fundamental shift in workplace values; younger lawyers are entering the profession with clear priorities centred on work-life balance, mental health, and technological fluency, and creating tension with the traditional cultures of long hours and constant availability that have long defined the sector. Bridging that gap is one of the profession’s most pressing challenges.
The case for prioritising mental health is not simply a moral one but also a practical one. When mental health is well supported, individuals are more productive, think with greater clarity, exercise sounder judgement, and are better equipped to recover from setbacks and meet the demands placed upon them. This kind of resilience is the foundation of a sustainable career in law, and the profession has both the opportunity and the responsibility to encourage it.
To ground these points in reality, Elizabeth drew on findings from the LawCare Life in the Law 2025 survey, which painted a sobering picture. The results demand attention from individuals, but also from firms, regulators, and industry bodies:
- 60% of respondents reported having poor mental health;
- 50% had experienced some degree of anxiety in the previous 12 months;
- 43.3% acknowledged their work impacts their mental health, though not always negatively;
- 56.2% indicated they might look for a new role within the next 5 years;
- 32.1% said they were considering leaving the profession altogether in the coming 5 years;
- 32.3% said they were ‘not likely’ to recommend law as a career.
LawCare’s services are designed to be accessible, and are available through a dedicated helpline, by email, or via a live web chat function, which around 30% of people now choose as their preferred means of contact. Beyond direct support, the charity offers a programme of regular events and webinars, as well as Fit for Law, which is a free, evidence-based training series developed in collaboration with The Open University and The University of Sheffield, designed to build emotional competence and professional resilience across the legal sector.
Elizabeth drew her session to a close with an important request to keep spreading the word. Following LawCare on social media or subscribing to its regular newsletters is an easy and meaningful way to stay connected with its work and to help amplify its reach. The charity relies on financial support from donations, with around 75% currently coming from industry bodies such as The Law Society, and further contributions from initiatives such as Legal Runner.
As demand for LawCare’s services continues to grow, so too does the need for new supporters, and every contribution helps sustain the quality of care the charity provides. In recognition of its importance to the sector, FOIL has selected LawCare as one of its charity partners for 2026.
Panel Discussion and Q&A
The presentations were followed by an engaging Q&A session, facilitated by Rohana Abeywardana of host firm Hill Dickinson. Richard Martin and Elizabeth Rimmer were joined by Hannah Brierley, Partner at Clyde & Co and, alongside Rohana, a member of the FOIL Diversity & Inclusion Committee.
The first question invited the panel to reflect on the behaviours that leaders can adopt to drive meaningful, day-to-day improvements in wellbeing. Exercise emerged once again as a theme, as it had earlier through the story of Legal Runner, with the panel noting its value as a physical activity, and a way of creating space to think, reflect, and step away from the pace of the working day. The message for leaders was that role-modelling good practice is one of the most powerful tools available to them. When those at the top of an organisation visibly prioritise their own wellbeing, it signals to others that it’s OK to do the same.
Setting clear, consistent boundaries around working hours was also highlighted as a practical and important step, one that helps to reduce unnecessary stress and sets a healthy tone for the wider team. Equally, embracing a variety of communication methods, rather than defaulting to a one-size-fits-all approach, can make a significant difference in accommodating the individual needs of colleagues.
The conversation also touched on the particular pressures that accompany leadership in a profession as demanding as the law. The high-stakes nature of legal work can cultivate a culture in which the fear of failure looms large, with many practitioners setting standards for themselves so high that achievement becomes extremely difficult. In a sector as hierarchical as law, the behaviours modelled by those in senior positions carry a disproportionate influence, and the responsibility that comes with that should not be underestimated.
The panel also acknowledged that carrying the weight of a firm’s success can be an isolating and lonely experience, something that is rarely said aloud. Leaders are not immune to the pressures they manage, and organisations must be as attentive to the wellbeing of those at all levels. The mutual prosperity of a firm and its leaders is often deeply connected and recognising that interdependence is the first step towards supporting it.
The next question turned to the root causes of unnecessary stress and the real difficulties involved in tackling them, which sit at the heart of the Mindful Business Charter’s work and one that Richard was well placed to address, pointing to the power of ingrained mindsets as a primary culprit.
The internal behaviours and cultures that develop within firms over time have a habit of shaping, and in some cases inflating, client expectations, creating a cycle in which the pressure to perform continues to escalate, regardless of whether the targets being set are genuinely achievable. These expectations, once embedded, can be extraordinarily difficult to challenge, in part because doing so requires a degree of courage that law firm cultures do not always reward.
