A level gauge showing high energy levels with a smiley in the middle

Supporting energy regulation at work: A manager’s guide.

Supporting energy regulation at work can feel daunting, especially for managers who are well intentioned but anxious about getting it wrong. When someone’s energy fluctuates, it is often misread as a motivation issue, disengagement, or poor performance.

In reality, energy regulation is about capacity, not effort.

Many people, including those with ADHD or other neurodivergent traits, experience uneven energy across the day, week, or month. Others may be impacted by stress, workload design, health, or broader life demands. None of this is visible at a glance.

This guide is not about diagnosing, fixing, or managing someone’s personal life. It is about helping managers create the right conditions, ask better questions, and work in partnership to support sustainable performance.

Supporting energy regulation at work: why it is not a performance problem

One of the most important mindset shifts for managers is this: fluctuating energy is not a lack of commitment or capability.

In fact, some of the people who struggle most with energy regulation appear to be high performers. They deliver excellent work, meet deadlines, and say yes to everything. The cost is often hidden.

Over time, this can look like:

  • Working long hours to compensate for low-energy periods
  • Hyperfocus that masks exhaustion
  • Sudden drops in capacity after periods of intense output
  • Burnout that feels unexpected because performance looked strong

Supporting energy regulation at work means learning to look beyond outputs alone and to notice how work is sustained.

A shared responsibility, with clear boundaries

This is not about managers taking responsibility for sleep, exercise, hormones, or self-care. That is neither appropriate nor effective.

Instead, energy regulation sits across three layers.

What sits with the individual: self-awareness of energy patterns, communicating what helps or hinders, and experimenting with strategies that support them.

What sits with the manager: creating psychological safety, structuring work thoughtfully, reducing unnecessary energy drains, and opening up supportive conversations.

What sits with the organisation: meeting culture, expectations around availability, workflow design and pace, and how time and attention are valued.

When these layers work together, energy stops being a personal struggle and becomes a shared design question.

Matching tasks to energy: a core principle of supporting energy regulation at work

Different types of work require different kinds of energy. This is true for everyone, but especially important when supporting energy regulation at work.

For example, high-energy or high-focus periods may suit deep thinking, problem-solving, or creative work. Lower-energy periods may be better for admin, routine tasks, or preparation. Social or collaborative energy may peak at different times than analytical energy.

When this alignment is off, people become distracted, inefficient, and frustrated. They may spend prime energy time in meetings that add little value, then struggle to complete focused work later.

A simple but powerful manager question is: “What kinds of work feel easiest or hardest at different times of the day?” This is not about rigid schedules. It is about permission to experiment.

Designing the working day to support energy regulation at work

Energy is shaped by how the day fits together, not just individual tasks.

Managers can support energy regulation at work by paying attention to:

  • How the day is started, since rushed starts drain energy quickly
  • Whether focus time is protected or constantly interrupted
  • How meetings are scheduled and whether they are truly needed
  • Whether there is space to close the day down, rather than carrying work mentally into the evening

Poor day design leads to constant context switching, wasted effort, and the feeling of being busy without making progress. This is not an individual failing. It is a system issue.

Body doubling as a legitimate support tool

One practical and often misunderstood strategy for energy regulation is body doubling.

Body doubling means working alongside someone else, either in person or virtually, without necessarily collaborating on the same task. The presence of another person can help regulate attention, energy, and momentum.

Examples include quiet co-working sessions, camera-on focus time, sitting together to start a task and then working independently, or shared working hours rather than check-in meetings.

For many people, especially those with ADHD traits, body doubling reduces the energy cost of task initiation and helps sustain focus. It is not micromanagement. It is a way of sharing regulation, not enforcing control.

Early signs something is not working

Managers often spot problems too late because they are looking for performance drops rather than energy strain.

Early signs to notice include:

  • Someone always “on” with no visible recovery time
  • Reluctance to take breaks or time off
  • Irritability, withdrawal, or increased perfectionism
  • Difficulty switching off at the end of the day
  • A growing mismatch between effort and impact

Naming these observations gently can open up preventative conversations long before burnout occurs.

The cultural elephant in the room

It is impossible to talk about supporting energy regulation at work without addressing culture.

Many workplaces unintentionally drain energy through pointless or excessive meetings, treating everything as urgent, expecting constant responsiveness, and valuing visibility over value.

Challenging this does not mean lowering standards. It means using people’s time and energy well.

The UK Health and Safety Executive highlights workload, control, and support as key factors in work-related stress. Poor energy design is not just inefficient: it is a wellbeing risk.

A practical toolkit for supporting energy regulation at work

This is not about giving managers a script or checklist. It is about creating the right kinds of conversations.

Useful questions include:

  • “Where does your energy tend to go during the day?”
  • “What feels harder than it should at the moment?”
  • “What would be worth experimenting with for a few weeks?”
  • “What drains energy here that we could change together?”

The goal is not answers. The goal is shared understanding.

When more structured support helps

Sometimes, conversations and small experiments are not enough. Patterns keep repeating, or the energy cost of work remains too high.

