The fourth challenge we face is how to harness dyslexic talent in the workplace. When unsupported, dyslexic thinkers can become "trace-coverers" - fearful individuals who may invest a lot of energy in avoiding or deferring challenging tasks and finding excuses why they cannot be done. When supported, however, dyslexic thinkers can be among the most innovative and original contributors to a company's success.

I know a dyslexic company director who has a flair for designing systems to maximise company efficiency. He works on a consultancy basis to a number of companies where he gradually reduces his own role to a minimum - through the same efficiency principles - then moves on to the next company while staying on a retainer with the previous.

Some of your dyslexic thinkers will have excellent sales and/or marketing skills. Others will be highly empathetic and have great potential on an HR team. Yet others will be good troubleshooters, yet others will excel in workplace design and production processes, and so on.

In an environment where dyslexia is respected as a thinking style, frank and open conversations can take place around a person's natural strengths and challenges, ensuring that each dyslexic thinker is placed in a context where they can excel, both for their own benefit and for that of their employer.

The Learning People specialises in the Davis approach to dyslexia and sees dyslexia as a gift. http://www.thelearningpeople.co.uk UK residents can sign The Learning People's Downing Street petition to reclassify dyslexia as a thinking style, not a disability. Further detail at http://www.dyslexia-gift.org.uk

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