Creating Belonging for Neurodivergent People in Insurance and Investment

Belonging matters. Throughout my career in banking and insurance, I’ve seen first-hand how vital it is for people to feel valued, respected, and understood, not only as professionals but as individuals. For neurodivergent people in particular, the sense of being seen and accepted can make the difference between thriving in their careers and feeling isolated or overlooked.

Thriving, belonging cultures are built on trust, fairness, and resilience, yet all too often those values are not consistently reflected in the experiences of our people. If we are to build sustainable and inclusive businesses, we must ensure that everyone feels they belong. This isn’t about box-ticking or token gestures; it’s about changing the culture of our workplaces so that every individual has the opportunity to flourish.

The Role of Leaders and Managers

Belonging starts with leadership. Leaders and managers set the tone, and their actions directly determine whether employees feel safe enough to bring their whole selves to work. In practice, this means really listening to neurodivergent employees, ensuring they can share their thoughts and concerns without fear of judgement. It means being transparent, keeping people informed, and creating an atmosphere where communication is open and honest.

Trust and empathy are the foundations of this. Leaders who care about their people as individuals, who avoid favouritism and treat everyone fairly, send a powerful message about respect. Welcoming new employees warmly and creating opportunities for connection, whether through social activities, shared learning, or celebrating cultural traditions. This helps reinforce that sense of community.

Recognition is equally important. Celebrating both major achievements and small, everyday contributions shows that each person’s work matters. By valuing individuality and encouraging employees to share their perspectives, leaders help people feel seen. Empowering neurodivergent employees by involving them in decision-making and supporting their growth demonstrates that their voices carry weight. Finally, psychological safety is essential for neurodivergent people. Leaders must model authenticity and vulnerability, showing that it’s not only acceptable to take risks or make mistakes, it’s part of how we grow together.

What Belonging Looks Like in Leadership

The best leaders I’ve worked with have always been those who lead with openness and authenticity. They demonstrate vulnerability by sharing their own experiences, which makes it easier for others to do the same. They listen actively, validating perspectives even when they disagree, and they make sure people feel heard.

They also take time to see the whole person, not just the job title. They recognise the multiple identities and experiences their employees carry with them and embrace these as strengths. They empower individuals by giving them the autonomy to shape solutions and contribute to strategy, and they share information openly so that trust can grow. Above all, they create intentional opportunities for connection, showing empathy and cultural sensitivity in ways that make people feel valued as human beings, not just as workers.

Initiatives That Work

We don’t have to look far for examples of what’s working in our sector. Networks like, iCAN (the Insurance Cultural Awareness Network) and iDAWN (the Insurance Disability, Ability & Wellbeing Network) have been powerful in creating spaces where people can find support and solidarity. GAIN and the Gender Inclusion Network are also driving much-needed cultural change, ensuring that underrepresented voices are amplified across the industry.

At company level, initiatives such as mentorship and sponsorship programmes have helped diverse talent move forward, including neurodivergent professionals. Flexible working arrangements, enhanced parental leave, and gender-affirming care have also made a huge difference in helping people feel that they are treated fairly. I’ve also seen how teleworking, wellbeing services, and Employee Resource Groups can give employees the tools and support they need to balance their personal and professional lives.

What makes these initiatives successful is that they are embedded into the culture of organisations rather than bolted on as afterthoughts. When leaders commit to them visibly and consistently, employees can see that belonging is not just a slogan but a lived reality.

Moving Beyond Tokenism

If there’s one point I’d stress to leaders across our industry, it’s this: tokenism does more harm than good. Genuine belonging cannot be achieved through symbolic gestures or short-term campaigns. It requires comprehensive strategies, inclusive leadership, fair recruitment and promotion practices, and the creation of safe spaces for honest dialogue. Belonging has to run through the DNA of an organisation; it’s about what we do every day, not what we put on a poster.

If we get this right for neurodivergent people, we get this right universally, so everyone can bring their whole-selves to work.

The Power of Policy and Accountability

Policy and industry-wide frameworks also have a huge role to play in pushing us forward. Clear, mandatory standards backed by regulation, transparency in reporting, and robust accountability mechanisms ensure that belonging isn’t left to individual goodwill. Leaders must be held responsible for outcomes, and employees should feel empowered to take ownership too. Transparency, communication, and stakeholder engagement help create a culture of accountability where everyone plays a role.

Advice for Those Who Struggle to Belong

For anyone reading this who feels they don’t belong, especially as a neurodivergent individual working in insurance and investment, I want to acknowledge that your feelings are valid. It’s important to practise self-acceptance and remind yourself of your achievements and strengths. Seek out allies, mentors, or networks where you can connect with others who share your experiences. Build relationships gradually and don’t be afraid to ask for support and become a member of GAIN, by signing up at https://www.gaintogether.org/individual

At the same time, take a step back to consider whether your feelings stem from personal doubt or from the culture of your workplace. If it’s the latter, remember that it’s not you that needs to change—it’s the organisation. If necessary, raise these issues with a trusted colleague, manager, or HR. And if change doesn’t come, it may be worth considering whether that environment is the right place for you.