In today’s complex, innovation-driven world, fostering diversity is more than a social obligation—it’s a strategic imperative, a point that was driven home globally on Dec. 3 when United Nations observed International Day for Persons with Disabilities.

While diversity discussions typically focus on race, gender, and cultural background, many employers have started to focus on another previously marginalized group: the “neurodiverse,” people whose brains are “wired differently” than most others.

It’s a topic I often discuss with my colleague Johanna Benesty, who claims that embracing neurodiverse teaming unlocks competitive advantage. She provides three strong arguments:

1) Because of the unique ways in which neurodivergent individuals see things, and approach challenges, neurodiversity offers a reservoir of untapped talent potential in specific domains,

2) Understanding how the unique and sometimes extreme brains of the neurodivergent function creates new opportunities for organizations to improve teaming, combining the strengths of neurodivergent and “neurotypical” thinkers into a team more powerful than one consisting of neurotypical-thinkers alone. “In the same way that neurodiversity is often referred to as a hidden disability,” Benesty argues, “it in fact hides superpowers.”

3) By better understanding the neurodivergent among us, we better understand everyone with whom we work or interact, because, “We are all somewhere on the spectrum,” she points out. This also boosts work outcomes.