This is where a Workplace Needs Assessment can be a powerful next step. It provides a structured, evidence-based way to understand what is really going on and what adjustments could make work more sustainable.

Managers do not need to have all the answers. They just need to know when to bring in the right support.

Ready to take the next step?

If you are working to build a more sustainable, inclusive environment for neurodivergent employees, our talks and workshops are designed to help managers and teams have exactly these kinds of conversations with confidence.

For individual employees who would benefit from one-to-one support, our coaching offer works well alongside the practical workplace changes explored in this post.

You are also welcome to get in touch to talk through a specific situation.

And if you would like practical insights on supporting neurodivergent employees delivered monthly, sign up to our newsletter.

Supporting energy regulation at work is not about perfection. When managers stop misreading energy dips as motivation problems, create permission to experiment, and challenge systems that drain people unnecessarily, something changes. People do not just cope: they thrive.

An arrow pointing upwards in a blue circle on a green background

Coaching for Neurodivergent Employees: What HR Leaders Should Consider

When it comes to coaching neurodivergent people, the single most important thing you can bring is not a qualification in neurodiversity. It is great coaching. That conviction was at the heart of a session I recently ran for a group of internal coaches at the Methodist Church, and it is something I come back to again and again in my work.

This post captures the key ideas from that conversation. Whether you are a professional coach, a manager who coaches informally, or a pastoral worker supporting others, these principles apply.

TL;DR: You do not need to be a neurodiversity expert to coach neurodivergent people well. You need to create safety, contract clearly, stay curious, and be willing to adapt. Five things to take away: trust the process, trust yourself, trust the other person, notice what is going on, and always ask.

Great coaching is the foundation

Be a great coach first: Brené Brown says clear is kind and unclear is unkind. This applies directly to coaching neurodivergent people. If we are not clear about what we are doing, what stays the same and what adapts, we risk being unkind without meaning to. The same applies when we carry too many models into a coaching relationship. Clarity gets crowded out.

What you can control: As a coach, you can only control two things: the time you give and how you turn up. The most valuable preparation for any coaching session is working on yourself. Make sure you are in the best possible space to be fully present.

Attentive but not bothered: Be fully attentive to what is happening in the session. But do not be attached to the outcome. Your role is to hold the space, not to fix the person. The moment we become invested in a particular result, we stop being truly present.

Contracting is not optional when coaching neurodivergent people

ABC: Always Be Contracting. Contracting is not something that happens once at the start of a coaching relationship. It is an ongoing conversation throughout every session.

Confidentiality: Everything remains confidential unless something arises that puts the individual, another person, or a third party at risk. This covers both safeguarding and mental health. If something comes up, you need to know in advance what you will do about it. Having that conversation early is an act of care.

Permission to adapt: Part of contracting with a neurodivergent client is creating explicit permission to flex how you work together. Ask what helps. Ask what gets in the way. Do not assume. That permission, once granted, can yield significant insight.

Understanding neurodivergent conditions

Neurodiversity is for everyone: The term recognises that all human brains are different. Within that, there is a subset of people we might describe as neurodivergent: individuals whose brains work differently from the statistical norm and who may carry a related diagnosis.

No diagnosis required: Under the Equality Act, an individual does not need a formal diagnosis to be entitled to reasonable adjustments. Showing that they experience a substantial difficulty likely to last at least 12 months is sufficient. As coaches, being aware of this matters.

Notice, do not diagnose: Your role is not to identify what condition someone might have. It is worth noticing what is showing up in the room and staying curious about it. This is one of the most liberating principles a coach can hold when working in this space.

Disability can appear in three forms: permanent, temporary, and situational. A neurodivergent person might be entirely fine in one setting and genuinely struggling in another. Holding space gently enough for someone to work that out can create significant insight.

Language and psychological safety

Ask, do not assume: There is enormous variation in how people use language in this space. The same word can mean different things to different people. The most important thing is to ask what someone means and how that relates to how you will work together.

A question that can unlock a great deal is simply this: what does this mean for how we might work together? Whether the word is a diagnosis, a descriptor, or just how someone refers to themselves, asking that question keeps you in genuine partnership.

Psychological safety: Timothy Clark’s work identifies four stages of psychological safety. We often assume that the people we work with have challenger safety: the ability to self-advocate and speak up. This is not always true. In a coaching context, someone may not feel safe enough to ask for what they need. Without that foundation, high support is not possible.

Lens, not label: All of this is only ever part of who someone is. The most useful thing we can do as coaches is to see neurodivergent conditions as a lens through which to view, rather than a label to be worn.

Five things to take away

Trust the process: Good coaching works. Trust it.

Trust yourself: Your skills and instincts matter more than specialist knowledge.

Trust the other person: They know themselves better than you do. Your role is to help them access that knowledge.

Notice what is going on: Masking, executive function difficulties, rejection sensitivity, and fear can all surface in a coaching session. Stay curious.

Always ask: Ask in a way where you genuinely do not know what the answer will be. That is the only way to stay in true partnership with the person you are working with.

And remember: conversations matter. Where you have them matters. Changing the context can unlock entirely different thinking.

