Neuro-Inclusive Board Culture and Meetings

Up to 15–20% of the population is neurodivergent, yet fewer than 1% of board seats are held by disclosed neurodivergent directors, and only a quarter of neurodivergent professionals report feeling truly included at work.

This workshop equips board members and senior staff with the language, concepts, and practical tools to build a board culture where neurodivergent members can participate fully, without masking or self-censoring.

Participants will leave with concrete changes they can make to recruitment practices and meeting design, along with an understanding of why this work strengthens governance itself.

Learning Outcomes

By the end of this workshop, participants will be able to:

• Define key concepts of neurodiversity and explain why inclusion matters for boards.
• Describe ways to foster a culture of belonging that supports neurodivergent board members.
• Use inclusive facilitation strategies that engage neurodiverse participants in meetings and events.
• Apply practical tools and approaches to increase accessibility and equity.
• Identify concrete next steps and resources to strengthen neurodiverse inclusion in their organization.

Topics Covered

• Key terms and concepts: neurodiversity, neurotypical, neurodivergent, neurodiverse, masking, and intersectionality
• The medical versus social models of disability, and the six domains of neuro-inclusion
• Why neuro-inclusion matters for boards: the governance case, and the risks of screening out neurodivergent candidates
• Neuro-inclusive practices and culture-building

Benefits

• Practical, board-specific tools rather than general DEI theory
• A framework (accessibility, accommodation, inclusion, universal design) participants can apply immediately to recruitment and meeting practices
• Hands-on activities, including a role description audit and a board meeting redesign exercise, that produce real takeaways
• A stronger governance case: tapping into neurodivergent strengths in pattern recognition, systems thinking, and ethical sensitivity
• Reduced risk of losing board members to burnout, tokenism, or silent departure