In this piece written for the NPAA as part of World Autism Acceptance Month, Detective Chief Inspector Becky Davies of Devon & Cornwall Police reflects on her promotion journey as an autistic and ADHD female officer

It’s been a few years since my last blog post, but when the National Police Autism Association approached me to write about my most recent experience of promotion, I decided it was time for the next episode.

It is a privilege to be asked to write this blog post for the NPAA. It is also a privilege to have made it in to senior leadership in policing and be leading a team of Detective Constables, Sergeants, Inspectors and police staff dealing with some of the most serious and complex crime in policing. The journey was, as usual, a little bumpy.

I have previously blogged and recorded podcasts about my other experiences of promotion to Sergeant, Detective Sergeant and Detective Inspector, as well as the journey I have been on as a late discovered autistic and ADHD individual. You can find these here if interested in a read or listen: Becky’s Story: Neurodivergence and Police Promotion (hosted by Rank Success) and Episode 6 – Out of the Dark, a podcast hosted by The Late Discovered Club, a resource for autistic women diagnosed in later life.

Following promotion to Detective Inspector in 2022, I spent two and a half happy years leading a team investigating child and vulnerable adult abuse. In about November 2023, I started to think about the next steps and considered both lateral and promotional development. I still loved my job and my team, but I had achieved what I had intended, and the two years I promised I would stay for was approaching in April 2024.

At the time I was told that I was performing really well, and with a few extra boxes ticked I’d be ready. I was given a list of ‘things to do’ to further prepare. Five months later, PDR time came around. I was graded outstanding but put into a development category that essentially said I wasn’t ready. For those other neurodivergents out there you can probably guess what the summary of the request was in order to be ‘ready’…

I’ve come to coin the term ‘do more, be different’. I have lost count of the times that in various ways I’ve been told that I needed to do more and be different. Even when I was doing more than many of my neurotypical peers, and I was masking to the detriment of my own wellbeing to ‘be different’: being more social, trying harder to read the room, trying harder to dial down the passion, the directness, the impatience. Taking on work far beyond my own sphere of influence, not just to tick a box or two for self-serving promotion purposes, but to make genuine sustainable change.

This time I wasn’t willing to ‘do more’ or ‘be different’, because I was already doing more than enough and I now knew I’m autistic and ADHD. Whilst I would seek to gain understanding from others and reflect on the impact of my neurodivergence, the onus was no longer just on me. I was also 41 years of age and tired of it.

The evidence for my ‘do more, be different’ was non-existent. Yet the evidence of me working really hard to raise awareness and understanding of ND as well as selling the benefits in many roles including senior leadership was in abundance. As was the evidence of leading change in the projects I had taken on to improve performance within the department and beyond.

Luckily the process had changed to enable people like me to access it. There were measures to prevent the people already in the privileged position of senior leadership from always supporting the same people – that is, people like them – and to stop unconscious bias creeping in even before submission of an application. The new process was designed to ensure the full range of the available talent pool was assessed.

So in went the ‘expression of interest’ form. Written from the heart. A true authentic reflection of my past few years in policing condensed into 800 words, sent straight to the assessment centre for anonymous marking. There were some challenging conversations as to why I was going against the status quo once again; but the bottom line was: ‘because I can and therefore I must – not only for me as an individual but for other diverse individuals seeking lateral and promotional development’.

This time I wasn’t willing to ‘do more’ or ‘be different’, because I was already doing more than enough and I now knew I’m autistic and ADHD. I was also 41 years of age and tired of it.

I passed the written part of the process convincingly. Then it was time to go and sit in front of HR and senior leaders in the board process – a process that once upon a time would have seen me go to pieces and fail. Fortunately, over the years I have crafted my skills and abilities in this respect to perform and mentored many others. I talk about this in my blog/podcast for Rank Success.

My board consisted of a HR representative, a Detective Superintendent and a Detective Chief Superintendent – people who had known me a long time, and from pre-diagnosis. They had experienced the very direct communication, the non-existent small talk, the alarming (for some) levels of passion and drive, the ‘dog with a bone’ perspective, the intense eye contact, the face that amplifies whatever mild feeling I may have in my head on it.

