Charity Non-Executive: State of the Market Update
The Starfish Board Practice produces topical, insight-led reviews from time to time on a range of different subjects. Our ‘state of the market’ updates aim to share insights that guide thinking for organisations considering securing new non-executives, and for individuals thinking about securing a non-executive appointment on a charity board.
Almost 50% of all appointments handled by Starfish in the Social and Public Policy sectors are non-executive. These include Chairs and Committee Chairs; Senior Independent Directors, Trustees, Governors, Council Members and Non-executive Directors; Co-optees and Panel and Advisory Board members, and Presidents. We hold a 98.3% first time placement rate on around 400 non-executive appointments, including 80 chairs, most of which are pro bono appointments. At any one time over 30% of people we place tell us that they are bringing diverse experiences to the role.
This report looks into –
- Changes in the talent pool for charity appointments
- The pattern of time expenditure for Chairs is still changing
- The purpose and roles of boards continues to change subtly in response to shifting pressures on organisations
- Charity Boards are making space for innovation and for the incubation of positive change at the most strategic level of the charity
- Using board appointments as a means of furthering reach
- Top insights to help individuals who are looking for non-executive roles
You can download the full report here – Charity Non-Executive: State of the Market Update Report
Get in touch with our board practice at info@starfishsearch.com to learn more about how Starfish Search can support your leadership journeys.
Starfish are on the Search for a New Assistant Consultant
Starfish Search is an executive search business that was created to change the world through human talent and we know that the right change must be driven by the right people. In close collaboration with each of our clients, we bring expertise, dedication and fierce commitment to authentic diversity as we search together for tomorrow’s leaders.
With offices nationwide, we offer a broader regional overview of our sectors and richer, more inclusive connections to the strongest global leaders within the UK and beyond. Whether it’s senior leadership talent, nonexecutive directors or interim managers that you need, Starfish help’s our clients to find the right leaders for today’s changing world. We have now made our 1,000th appointment since we started trading in 2019 and have recently celebrated our fifth birthday. With a team of 36 colleagues committed to recruiting to organisations with social purpose and a great story to tell, we feel quite unique in a crowded recruitment market. We work across different sectors, including influential trade bodies, regulators, local authorities, NHS and charity household brands. With strong advisory credentials, our work is firmly grounded in quality of professional advice, insight and partnership.
As a fast-growing executive search and interim management firm, we are a strong and close-knit team united in our aspiration to make a positive difference to society. We’re looking for new colleagues who can bring experience of working in a service-delivery environment or who want to use professional experience gained in another setting to develop into a leading recruiter of the future. As Assistant Consultant, you can expect to play a vital role supporting and co-ordinating all aspects of successful assignment delivery, from scheduling to candidate liaison and search support.
Main Responsibilities
- Work at the heart of a busy assignment team to support the completion of senior recruitment projects to the highest standards of quality and professionalism.
- Liaise with clients and candidates on a variety of queries including potential candidate questions arising from advertised appointments.
- Manage all aspects of assignment planning and scheduling of client meetings.
- Prepare thorough client reports at search, longlist and shortlist stage of an assignment and undertake paper sifting and referencing as required.
- Lead on all aspects of Customer Relationship Management (CRM) for the team, ensuring that assignment data is accurate and kept up to date at all times.
- Work closely with members of the assignment team from start to finish, ensuring the highest levels of assignment execution and client satisfaction.
- Research potentially suitable candidates and organisations.
- Work within the team to support the preparation of winning client proposals and on aspects of marketing and events.
- Diary management support for the Partner within the Public Policy Practice including scheduling recruitment calls and interviews.
Closing date – 18th November 2024
You can download the full job pack here – Assistant Consultant Candidate Pack 2024
To make an application, please email your CV and Covering Letter outlining how you meet the knowledge, skills, experience and behaviors as outlined in the Role Profile to our Head of People, Harpreet O’Brien, at harpreet.obrien@starfishsearch.com. We look forward to hearing from you!
