Inclusion efforts in financial services often stall at the level of policy. Justin Nelson, a Managing Director at JP Morgan Private Bank, has taken a different approach, one grounded in operational specifics rather than declarations of intent. His framework for working with neurodiverse employees addresses the practical details that determine whether inclusion succeeds or fails.
The Role of Clarity in Day-to-Day Management
Nelson heads a team at JP Morgan responsible for overseeing more than $15 billion in assets, and he speaks about managing neurodiverse talent with the directness of someone who has thought through the particulars. The first priority, in his view, is how work gets assigned. Vague directives like “handle this account” or “grow this portfolio” leave too much open to interpretation for neurodiverse employees who thrive on specificity.
Instead, Nelson advises breaking every assignment into defined tasks, each connected explicitly to a broader plan. This is not about micromanagement; it is about removing unnecessary ambiguity. When the rules and expectations are clear, neurodiverse employees can focus their considerable abilities on the work itself rather than spending energy trying to decode what is expected of them.
“If you can lay out the rules and know how to work and communicate with that group of people, you probably have some of your best employees,” Nelson has said. The implication is direct: the investment in clearer communication pays off in performance that can outperform what managers get from more conventionally hired staff.
Partnership with Advocacy Organizations
Justin Nelson and JP Morgan back this philosophy with action beyond the firm’s internal practices. Nelson works with Broad Futures, which pairs neurodiverse job seekers with employers and helps companies develop the knowledge and processes needed to hire and retain this population effectively. He also supports Adelphi University’s Bridges Program, which prepares high-functioning students on the spectrum for the transition into professional life.
The transition from school to work is, by Nelson’s account, the hardest stretch for many neurodiverse individuals. Organizations like these narrow that gap and make it more likely that capable candidates reach the employers who could benefit from hiring them. Read this article for more information.
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