Richard’s response was a direct call for greater bravery. Where necessary, pushing back with respect, professionalism and confidence on unrealistic targets and timelines is responsible practice and not a sign of weakness. Managing expectations is one of the most effective tools available to legal professionals in protecting both their own wellbeing and the quality of the work they deliver.
Richard also returned to a theme that had surfaced earlier in the session – the value of human connection. Fewer emails and more direct, personal contact can often cut through complexity far more effectively, defuse tension before it takes hold, and open the door to the kind of honest, productive conversations that prevent issues from developing in the first place. For all the sophistication of modern legal practice, some of the most effective solutions remain human.
The panel then turned to the question of psychological safety in legal workplaces and the gap that often exists between aspiration and action. The conversation focused on the experience of junior lawyers and those from underrepresented groups, for whom the courage required to speak up can carry far greater professional risk.
The collective view of the panel was that creating a culture in which people feel safe to raise concerns is not enough on its own. What perhaps matters more is what happens next. When people speak up and nothing changes, behaviours become normalised, apathy takes hold, and individuals are left feeling unable to meet the expectations placed upon them, yet fearful of saying so in case they are perceived as weak or incapable. Genuine psychological safety is not a passive state, it is an active commitment that must be demonstrated through consistent, visible action.
The panel reflected that lasting cultural change in the legal profession is in many ways tied to the evolution of its traditional demographic. As the profession becomes more diverse, the environment itself will shift, and with it the behaviours and assumptions that have long gone unchallenged.
The final exchanges of the session touched upon whether ego drives some behaviours in law, sometimes without any clear client benefit. Hannah Brierley took up the thread, highlighting that a person’s sense of identity is often deeply interlaced with their profession. This is not something to be dismissed, and lawyers should feel proud of the work they do and of the contribution the profession makes to society.
It was highlighted that the growing prevalence of league tables and performance metrics centred on revenue and financial output subtly but significantly shifts the emphasis to law as a business rather than a profession and perhaps diminishes the value of achievements that cannot easily be quantified. In this definition, success becomes synonymous with corporate environments and financial reward, a reality that doesn’t suit everyone nor reflects the full extent of what a meaningful career in law can look like.
The point underscored that what a firm chooses to measure can be a statement of its priorities. For emerging leaders looking to define their own values and areas of focus, these signals carry significant weight. Mandatory wellbeing or HR training for all staff, for example, can communicate that a firm takes these issues seriously and cares about the how of its work, and not only the what. Maintaining high standards of client service also has a practical dimension, as satisfied clients provide the confidence to hold high performers accountable when their behaviour falls short of the firm’s values and reinforces the case for cultures that are excellent and sustainable.
As the session drew to a close, the conversation returned to one of collective purpose and commitment to change. Mental Health Awareness Week serves a valuable role in bringing conversations around wellbeing in the workplace into the open and reminding us of the importance of talking openly and honestly about mental health. But awareness is only a starting point.
The real measure of progress is not in the conversations that take place during dedicated awareness weeks, but in initiatives that are designed, embedded, and sustained in everyday working life. For the legal profession, it is time to move from awareness to action by translating good intentions into meaningful, lasting change that supports the wellbeing of every person working within it.
From the Law Society’s strategic commitment to a more sustainable profession, to the Mindful Business Charter’s practical framework for reducing unnecessary stress, and LawCare’s work supporting those who are struggling, the quality of discussion offered cause for optimism. The tools, knowledge, and motivation to create a healthier legal profession are there; it now needs the collective focus to act on them.
FOIL extends its thanks to all of the speakers who gave their time and expertise, to Rohana Abeywardana and Hill Dickinson for their hospitality, and to everyone who attended, engaged, and contributed to such an open and meaningful discussion.
Title: Unlocking Neurodiversity: From Awareness to Empowerment in Law and Beyond
Author: Robert Annis, Co-Founder of NEURO (The Neurodiversity, Empowerment, Understanding and Resilience Organisation) & Organisational Psychologist
What happens when lived experience meets professional insight in a room full of lawyers? Unexpected laughter, meaningful connection, and a quiet revolution. In this article, Robert Annis reflects on the FOIL neurodiversity panel and introduces NEURO: a new charity built to support organisations in creating cultures where neurodivergent people not only feel safe—but flourish.