Our Commitment to Diversity & Inclusion
Starfish Search is a Disability Confident employer, committed to building a diverse and inclusive business that supports people to reach their full potential. We will continue to enhance our knowledge, skills and confidence required to attract, recruit, retain and develop disabled colleagues in our workplace. We want to ensure that disabled colleagues have opportunities to fulfil their potential and realise their aspirations. We encourage applicants to share information about any disabilities they have and we are happy to put in place reasonable adjustments to support applications and interviews.
Starfish Search and PPMA Webinar: Embrace your Imposter Recap
Our recent Embrace Your Impostor webinar hosted with our partners at CityCV, brought together a highly insightful session, led by Victoria McLean, CEO and Founder of CityCV. Convened by Sandra Farquharson, the Director of HR and OD at Hackney Council and vice president of PPMA, the webinar shared key insight into the understanding and combating of the often pervasive feelings of self-doubt that affect many professionals. This interactive webinar highlighted real-life case studies, expert advice, and practical tips, aiming to provide our guests with practical solutions and tools to manage as well as leverage imposter syndrome for their growth and development.
Top 10 Takeaways from the Session
- Prevalence Among High Achievers: Victoria McLean highlighted that imposter syndrome is widespread, even among high achievers like Maya Angelou and Albert Einstein, who both felt like frauds despite their monumental accomplishments. Understanding its commonality helps normalize these feelings.
- Pluralistic Ignorance: The session explores pluralistic ignorance, a psychological state where individuals mistakenly believe their feelings of inadequacy are unique. This common experience underscores the importance of open conversations and community support to combat these perceptions.
- Gender Differences in Perception: Data reveals significant gender disparities in how imposter syndrome manifests. For instance, the Hewlett Packard report shows men apply for jobs when meeting 60% of qualifications, while women feel the need to meet 100%. Recognizing these differences is crucial for fostering more inclusive workplace environments.
- Triggers of Imposter Syndrome: Job promotions, public speaking, or entering new, challenging environments can exacerbate imposter syndrome. Being aware of these triggers enables individuals to prepare mentally and emotionally for situations where they might feel most vulnerable.
- Root Causes and Influencers: The origins of imposter syndrome vary widely, from family upbringing and gender stereotypes to significant life changes and personality traits. Social media also plays a role in intensifying these feelings by promoting unrealistic comparisons.
- Types of Imposters: Victoria outlined five distinct imposter types: the Expert, the Perfectionist, the Natural Genius, the Soloist, and the Superhero. Each type has unique characteristics and coping challenges, providing a framework for identifying and addressing one’s own imposter tendencies.
- Transforming Doubt into Growth: One key strategy is to reframe imposter syndrome as a positive indicator of growth. Recognizing that these feelings often accompany moments of learning and challenge can transform insecurity into an opportunity for development.
- Personal Branding: Emphasizing the importance of personal branding, participants learned to set clear goals and cultivate a positive social media presence. By controlling their narrative, individuals can counteract the negative self-talk associated with imposter syndrome.
- Emotional Intelligence and Humility: Despite its drawbacks, imposter syndrome can enhance emotional intelligence and problem-solving abilities, helping individuals maintain humility and stay grounded. These benefits can be leveraged for personal and professional growth.
- Seeking Support and Collaboration: Finally, Victoria stressed the importance of seeking help and collaboration. Engaging with mentors, peers, or professional coaches can provide much-needed perspective, support, and practical advice for managing and overcoming imposter syndrome
The webinar was an eye-opening session that resonated deeply with participants. By addressing imposter syndrome openly and providing strategic takeaways, the session offered valuable resources and encouragement for professionals dealing with self-doubt. As Sandra Farquharson aptly put it, embracing growth, learning, and progress is fundamental to overcoming these challenges and achieving true professional and personal fulfillment. To learn more about Starfish Search and how we can help, get in touch with the team today.