I couldn’t help but wonder before, and in the aftermath, what their worldview of me as a person was. Whether it was different since they became aware some time before the board that I am not neurotypical. In the board, I did what I always do and assigned positivity to that worldview, as negative self -talk is unhelpful.

Afterwards I was happy with my performance and I felt I had given it my best whether that was a pass or fail. I spoke very candidly about my neurodivergence. The strengths and challenges that it brings in a policing organisation (or indeed any organisation).

When I got the phone call from the Chair to say I had passed, I was a little surprised with the quality of many of the other candidates and the fact it was my first process. A decent pass, not a scrape through. It was also bitter-sweet. I was sad to leave the department and team I had wanted to work in for over 10 years previously.

Deep down, the difficulties entering the process had also damaged my confidence and imposter syndrome had crept in a little more than usual. It is, however, something I’m used to, and whilst once upon a time it may have been my undoing, these days the ‘no you need to be different and do more’ narrative only makes me more determined to prove the disbelievers wrong.

Ultimately I have two neurodivergent children currently navigating an education system that is not fit for them, along with many other diagnosed and undiagnosed children (particularly girls). In the not too distant future they will enter the world of work and I am determined that they won’t experience the same unnecessary barriers or challenges that I and so many other neurodivergent people (particularly women) have.

As I touched upon at the start of this blog, I was lucky enough to land in another detective role at Chief Inspector looking after a large cohort of police officers and staff investigating some of the most serious and complex investigations. They are experts and specialists in their field. Their collective and individual skills, experience and knowledge is outstanding.

Within a short period of time I have already come to feel proud of the work they do every day, and I feel lucky and privileged to be responsible for looking after them and making life better and easier for them through sustained incremental change. Change that is often driven or instigated by them, because I don’t have all the ideas and I actively encourage them to share their frustrations and their ideas, especially the Rebel Ideas.

I also feel lucky and proud that policing organisations like ours are actively thinking about how to improve our diversity and creating promotion processes to achieve this in a short space of time. If it weren’t for this, I and others wouldn’t be in these positions now bringing their ND talents and enabling others to bring theirs. The future is a little brighter and hopefully a little smoother. ∎

by Kinga Halliday
Police Constable | British Transport Police

As a female police officer diagnosed with ADHD and autism in a typically high-pressure profession, I face a unique combination of challenges and strengths. This experience is both empowering and overwhelming.

My recent diagnosis gave me a sense of relief, as it allowed me to understand myself better. My journey through life and professional experiences have provided me with invaluable insights that I cherish deeply. This understanding empowers me to reframe my struggles, allowing me to tackle challenges confidently and with self-compassion, and to clearly understand why specific tasks or situations require more effort or adjustment.

Police sirens, the sound of a radio, shouting, screaming, crying —suddenly, this is both empowering and overwhelming. You do not fit in the team, station, or division; you are different. You are either best or worst, but never in between. This is both empowering and overwhelming. You struggle with social interactions and yet show more genuine compassion. You show your strengths to those in need and defend the vulnerable. Does it sound familiar?

I feel this way every day, but I am not alone. I have experienced support, care, and compassion from my colleagues and family. Determination and perseverance helped me achieve my academic goals and complete my training. Over seven years on, I am still standing arm in arm with my colleagues, guarding the peace and ensuring safety on your travels. ∎

Empowering neurodivergent and neurotypical officers and staff to create a more innovative and inclusive police service

by James Bird
Detective Inspector & NPAA Coordinator | West Midlands Police
Deputy Secretary | Disabled Police Association

In today’s ever-changing environment, policing has to evolve as rapidly as the communities it serves. It’s not just about responding to new challenges that we face, but also about consistently rethinking how we work, innovate, and collaborate.

