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We See the World Differently, and Therefore We See More of It Together
On March 26, 2025, we hosted a thought-provoking morning on neuro-inclusion in the workplace. The session sparked meaningful discussions and offered invaluable insights into how we can cultivate a more inclusive work environment. Our sincere thanks to Yves for moderating with such expertise, to Ellis-Jan van den Hout for generously hosting the event, and to Liesbeth van Overhagen for her flawless organisation.
A special thank you to Tristan Lavender for his insightful keynote, which not only educated but also empowered the audience, providing us with actionable tools to unlock the potential in every individual. Your words left us all inspired, with new perspectives on leading with vulnerability.
We also extend our gratitude to everyone who attended, particularly those who shared their personal stories, contributing to the warm and open atmosphere of the event. We are proud of our network, where such meaningful connections thrive.
Here are four key takeaways on neuro-inclusive leadership shared by Tristian during our session:
1. Look beyond the label
I use this phrase a lot because there’s so much heterogeneity in autism, ADHD and other forms of neurodivergence that we risk perpetuating stereotypes by suggesting there are one-size-fits-all solutions. The point isn’t to hand leaders a cookie-cutter approach. It’s about cultivating curiosity and understanding the unique needs, strengths, and challenges of each individual. To be clear, that doesn’t mean diminishing the value of diagnoses. It means seeing the person in front of you for who they are in all their uniqueness.
2. Ask, don’t assume
Understanding starts with asking questions instead of making assumptions based on labels. One autistic person may prefer working in a dimly lit corner to avoid sensory overwhelm, while another might prefer natural daylight. One dyslexic person may process information better visually, while another might benefit from text-to-speech technology. No two brains are the same. The key is to ask and listen, not to assume.
3. Offer options
Team members have different ways of contributing to discussions. Some are comfortable speaking up on the spot, while others express themselves more easily in writing – when they don’t feel social pressure. For example, before and after a brainstorm session, you could give people the opportunity to share ideas in writing – rather than expecting everyone to speak up during the meeting (or worse, telling quiet colleagues they should ‘be more visible’).
4. Lead with vulnerability
A wonderful thing happened during our session: when one neurodivergent participant shared their personal story, others followed. That’s the beauty of leading with vulnerability: it doesn’t require a formal leadership role. Anyone can take that first step. But when leaders actively demonstrate vulnerability, their words carry extra weight, granting others the psychological permission to do the same.
Keynote Speaker: Tristan Lavender
Founder & Chair of the Philips Neurodiversity Network
Tristan Lavender is the founder and chair of the Philips Neurodiversity Network, a global Employee Resource Group (ERG) with over 1,100 members that aims to raise awareness and foster understanding of neurodiversity at Philips. The ERG is open to everyone at Philips, promoting inclusion and belonging for all. Tristan has a background in psychology and two decades of experience working in professional communications.
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The Swedish Chamber of Commerce would like to thank all participants for contributing to the success of the Swedish Chamber Patron Dinner on November 22, 2016. We cordially thank H.E. Ambassador of Sweden and Honorary Chairman of the Swedish Chamber of Commerce Mr. Per Holmström for hosting the Patron Dinner 2016 and Mr. Jeroen van der Veer, ING Keynote speaker and Honorary Guest, for sharing his experiences and introducing the Round Table discussions.
