Dyslexia and the Workplace

Debra Brooks is a business consultant specializing in helping companies create environments that bring out the best in their employees with dyslexia or attention deficit disorder. Successful companies, such as IBM, are finding that the dyslexic brain is able to think in ways that others do not think. Dyslexic staff are able to think creatively, outside the box, and see the entire picture in a way that a successful business needs to be competitive in today's market.

This is a story about a woman who happens to be dyslexic. The wonderful part is about how she compensates for her disability to achieve a successful career despite significant impediments. The flip side is about the destructive impact of a workplace inhospitable to an open interchange with employees who learn differently. In High School some of her teachers believed she did not have the skill to be able to graduate. But she was determined to succeed. Afternoons were occupied with her tutor rather than playing outside. Master's Degree And in spite of her learning disabilities she earned a Master’s Degree from Columbia University. Furthermore, she has a successful professional career in the corporate world. It was a long and difficult road. She had problems with reading, language, spelling, writing, numbers and recognizing social nuances. For example, she couldn’t understand most jokes or said hurtful things without any intention of hurting. Her disability expressed itself in numerous other ways. Though she had worked in the building for five years she often got lost going to meetings. Mechanical ineptness and misplacement of keys formed a pattern of disorientation. This led to frantic and often exhausting efforts to focus on simple, every day activities. She felt inadequate Sometimes she felt inadequate and stupid. The saving grace throughout this period was her belief in her intuitive insight. Her creativity and tenacity saved the organization huge amounts of money. Every day, though, was a grueling experience because of the hostile environment. Frequently her manager berated her for her disabilities. Several factors contributed to the organization's shortsightedness. The environment of the work place discouraged open communication. The organization's culture fostered fear rather than openness. As a result ADD and other hidden disabilities were kept a secret. No attempt was made to foster relationships between management and employee which encouraged individuals with disabilities to either openly admit to them or to seek help with their problems. Blame and shame environment A blame, shame and secretive environment created tensions and stress in the work place. While the organization expended resources on leadership training, no training was directed towards management’s ability to recognize “hidden disabilities.” Nor was there any training on how to manage people that were different. These factors often contributed to business problems. Primarily they led to the organization's failure to take advantage of an employee's potential to advance the organizations objectives. The fact is, in many cases employee’s learning differences conceal gifted and competent individuals. Business often fails to recognize hard work and determination This is especially true of those who have an AD/HD or a learning disability. Business often fails to recognize that people with learning challenges know the meaning of long hours of hard work, and determination. They have exerted enormous effort to compensate for deficiencies not of their doing. Extraordinary people like Charles Schwab, Nelson Rockefeller, Walt Disney, Albert Einstein and Diane Swonk, chief economist of Bank One have all been diagnosed with genetic learning disorders. These disabilities are more widespread than heretofore acknowledged. Harvard University study According to a study done at Harvard University, by Ron Kessler, MD, published in May 2004; 4.4 percent of adults in the U.S. have AD/HD. Twenty-five percent of AD/HD people have dyslexia. It is to its own best self interest for business to move toward improving its ability to deal more effectively with its employees and the culture of the work place. Tom Peters, often called one of the 20th century’s top business guru’s, predicts in his new book, “Re-imagine! Business Excellence in a Disruptive Age” (DK Publishers), that the only way U.S. businesses will stay afloat is by building on our competitive creativity. In short, business must invest in promoting solutions to the obstacles employees confront. IBM is a model workplace Mr. Peter’s point is vindicated in the story of this woman’s success. IBM is a model workplace of positive, safe, honest communication throughout the entire organization. Jim Sinocchi, Director of Diversity Communications for IBM states in a recent interview with Joe Mullich of Workforce Magazine, “We don’t hire people who are disabled just because it’s a nice thing to do. We do it because it’s the right thing to do from a business standpoint.” (Workforce Management, June 2004). Remember, this is the law of the land since the enactment of the Americans with Disabilities Act in1990. The following represents highlights for a process in which trained managerial staff will be able to create an environment that is “AD/HD or LD friendly.” 1. Create a culture that values the disabled and understands their potential for promoting the well being of the organization. The work force should be repeatedly informed that management wants to be helpful to those with disabilities. Care must be taken to assure employees of this by stressing that the organization’s best interests are well served when the work place culture promotes an environment of concern and respect for its employees 2. Recognize the characteristics of people with AD/HD or LD. Hire an expert to train your staff. Every employee should be able to understand the disability that effects fellow employees. This will promote tolerance for diversity rather than frustration or hostility. Many symptoms present in adults with ADD or dyslexia can be mistaken for depression, anxiety or substance abuse. 3. Orientation of New Employees. Encourage new employees to be honest about what they know are their strengths and weakness. When a new employee informs managers about a “hidden disability” an encouraging response is extremely helpful. Assign a mentor/coach to help new employees. A mentor trained to understand and support a new employee means a decrease in expensive turn over. By the time someone with ADD/LD has reached adulthood he/she has endured numerous failures. Learning difficulties may not have been correctly diagnosed or adequately understood. Usually he/she is subjected to a significant degree of self-doubt, embarrassment, confusion, anger and a lack of confidence. A respectful, honest conversation creates a climate in which corrective suggestions can be accepted and initiated by the employee. 4. Conduct & Discipline. ADD or Dyslexia is no excuse for inappropriate behavior. Standards or disciplinary actions should not be modified for the challenged employee. There are many stories to be told concerning people with disabilities. Most of them unfortunately do not have happy endings. The future success of American business is inextricably tied to changing the pattern of failure by business to respond to this challenge. The return on investment will be loyal employees and higher productivity. Debra Brooks May 2004     • 'Dyslexia in the Workplace' - review of this book by Diana Bartlett and Sylvia Moody, Whurr Publishers. • Dyslexia in the Workplace - Employment Issues - information and advice for dyslexic adults. • Self-advocacy skills - how to request accommodations or services in the workplace. • Organization and Time Management Strategies • Links to information about ADA law, accessibility guidelines, enforcement, and other materials for people wishing to clarify their rights under the US law.

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