Want to go deeper?

If you work with neurodivergent people and want to explore this further, I offer coaching, talks and workshops, and consultancy for organisations that want to be genuinely inclusive, not just compliant. Get in touch here.

Defending boundaries: when RSD turns up

A close look at one of the most misunderstood drivers of avoidance and withdrawal that coaches encounter in neurodivergent clients.

Capacity and neurodiversity

What capacity really means for neurodivergent people, and why it matters in any coaching or support relationship.

No masks needed in the forest

Why masking is one of the most important things to understand when coaching neurodivergent people, and what it costs.

Stay connected

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

An icon of an agenda with a green tick symbol

Neuro-inclusive meetings: Thoughtful practice for managers

Neuro-inclusive meetings are not about getting everything right or introducing complex systems. They are about paying attention to how meetings feel, how they are experienced, and what they ask of the people in the room.

Many managers already do a lot of this instinctively. They test things out, notice what works, ask for feedback, and adapt. Often, they just have not named it as neuro-inclusive practice.

This blog is designed to help you make those choices more intentionally, particularly when supporting autistic people and others with overlapping neurodivergent traits. It is practical, reflective, and grounded in the reality of day-to-day management.

Why neuro-inclusive meetings matter

Neuro-inclusive meetings support autistic traits such as a preference for predictability, clarity, and time to process. They also support people with ADHD, anxiety, sensory sensitivities, trauma histories, and fluctuating energy levels.

Co-occurrence is common. Most people are not navigating just one thing.

When meetings feel unclear, rushed, or unstructured, people can disengage or become overwhelmed. That is rarely about motivation or commitment. More often, it is about the meeting environment, asking more than someone can comfortably give at that moment.

Inclusive meetings are not about lowering expectations. They are about creating conditions where people can genuinely contribute.

How neuro-inclusive meetings handle advance notice

Knowing when something will happen matters.

For autistic people, advance notice can be essential for mental and emotional preparation. For others, it may help with managing energy, sensory load, caring responsibilities, or simply switching tasks.

When meetings are scheduled with little notice, people often arrive already stressed.

Helpful approaches include:

  • Giving as much notice as possible
  • Being clear about start and end times
  • Using last-minute meetings only when truly necessary

Reflective question: How easy is it for someone to prepare themselves for this meeting?

When expectations are unclear

Many people find meetings easier when they know why they are there and what is being asked of them.

This is especially true for autistic people, who often value explicit role clarity. It can also help anyone who worries about speaking up, interrupting, or misunderstanding unspoken rules.

Helpful approaches include:

  • Stating the purpose of the meeting in simple language
  • Clarifying whether people are there to listen, contribute, decide, or learn
  • Being explicit about whether any preparation is needed

Small moments of clarity can make a big difference.

Unstructured social time and ice breakers

Informal chat and icebreakers can help some people settle. For others, they can feel exposed, confused, or unexpectedly demanding.

This is particularly true when activities involve personal disclosure, being put on the spot, or not knowing what is coming.

Example from an education setting: A training session begins with a personal-sharing exercise that is not signposted. Some people engage easily. Others feel caught off guard and unsure how much to say.

Supportive approaches include:

  • Explaining activities in advance
  • Making participation optional
  • Offering structured alternatives, such as writing things down or working in pairs
  • Saying out loud that opting out is completely acceptable

Feeling safe often comes from having choice.

Breaks and permission to step away

Meetings can be demanding on attention, sensory processing, and emotional regulation.

Autistic people may need time away from noise or visual input. Others may need movement, quiet, medication breaks, or simply space to reset.

Supportive approaches include:

  • Building in regular breaks
  • Naming them clearly
  • Letting people know they can step out if needed

Reflective question: Would someone feel comfortable leaving this meeting if they needed to?

Ending neuro-inclusive meetings with clarity

Unclear endings can leave people feeling unsettled. When actions are vague or decisions are implied rather than stated, it can create unnecessary anxiety.

Helpful approaches include:

  • Summarising what has been agreed
  • Clearly naming actions, owners, and timelines
  • Treating the meeting as a complete piece of work

Clear endings allow people to move on without carrying the meeting with them.

Different meetings, different needs

Neuro-inclusive meetings look different depending on context.

In technology settings, fast-paced idea-sharing can overwhelm processing capacity. Agendas, turn-taking, and written summaries can help.

In sports or network-style meetings, informal connections are often central. Adding light structure, clear objectives, or a buddy system can make these spaces more accessible.

In one-to-one meetings, talking is not always the easiest way to think. Some people engage better with shared notes, walking meetings, or time to reflect before responding.

There is no single right way. Flexibility matters.

If you are also supporting a team member through a formal workplace needs assessment, our Workplace Needs Assessment packages provide structured support alongside everyday inclusive practice.

Environment and timing

Meetings are shaped by more than agendas.

Noise, lighting, visual clutter, and movement can all affect how easy it is to engage. Time of day matters too. Many people have periods when their focus is stronger, and scheduling meetings during those windows can make them far more productive.

Reflective question: Have you ever asked your team what times and environments work best for meetings?