Link : DEI Voice Article August 2025
Full Article
On 1 May 2025, I found myself standing in front of a room full of insurance lawyers as part of FOIL’s event, Unlocking the Potential of Neurodiversity. As a late-diagnosed autistic and ADHD adult, I’m fairly used to masking. But on that day, something wonderful happened: I didn’t have to.
The warmth, openness, and curiosity of the audience made space for something rare: honesty. I was invited not only to speak but to be. And if you’ve spent a lifetime being misunderstood or camouflaging your cognitive wiring, that is no small thing.
As a quick introduction, I should explain that I am an organisational psychologist with a history of successful leadership development, conflict resolution and organisational change.
At the FOIL event, I shared stories about my autism, ADHD, prosopagnosia (face-blindness), aphantasia (the inability to form mental images) and episodic amnesia (lack of experiential memory), and the quirks and gifts that accompany this invisible wiring. Some of it was serious, some of it ridiculous. (Try networking when you can’t remember what people look like. Now imagine if nobody is wearing name badges!). Most importantly though, it was human.
So often, neurodiversity is framed in terms of labels, deficits, or compliance checklists. But what I tried to communicate—what I always try to communicate—is that neurodivergent people are not problems to be solved. There is also potential to be unlocked.
That’s why I recently co-founded NEURO.
The NEURO Charity
NEURO stands for the Neurodiversity, Empowerment, Understanding and Resilience Organisation. Our mission is to move beyond tokenism and into transformation. We will work with businesses, schools, charities, and public bodies to create systems and environments where difference is not just tolerated but celebrated.
Our motto, Fortitudo ex varietate (‘Strength from variety’), reflects our core belief: diversity in cognition is not just a moral imperative but a strategic advantage.
We are launching a membership programme and a neuroinclusion accreditation designed specifically for organisations that want to do more than tick a box. We will offer training, education, consultancy, community, and connection. And crucially, do it in a way that is evidence-based, psychologically grounded, and informed by lived experience.
What could this mean for FOIL members?
The legal and insurance professions are built on logic, rigour, and the ability to manage complexity. Neurodivergent minds often excel in these areas. Whether through pattern recognition, divergent thinking, or relentless attention to detail, people with atypical cognition bring extraordinary strengths—if we create cultures where those strengths can shine.
This isn’t just about kindness (though kindness is good law). It’s about performance, innovation, and risk management. Neuroinclusion makes organisations better.
So, whether you’re looking for:
- Training that goes beyond awareness to real-world competence
- Insightful, impactful speakers (with a dash of humour and not too many scary acronyms)
- A structured pathway to cultural transformation
NEURO is here, and we’d be honoured to support you.
Gratitude and Contact
A heartfelt thank you to Ian Thornhill, Laurence Besemer, Sean McGahan, and FOIL itself, for the invitation; to my fellow panellists, Rt Hon Sir Robert Buckland KBE KC, Mark Huxley and Maeve Monaghan, for your wisdom and warmth.
And thank you, especially, to everyone who came up afterwards to say the words every neurodivergent person longs to hear: “I see you. That made sense.”
If you’d like to learn more about NEURO, host a talk, or explore becoming a member or accredited organisation, please reach out: robert@gwspartners.co.uk and visit the websites: https://www.neurocharity.org/ and https://www.linkedin.com/company/neurocharity/.
Unlocking the Potential of Neurodiversity – Event Review 1/5/2025
@DAC Beachroft, London
Digital justice can deepen inequalities unless Equity, Diversity and Inclusion are built into design, rules and governance (“the shift to digital justice risks intensifying existing inequalities”). Embedding EDI ensures fairness, trust and accessibility so that digital systems genuinely improve access to justice for everyone. Read Steven’s Brownlee’s article on this fascinating event below:
Link: DEI – VOICE ARTICLE NOV 24
Full Article
FOIL was delighted to welcome members to its recent discussion on Unlocking the Potential of Neurodiversity, a thought-provoking event hosted by DAC Beachcroft at their offices in London. The morning brought together experts to explore and highlight the rich opportunities a truly diverse workforce can offer.
Guest speakers shared personal experiences and professional insights, shedding light on the challenges neurodivergent individuals face in the workplace and how organisations can better understand, support, and benefit from neurodivergent talent and foster environments where everyone can thrive.
