Two colleagues working side by side, representing the shared focus and energy that body doubling for ADHD can create at work.

Body doubling in the workplace: a manager’s guide

You have probably noticed it without knowing what to call it. An employee who produces their best work during a co-working day in the office. A team member who consistently completes reports during shared focus sessions but falls behind when working alone at home. A colleague asks if they can sit with someone while they tackle a difficult task.

What they are experiencing is body doubling in the workplace. For many neurodivergent employees, it is one of the most effective focus tools available. And for managers, it is one of the simplest things to support.

TL;DR: Body doubling is working alongside another person while each person focuses on their own tasks. For employees with ADHD, autism, and executive function differences, having a human presence nearby can make starting, sustaining, and finishing tasks significantly easier. This post explains what it is, what the evidence says, and how managers can practically and safely support it.

Body doubling in the workplace: what it is and why it works

Body doubling is the practice of completing tasks while another person is present, either in the same room or virtually. The other person does not need to be doing the same work. They simply need to be there, quietly engaged in their own tasks.

For many neurodivergent employees, that presence acts as a form of co-regulation. The calm, focused rhythm of another person helps anchor attention, reduce anxiety about starting, and sustain effort on tasks that feel overwhelming when tackled alone.

It is not supervision. It is not performance monitoring. It is, in many ways, the opposite: an informal, voluntary practice that works because it removes pressure rather than adding it.

What the evidence says

Formal research on body doubling is still developing, but the underlying mechanisms are well supported by existing science.

Co-regulation: Our nervous systems are wired to sync with the people around us. A calm, focused presence can help regulate attention and reduce the physiological stress that makes task initiation so difficult for many people with ADHD.

Social facilitation: Decades of research show that mild social presence improves performance on familiar tasks. Body doubling draws on this same principle.

Externalised executive function: Clinicians describe body doubling as a way of borrowing structure from the environment when internal structure is harder to access. For employees with ADHD or executive function differences, this is a practical workaround for one of the most common workplace challenges.

A 2025 study found that both in-person and virtual body-double conditions improved task completion compared with working alone. ADHD organisations, including CHADD and ADDA, consistently highlight it as one of the most practical focus tools available.

The evidence base is still growing. However, the mechanisms are consistent, the practice is low-cost, and for many neurodivergent employees, the results are significant.

What body doubling looks like in practice

Body doubling does not require specialist software or significant organisation. It can take several forms.

In person: Two or more colleagues working silently at shared desks or in a quiet room, each focused on their own tasks. This often already happens informally in teams without anyone naming it.

Virtual: A scheduled video call where participants work alongside each other with cameras on, without necessarily speaking. Tools like FocusMate, Flow Club, and Flown offer structured virtual sessions. Many organisations already have the infrastructure through Microsoft Teams or Google Meet. A recurring optional Focus Friday session costs nothing to set up.

Informal: An employee asking a colleague to sit with them while they work through something difficult. This is one of the most accessible entry points, and it is often already happening.

If your organisation is considering structured tools or platforms, always review suitability, privacy, and accessibility before introducing them.

How managers can support body doubling

The most important thing a manager can do is make body doubling a normal, available option rather than something employees have to ask for or justify.

Name it: Give it a name in your team. Once people know what body doubling is, those who need it can use it without stigma or the need to explain themselves.

Offer space: Create optional co-working sessions or designate quiet focus areas. Make it clear that attendance is voluntary and there are no expectations attached.

Set expectations clearly: Be explicit that body doubling sessions are not performance reviews. No one is being watched or assessed. The purpose is focus, not reporting.

Ask rather than assume: For employees who are already using body doubling informally, ask whether there are ways the organisation can better support it. A Workplace Needs Assessment can help structure that conversation.

Think about remote and hybrid staff: Employees working from home may have less access to informal body doubling. In those situations, virtual options matter more, not less.

Getting the boundaries right

Body doubling works because it is voluntary and low-pressure. A few safeguards make the difference between a genuinely supportive practice and one that tips into surveillance.

Voluntary participation: Never mandate body doubling sessions. They must always be opt-in.

No monitoring or data collection: Sessions should remain private. The value comes from the presence, not any reporting back.

Equal access: Ensure remote and hybrid employees have the same access to virtual options as office-based staff.

Flexibility on format: Some employees find cameras on helpful. Others prefer cameras off. Allow both, without making either the default.

Embedding these principles into your inclusion or wellbeing policy makes body doubling a formal, supported practice rather than an informal workaround that only some employees know to ask for.

To explore how body doubling and other neuroinclusive strategies can be built into your organisation’s approach, explore our Talks and Workshops or get in touch.