Contracting the meeting

Clear social contracts can reduce uncertainty.

It can be helpful to say explicitly:

  • What can be shared
  • That respectful challenge is welcome
  • What sits within the scope of the meeting

This removes the need for people to guess what is acceptable.

This is about learning, not perfection

Neuro-inclusive meetings are not about getting everything right the first time.

They are about noticing, asking, adjusting, and being open to feedback. Often, the most inclusive managers are the ones who stay curious and responsive.

If you would like broader guidance on inclusive workplace practice, Acas offers useful context for UK managers.

Want to continue the conversation?

Setting a healthy meeting culture can feel complex. Having an open, reflective conversation often makes the biggest difference.

If you would like to talk about training, facilitation, or what might support your organisation, take a look at our talks and workshops or our coaching offer. You are also welcome to get in touch directly.

You can also sign up to our newsletter for monthly insights on neuro-inclusive practice.

Good meetings are not about control. They are about care, clarity, and creating space for people to do their best work.

A man in a suit with a price tag in his hand.

Is your access to work coaching too cheap to be effective?

Is your access to work coaching too cheap to be effective?

This article is specifically written for HR leaders and managers who are looking to use the Access to Work coaching provision, particularly in the area of neurodiversity in the workplace. Our focus is on supporting leaders within organisations to create a more inclusive and productive environment that benefits both employees and the organisation’s bottom line.

Understanding the real cost of quality coaching

When it comes to government-funded Access to Work coaching, unusually low prices should raise red flags. While cost-effectiveness matters, coaching represents an investment in solving business challenges, one that can dramatically improve your organisation’s productivity and success when done right.

Professional coaching requires significant investment in several areas. At the heart of quality coaching lies professional supervision, not just occasional check-ins, but rigorous oversight by experienced supervisors who actively review coaching sessions, challenge practices and ensure continuous improvement.

Quality supervision involves:

  • Regular review sessions with highly experienced coaching supervisors
  • In-depth analysis of coaching techniques and approaches
  • Active challenging of methods and assumptions
  • Continuous assessment of client safety and wellbeing
  • Real-time feedback on coaching effectiveness
  • Strategic guidance for complex cases
  • Ethical oversight and accountability

Beyond this quality coaching demands:

  • Comprehensive coach training and certification
  • Professional liability insurance
  • Membership in recognised coaching bodies
  • Ongoing professional development
  • Structured feedback and evaluation processes

These components create a framework for safe, effective coaching that deliver real results. A coach working without proper supervision is like a therapist practising without oversight. It creates significant risks for both client and practitioner. When coaching prices fall significantly below market rates, it’s worth questioning whether this crucial infrastructure of support and accountability is truly in place.

The hidden cost of intermediaries with access to work coaching

In the Access to Work system, intermediary organisations often stand between clients and coaches. These intermediaries may take 50% or more of the total fee, leaving coaches with minimal compensation for their expertise. Consider this: if an already low fee is halved, what quality of service can you realistically expect?

Think of it this way, would you trust your high-performance vehicle to a hobby mechanic working from their driveway? Similarly, coaching requires professional expertise backed by proper investment and credentials.

Moving beyond the lowest bid

While Access to Work funding is often awarded to the lowest-cost provider, organisations aren’t obligated to choose the cheapest option. The crucial question isn’t, “How much does it cost?” But rather, “What value will this deliver?”

Effective coaching goes beyond individual support; it’s about integrating team members to maximise their potential. A coach who understands both individual needs and organisational context delivers substantially more value than one selected solely on price.

Ensuring solutions don’t become problems with access to work coaching

Access to Work provides valuable support, but its cost constraints can compromise quality. When selecting a provider, careful evaluation is essential to ensure the coaching solution actually resolves challenges rather than creating new ones.

Making an informed investment decision

When investing in coaching, consider these questions:

  • What percentage of your investment goes to the actual coach versus intermediaries?
  • How does pricing compare to standard rates for qualified, experienced coaches?
  • Can the coach demonstrate a track record of delivering measurable results?
  • Does the coach understand your industry, organisational culture and specific objectives?

The true ROI of quality coaching

Qualifying the impact of quality coaching goes beyond simply addressing the immediate challenge. We’ve seen massive improvements by taking a holistic approach, considering not just the individual’s needs but also their role within the broader business strategy. Simplistic coaching often overlooks this connection. For example, in one organisation, an employee struggling with time management was initially coached on basic organisational skills. However, through a more in-depth approach, we discovered that inefficient internal processes were the root cause. By addressing these systemic issues, we not only improved the individual’s performance but also streamlined workflows for the entire team.

We understand that budget is a key consideration. While Access to Work provides valuable initial funding, it’s important to recognise that this can be a starting point, not the only option. Organisations have the flexibility to supplement Access to Work funding to ensure they receive the most appropriate support. Think of it as an offer that can be customised. Just as you might upgrade a standard package to get better features, you can ‘upgrade’ your coaching investment to meet your specific needs. This proactive approach ensures you’re maximising the return on your investment in your employees.