Starfish Search and City CV presents: Elevate your NED LinkedIn Profile
With over 1 billion users in 200 countries, LinkedIn is the #1 social media site for hiring professionals. An incredible 97% of headhunters use LinkedIn as their primary candidate source, even more so for senior hires. However you may feel about social media, you cannot afford to neglect your LinkedIn profile.
Making it on to the shortlist for a top Non-Executive Director (NED) role is a demanding process. Your LinkedIn profile, along with your CV, will be one of the make-or-break components. Victoria will show you how to use your LinkedIn profile to refine your non-executive brand, elevate your gravitas, move up the rankings, prove your ROI, showcase your expertise, and expand your network in a competitive market.
In this one hour masterclass, you will learn tips and strategies from Victoria McLean, CEO of Hanover Talent Solutions and award-winning, international career consultancy City CV. Victoria is a career industry expert, award-winning Board CV writer and coach, who has helped over 30,000 candidates secure their dream role. Victoria has developed a nuanced and strategic approach, which fuses market knowledge with a deep understanding of recruitment techniques to help build your personal brand and create a compelling LinkedIn profile.
Date: 12th November 2024
Time: 1:00pm / 13:00
Top Talent: Housing
Starfish has worked with our contacts and colleagues in local government to create a list of talented housing officers, which has been featured in the MJ magazine.
Starfish and MJ top talent - housingStarfish Sessions with Matin Miah
On this month’s edition of Starfish Sessions, Lorraine Payne sits down with Matin Miah, Regeneration & Development Specialist to discuss balancing an interim career in the public sector alongside running a successful food and restaurant business, the lessons that he learned and what he would do differently with hindsight.
Please do introduce yourself: Who you are with a brief Summary of your career?
I’m Matin Miah, I’ve been in the regeneration industry for nearly 30 years, primarily in local government. I began my career in East London and spent the first 22 years of my career working in a variety of permanent positions, and since 2017 I have been an interim manager, with my most recent role as Assistant Director, Regeneration & Economic Development at London Borough of Hackney.
What led you to move into the interim market?
In 2015, I opened my first restaurant and spent first couple of years juggling the business and my full-time, permanent role but it was clear this wasn’t sustainable, so I made the decision to focus solely on the restaurant business and at the time I thought I was done with regeneration.
It was very daunting to step away from this career, but I knew I wanted to grow the restaurant business, so I spent one year focusing solely on that. To my surprise I found I was missing local government, all the networks I’d built over the years. I never felt fulfilled focusing entirely on Rudie’s so I started reconnecting with colleagues and managed to secure a 3 day per week interim assignment which allowed me to split my week between the two ventures.
Initially it was difficult to manage the two alongside one another but I was very open and honest with my client about the business I had, I found that it’s important to manage their expectations from the outset.
Can you tell us more about what inspired you to open your first restaurant?
I love food, my dad was a chef and I loved cooking at home. While I was working in local government, I was dabbling with the idea of being a chef myself but the finances just didn’t work out.
My wife’s parents are from Jamaica and I remember when we first met she told me if the marriage was going to last I would have to fall in love with Jamaica and that wasn’t hard to do at all! I fell in love with the food and culture. After returning from frequent visits to Jamaica I was always craving jerked chicken and I couldn’t find anywhere good back in London, a place to chill and have a good time with good Jamaican food, drink & music (the island vibe!).
We came together and thought why not open a Jamaican restaurant? I still remember the moment where we sat down and it came together. It was the weekend of Notting Hill Carnival and everyone went but I stayed at home to write the first one page business plan. It took me one year from then to the point where we opened our first restaurant in Dalston, Hackney. It was a true labour of love, I had some great people, good chefs and a good team.
Can you talk us through your mindset behind taking a career break to develop your restaurant brand?
We changed our business plan from restaurant to street food which led us to grow from 2 sites to 9 sites in a short space of time. I knew I couldn’t focus to the best of my ability on both things, I was working 9-5 at a council and then 5-10pm at the restaurant. I felt I needed to go all in to truly realise the potential of the business.
