Supporting a neurodivergent workforce begins with understanding the individual needs of every employee. Owner and manager of Happy Bunnies Nursery School in Hertfordshire, Rob Fox, is neurodivergent himself and believes his unique perspective helps create a more accepting work environment.
‘Ultimately it's not about having all the policies, it's about understanding,’ he says. ‘We talk about recognising the unique child, but it is equally about recognising the unique educator.’
Fox has dyspraxia, which affects his co-ordination and organisational skills, and says balancing the roles of owner and manager can be particularly challenging.
‘The fast-paced, multi-tasking nature of this work can feel overwhelming,’ he explains. ‘For years, I thought my struggles with organisation and processing speed meant I wasn't cut out for leadership.’
Facing prejudice
He believes this feeling can be traced back to his school days, when, without a diagnosis, he received minimal support.
‘I went into childcare at 16 because it was my only option,’ he explains. ‘Teachers told my parents I wasn't suited to mainstream education. It was “hair or care”. But I did my Level 2 and 3, although it wasn't always easy to fit what people wanted from a practitioner.’
Even after his diagnosis in his early 20s, Fox was bullied in the workplace, and battled anxiety. ‘It was very intense at times. I was a male with anxiety and neurodivergent traits working in early years, and ten years ago that wasn't really spoken about. I was told by countless bosses that I didn't fit in, because I would always question why, when I was expected to follow the rules. No-one really understood why I was so passionate.’
Living with a tremor, Fox was even subject to a disciplinary. ‘In a previous job, I was reported to my manager because I didn't line up some paperwork correctly to hole-punch it. It was a really difficult time.’
Becoming boss
Ultimately, Fox gathered the experience and confidence to take matters into his own hands and become his own boss, first working as a nanny and then buying Happy Bunnies in 2023.
‘I couldn't be understood in other settings,’ he says. ‘I tried to fit in, but having become a nursery owner, I've realised I can be open and speak about my struggles and how they actually complement my work.’
Th is openness is encouraged across the staff team, with Fox ensuring all employees have mentors to support them and maintain communication. ‘It's vital to value your staff, all their stories matter,’ he says. ‘I've got undiagnosed people who have been called stupid in the past, or been bullied. I see the importance of qualifications, but also of supporting people with life experience and recognising them for what they've been through.’
Meanwhile, for Fox, in a team that understands and supports him, his tremor is no longer an issue. ‘I'm just banned from the kitchen at work, because my team knows if I make a cup of tea, I'll spill it everywhere,’ he laughs. ‘Now they make my tea for me. It's the small things.’
Supporting children
Although financial support for neurodivergent children is minimal, Fox says his personal experience helps him to create a safe and positive space for them at his setting.
‘I see children all the time that have additional challenges, and I know this is something I can really deal with. Parents can trust that, because I am open about my own neurodivergence. The sector needs that personal experience in the workforce to make things relatable on the ground.’
Meanwhile, the persistence and questioning nature that Fox attributes to his neurotype help him advocate for the children in his care.
‘I do get in trouble with the local authority, because I am constantly questioning them,’ he says. ‘It took me two years to get a child a diagnosis of autism, but I wouldn't let it go.’
Conquering doubts
However, he acknowledges that some challenges persist.
‘There are days when the self-doubt creeps in and I question whether I'm good enough,’ he says. ‘Anxiety can magnify these thoughts, turning small worries into mountains that feel impossible to climb. But I've learned that self-doubt doesn't mean I'm failing, it means I care.’
He adds, ‘I do still struggle with anxiety and depression. Sometimes I can't get into work on time. We were Ofsted-inspected in the first six months of starting the business and I didn't sleep the night before. But I got through it, thanks to my confidence in my approach to early years education.’
Empowering educators
Above all, Fox believes staff should feel empowered to share their experiences.
‘We're carers,’ he says. ‘We care, so we need to talk to each other. Acceptance will come as people are more able to speak about the challenges they face and share the realities of what is happening on the floor.’
In the meantime, Fox is content in the knowledge that his differences are strengths rather than barriers.
‘Dyspraxia, rather than being a limitation, has shaped the way I think and lead. As a nursery owner, embracing my neurodivergence has allowed me to create an environment that values individuality, inclusion and kindness – not just for the children, but for my team and for myself,’ he says.
What is dyspraxia?
According to the British Dyslexia Association (BDA), developmental co-ordination disorder (DCD), also known as dyspraxia, affects fine and/or gross motor co-ordination in children and adults.
DCD is distinct from other motor disorders such as cerebral palsy and stroke. The range of intellectual ability is in line with the general population. Individuals may vary in how their difficulties present; these may change over time depending on environmental demands and life experience.
An individual's co-ordination difficulties may affect participation and functioning of everyday life skills in education, work and employment.
case study: an employee's view
Sam Hamlet, pre-school lead at Happy Bunnies, says her manager's neurodivergence shapes the staff team at the nursery for the better.
‘As Rob [Fox] is not neurotypical, he is more open to different learning styles and needs,’ she explains. ‘He is compassionate and personal in his approach, and he feels things very deeply, so he always strives to make Happy Bunnies the best version of itself.’
Among the staff team, Hamlet says Fox supports everyone as an individual.
‘We have a diverse team, and while we do not have any diagnosed neurodivergences, like many early years teams we are very woman-heavy. Women tend to mask, so I imagine there are some undiagnosed neurodivergences among us. I'm sure I have undiagnosed ADHD, for example,’ she says.
‘Rob supports us all, from apprentices starting their journey, all the way up to the most experienced. He recently “adopted” an older lady who is interested in early years but has faced a lot of challenges in life. Rob has coached her, opening the doors to the nursery to enable her to find out if this is something that she wants to do.’
The setting's Employee of the Month award provides motivation for staff by recognising their achievements.
‘Rob writes up all the details about the winner with real thought and care,’ says Hamlet. ‘He then sends it out to parents and the whole team to ensure it is celebrated across all stakeholders.’
In challenging times, Hamlet says, the workplace culture means everyone feels supported. ‘When things are tough, the team rallies around. Just coming into work can be extremely challenging for people at times. But we are a small team of 15 and we talk to each other without judgement. Someone is always checking if you need a break or they can help.’
As well as regular staff meetings, the team eats together at breakfast and in the afternoon to ensure trust and cohesion. ‘On a day-to-day basis we are just always talking,’ says Hamlet. ‘Ultimately, it comes down to a culture, not a system.’
She adds that Fox's care for his staff may be influenced by the treatment he has faced in previous roles. ‘He is very good at hearing and valuing opinions. He tries to protect people, sometimes to his own detriment. He just doesn't want anyone to go through what he did.’