Working with the right Access to Work coaching provider

We are not the cheapest coaching provider and we do not aim to be. Our focus is on delivering coaching that drives tangible, lasting results for both the individual and the organisation.

If you are an HR leader or manager looking to make the most of Access to Work funding for neurodiversity coaching, we would welcome the opportunity to discuss. Take a look at our coaching offer to understand what quality provision looks like in practice, or get in touch to discuss your specific situation.

You might also find it useful to explore how a Workplace Needs Assessment can work alongside coaching to give a fuller picture of the support an individual needs.

A sheet of paper with a green speech bubble on top showing a tick symbol. showing The manager role in workplace needs assessment

Manager role in workplace needs assessment: what HR leaders need to know

The manager role in workplace needs assessment: what good involvement looks like

The manager role in workplace needs assessment, when a member of your team is referred for a workplace needs assessment, it is easy to assume the process is mostly about them. The assessor meets with the individual. The report goes to the individual. The recommendations are about the individual.

And yet the manager’s role in workplace needs assessment is often the factor that determines whether the whole thing works or quietly falls apart.

This post is for HR leaders, people managers, and anyone who has found themselves wondering: what am I actually supposed to do here, and how do I do it well?

Why the manager’s perspective matters

A workplace needs assessment is a structured process that identifies the barriers someone is experiencing at work and recommends practical adjustments to help them perform more effectively. It is not a disciplinary process. It is not a judgment on the manager. And it is not just a box to tick for compliance purposes.

But it does require context that only a manager can provide.

The assessor will spend time with the individual, exploring their day-to-day experience, challenges, strengths, and working environment. That conversation gives a rich picture of things from one side. What it cannot fully capture is the role’s actual demands, what the working relationship looks like from the other side, or what the organisation needs from that person in that position.

That is where you come in.

The manager role in workplace needs assessment

What you are asked to do

Your involvement in a well-structured workplace needs assessment is not onerous. It typically includes:

A short questionnaire before the assessment. This gives you a chance to describe the role, share your observations about the individual’s strengths, and note any concerns you have about their performance or day-to-day experience. It takes around 20 to 30 minutes and sets the context for the assessor before they meet the individual.

A one-to-one awareness conversation. This is a brief meeting, usually around 30 minutes, designed to give you a foundation understanding of the individual’s neurodivergent traits and what they mean in practice. It is not a training session. It is a focused, practical conversation to help you understand what the report’s recommendations are likely to entail and why.

Involvement in implementing the recommendations. Once the report is produced, the adjustments are not implemented. Many of them require you to take an active role: adjusting how you communicate, changing how work is structured, or making space for the individual to use new tools or strategies. This is where manager buy-in makes the biggest difference.

What you are not asked to do

It is worth being clear about this because uncertainty about the process is one of the most common reasons managers’ involvement is reluctant or surface-level.

You are not being asked to diagnose anyone. You are not expected to become an expert in ADHD, dyslexia, or any other neurodivergent condition. You are not required to have all the answers, or to have handled everything perfectly up to this point.

You are being asked to be curious, honest, and willing to adapt. That is it.

If the working relationship has been difficult, that context is still valuable. An assessor who understands that there is tension can work with that reality rather than around it. Pretending everything is fine rarely serves anyone.

What happens when the manager role in workplace needs assessment is missing or weak

The assessment can still produce a report without strong manager involvement. But the recommendations are only as useful as the context they are built on.

When managers are absent from the process, a few things tend to happen. Recommendations arrive in a report that feels abstract or disconnected from the actual role. The individual receives suggestions that their manager does not understand and has not been prepared for. Adjustments are agreed to in principle and quietly ignored in practice. The individual feels unsupported. The manager feels left out of a process that somehow still falls on them to implement.

None of that serves the organisation. And none of it serves the person the assessment was supposed to help.

Research from the Business Disability Forum consistently shows that implementing workplace adjustments is significantly more effective when line managers are included from the beginning, rather than receiving a report after the fact.

What good involvement looks like

The managers who contribute most effectively to a workplace needs assessment tend to approach it with a particular mindset. They are thinking about what they want for this person, not just what they need from them. They are genuinely curious about why certain things have been difficult, rather than frustrated that they have been.

They come to the awareness conversation with questions. They read the report with an open mind. They treat the recommendations not as a list of demands but as a starting point for a collaborative conversation.

That collaborative approach is also more realistic. Not every recommendation will be immediately practical. Some will need to be adapted to fit the specific context of your team, your working patterns, or your organisation’s systems. A test-and-learn approach, where you try things, notice what works, and refine as you go, is often more sustainable than trying to implement everything at once.

The goal is not perfection. It is progress, built on a shared understanding of what this person needs to do their best work.

If you are supporting an employee through this process

If someone in your team has been referred for a workplace needs assessment, or if you are an HR leader commissioning one, the most useful thing you can do right now is signal your commitment to being involved.

That signal matters more than you might think. When employees know their manager is engaged with the process rather than at arm’s length, they are more likely to be honest with the assessor, more confident in requesting adjustments, and more willing to try new strategies that might feel unfamiliar at first.