The morning began with a welcome from Sean McGahan of DAC Beachcroft, who reminded us that every individual is unique and that rather than seeking to correct perceived deficiencies, progress lies in recognising and optimising the differences between people.
The point was illustrated with a compelling example: only around 10% of the global population is left-handed, something often stigmatised and associated with negative connotations in the past. However, research suggests that left-handed individuals often have more developed right-brain hemispheres, a trait linked with enhanced creativity and artistic ability. History highlights a list of extraordinary ‘lefties’, among them Albert Einstein, Alan Turing, and Leonardo da Vinci, each characterised by diverse ways of thinking which have helped shape the world.
Sean went on to highlight how embracing neurodiversity can significantly enhance organisational capability. For instance, in the context of risk management, a team composed entirely of highly risk-averse individuals may stifle innovation and slow strategic growth. In contrast, a diverse group that embraces a range of thinking styles, perspectives, and attitudes toward risk is perhaps better positioned to assess challenges and leverage opportunities.
Sean’s words set a powerful tone for the morning, framing neurodiversity not as a challenge to be managed but as a strength to be harnessed.
The first guest speaker, Sir Robert Buckland, brought his extensive experience in law and politics to the fore in discussing Achieving True Diversity in an Age of Culture Wars. With a distinguished career as a criminal barrister, a Conservative MP, and a member of the Government, Sir Robert has long been a vocal advocate for diversity, particularly within the legal system and judiciary. This commitment is evident in his leadership of a recent independent review examining the workplace barriers faced by individuals with autism.
Published in 2024, the review highlighted several persistent challenges, which are especially significant at a time when global attitudes towards D&I are shifting, and some global multinational organisations are scaling back programmes in response to new legislation in the US.
Sir Robert underscored the importance of advocacy in creating meaningful opportunities across the neurodiverse spectrum. Acknowledging the protective framework of the Equality Act in the UK, which prevents discrimination based on specific protected characteristics, he indicated that legal safeguards alone are not enough. Meaningful progress requires organisations to look beyond simply meeting compliance standards and recognise the real value and strength diversity brings.
We must cross the frontier of what is considered ‘normal’ and shift focus from avoiding discrimination to actively identifying and leveraging the benefits of diversity. Recognising the value of diverse perspectives opens the potential for enhanced organisational performance, a more dynamic economy and a more inclusive society.
The reality, however, is that neurodiverse people of all ages face barriers in education and at work, such as unfair hiring practices, ambiguous processes, and outdated attitudes. For example, only 3 in 10 working-age autistic adults are employed in the UK, compared to 8 in 10 for non-disabled people. Additionally, the disability pay gap means autistic adults are paid less and therefore can be dependent on benefits such as the Personal Independence Payment (PIP) and Universal Credit. These economic factors can overshadow the positive steps taken to address neurodiversity and exacerbate existing employment disparities.
As part of the government’s Plan for Change, Professor Amanda Kirby will chair an independent panel of leading neurodiversity academics in 2025. The objective is to develop recommendations for employers to foster more inclusive workplaces and for the government to erode the barriers to opportunity for people with neurodiverse conditions. Ministers keenly await the findings, but any inclusivity targets set should involve neurodivergent individuals to ensure they are at the centre of any policy changes.
Quiet, effective action is needed to drive change, and the risk is that if targets are too wide, they miss the chance to increase opportunities for specific neurodiverse groups. The private sector can support initiatives by continuing to share best practices on recruiting neurodiverse staff and helping avoid culture wars; neurodivergence is often accompanied by additional physical and socioeconomic impairment, and we strive for the day where the individual is seen and not the protected characteristic. Estimates place the total of undiagnosed neurodivergent adults in the UK at 2.5 million, meaning many with the same needs are not able to access the community and support often available with the right diagnosis. Recruitment processes should therefore focus on demonstrating practical skills that allow individuals to showcase their abilities.
Sir Robert concluded by highlighting the capacity AI has to transform workplaces for neurodiverse people. By supporting efficiencies and multi-tasking through automation, AI can remove some of the anxiety and fears many neurodivergent people have in the workplace by helping them to prioritise and focus on core tasks.
The pace, culture, and technology of modern workplaces have changed, and developments in AI will accelerate this change as we move forward. Our minds are central to driving successful change, and D&I is therefore key to continuing the development of neurodiversity acceptance and our ability to embrace the change ahead.