Related reading

Neuroinclusive Meetings: What an Excellent Recipe Looks Like

Body doubling and neuroinclusive meetings work on the same principle: structure and presence reduce cognitive load. This post covers the meeting side of the equation.

What Does the Ideal Work Environment Look Like?

Body doubling is one piece of a larger picture. This post explores how to think about the full work environment for neurodivergent employees.

Manager Role in Workplace Needs Assessment

If you want to make body doubling a formal part of an employee’s adjustments, a Workplace Needs Assessment is the right place to start.

Stay connected

If this post was useful, there is plenty more where it came from. Every month I share practical insights on neurodiversity, management, and making workplaces work better for everyone. Sign up to the newsletter here.

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To be unclear is to be unkind: neurodiversity and the trust trap

“To be clear is to be kind. To be unclear is to be unkind.” Brene Brown.

Not long ago, someone I worked with was struggling in their role. They were not hitting targets. Their team was frustrated. Their manager did not know what to do. On paper, it appeared to be a poor performance.

But what was really going on?

The expectations had not been made clear. The communication was patchy. The rules of engagement were never agreed upon, and in that silence the individual began to spiral. They grew anxious. They began to feel scrutinised. At one point, they wondered aloud whether spyware had been installed on their device to track their every move. It had not. Their manager was not surveilling them. But the damage was done.

A seed of doubt had been planted. And it did not grow in a vacuum: it grew in the rich soil of silence.

To be unclear is to be unkind: miscommunication is costly

Misunderstandings like this do not just cost time: they erode trust. They create stories where none exist. They lead people to feel unseen, unheard, and unsafe.

And it is not just an interpersonal issue. A recent poll found that employees spend around 7.5 hours per week dealing with miscommunication, nearly 20% of their working week, and that the majority of workers say unclear communication directly wastes their time.

Now imagine this playing out in a neurodivergent workplace.

To be unclear is to be unkind: why ambiguity is a stress state for neurodivergent employees

For many neurodivergent people, whether autistic, ADHD, dyslexic, or otherwise, ambiguity does not feel like flexibility. It feels like a risk.

No clarity on how to ask for help? It may not feel safe to try. No defined expectations on output? Someone might keep tweaking endlessly or freeze entirely. No shared rules of engagement? They may assume they are doing everything wrong and start bracing for the fallout.

It is easy to label this as oversensitivity or paranoia. But these are often people who have experienced unclear communication as a consistent barrier, sometimes a threat to their credibility or psychological safety. That context matters.

The danger of assumptions

When there is a communication gap, people do not simply sit in the unknown. They fill that gap. And rarely generously.

In the story above, the employee assumed they were being monitored. Why? Because no one had said otherwise. There was no transparency about how performance was being assessed. Silence left room for doubt.

From the manager’s side, they assumed the employee understood what was expected. They thought they would speak up if something was wrong. Two people, two different stories, neither with bad intentions. But assumption, silence, and vagueness created a trust gap that neither side knew how to close.

5 communication practices for managers working with neurodivergent teams

1. Paint done: show what good looks like

Do not just say “make sure this is finished by Friday.” Spell out what done means: what the final deliverable looks like, where it should be stored, who needs to review it, and what should happen if things go off track. This removes guesswork and saves hours of rework and anxiety.

2. Set and revisit rules of engagement

Especially in hybrid or remote teams, clarify which tools are used for what, the expected response time, how people should flag when they are overwhelmed or stuck, and what a successful check-in looks like. This is not rigidity: it is shared scaffolding. For neurodivergent employees, that scaffolding can make or break performance.

3. Make the trust conversation explicit

Rather than assuming trust is implied, say it directly: “I do not monitor every move. I look at results, communication, and outcomes. If something is unclear, I want us to be able to talk about it early, not after the fact.” Creating a shared expectation that talking about the process is part of the process changes everything.

4. Use curiosity rather than assumption

Instead of “Why did you not do this?”, try “Help me understand how you approached this” or “What was your understanding of the ask?” These questions keep the conversation open and uncover the real root of the problem without putting people on the defensive.

5. Name and challenge your own assumptions

Assumptions are easy to miss. You assume someone is disengaged because they are quiet. You assume they understood the deadline. You assume they prefer async communication. Start naming these internally before taking action. When you model that kind of thinking, your team learns to do the same.

Trust is not just built: it is repaired, revisited, and re-clarified

No team gets this right all the time. Miscommunications will happen. But the difference lies in what happens next.

When you lead from the belief that misunderstandings are not failures but invitations, you create environments where neurodivergent employees can focus on their strengths rather than burning energy decoding vague signals.

