In honor of Neurodiversity Pride Day, we spoke with Xanne Wiggers, neuro-inclusion lead at auticon. Her work involves coaching, training, and advising companies on neurodiversity and inclusion. Every day, she works toward creating a workplace where neurodivergent individuals not only feel welcome but can truly thrive. In this interview, she shares her vision, experiences, and practical tips.
What personally motivated you to commit to neurodiversity?
“I believe deeply in the tremendous potential of neurodivergent minds and the power of neurodiverse teams. It fascinates me because I see every day how much innovation, creativity, and authenticity resides in them. Even in young children, certain talents can stand out — as if their brain sees, feels, and thinks just a little differently. I think that’s incredible.
I see the same phenomenon in the workplace. Neurodiverse teams often create something unique. Different ways of thinking complement one another, spark surprising ideas, and drive real innovation. What may be a challenge for one person is often the strength of another. That’s what makes mutual reinforcement so natural.
In a world that’s rapidly changing and increasingly complex, we urgently need these kinds of ‘power brains’ and cognitive diversity. We can’t solve tomorrow’s problems with yesterday’s solutions. Neurodiversity brings fresh perspectives, critical questions, and creative solutions, all of which are essential for the future.”
What is neurodiversity, and why is it so important?
“Neurodiversity refers to the natural variation in how people think, feel, learn, and communicate. Every brain is unique. These differences are incredibly valuable and contribute to our evolutionary ability to adapt and thrive.
Within neurodiversity, we often talk about neurotypical and neurodivergent brains. A neurotypical brain functions in a way that is considered ‘common’ or ‘typical’ by societal standards. A neurodivergent brain works differently — or is ‘wired’ differently — as is the case with autism, ADHD, dyslexia, or high sensitivity.
Neurodiversity includes both neurotypical and neurodivergent brains. It’s estimated that 15 to 20% of the population is neurodivergent.
It’s important to realize that neurodiversity is a socio-cultural concept, not a medical term. The focus isn’t on ‘disorders’ but on strengths and providing the right support when needed. These differences in brain types can be an enormous asset in the workplace, in education, and in society as a whole.”
Why is neurodiversity valuable to organizations, and how can companies actively support it?
“Neurodiversity gives organizations an unique opportunity to boost innovation and competitiveness while making a positive social impact. People with neurodivergent brains — for example, those with autism, ADHD, or dyslexia — bring alternative ways of thinking, and these different perspectives are incredibly valuable in today’s complex and fast-changing markets. Many are skilled in pattern recognition, analytical thinking, attention to detail, creativity, or rapid switching. This not only leads to better problem-solving but can also result in breakthroughs that a more homogeneous, neurotypical team might not reach. Research shows: diverse teams perform better.
Fortunately, more companies are taking active steps to recognize, recruit, and utilize neurodivergent talent. Think of people with autism who excel in systematic thinking and error analysis, or employees with ADHD who thrive in fast-paced, dynamic projects. It’s not just a socially inclusive choice, it’s a strategic investment in quality and productivity.
To truly leverage neurodiversity, organizations must be willing to adapt their work environments. That may involve small adjustments: clearer communication, better structure, or a quieter workspace. Training managers is also key. The payoff is significant: you expand your talent pool, strengthen innovation, and build a culture of inclusion where differences are valued and employees are more likely to stay.
In short, actively embracing neurodiversity is not only a matter of social responsibility — it’s also a smart strategic move in a knowledge-driven economy.”
What are the biggest workplace challenges for neurodivergent individuals, in your view?
“The challenges vary from person to person. Neurodivergence includes a wide range of brain types, and each individual experiences it differently. One person may struggle with sensory sensitivity and overstimulation, while another might find social interaction difficult.
The work environment plays a crucial role: a noisy, chaotic space can be overwhelming for some, while others need more structure or clearer communication. What matters most is that employers and colleagues are aware of these differences and open to personalized solutions.
A key condition for thriving at work is psychological safety: an environment where people can be themselves without fear or judgment. Genuine attention and understanding of neurodivergence make employees feel seen, heard, and valued. It’s important to ask: ‘What do you need to thrive?’
When we make space for that question, challenges become more manageable and, more importantly, strengths become more visible.”
What does your approach look like when guiding organizations?
“Every neurodiversity training is customized to the specific context and needs of the organization. I don’t believe in one-size-fits-all solutions, because every situation, motivation, and dynamic is different.
The coaching I provide is also focused on the individual situations of both employees and managers. Together, we develop approaches that actually work — in practice and in alignment with the organization’s culture and daily operations.
This way, we don’t just raise awareness, but also foster real change. And that’s essential for unlocking its potential for inclusion and innovation.”
What kind of change in employees moves you most?
“What touches me most during coaching is the moment someone recognizes their own strengths and dares to use them. It’s powerful to see how people get more confident, become less self-critical, and learn to navigate their challenges. They truly start to thrive, both personally and within their teams.
What inspires me especially is when those unique strengths are also acknowledged by others. That creates room for growth and better work-life balance. People experience more peace, more success, and — most importantly — more trust in themselves.
What would you say to neurodivergent people who don’t yet feel seen?
“Your way of thinking, feeling, and working is valuable — even if it differs from what’s considered ‘normal.’
As much as possible, stay true to who you are and what you need. Find people who are truly willing to listen to your story with open minds and genuine interest. Sometimes, just one colleague, manager, or coach can make the difference.
Learn to recognize your strengths and use them in a way that suits you. Also, learn how to manage your challenges effectively — through smart strategies, the right support, and setting clear boundaries. That will help you focus on what you’re good at and what brings you joy.
If you’re feeling stuck: seek help from someone who truly understands neurodiversity. Someone who can support you without judgment and help you discover your own ‘user manual’ — so you can move forward with more strength and confidence.
Keep taking yourself seriously. Recognition often begins with yourself. And above all: believe in yourself — you have so much to offer the world.”
