#organizational-performance

#organizational-performance

Over the past few years, the topic of neurodiversity in workplaces has shifted from a niche topic to a mainstream, ballooning conversation. More people than ever are seeking and receiving diagnoses as neurodivergent. Social media has opened up spaces where individuals confidently share their lived experiences, providing the examples and guidance previous generations never enjoyed. Today, younger generations in particular are growing up with a language for difference that simply did not exist at scale before.

When a CEO's leadership style creates more problems than it solves, organizational performance can suffer-sometimes dramatically. Research from McKinsey shows that up to 45% of a company's performance variation is directly tied to the effectiveness of its CEO. Gallup finds that managers and leaders account for 70% of the variance in employee engagement. In other words, when leadership goes wrong at the top, the consequences cascade quickly.

When internal comms are treated with the same intentionality as external marketing, teams shift. They become more than just informed. They become collaborators, advocates and problem-solvers.

While leaders view their organizations as performing well, employees express concern over effectiveness, highlighting a crucial disconnect that can affect overall morale.