The Core Competencies of Neuro-inclusive Leadership
Definition: Neuro-inclusive Core competencies are demonstrated capacities rooted in knowledge, skills, and self-awareness that enable neuro-inclusive leaders and organizations to remove barriers and affirm the strengths of neurodivergent people, organizations, and communities. These practices emphasize neuro-inclusion, accessibility, and respect for the autonomy and dignity of neurodivergent people.
NEURO-INCLUSIVE LEADERS ARE CURIOUS CHALLENGERS
1. Practice Self-Awareness as a Neuro-Inclusive Practitioner
Reflect on personal biases, privileges, and commitment to neurodiversity; seek feedback to improve inclusive strategies.
2. Center Empathy and Autonomy in Relationships
Affirm neurodivergent individuals’ agency, self-expression, and experiences; ensure self-determination guides decision-making.
3. Respect Intersectional Diversity and Accessibility
Acknowledge and actively affirm diverse identities—including neurotype, race, gender, and culture—and address systemic barriers to neuro-inclusion.
NEURO-INCLUSIVE LEADERS ARE FACILITATORS OF EMPOWERMENT
4. Use Knowledge of Neurodiversity
Understand sensory, cognitive, communication, and emotional needs; adapt approaches to honor neurodivergent communication styles and lived experiences.
5. Build Trust Through Neuro-Inclusive Communication
Use accessible methods to communicate, ie plain language, visual aids, ADA guidelines and tools—and emphasize clarity, conciseness, and call to actions.
6. Create Collaborative and Sensory-Accessible Environments
Implement sensory-friendly practices, flexible ways to meaningfully participate, and inclusive design that challenge anti- neurodivergent bias and infrastructure.
NEURO-INCLUSIVE LEADERS ARE ORGANIZATIONAL RESOURCES
7. Plan Programs and Events with Neuro-Inclusion in Mind
Integrate neuro-inclusive design into all planning stages: captioning, quiet zones, materials in multiple formats, and budget allocation for sensory/communication accommodations.
8. Lead with Neuro-Inclusive Practices for Teams
Educate colleagues on neurodiversity, reasonable adjustments, and inclusive workplace strategies; encourage accountability and allyship.
NEURO-INCLUSIVE LEADERS ARE COMMUNITY PARTNERS
9. Advance Systemic Change with Community Stakeholders
Collaborate with leaders to promote policies that dismantle neuromedical bias, improve accessibility, and prioritize neurodivergent voices in community planning.
10. Build Cross-Sector Neuro-Inclusive Partnerships
Partner with neurodiversity-led organizations, service providers, and advocacy groups to share resources and align support systems.
ABOUT THIS RESOURCE
This dynamic list of core competencies is designed for leaders in the education, higher education, hospitality, non-profit, and service sectors. It provides a starting point for creating inclusive cultures, empowering disabled individuals, and embedding disability justice across sectors. Language aligns with identity-first preferences and emphasizes actionable, neuro-inclusive strategies. For more information, visit chrishootenconsulting.com.
ABOUT THE AUTHOR
Chris D. Hooten, M.A. (they/them), is a nationally recognized Neurodiversity and gender-inclusive Strategist, Trainer, and Coach committed to helping workplaces build cultures where neurodivergent, gender-diverse, and historically marginalized leaders thrive.
With over a decade of experience as an educator, policy designer, and equity consultant, Chris equips organizations with tools to dismantle barriers and amplify access.
Their expertise bridges research and action, from co-creating neuro-inclusive workplace policies to leading award-winning workshops on accessibility and gender-affirming leadership. Recognized as a 2024 LinkedIn Top Facilitation Voice, Chris has trained 1,300+ professionals across sectors—including higher education, government agencies, and Fortune 500 companies—achieving measurable outcomes for forward-thinking organizations. To learn more about Chris’ work advancing intersectional neurodiversity, visit their about page.