You are now back working as an interim manager, how have you managed to juggle your interim career while running a business?
After 9 years in business, I’ve learnt you can either be very operational and let it consume you, or you can build a business where you’re the owner and provide a strategic overview but create a good team underneath you.
It’s hard to let go, it’s my baby but I learned if I wanted to enjoy my life it’s what I had to do. I learned that a key part of my job as a CEO is recruitment – to hire the best people and let them get on with it. We try to create an atmosphere where people can develop and grow and feel part of the family. It’s a real team effort.
The biggest thing I learned that improved my quality of life in business is not to micro manage and always be sweating over the small things.
How do you manage the workload and pressure that comes with both roles?
Compartmentalising has been important. Recently I completed a senior interim role working mostly 3 days a week, but it was actually a 5-day job working compressed hours. I had to work smart; I trusted my team to deliver because I knew I had limited time. I put myself at a level where I can add value and I trusted my senior managers to deliver against their objectives.
It’s given me clarity about the sort of roles I now go forward for. With the operations in place with my business and the right structure and brief in place for interim roles, that really helps.
You now have Rudie’s open across a number of sites. Are there more plans to expand further? What’s next?
Over the last 9 years we’ve managed to open 15 sites (and some closing inevitably). We restructured the business in February and rebranded to Dub Pan. We have a smaller portfolio of 5 locations now, some are restaurants and some are concessions in food halls. We also do a selection of music festivals in the summer. I’m not in a race to grow to a maximum number of sites anymore, it has to fit with my lifestyle, work and business.
What advice would you give to someone thinking about a start-up business?
All business owners to some extent need to not be phased by the challenges. You need a sense of being headstrong and have the confidence to take leaps.
What I wouldn’t have done with hindsight is perhaps open my first restaurant in the same location / premises having to spend so much on lease and fitout, as I now know it could have been done a lot cheaper. I think I was a bit impatient; and emotionally driven by the idea of my dream restaurant. Now we do street food, stalls and festivals. I spent a lot of money with those who were “experts” and at the time I considered it necessary but looking back it probably wasn’t. Starting small and scaling up is the right approach, build a base and foundation rather than trying to run before you can walk.
What’s proudest moment of your career?
Despite the risks & challenges, opening my first restaurant without a doubt. It was a huge labour of love. To do that whilst working full time in a different industry and taking that challenge was one of the bravest things I’ve ever done.
Professionally, delivering the New Deal for Communities programme in Ocean Estate. I was only in my 20s, it was a high profile regeneration job in Tower Hamlets and I really wanted to make a difference. I was given the opportunity to lead on a £200m regeneration scheme in a deprived neighbourhood, similar to where I grew up. It was extremely challenging but at the end it has made some big difference to the community.
What advice would you give to your younger self?
If I hadn’t gone down the business route, I would have undoubtedly been far more ambitious on my own growth within local government.
However, I’m pleased I followed my passion and stayed motivated. If I was in the same position, I’d have done the same thing again, maybe I would’ve done it sooner. I had thought and spoken about it for a long time and the longer you stay somewhere, your lifestyle becomes fixed, so it’s hard to break away from that. If there is something you want to do – go for it, sooner rather than later.
Ending on a fun question, what would you recommend from Dub Pan’s menu?
We’re famous for our jerk. To get our own formula right, we travelled across Jamaica visiting many of the best ‘jerk centres’ on the island. They have massive charcoal pits where they cook jerk chicken, pork, anything you can think of. The food that comes out of it is incredible, and we wanted to replicate that as closely as we can based on Jamaican tradition. It’s food I love and I never get bored of it.
Reimagining London’s Public Services with Tech, Data & Innovation at the IET
On Wednesday 11th September, as the digital lead for Local Government at Starfish Search, Rosalind Lambert had the pleasure of attending Reimagining London’s Public Services with Tech, Data & Innovation at the IET. It was an incredible event with Eddie Copeland, Director at LOTI, as key speaker.