A workplace needs assessment is an investment.

Your involvement is what makes it pay off.

To find out more about how our workplace needs assessment packages support managers and HR leaders throughout the process, visit our Workplace Needs Assessment page.

Working with neurodivergent employees takes more than a single assessment

If you found this useful, our talks and workshops are designed to help managers and HR teams build the practical understanding and confidence they need before, during, and after a workplace needs assessment. And if the individual you are supporting would benefit from ongoing one-to-one support alongside the assessment process, our coaching offer may be the right next step.

You can also sign up to our newsletter for practical insights on supporting neurodivergent employees, delivered monthly.

Or if you would like to talk through a specific situation, get in touch.

A person with a blonde pony tail sitting at a desk holding a microphone. Doing dictation.

Dictation: Your secret weapon for effortless communication

What if writing didn’t feel like a chore, but more like a creative release? That’s exactly what happened when I discovered dictation. It turned a task I used to dread into something I now genuinely enjoy.

As someone who’s dyslexic, I’ve always had an overflow of ideas (sometimes too many!) but getting them down on paper was a real challenge. Dictation has completely changed that. Whether I’m capturing quick thoughts or drafting a full blog post, speaking my ideas out loud helps me write faster, with less stress and more clarity.

If you’re neurodivergent or find traditional writing difficult, dictation might be the tool that finally makes writing feel natural. It’s been a game-changer for me and it could be for you too.

My dictation discovery: More than just speaking words

When I first started using dictation software, I had no idea how much it would revolutionise my communication. What began as an experiment with Dragon NaturallySpeaking quickly evolved into a love affair with TalkType, a UK-based software that feels like it was designed with neurodivergent users in mind. Unlike clunky, feature-heavy alternatives, Talktype offers:

  • A refreshingly simple interface that doesn’t overwhelm.
  • Seamless compatibility with my go-to apps.
  • Local UK support that feels personal and responsive.

The unexpected superpowers of dictation

Dictation isn’t just a tool, it’s a communication superpower. Here’s how it transformed my world:

  1. Speed of thought: No more wrestling with keyboards or struggling to spell complex words. My thoughts flow as quickly as I can speak and dictation has allowed me to break down barriers that once slowed me down.
  2. Reduced communication anxiety: Emails and messages that used to feel like mountains to climb are now quick conversations. I’m more connected, more responsive and less stressed.
  3. Clarity and focus: By speaking, I’ve discovered something remarkable: I can hear the natural rhythm of communication. Breaths become punctuation, awkward phrases reveal themselves instantly.

My ultimate neurodivergent-friendly toolkit

I rely on TalkType as my go-to dictation companion, it helps me get ideas out of my head and onto the screen quickly and the software is on my PC and mobile so I can dictate wherever and whenever I want. Grammarly Premium is like my digital editor and safety net, catching the little things I might miss. When I need an extra polish or a second pair of (digital) eyes, I turn to AI tools to help shape my raw thoughts into something more refined.

Embracing the learning journey

Let’s be real, dictation isn’t perfect when you first start. It’s a skill, an art form you’ll gradually master and here are my top tips to get you started?

  • Trust your voice.
  • Listen to your natural communication flow.
  • Don’t fear imperfection—edit later.
  • Close your eyes if visual stimuli distract you.

A personal invitation

Dictation has been more than a productivity hack for me, it’s transformed how I express myself. If you’re neurodivergent and traditional writing feels like a constant struggle, this might be the breakthrough you’ve been looking for.

Curious about how dictation could work for you?

Ready to unlock your communication potential? Let’s chat about how dictation might transform your world. Get in contact with me here and let’s make writing feel good again.

A man and a woman sitting at a table having a coaching conversation.

Navigating neurodiversity: traits, diagnosis and workplace support

Navigating neurodiversity is essential if we want to be the best version of ourselves. By proactively discussing our experiences, strengths and support needs, we create a solid framework for adapting to future changes. Neurodivergent traits are complex and deeply personal. You can experience these traits without a formal diagnosis, and traits often intersect and co-occur, meaning they can show up simultaneously and overlap, creating a unique experience for each person. The key is understanding that neurodiversity is a unique lens for experiencing the world, not just a medical label.

The value of diagnosis: a tool for understanding

A diagnosis can be helpful in many ways. It might give you access to support, resources, or even financial help. It can also help you understand yourself better and explain some of the challenges you face. Sometimes, it may lead to medical support if needed, but it’s important to remember that a diagnosis is just a tool; it doesn’t define who you are. What matters most is finding what helps you live your life in the best way for you.

Workplace adaptability: strategies and support for navigating neurodiversity

Managing neurodivergent traits is an ongoing process, and what works well now might not work as smoothly during times of change, like starting a new job or taking on more responsibilities. That’s why planning ahead can make a big difference. It helps to regularly check in on what’s working, think about any challenges that might come up and have flexible backup plans ready. Keeping communication open about your needs is also key. Big changes can take time to adjust to, so having support around you and being able to adapt is important.