That process begins with understanding the strengths of each individual person within our ranks and departments. We’re a service that has always been built from a spectrum of perspectives, each contributing in ways that brings out the best in each other. Or at least it should, if we just know how to apply that diverse thought in the right ways.

When we learn to use these differences in a positive way, our police service won’t just adapt; it will absolutely thrive.

Of course, collaboration between neurodivergent and neurotypical minds has its challenges too at times – and from my experience, collaboration between neurodivergent people and other neurodivergent people has just as many – but it’s really important to address these honestly if we’re going to grow stronger as teams.

In this article, I want to take the time to highlight the importance of recognising this difference, and the strength of understanding for both. Being dyslexic, my own brain is wired only to see similarities, not differences, which has its advantages. It’s sometimes these differences that compliment each other, if appreciated and understood, in collaboration.

Cognitive diversity
Diversity of thought isn’t a new concept: Matthew Syed talked extensively about it in his book Rebel Ideas: The Power of Diverse Thinking, a definite must-read. In the book it examines the power of ‘cognitive diversity’, explaining about how it’s essential to harness unique perspectives to tackle problems.

In simple terms, cognitive diversity is about including people who have different styles of problem-solving and can offer unique perspectives because they think differently, have divergent perspectives, and come from varied backgrounds.

Whilst this can relate to everyone, as you would expect from myself, my main focus in this article, is in relation to neurodiversity.

Neurodiversity – words are important
I’m not really a fan of labelling – we’re all unique and none of us are the same but unfortunately, it’s a human tendency to ‘label’ others. It reflects the need to understand the world efficiently. When used thoughtfully, labels can create support, connection, belonging and clarity; but when overused or misapplied, it can create barriers and limit an individuals’ potential.

I think that at this point in the article, it would be a useful opportunity to provide a very quick explanation of what I’m talking about.

Neurodiversity, simply put, is the concept that people will inherently think, talk, move and act differently. So, for instance, the teams and departments you work in would be ‘neurodiverse’. It can also encompass other reasons why people would think differently, such as race, age, culture, social upbringing, experience and so on.

‘Neurodivergent’ however, refers to people who are less typical in their cognitive variations and includes more well-known examples such as ADHD, autism, dyspraxia, dyslexia, dyscalculia, Tourette’s etc.

Finally, we have the word ‘neurotypical’, which describes those people who have a more typical cognitive function.

All are unique, and all have value. So why is this important in terms of working together?

An example: neurodivergent individuals – those whose brains function in ways that can differ from social norms – will often bring a spark of creativity and innovation. Yet this unique viewpoint can sometimes come across as single-mindedness or a preference for doing things differently, which can be unfortunately misinterpreted as self-centeredness.

On the other hand, neurotypical colleagues may prefer structure and teamwork, sometimes finding it challenging to work with those who may disrupt traditional methods of problem-solving.

This dynamic can create friction, but friction is something that can polish and refine when handled well. The key to all of this, is supporting a culture where each team member, neurotypical or neurodivergent, understands and appreciates what the other brings.

Recognising the power of diverse perspectives
The police service’s greatest asset is its people, and those people bring an incredible array of strengths that go well beyond just rank or role. Neurodivergent people will often approach challenges in ways that are distinct, bold, and insightful. They may notice patterns or connections that others overlook, allowing them to find fresh solutions to longstanding issues. When we need policing to adapt quickly, this creative edge can make a critical difference.

Imagine a neurodivergent officer or staff member tasked with solving a complex crime trend, where others may see just routine: they might notice subtle shifts in behaviour, or spotting a pattern that leads to a breakthrough.

But just as critical is the role of neurotypical colleagues. Their strengths in organisation, team structure, and process-driven thinking provides the steady framework that makes it possible to turn those innovative ideas into practical solutions.

Neurotypical officers and staff are often good at the disciplined follow-through that ensures no detail is overlooked, no idea left in the theoretical. They know how to translate big ideas into action plans, to harness the energy of creative thought and make it into something lasting and effective.

