Parish and town councils are the backbone of community life, delivering services, shaping communities, and ensuring democratic representation.  But have you ever wondered why some clerks and councillors seem brilliant in certain areas yet challenging to work with in others?  The answer might lie in neurodiversity.

Neurodiversity refers to natural variations in how human brains process information, including conditions such as autism, ADHD, dyslexia, and dyspraxia.  Around 15 to 20% of the population is neurodivergent, meaning that in any council or committee, it’s highly likely you’re working alongside someone whose brain works differently from yours.

This article explores why the varied roles of clerk and councillor often align with neurodiverse strengths, and why misunderstandings can arise.  Most importantly, it argues for neurodiversity training as a practical step toward better collaboration.

The Nature of Clerk and Councillor Roles

Local council roles are diverse and demanding.  Consider the clerk: the guardian of governance, responsible for compliance, record-keeping, and ensuring meetings follow statutory procedures.  This role requires:

• Meticulous attention to detail

• Consistency in applying rules

• Ability to manage complex documentation

Now think about the councillor: a community advocate and strategic decision-maker who must:

• Engage with residents

• Think strategically about policy

• Balance competing priorities creatively

Whilst there are always exceptions that prove the rule, these roles often require contrasting cognitive styles, and that’s where neurodiversity shines.

Why These Roles Suit Neurodiverse Strengths

Imagine a clerk who thrives on structure and precision.  For someone on the autism spectrum, the clarity of rules and predictable processes can feel reassuring, enabling them to excel in governance tasks.  Their ability to spot inconsistencies others miss can prevent costly errors.

Now picture a councillor with ADHD.  They might bring high energy and creative problem-solving to community projects.  While they may struggle with rigid processes, they often excel at thinking outside the box, generating innovative ideas for local challenges.

Other examples:

• A dyslexic councillor might have exceptional big-picture thinking, seeing connections others overlook.

• A clerk with dyspraxia might develop unique workflow strategies that improve efficiency for the whole team.

These strengths are not hypothetical, they’re documented in research showing neurodivergent individuals often outperform in areas like pattern recognition, analytical thinking, and creative reasoning.

The Hidden Challenge: Misunderstandings

Here’s the catch: what looks like a strength in one context can be misread in another.

• A clerk’s insistence on following procedure might be seen as inflexibility.

• A councillor’s rapid-fire ideas could be misinterpreted as disorganisation.

• Lack of eye contact or a monotone voice might be mistaken for rudeness, when it’s simply a different communication style.

These misunderstandings can create friction, not because anyone is “difficult,” but because neurological differences affect communication and behaviour.  Research shows that 91% of neurodivergent employees mask their traits at work, often at great personal cost, to avoid such misinterpretations.

Why Training Is Essential

So, what’s the solution?  Awareness and education through neurodiversity training, which helps clerks and councillors recognise that differences are not deficits, to understand common traits and how they manifest in workplace behaviour, and to learn practical strategies for communication and collaboration.

After neurodiversity training, instead of assuming a councillor is ignoring you because they avoid eye contact, you’ll know it could be a sensory preference.  Instead of labelling a clerk as “rigid,” you’ll appreciate their commitment to compliance and find ways to introduce flexibility without stress.  Imagine this scenario:  You’re frustrated with a councillor who seems abrupt in emails and resists last-minute changes.  After attending neurodiversity training, you realise they may be neurodivergent and value predictability.  You adjust by giving more notice for changes and using clear, concise language.  Suddenly, collaboration improves, and so does your council’s output.

Training also benefits the whole council.  Studies show neurodiverse teams can be 30% more productive and make fewer errors when properly supported, which in local councils translates into better service delivery and stronger community trust.

This isn’t just about being “nice.”  It’s about reducing conflict in the council, improving retention and the morale of clerks and councillors, and unlocking hidden talent.  If you’ve ever thought, “Why is this person so hard to work with?”, pause.  The challenge might not be personality; it might be neurodiversity.  Understanding this could transform your working relationships and your council’s effectiveness.  

Sign up for neurodiversity awareness training today.  It’s not just compliance, it is collaboration, innovation, and inclusion.  Please visit https://northantscalc.gov.uk/training-neurodiversity-awareness for all the details.