Eddie gave a great lecture on the future of Local Government and how using data and technology to innovate we can really improve lives of our communities, as long as the people, the users, are taken along on this journey. Tech is not just a waving a magical wand and implementing a new system, especially where digital poverty exists. We need to be able to firstly lift our communities out digital poverty before innovation can truly happen. Additionally, it is important that Borough’s work together, sharing ideas, data, costs and innovations as the solutions affect all Londoner’s as relatively few citizens live and work in one Borough and this is where LOTI has its maximum impact.
That said, innovation and the art of imagination of what we can do has started to have positive returns. The South London Partnership is using IOT sensors for preventative measures for flooding, RBKC are using generative AI to assess and prioritise resident spotted graffiti for cleaning, Brent is starting to use AI to write up case notes in social care freeing up valuable time, and Harrow is using a visual AI tool to reconcile advertising hoardings with business rates, resulting in capturing lost revenue. Outside of London Swindon has reduced its translation costs by 99% through using Google Translate and has increased public engagement by being able to communicate in citizen’s native language.
Against a background of cost cutting there are some great ideas and innovations taking place not only in the capital with this month Sunderland City Council’s Digital Inclusion Programme winning the Community Improvement Award at the Connected Britain Awards. Sunderland have helped over 200,000 residents’ access vital digital services and have doubled full-fibre connectivity across Sunderland in just 12 months. Long may it continue.
Should you wish to have a chat about your digital transformation journey, please contact the team at info@starfishsearch.com.
Webinar: Embrace your Imposter
Starfish Search and PPMA Webinar: Embrace your Imposter
Friday the 4th of October 2024 at 12pm – Register here
Imposter syndrome comes in many forms – not just self-doubt. Imposter syndrome can affect anyone of any gender, at any age and stage of their careers. It’s also been identified as a key symptom during perimenopause. We’re delighted to announce an exciting and insightful upcoming webinar for the PPMA, looking at the feeling of imposter syndrome when starting a new role.
The session will aim to give you an understanding of your own imposter, what type of imposter you are, and a toolkit to help you love your imposter as a friend not a foe. We will walk you through the realities of imposter syndrome with some real-life case studies and then uncover ways to harness the fear, reframe it and overcome any feelings of being an imposter in the workplace.
- What imposter syndrome is
- How it manifests
- Why we suffer from imposter syndrome
- The five types of imposters
- Imposter syndrome solutions
This interactive session will be led by City CV’s CEO & Founder, Victoria McLean. Passionate about DE&I, Victoria is an international keynote speaker at female-focused events. Her original insights address topics including imposter syndrome, the art of personal branding, the impact of menopause on business success, setting boundaries at work, and staying visible in a hybrid world.
Get in touch with the team at info@starfishsearch.com for more information.
Starfish Search take on Yorkshire’s Three Peaks with the Public Sector Challenge
A superstar team from Starfish Search are undertaking the Yorkshire Three Peaks Challenge this September. Organised by the amazing people at Public Sector Challenge, The goal is for teams to beat the clock (within 12hrs) and climb the 3 biggest peaks in Yorkshire alongside other Public Sector Teams and private sector partners. The teams will be undertaking the challenge to raise money for Cancer Research UK, a cause that lies close to everyone’s hearts at Starfish Search.
Chief executive of Brentwood BC and Rochford DC, Jonathan Stephenson, devised the plan to create the Public Sector Challenge after leading his own teams on a similar challenge back in 2022 where 30 employees from the council raised more than £12,000 for local charities when they took on the Three Peaks Yorkshire challenge. The challenge consists of a 26 mile walk and climb over 12 hours and includes 1585m (5200ft) of ascent. It takes on the peaks of Pen-y-Ghent (694 metres), Whernside (736 metres) and Ingleborough (723 metres). These hills form part of the Pennine range, and encircle the head of the valley of the River Ribble, in the Yorkshire Dales National Park.
