The ‘Old Guard’ Problem: Why neurodiversity initiatives are failing in elite industries

Much of the current research and proposed solutions, while well-intentioned, frequently overlook the deeply entrenched legacy culture and complex politics of long-established, high-value industries and professions like finance, law, and consulting. This isn't just about implementing a new HR policy; it's about fundamentally challenging the very bedrock of how these powerful sectors operate, which can be far more resistant to change than many realise. This is the Old Guard Problem.

These industries are built on decades, if not centuries, of specific, often unwritten, norms. We're talking about cultures that value face time, aggressive networking, unspoken communication cues, and a relentless "always-on" mentality.Promotion often hinges not just on technical prowess but on perceived "fit," subtle social navigation, and the ability to conform to established archetypes of leadership. For a neurodivergent individual, these deeply ingrained cultural aspects can be a minefield. Consider the highly competitive internal politics in law firms, where direct communication might be misinterpreted as rudeness, or the sensory overwhelm of a bustling trading floor, which can be debilitating. Generic solutions like "flexible working" or "noise-cancelling headphones" are a start, but they barely scratch the surface of the systemic barriers rooted in these legacy cultures. They fail to address the underlying biases, the fear of disclosure (with 76% of neurodivergent lawyers choosing not to disclose due to discrimination fears), and the sheer exhaustion of constant masking.

So, how do we tackle this elephant in the room? It requires moving beyond simple "awareness" to a truly transformative, top-down cultural evolution. This means challenging the very metrics of success and the unwritten rules of engagement. Firms in these high-value sectors need to acknowledge that their historical reliance on neurotypical norms is actively costing them innovation, retention, and ultimately, profits. They must invest in specialized, culturally competent executive coaching for both neurodivergent leaders and the neurotypical leaders managing them. This coaching isn't about "fixing" neurodivergent individuals; it's about equipping them to strategically navigate these unique environments and empowering neurotypical leaders to genuinely understand, value, and integrate diverse thinking styles. It's about dismantling the subtle biases, shifting the focus from conformity to contribution, and creating genuinely psychologically safe spaces where authenticity is a strategic advantage, not a career risk. Without this targeted, culture-aware approach, proposed solutions will remain superficial, failing to unlock the immense potential neurodivergent talent offers these industries.