Clarity is not control. Clarity is care.

Ready to build more neuroinclusive communication in your organisation?

If this resonates and you would like practical support in building clearer, kinder communication across your teams, our talks and workshops give managers and HR leaders the tools to make this shift in practice.

For one-to-one support, our coaching offer helps both managers and neurodivergent employees build strategies that work. And if a more structured assessment of an individual’s workplace needs would be a useful starting point, our Workplace Needs Assessment packages provide a clear, evidence-based route forward.

You are welcome to get in touch to discuss a specific situation, or sign up for our newsletter for monthly insights on supporting neurodivergent employees at work.

Two people walking through a park with speech bubbles over their heads. showing why movement in coaching matters.

Movement in coaching: The power of unleashed thinking

Introduction

When we think about coaching, we’ll often picture the coach and coachee sitting rigidly face to face in a quiet room, but the truth is, this doesn’t work for everyone. Lots of us need movement in coaching. Human connection in a professional context is often misunderstood, and traditional fixed-position coaching can sometimes create barriers to meaningful conversation. If we shift the physical context of our interactions, we can unlock deeper, more meaningful growth.

Movement in coaching: Why it matters

Think about the ways in which we build relationships in our personal lives; we may go for a hike, engage in a class or share a drink in the pub. Similarly, we build connections in our professional lives by having lunch together or collaborating on a project. These side-by-side interactions create a psychological safety zone where conversation flows naturally. Neurologically, movement triggers different parts of the brain than a sedentary conversation, releasing endorphins and increasing blood flow to the brain. This, in turn, reduces anxiety and enhances cognitive function. Many people simply find it easier to process complex thoughts when their hands or bodies are otherwise engaged. Far from being a weakness, this is just a different path to meaningful connection.

The “Sandwiching” effect: Doubling the benefit

This curious term speaks to the powerful method of movement-based coaching, which addresses two critical human needs in a single activity. Put simply, we’re working on our cognitive processing and emotional expression while simultaneously addressing the fundamental need for physical movement. The fact is that in Western Europe, a sedentary lifestyle has become the norm, and we simply do not move enough. This can have a significant impact on our physical and mental health, including increased risk of cardiovascular and metabolic disorders as well as anxiety and depression.

Introducing a dual-purpose activity can:

  • Enhance cognitive function and emotional processing
  • Contribute to vital daily physical activity
  • Reduce the total time spent sedentary
  • Model healthy behaviour integration
  • Make movement feel purposeful rather than obligatory

This “sandwiching” approach recognises that our physical and mental well-being are not separate domains but deeply interconnected aspects of our lives. Any opportunity to address both simultaneously represents an efficient and holistic approach to health and development.

Personal Connection: Finding words through action

Working on something together, whether that’s building a fence or fixing a car, triggers a bonding process. As we measure, cut, and secure each piece, we tend to open up, sharing stories about the challenges we’ve faced. This rarely happens when we’re sat face to face in a conventional setting because the rhythm of the work creates a safe container for vulnerability.

Even during difficult moments, perhaps after a significant failure or disappointment, it’s often during a walk that the most healing conversations happen. With the subtle distraction of movement and without the pressure of being face-to-face, people can voice their shame and uncertainty without the intensity of direct eye contact, which many find uncomfortable. These experiences reveal something fundamental about how many individuals access deeper parts of themselves through shared activity.

Coaching on the move: What it looks like

Walking sessions create a natural rhythm for conversation. Whether strolling through a park or urban environment or even pacing a hallway during a phone call, the steady movement helps pace the dialogue. The changing scenery can also serve as metaphorical touchpoints, inspiring new perspectives as the physical landscape shifts.

Activity-based coaching incorporates purposeful tasks, such as gardening together, playing sports or organising a space. These activities provide natural breaks in conversation, allowing insights to be integrated without awkward silences. They also create metaphorical opportunities—pruning what no longer serves, building something new, creating order from chaos.

Even in driving sessions or workshop environments where people can fidget, tinker, or build while talking, this can be transformative. When we’re semi-focused on using a tool or controlling a vehicle, this often bypasses the analytical brain’s censors, allowing more authentic expression.

When movement is essential

For some people, movement is vital for effective communication as they are simply unable to process information and articulate thoughts while sitting still. When we see somebody fidgeting or pacing, we can sometimes assume that they’re bored or stressed but, in reality, many folks need this movement in order to regulate sensory input and therefore focus on the conversation. When forced to remain still, mental resources get diverted to the effortful task of controlling the body rather than engaging with the discussion.