Personal insights: a journey of self-discovery

My own journey with neurodiversity began unexpectedly. A diagnosis of dyslexia while preparing for a marketing qualification opened a window into understanding my learning patterns. Challenges like erratic thinking and fluctuating energy levels became clearer. Another pivotal moment came when my youngest son began struggling in school. His experience of “masking”—hiding neurodivergent traits resonated deeply with me. When his high performance shifted to disruptive behaviour, it became a catalyst for my own deeper self-exploration and understanding.

Nuanced perspectives: the spectrum’s diverse realities

The phrase “we’re all on the spectrum” is often said with good intentions, but it can be misleading. It risks downplaying the very real and sometimes intense challenges that some people and families face, especially in cases of severe autism where things like communication, daily care and basic functioning can be a daily struggle. Neurodiversity isn’t one size fits all, it affects people differently with varying emotional, cognitive and financial impacts. When thinking about a diagnosis it’s worth asking: What difference will it make? Will it help you access the support you need? Are there other ways to meet those needs? In some cases, like ADHD, medication might be part of the picture, but it’s also important to know that many workplace adjustments are based on your needs, not just a diagnosis thanks to inclusive laws like the Equality Act.

Supporting neurodivergent children: A forward-thinking approach to navigating neurodiversity

Supporting a neurodivergent child means looking at both the present and the future. It starts with understanding their current strengths and building on them. Parents can help by creating flexible, long-term strategies, building a strong support network and thinking ahead to possible challenges. The aim isn’t to “fix” neurodivergence but to put the right support in place so your child can grow, adapt and make the most of their unique strengths. For example, a friend of mine noticed her son showed signs of ADHD, especially in how much energy he had. Instead of seeing it as a problem, they found a solution that worked for him, they got him a gym membership. Now he goes regularly, which has helped with his mood, focus and energy levels. It’s also given him a sense of routine and connection with others who share a similar mindset.

Conclusion: embracing continuous learning and adaptation

Neurodiversity is not something to be solved or fixed, it’s something to be understood, supported and embraced. Whether you’re exploring your own traits, seeking a diagnosis or supporting someone else, the key is curiosity, compassion and flexibility. Our needs can shift over time and that’s okay. By staying open to learning, planning ahead and being honest about what helps, we give ourselves and others the best chance to thrive. This isn’t just about labels or challenges, it’s about recognising the full spectrum of human experience and creating spaces where everyone can show up as their true self.

A person with brown hair in a blue jumper wearing a black mask over their eyes. loneliness and Masking

loneliness and Masking, Neurodiversity at work: What HR leaders need to know!

Loneliness and masking is not just about being alone. It’s about being unseen. Brené Brown cites research by Julianne Holt-Lunstad showing that loneliness increases the odds of premature death by around 45 per cent. Harvard studies echo this, finding that adults who experience loneliness are about 40 per cent more likely to die within just four years. That’s a sobering thought, and one worth taking seriously in the workplace.

Masking

For many neurodivergent employees, loneliness does not come from isolation in the obvious sense. It comes from masking. When someone is constantly filtering, editing, and performing to fit into a workplace culture, their colleagues are interacting with the mask, not the person beneath it. Over tim,e this creates distance. The individual feels unknown, unseen, and lonely—despite being surrounded by people every day.

Belonging and fitting in

This is where the distinction between belonging and fitting in becomes crucial. Belonging is about being seen, heard, and valued as yourself. Fitting in is about reshaping yourself to match the expectations of the group. The latter might get you through the day, but it eats away at connection. It adds complexity to already challenging mental health terrain, especially when societal narratives push the idea that if you just work harder to adapt, you’ll be fine.

Relationships matter

The truth is, people don’t always “just sort themselves out.” Sometimes, they need help forming good-quality, healthy relationships at work. Relationships that are clear, respectful, and built on trust. As Brené Brown puts it: “to be clear is to be kind, to be unclear is to be unkind.” When workplaces blur boundaries by using phrases like “we’re a family,” they risk creating confusion or even inappropriate dynamics. Work is not family it’s a commercial environment where clarity, respect, and healthy connection are essential.

For leaders and managers, there are some practical things you can do around loneliness and Masking:

  • Check in with intention. Ask “how are we doing?” not just “how are you doing?” It signals shared responsibility for the relationship.
  • Be explicit. Don’t leave expectations unsaid. Clarity reduces the need for masking.
  • Value the person, not just the role. Make space for people to bring more of themselves, while still respecting professional boundaries.
  • Encourage genuine connection. Create opportunities where team members can get to know each other beyond surface-level tasks.

And remember, sometimes this is not something a manager can or should try to navigate alone. Bringing in an external facilitator can help teams have the conversations that feel too difficult or sensitive to manage internally. This is particularly valuable when examining how neurodiversity manifests within the team. An outside perspective can create safety, shift dynamics, and model healthier ways of working together.

What next

If this resonates, and you’d like to explore how a facilitated session could help your organisation, let’s have a conversation about Empowering Neurodiversity in the Workplace. It may be one of the most effective steps you can take to reduce loneliness, increase belonging, and build a culture where people can perform as themselves—not just as their masks.