There’s still time to contribute, please visit the link here to donate. Check out some of the pictures below.
Starfish Sessions with Alison Brown
On this month’s edition of Starfish Sessions, Tim Farr sits down with Alison Brown, External Affairs expert and proud advocate for neurodiversity.
Please do introduce yourself: who you are, with a brief summary of your career?
I’m Alison Brown, and I’m Director of Communities and External Engagement at the Open University. This is the third university I’ve worked in, and before that I spent 10 years working in central government.
Can you tell us a bit more about the work you’re doing currently?
I see my role as helping the OU to be more externally facing. I really enjoy the variety of working across different functions, and building bridges across boundaries to collaborate with internal and external partners. This has been the best role of my career: the OU’s powerful social mission is very energising, and I enjoy spotting synergies across our complex stakeholder landscape.
What strengths do you bring to your work?
I have lots of partnerships expertise but I’m not a specialist. I think this is linked to me being neurodivergent: I don’t like specialising, I prefer variety, drawing on the best of comms, external affairs, policy, and income generation. I create coherence across multiple functions, which helps when navigating complexity. External partners appreciate when I can explain the whole organisational offer.
But that approach can make it tough for me to search for a job. Vacancies often focus on one specialism, but I don’t fit neatly into a little box. It’s such a missed opportunity when teams work in silos.
I noticed you’ve split your time between permanent and non-executive work, is this a challenge to balance?
Another example of me finding ways to stretch myself. I was careful to choose roles that don’t require a huge time commitment. Whereas some people might find these different roles a distraction, I actually perform better at the OU because I am building my network, learning about myself, and capturing ideas that I can apply in my day job. I love spotting connections and bringing wider learning from my non-executive roles back to the OU.
You state publicly on your LinkedIn profile that you proudly neurodivergent and an advocate for neurodiversity. Can you tell us a bit more about your own neurodiversity?
I was diagnosed with ADHD about 3 years ago – up until that point I had no idea. I remember going to a presentation about neurodiversity with a previous employer and came out none the wiser. The presentation focused on the medical definitions, but I had learned how to fit into a neurotypical world in my life so I couldn’t recognise any of it.
There were plenty of hurdles to overcome to reach the point of diagnosis. Having made that progress, it drove me to start sharing my experience and talking about my neurodivergent experience: explaining how it feels, the things that can’t be defined or measured so aren’t covered in the diagnostic process.
I’m very careful about the wording I use on my LinkedIn profile. I like the word “neurodivergent”: it’s intentionally broad. Adding this to my profile starts conversations without people making assumptions about me. If I described myself with the label “ADHD”, many people will jump to conclusions based on what they know about ADHD, whereas actually they don’t know about my ADHD.
For example, I often find it difficult to follow social interactions, and I really struggle with sensory overload. Both of these are more commonly linked to autism. Pre-diagnosis, I assumed I was socially inept – I felt like the outsider. I had no idea I was experiencing sensory overload until I investigated it, yet with hindsight, I remember sitting on a train with headphones on without any music – I was trying desperately to block out sounds. In so many aspects of my life, I was just functioning, burying emotions to keep going. Apparently successful on the outside, yet inside, feeling isolated and confused.
How long have you been consciously aware of your neurodiversity?
I had no idea before I was formally diagnosed. I remember searching online “reading disability not dyslexia.” I struggled to absorb information while reading, I could read the words so I knew it wasn’t dyslexia, but I couldn’t absorb and combine the meaning. That was the only clue I had. Everything else I noticed pre-diagnosis, you could sum up as a character flaw – missing trains, interrupting people, losing control of my inbox, leaving deadlines until the last minute. Undiagnosed ADHD can trigger a huge amount of shame because it looks as though you’re just not trying hard enough.
Do you think neurodiversity has had an impact on your career, and if so, in what way?