Movement-based coaching allows people to access their full cognitive capabilities without unnecessary physical constraints. This isn’t accommodation—it’s optimisation.

The benefits of non-traditional coaching spaces

If sustained eye contact makes you anxious or uncomfortable, you’re not alone. Evolution has programmed sustained eye contact as either an intimacy or dominance signal, which can hinder professional growth. During coaching, side-by-side positioning neutralises this tension.

Movement also helps people to navigate emotionally charged topics. The physical outlet helps prevent emotional overwhelm when discussing challenging issues like career transitions, relationship struggles, or identity questions. The body processes stress while the mind processes insights.

The most powerful, action-oriented coaching embodies the very change that thinkers seek. There’s an elegant alignment between walking a new path physically, whilst exploring new directions mentally. The coach and thinker literally move forward together, reinforcing the journey metaphor at the core of personal development.

Addressing our movement deficit

The evidence is compelling: as societies become more technologically advanced, our physical activity levels have plummeted. The average adult in Western Europe spends a staggering 9-10 hours daily in sedentary positions—at desks, in cars, or on couches. This represents a dramatic shift from our evolutionary history and carries significant health consequences.

By integrating movement into professional interactions, such as coaching, we begin to address this deficit in small but meaningful ways. A 45-minute walking coaching session might contribute 4,000-5,000 steps to a person’s day—almost half of the recommended daily target for adults. Over time, these movement-integrated sessions can help establish healthier lifestyles and show us that work and physical activity don’t need to be separate entities.

The beauty of this approach is that it doesn’t require additional time to be taken out of already busy schedules. Instead, it transforms necessary conversations into opportunities for physical movement, making the most efficient use of limited time resources.

Resistance is natural, but it doesn’t last

Initial scepticism about unconventional coaching approaches is common. “Shouldn’t we be sitting down for a serious conversation?” some might wonder. Others worry that walking or activity-based sessions might seem unprofessional or lack focus. Yet, most people who try movement-based coaching quickly recognise its benefits. Many report feeling more at ease, having unexpected breakthroughs and retaining insights better than in traditional settings. The informality of the format often becomes the very thing that enables formal progress for people who struggle to articulate feelings in office settings. Reduced performance pressure and increased neurological activation can therefore create an ideal learning state.

Adapting to individual needs

We need to recognise that coaching is far from “one size fits all” and that different people require different formats in different circumstances. Consider offering different options based on the topic, energy levels, weather, or individual preference. Some sessions might benefit from a face-to-face focus, while others need the creative stimulus of movement or activity.

Creating psychological safety through movement in coaching

Our traditional coaching environment can sometimes inadvertently create power dynamics that heighten vulnerability. The formal setting, the coach behind a desk and the expectation to maintain composure can all trigger performance anxiety rather than authentic exploration. Movement tends to equalise the relationship. Walking puts the coach and thinker on the same level while activities provide natural opportunities for competence and confidence to emerge. This shift in physical dynamics often translates to psychological safety.

Final thought: Movement in coaching needs to be built for the individual

Effective coaching meets people where they live—not just conceptually but physically by removing unnecessary friction from the growth process through coaching experiences that align with how many individuals naturally process information and emotion.

Movement-based coaching isn’t a gimmick or workaround – far from it. It’s a deliberate approach grounded in psychology, neuroscience, human experience and public health research. By giving people permission to move, fidget, build, or walk, we invite them to bring their full selves into the conversation while simultaneously addressing our societal movement deficit.

The most powerful coaching often happens when we shift not just the things that we discuss but also how and where we engage. For many people, the path to deeper insight starts with a single step—literally.

What is a “Thinker”? 

In thoughtful coaching practice, the term “thinker” rather than “client” describes the individuals we work with. As Clare Pedrick explains in her book Simplifying Coaching, a “thinker” is someone engaged in deliberate reflection, analysis, and meaning-making. Unlike the more transactional term “client,” which can imply a service being delivered to a passive recipient, “thinker” acknowledges the collaborative agency, intelligence, and creative capacity that each person brings to the work.

If you don’t have a copy, grab one here

When we move during coaching sessions, we’re not just exercising our bodies—we’re creating optimal conditions for minds to explore, discover, and transform. By recognising those we work with as thinkers first and foremost, we acknowledge and respect the cognitive and emotional work they’re undertaking, whether that happens while sitting still or in motion.

If you’d like to find out more about my coaching, get in touch for a chat by emailing me here.

What to read next: Neuroinclusive meetings: what an excellent recipe looks like: https://theneurodivergentcoach.co.uk/neuroinclusive-meetings/