For instance, they might take that breakthrough insight from a neurodivergent colleague and work out the logistics to bring it to fruition, coordinating with other departments or outlining a step-by-step approach for the team to follow.

In this way, we can easily see that these two perspectives aren’t just compatible – they’re complementary, if we are willing to accept it.

Neurodivergent colleagues can provide the vision, while neurotypical colleagues can provide the structure. Together, they bring a full range of skills that allows us to address challenges from every angle, from brainstorming to implementation.

Facing the challenges honestly
This journey toward collaboration isn’t going to be without its obstacles and barriers though. For neurodivergent officers and staff, the intense focus that fuels their creativity can also make it challenging to engage in group dynamics or consider other viewpoints.

At times, this can look like they only think of themselves or won’t accept other views, as neurodivergent colleagues become so immersed in their ideas that they find it hard to step back. This intensity, while a source of innovation, may occasionally lead to conflict within teams where collaboration and compromise are valued.

Likewise, neurotypical colleagues, accustomed to a straightforward approach to problem-solving, may sometimes see unconventional ideas as just unnecessary disruptions. Used to working within clear structures and set processes, they may have trouble understanding the more effortless, and spontaneous approaches that neurodivergent minds bring to the table.

But this friction isn’t just a flaw in our system; it has to be part of the learning process. The discomfort that comes from blending different perspectives is where the growth will happen.

To really harness our potential, we have to all start with self-awareness.

Neurodivergent officers and staff can build on their strengths by practicing flexibility, by intentionally stepping back from their own ideas to make room for others and by seeking to understand how their contributions fit within a larger framework.

Equally, neurotypical officers and staff, can bring a greater appreciation for diversity in thinking by approaching unconventional ideas with curiosity and help develop them.

For neurodivergent colleagues, this close working can help us understand that in all reality, not everything we experience at work is due to our neurodivergence; some challenges are simply part of being human. Collaborating closely with neurotypical colleagues can be a valuable reminder of this.

Neurotypical perspectives help neurodivergent individuals see that stress, miscommunication, or even self-doubt are common experiences shared by everyone, not just those who think differently.

Working together provides us with an insight into where neurodivergence plays a role and where universal human emotions come into play, creating a clearer understanding of which challenges stem from neurodivergence and which are shared experiences across the team.

Similarly, one thing that rarely gets discussed is that the coping mechanisms such as assistive technology, accessibility tools and other processes neurodivergent colleagues need to utilise as part of their own day-to-day activities, will often help neurotypical people as well.

Both sides can benefit from this mindset of empathy, openness, and emotional intelligence, recognising that both perspectives are vital to our shared success, policing mission, and Peelian principles.

“Our differences are our greatest strength.”

Neurodivergent collaboration: strength in shared understanding
I’m not going to write this article just talking about the need for neurodivergent people to work collaboratively with neurotypical people, whilst ignoring the fact that it’s probably a greater and more unique challenge in itself to get neurodivergent people, who all experience the world differently, to actually work with other neurodivergent people. I’ve had plenty of first-hand experience of this.

When neurodivergent colleagues work together they can often find the common ground in their approaches to work, allowing them to connect over unique thinking styles, experiences, and challenges. They may bring out the best in each other through mutual understanding and a willingness to engage in less conventional approaches.

However, neurodivergence is often about contradiction. Those neurodivergent strengths will also inherently have an equally contradictory linked challenge, as they will often have diverse preferences for communication, organisation, and focus even amongst themselves.

For example, some may hyper-focus intensely on one task, while others may jump between multiple ideas. This can lead to misunderstandings, particularly if each person has a different approach to managing their workload, speeding through a project, or bringing about joined up change.

Additionally, neurodivergent colleagues may hold strong views or specific ways of doing things, making it essential for each person to approach teamwork with patience and adaptability. And this working together is a perpetual challenge, even with a clear and simple common purpose.

To collaborate effectively, neurodivergent colleagues can support each other’s growth by recognising when to step back from their own viewpoints and consider another colleague’s approach. This willingness to exchange perspectives will create a resilience and a team that is not only adaptable, but also cohesive.

