Mm.

Which will then then take them down the, the disciplinary route and potentially even go, "I'm sorry, you know, we've paid for three exams and we can't re- really do more." What I would implore those managers to do is just separate those learning issues from the person, because if they just do that extra questioning going, you know, "Is there anything we can do extra?" You know, "I've noticed on a couple of your emails that there are certain words that you're really struggling to spell.

You know, have you considered, you know, you might be dyslexic, or have you considered actually you're always transposing numbers? Is there something else there?" You know, and just having that curiosity from a, a manager's point of view will really actually break those barriers down, because it's probably then that that member of staff, that advisor, will turn around and go, "Well, actually, yeah, I'm, I am waiting for a dyslexia diagnosis" or, "I'm on the pathway," which is five years where I am locally, "to get an ADHD diagnosis." And I think once you're able to do that, it's not a case of, well, what do we need to do to support you? Because that individual, they've always been neurodivergent.

You are born neurodivergent.

Mm.

You know? But it's the tenacity, it's the, uh, the gumption that we have to actually not accept anything other than I'm, I'm reaching for the stars, you know, I'm going for the moon, and if I hit the stars, fantastic.

You know? But nothing's gonna hold me back, and it's that resilience that people who are neurodivergent, they have got that.

And there are some industries, like the UK Security Services, for example, they understand this higher than any other company or industry in the UK because they've understood this probably about 30, 40 years ago, that people with autism and people with dyslexia, they can analyze vast arrays of data.