And this is the problem with a legal framework that classifies dyslexia as a disability - it intensifies rather than alleviates the immense stigma around dyslexic thinking. We have spoken to dyslexic students who refused to apply for the Disabled Student's Allowance because they were so horrified by the name. Let's not underestimate the psychological effects of calling a bright and gifted thinker "disabled".

The elephant in the room is that dyslexia is not a disability, but a thinking style. Dyslexic thinkers excel in visual-spatial tasks involving whole-picture thinking and finding original and creative solutions to things. In 2003, the BBC's Mind of a Millionaire series commissioned a research piece into the thinking style of British millionaires and discovered that 40% of those polled were dyslexic thinkers. A more recent study by the Cass Business School established a 35% correlation between dyslexia and entrepreneurism in the US.

The disability framework for dyslexia is a convenience, but a harmful one. It is a convenient way of assuring protection to dyslexic thinkers in the workplace - at least on a superficial level. It is convenient for employers and educators because it does not require us to become curious about the dyslexic thinking style and explore its potential.

Yet this is where the disability framework is harmful. For the third challenge that we face in the workplace is creating an environment where dyslexic thinkers can grow their skills. Disability support is essentially a series of props that presents precisely that from happening - because disability theory preassumes a person will never be able to master a certain skill.

Our organisation specialises in an approach which enables dyslexic thinkers to harness their natural talent to any learning challenge. From our work, we know that with the right approach, dyslexic thinking becomes a learning tool, not a learning difficulty. If a school has failed to teach a child to read and write, wouldn't it be exciting if the workplace were an environment where these skills could finally be unlocked? In most cases, this creates an immensely grateful, loyal and eager employee whose new-found skills can be applied to the benefit of the business.