The next guest speaker was Robert Annis from the charity Neurodiversity in Business, who spoke on How the future of ideation and innovation is best achieved by the most diverse mindsets. Robert volunteers for the charity and is a neurodiverse business psychologist specialising in organisational psychology, enterprise transformation, and executive leadership development.
Robert has been diagnosed with ASD, ADHD, Prosopagnosia, Aphantasia, Dyslexia, and episodic memory loss and combines his business psychology expertise with his distinctive cognitive perspective to identify creative, evidence-based solutions to complex organisational challenges. He shared an insight into the challenges he has faced as a neurodivergent individual and how these have contributed to anxiety, depression, and social challenges.
In a professional context, Robert shared experiencing panic attacks and difficulties with maintaining relationships and client recognition that have at times been debilitating. There can sometimes be the assumption that others feel the same, but are just better at masking to help people feel at ease. However, it is important to understand that neurodivergent people experience life in a different way.
Each neurodivergent condition brings its own strengths and challenges, so the neurodiversity spectrum is therefore not about placing individuals on a scale of ‘normal’. The human brain is the greatest ever creation, featuring an average of 86 billion neurons and 100 trillion synapses. Neurons are the brain’s building blocks that process and transmit information, and their number is largely consistent. Synapses, however, which are the junctions where neurons communicate with each other, vary in number due to factors such as age and activity. Neurodivergence is characterised by differences in brain development and function, which include how synapses evolve and the impact this has on learning and behaviour.
To be effective, neurodiversity strategies must be financially enriching for organisations. Strategies with ethical considerations as a foundation can be seen as virtue signalling; inclusive language and practices are not just about being politically correct, they create an innovative and productive environment where neurodiverse colleagues feel understood, respected, and valued.
Businesses are fundamentally built in the same way, but often still follow an outdated manufacturing mindset centred on meeting deadlines rather than embracing a service-based model more reflective of modern practices. Organisations thrive on ideas and therefore need to think differently and redesign their approach so they can bring diverse workforces closer to clients to share innovations and gain a competitive edge. Robert highlighted that Microsoft engaged psychologists to help find talent and subsequently increased efforts to recruit individuals from diverse backgrounds, including those from homeless communities.
Diversity requires a change in culture and starts with leaders, be they governments or CEOs. Cultures have become all about individuals fitting in, when they should fit around staff to help unlock thoughts and ideas. Frédéric Laloux’s book Reinventing Organisations explores the stages of organisational structure, advocating for self-management, decentralised decision making, and a deeper sense of purpose among the practices that indicate that an organisation is ‘evolved’. It has become an influential text on management principles for people who recognise that organisations should be run differently and in a more ‘soulful’ way.
The presentation finished by touching on self-actualisation and how individuals and businesses exploring how they can become better can be transformational and help build organisations to attract the best people. As more people are diagnosed or self-diagnosed as neurodivergent, to do so, they must embrace neurodiverse people.
The event’s final speaker was Maeve Monaghan, Chief Executive of NOW Group, an award-winning social enterprise based in Belfast that supports neurodiverse individuals and those with a learning disability into work. Maeve’s presentation introduced the JAM (Just a Minute) Card and App, practical and empowering tools designed to support people with invisible disabilities, of which there are estimated to be more than 1 billion worldwide.
Maeve explained that the JAM Card offers a discreet and effective way for neurodivergent individuals, as well as those with other invisible disabilities, to communicate their needs in potentially stressful situations, whether socially or at work. For instance, when travelling on public transport, showing the JAM Card can signal to staff that the cardholder may need a little extra time or assistance, helping communication and reducing anxiety.
The JAM Card concept was born from the lived experiences of a small group of individuals with invisible disabilities, for others facing similar challenges. This authentic, user-led approach has been maintained, with the JAM Card proudly retaining its original design.
Raising awareness of invisible disabilities is critical to increasing understanding and acceptance; leveraging the principle “You show it, they know it”, the JAM Card and App have grown to 190,000 registered users, with 3,500 businesses using the tools to support their staff and customers. The vision is to grow the number of users to over 1 million in 10 years while expanding the community of JAM-friendly organisations looking to make their workplaces more inclusive.
Existing supporters include private and public sector organisations, such as Transport for Ireland, Northern Ireland Civil Service, Food Standards Agency, and Citibank UK, with adoption growing in Europe and beyond. Staff can benefit from an e-learning module that takes just 20 minutes to complete and helps enhance the understanding of invisible disabilities and how they impact the workplace, with examples given.
