V Garcia has known they were neurodivergent for as long as they can remember. Even though the formal diagnosis came later in life, they believe it should have been done as a child. What they remember clearly is the bullying and dehumanization that came when they disclosed their disability in the workplace. Because of this experience, they have never spoken publicly about their specific diagnosis and are intentional about when and how they will share it. As they put it,
“If and when I publicly come out with my specific diagnosis, I want it to be me controlling the narrative.”
For now, they prefer the word neurodivergent. It encompasses their identity while lessening the exposure to further discrimination and bullying.
First Jobs and First Lessons
V’s early work experiences were a mix of retail, food service, tutoring, and multiple volunteer roles. They spent time in an office, a library, and at a humane society. The library stands out in their memory as a place of calm and acceptance. They recalled,
“It was just me and the books in a very quiet place. My schedule was set, and the librarians were very kind.”
They were young enough that they weren’t able to drive.
The humane society job was also meaningful, despite moments that shocked them. The animal care itself was healing. Across these roles, V found that they were capable of finding something positive in nearly any situation.
“I can find a lot of things to like in almost any situation. People make all the difference.”
But not every workplace treated them with the same openness.
Encounters with Discrimination
V experienced a deeply harmful situation in one workplace. After a boss learned they were neurodivergent, the environment shifted dramatically. They described it as “outright persecution,” something continuous that affected their health, reputation, and long-term career. It was a trauma they are still navigating and one they speak about cautiously. Some jobs ended normally or due to life transitions. But one ended because staying became impossible.
What Makes a Workplace Work
In reflecting on the jobs where they thrived, V sees clear patterns. They excel in environments that value problem solving, skill building, and connection. They described how much they enjoy roles that allow them to learn new areas, develop processes, and support others. Leadership, for V, is rooted in vulnerability and psychological safety.
“I lead through vulnerability and by creating psychological safety for my teams,” they explained. “When people are receptive to forming connections as teams, seeing where we align, and learning from each other, those tend to be my most successful places because that’s where you can really build that sense of community, which is one of my favorite things.”
When teams are collaborative and egos are set aside, V feels they are able to bring out the best in others.
Rebuilding Community and Reclaiming Space
These days, V has devoted themself to community work and professional development within the disability and neurodivergent community. They have become a Making Space Ascend Fellow, a Neurodiversity Foundation Research Fellow, and a Disabled Leaders Network Advanced Leader. Through these programs, they have regained confidence and connection.
V’s current passion project explores the experiences of autistic and AuDHD leaders who have disclosed their diagnosis at work. They recently launched a global study aimed to understand outcomes, identify helpful tools, and guide companies toward more supportive practices. They want to know the impact of disclosing to someone in a position of authority and how that process made each disabled leader feel. Their hope is to build resources that help leaders, allies, and organizations better understand the realities of disclosure.
V shared that coping with workplace hardship for them often starts with small, practical strategies, like discreet stimming during meetings, which they view as a healthy form of self-regulation rather than something to be stigmatized. More significantly, they spoke about rebuilding community after losing support during a difficult disclosure process, where they found genuine care and understanding within the disability community and their chosen family.
“In the isolation that followed that experience, I learned that I needed to build a stronger community.”
These relationships have been central to their healing and sense of grounding. They also hope to turn their own painful experiences into something constructive by helping others avoid similar harm, a commitment reflected in their ongoing research.
Leadership Shaped by Lived Experience
V’s lived experience influences every part of their leadership philosophy, shaping an approach grounded in kindness, transparency, and curiosity. They avoid snap judgments and prefer to stabilize situations before offering feedback. They also believe in openly acknowledging their own mistakes, seeing this as essential to healthy organizational culture.
“I think for people to grow, they need to understand that their manager sees them and respects them, is willing to listen, and is really invested in their growth too,” they expressed. “I think a lot of that comes from having a neurodivergent brain, frankly, because the more hierarchical traditional ‘I am the boss and you are my underlings’ kind of approach, I don’t associate that very much with neurodivergent thinking.”
Their approach has yielded tangible results. Former team members have shared how V’s support restored their confidence after harmful workplace experiences. Others have adopted V’s leadership style when stepping into management roles themselves. V has also helped employees who were considered “undervalued or unsalvageable” or nearly written off. With clarity, empathy, and a willingness to nurture their talents, V has helped them succeed.
Misconceptions, Bias, and the Power of Representation
V has witnessed many misconceptions about disability and neurodivergence in the workplace. Some assume neurodivergent people are difficult, unreliable, or incompetent. V noted how quickly competence can be questioned once a person discloses. When asked where they believe these misconceptions stem from, V didn’t hesitate to respond. To them, misconceptions about neurodivergence and disability, as well as the presumption of incompetence, come from media portrayals and a long history of harmful attitudes toward disabled people. This history, they said, makes discriminatory beliefs seem normalized.
“History highlights the problem while also making it look like these beliefs are okay because in some cases they were sanctioned by the government or enforced by people in power.”
For V, representation is essential, not only at the entry level but also in positions of influence. When neurodivergent people hold leadership roles, they can challenge damaging narratives and offer hope to others who are navigating similar barriers. Naturally, this truth extends to any marginalized community.
Authenticity, Cost, and Hope
V spent years masking and conforming to fit expectations. This helped them succeed professionally, but came at the cost of authenticity. In recent years, they have publicly embraced a more honest way of living and relating.
“It has cost me quite a lot,” they admitted, “but I have also gained true relationships.”
V offers thoughtful guidance to neurodivergent professionals who hope to step into leadership roles. They don’t recommend pushing yourself to disclose unless it’s intentional, since the risks are real. Instead, they encourage people to draw from their lived experience in subtle, meaningful ways, using the phrase “letting your lived experiences almost bleed through your style and your approach to things.” According to V, empathy, authenticity, and a grounded sense of self can become powerful strengths in leadership.
“Be yourself in all spaces. I think that for people to do that, they have to be aware that usually there is a cost. And if they’re willing to pay the price for it, to accomplish what they hope, then go for it.”
Despite the hardships they have faced, V remains optimistic about the future. They believe that each person who speaks out or leads openly creates momentum for change. Even though there is some backtracking, there’s a general positive momentum.
Living Out Loud
In V’s opinion, the most important thing leaders and colleagues should understand about neurodiversity is that it isn’t something to fear, since fear and judgment only fuel misconceptions and harm disabled professionals. They emphasized that neurodivergent and disabled people belong at every level of leadership, even if their differences aren’t always apparent, and that denying their full humanity leads to objectification and trauma.
When asked what a truly neuroaffirming workplace would look like, they described a space where people can “live out loud,” supported by curiosity instead of judgment, meaningful accommodations, and leadership that identifies each employee’s strengths. For neurodivergent professionals, this means recognizing skill sets and aligning roles so people can shine in areas of natural talent rather than being placed in positions that lean on their deficits, an approach they believe benefits every employee.
V’s story is one of resilience, reflection, and purpose. Their journey highlights both the challenges and the transformative power of neurodivergent leadership. In closing, V offered this final reflection:
“Be who you needed when you were younger.”
To learn more about V or take part in their research study, visit their LinkedIn page.