Neurodivergent collaboration can become a process where they can inspire each other to reach beyond their perceived limitations, proving that neurodivergent minds can not only work together but thrive together, where diverse talents and approaches are valued.

Building an inclusive Service, together
I want you to think about the potential for teamwork where neurodivergent colleagues bring their out-of-the-box thinking to tackle emerging challenges, while neurotypical colleagues provide the steady support that keeps those ideas grounded.

The interaction can be powerful, transforming what might seem like competing approaches into a dynamic team.

Unfortunately, this learning from each other doesn’t happen overnight – if at all – but it’s one of the most rewarding aspects of the work that I, and many great people who I have had the absolute pleasure to work with in policing, have experienced.

Neurodivergent colleagues can gain greater adaptability by working alongside neurotypical colleagues who excel at process and follow-through. Likewise, neurotypical colleagues can develop a more open-minded approach by witnessing the creative problem-solving and persistence of their neurodivergent peers.

This exchange doesn’t just benefit the individuals involved, it strengthens the entire service, creating teams that are more resilient, innovative, and responsive.

By opening up to this concept – whether neurodivergent or neurotypical – we can gain so much.

Each person has something to learn from the other, and that learning supports a shared purpose that’s essential in policing. When neurodivergent and neurotypical colleagues are encouraged to collaborate, they create feedback and best practice evidence and loops where ideas are shaped, refined, and ultimately implemented with the input of both perspectives.

This process allows for a constant flow of insight and improvement, building teams that are adaptable, resourceful, and capable of facing any challenge.

Leadership’s role: setting the stage for collaborative success
The role of leadership in creating an inclusive and collaborative environment cannot be overstated. Leaders set the tone, create the expectations, and provide the support that allows neurodivergent and neurotypical officers and staff to work together effectively. It’s so important for neurodivergent senior leaders – and there are a large proportion of them – to feel empowered to be open and share their experience, providing that support.

To bridge the gap, leaders must support and nurture a work culture that values diverse perspectives and promotes respectful, open communication.

One powerful way to do this is through inclusive leadership coaching programs that build empathy and understanding. It shouldn’t just be about teaching staff to ‘tolerate’ differences; it should be about bringing the best out of them and helping them see value in those differences.

It also should be mentioned it’s not just about training; just being a good leader in general is important. Leaders can encourage collaborative problem-solving by assigning team projects that bring neurodivergent and neurotypical officers together in roles that complement their strengths.

Imagine a task force where neurodivergent officers are given the creative space to brainstorm solutions for new public safety initiatives, with neurotypical colleagues providing organisational support and managing logistics. This approach not only brings out the best in each individual but also builds a sense of unity and shared purpose that’s essential to effective policing.

Finally, leaders must inspire respectful communication. When a leader demonstrates that all perspectives are worth hearing, that every officer’s insights matter, they send a powerful message to the team. As the saying goes, ‘Leaders who don’t listen will eventually be surrounded by people who have nothing to say’.

This kind of inclusive leadership empowers officers to take risks, voice their ideas, and work through differences constructively. It shows that our service values innovation and inclusivity, not just as ideals but as core aspects of our mission.

Embracing diversity for a stronger police service
At the heart of all of this – and the reason I’ve written this article – is a simple truth: our differences are our greatest strength. Neurodivergent and neurotypical officers and staff each bring perspectives that are not only valuable but essential. Together, we can build a Service that is as diverse as the communities we serve, a service that is better equipped to meet the challenges of modern policing.

Bringing diversity of thought to the front of everything we do isn’t always easy, but it’s one of the most important paths we can take. By embracing each other’s strengths, learning from each other’s differences, and celebrating our similarities, we set a standard for what a truly collaborative and resilient police service can look like.

Our differences aren’t barriers but connections. Building a culture where every officer or staff member, feels valued, heard, and empowered to contribute, won’t just be building a better service; we’ll be setting an example for what it means to serve with integrity, empathy, and strength. ∎