Organisations must understand their current position regarding neurodiversity before mandating new initiatives. The NOW Group has recorded an impressive 93% retention rate after 6 months for people it has placed, and the JAM Card is an effective tool in building inclusive workforces through attracting and retaining neurodiverse talent by growing awareness and supporting people with invisible disabilities to thrive.
Maeve’s presentation highlighted the importance of practical solutions such as the JAM Card and underscored the power of listening to and empowering the voices of neurodiverse people. Her insights served as a reminder that inclusion begins with understanding and that even simple tools can make a world of difference.
The event concluded with a panel discussion featuring all the speakers, facilitated by Mark Huxley, who offers a wealth of experience within the insurance sector and is a passionate advocate of social change. The conversation was open, honest and energising, reinforcing the message that neurodiversity is not only a matter of inclusion but a strategic advantage.
The discussion began by exploring the current state of the so-called ‘culture war’ surrounding neurodiversity, with the panel unanimous in their criticism of recent comments made by US Health and Human Services Secretary Robert F. Kennedy regarding autism. Such statements perpetuate harmful stereotypes and ignore the rich diversity and potential of neurodivergent individuals. It was stressed that misinformation, particularly from authority figures, can reinforce misconceptions and hinder progress. Instead, an approach rooted in evidence and data that offers early intervention can make a profound difference in empowering neurodivergent people to thrive.
These issues also question perceptions of ‘normality’. As one panellist noted, everyone considers themselves ‘normal’ based on their own thoughts and experiences. Rather than allowing fear or ignorance to shape attitudes, society should seek greater understanding to appreciate the diverse ways in which people think, communicate, and contribute.
Attitudes will perhaps change as decision-making transitions to younger generations and as late-stage diagnoses continue to rise. Self-actualisation resonates more with younger people, and while individual rights have improved in some areas, many are still in the early stages, and recent events in the US demonstrate how easily they can be undermined. Progress is not linear, and while the UK is quite progressive in attitudes towards neurodiversity, perhaps elsewhere in Europe, focus remains on visible disabilities. However, we have come a long way since the Great Man Theory of leadership was developed in the 1840s!
The next topic touched on allyship and what it means to support neurodivergent individuals in the workplace and beyond. The speakers emphasised that being a good ally starts with something simple: listening. Neurodiverse people, like everyone else, want to be heard, and this means asking standard, respectful questions rather than making assumptions.
While everyone ‘masks’ certain aspects of themselves to fit in socially, neurodivergent individuals often feel pressured to mask their true selves to a greater extent. This can be exhausting and counter-productive, so being a supportive ally doesn’t mean always having the perfect answer or solution; it means recognising that not knowing what to do is perfectly fine and a willingness to listen and learn is far more valuable.
There was a caution against the ‘superpower’ narrative, which, while well-intentioned, framing neurodivergent traits as ‘superpowers’ may lead individuals to mask their challenges, feeling they must constantly meet unrealistic expectations. Worse, it can pigeonhole them into specific roles or industries, rather than allowing them the freedom to explore their full potential.
The conversation extended to highlight that inclusion is not just about finding jobs for neurodivergent individuals; it is also about embracing their entrepreneurial spirit. Neurodiverse people can be outstanding innovators and business owners, yet the focus of processes, such as Access to Work, is often placed on what they cannot do rather than the unique talents they bring. This often stifles innovation and prevents organisations and society from realising their full potential.
An audience member referenced The Lilac Review, an independent review launched in February 2024 to address inequality among disabled business founders. Estimates suggest that improving opportunities could release an additional £230 billion for the UK economy; currently, disabled entrepreneurs represent 25% of the UK’s 5.5 million small businesses, yet they account for just 8.6% of turnover. The review aims to identify and eliminate the obstacles that prevent these entrepreneurs from thriving to promote a more inclusive and prosperous economy.
The session ended with the speakers stressing the need for ongoing support and transparency in neurodiversity discussions. Greater emphasis at an early stage will create better opportunities as people grow. Traditional education pathways can be daunting for neurodiverse people, and supported internships have been shown to be effective in leading to full-time careers.
There must be the will to fight for change and to protect the structures put in place when the risk of rights being eradicated exists. The Equality Act has protected characteristics embedded and is here to stay – to scale back D&I initiatives is counter-productive and makes no commercial sense.
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