You could say I have an ADHD CV – I changed jobs every year, in fact my current role is the longest role I’ve ever had. I’ve always looked for a new challenge, but some hiring managers are sceptical of so much change. Getting a diagnosis means I can understand my brain, which makes it possible to stretch myself in new ways without changing role so frequently.
I’ve had jobs that have played to my strengths and others that haven’t. It’s not just the jobs themselves – the culture of the organisation and line management are both massively important. The more I know about myself, the more I can make an informed decision when choosing a job to put myself in the best position to succeed.
There are many ways employers can be neuro-inclusive – these things often benefit everyone. For example, easy to navigate website and application form, a clear corporate message and plan, succinct job descriptions, precise application instructions. Neurodivergent candidates will struggle more if those things aren’t in place.
What impact, positive or negative, has being an open and proud advocate for neurodiversity had?
There’s an element of self-interest in my decision to be open about this, my neurodiversity is still new to me so talking about it helps me process this new part of my identity.
Neurodiversity is invisible unless we talk about it. I flag barriers I’ve faced and how I get over them in the hope that others will find it easier next time. I’ve found colleagues approach me and share similar experiences about themselves and relatives.
Charities like Genius Within and Neurodiversity in Business and are making huge strides. There’s still a lot of misunderstanding and myths about neurodiversity and I’d encourage everyone to visit these websites to learn how they support themselves and others.
As a recruitment organisation, I’d be particularly interested to hear about your experience during interview and wider employment processes, both good and bad. Have you had any difficulties during these processes? Or positive experiences you’d like to share?
The bad – ignoring requests for reasonable adjustments, the email is left unanswered, and giving very short notice for interviews.
The middle – providing questions in advance when requested, but asking them in a different order or going off on unstructured tangents.
The good – prompting candidates throughout the process to request reasonable adjustments. Being responsive and understanding.
Sharing photos of the interview panel before the interview. Scheduling breaks if there are several assessment stages in one day, to reduce overwhelm. Offering flexibility on the format if a presentation is involved: instead of insisting on slides, ask instead “how would you prefer to share your views on this topic we’ll be discussing?” I’ve always felt the interview process needs to be reimagined. Interview panels are memory tests, you need examples prepared, the ability to recall those examples succinctly and adjust depending on how many examples are required. How many jobs actually require a strong memory?
If you look at standard interview tips, it’s common to insist on maintaining eye contact, yet I do my best thinking looking off into the distance. There are so many logistical and sensory challenges for me attending an interview in person – these are not the best conditions in which I can thrive.
If an employer has a rigid or vague interview structure, as a candidate I know I won’t feel psychologically safe in your culture and I won’t be able to demonstrate my strengths.
What has been your experience of workplace support and adjustments, and do you think current systems do enough to support neurodiverse people?
No, I don’t think there is enough support for neurodivergent employees currently. There are definitely pockets of good practice, but by and large organisations aren’t doing enough to educate their staff about neurodiversity, particularly line managers who must play such an important role.
I really encourage line managers to listen, invest time in learning and listening to the needs of employees. Line managers can help colleagues navigate systems, because requesting support can feel emotionally vulnerable and draining.
Access to Work government grants have been valuable in funding workplace adjustments and coaching to help me perform at work (although I hope approvals will be processed more quickly in future).
What’s been the proudest moment of your career?
Landing on my feet at the OU and succeeding while adjusting to discovering my neurodivergent identity.
What advice would you give to your younger self with the knowledge you have now?
When people are late diagnosed, it usually prompts some feelings of regret or sadness. You think back to previous situations where you were struggling and you didn’t understand – finally you know why. I prefer to look forward, I wouldn’t want to change the past, but it can feel very emotional, empathising with my younger self.
What’s my advice? If there’s something that doesn’t make sense or you’re struggling with, investigate further. Talk to other people, listen to experiences and see if you can find something that resonates. Anything that can help you understand your experience better will make it easier for you to flourish and put yourself in settings that play to your strengths.