A woman sitting at a desk in front of a screen that shows the letters ABC.

The built-in accessibility of Microsoft Office

For those with neurodivergent traits, day-to-day life can be challenging, and many constantly feel that they’re at a disadvantage compared to others. The built-in accessibility of Microsoft Office is now levelling the playing field for the neurodiverse with a whole suite of tools designed to help with everyday tasks.

Many of you already have Microsoft but may not be aware of the built-in accessibility of Microsoft Offic,e so I’d like to introduce you to the following:

Immersive Reader

Many neurodiverse people struggle with reading, and this clever tool can help by offering text-to-speech functions and adjustable settings such as font, text spacing and background colour. They can also help by breaking the text down into more manageable chunks, making it less overwhelming.

Read Aloud

For the visually impaired and those with dyslexia, this essential tool converts the written word into audio. Available across multiple Office applications, this can be transformative for anyone who is better able to process auditory information than text.

Dictation

As with Read-Aloud, this tool converts voice to text, allowing neurodivergent individuals, including those with dyspraxia or motor skill difficulties, to write more easily.

The built-in accessibility of Microsoft Office: A jumping off point

As great as these tools are for many, it’s important to acknowledge that they may not be a solution for everyone. Many individuals require more comprehensive and nuanced support, in which case, specialist providers are available to assist you with advanced assistive technologies.

Why do you need a Workplace Needs Assessment?

While this new technology is exciting, implementing it requires time and resources and so, before jumping feet first into a solution, it’s essential that you first conduct a Workplace Needs Assessment by:

  • Clearly defining your specific individual challenges.
  • Understanding the level of support that you require.
  • Assessing the depth of functionality that you need.
  • Considering the potential return on investment of more specialised tools.

Navigating the assistive technology landscape

Assistive technology is by no means “one size fits all”, and so there are a few things to consider before investing in this tech:

Key Considerations:

  • Built-in tools can be valuable but may have limitations; specialist providers may offer more advanced and targeted solutions.
  • Individual needs vary widely, as do the solutions.
  • The most expensive or complex solution isn’t always the most suitable.
  • Ongoing assessment and adaptation are crucial to the success of assistive technology.

Building your ultimate support toolkit

The most effective approach often involves:

  • Starting with the tools that you already have.
  • Experimenting to understand the capabilities of each tool available to you.
  • Identifying what works best for you.
  • Researching specialist alternatives if needed.
  • Seeking professional guidance to find the most appropriate solution.

Looking beyond the built-in accessibility of Microsoft Office

So far, we’ve been talking about Microsoft Office, but this isn’t, of course, your only option, so don’t forget to explore specialist assistive technology providers, alternative software suites like Google Workspace or Apple ecosystems and carry out any workplace adjustments or get professional support services.

The human-centric approach

Remember, technology is a tool to support you, not a magic fix. Like all tools, it’s crucial to match it to your own personal needs, strengths, and challenges. Assistive technology should reduce barriers, enhance productivity, support individual working styles and capabilities and provide flexibility.

It starts here

Finding the Microsoft Office assistive features that are useful to you is a matter of trial and error, so take the time to experiment with these built-in features. Finding the proper support is something that should never be rushed but should be an investment in your future. Because of this, start simple and then keep going to build a deep understanding of your needs and the solutions that will fulfil them. Every small improvement can make a big difference in the workplace, so enjoy the ride and don’t be afraid to seek specialist support where necessary.

Want to explore how assistive technology can transform your organisation?

We have a wealth of experience in successfully implementing assistive technology tools – it’s what we do. Why not get in touch today to discover how we can help you drive improved collaboration and innovation across your entire organisation? Get in touch here.

Illustrated procrastination tree showing branches for regulate, reconnect, reframe, and restore, a visual tool for managing overwhelm and procrastination at work.

The procrastination tree: A leadership toolkit for managing overwhelm in neurodivergent teams

Overwhelm and procrastination: Growing your procrastination tree

We all know the feeling. The inbox is overflowing, the to-do list looks like a hydra, and suddenly, you’re rearranging your desk drawer for the third time today. Welcome to the tangled forest of overwhelm and procrastination — a place every brain visits occasionally, but where neurodivergent minds can feel especially stuck.

The truth? Overwhelm and procrastination aren’t signs of laziness or lack of willpower. They’re signals. They tell us that something in our system — emotional, sensory, cognitive, or environmental — has reached capacity.

And that’s where the Procrastination tree comes in.

The procrastination tree: A menu of meaningful responses

Think of the Procrastination Tree as a living menu. When your brain freezes or starts avoiding, it’s not saying “I don’t want to”; it’s saying “I don’t know how to right now.”
The tree helps you respond with curiosity rather than criticism.

Each branch represents a different response — things that help you regulate, reset, or reach out before overwhelm takes root.

Here’s what it might look like:

🌱 Branch one: Regulate — Soften the system

When you feel your brain fogging, heart racing, or your attention scattering, it’s time to pause and regulate.

Try:

  • Walking away from your desk and taking a short walk outside
  • Skipping (yes, really — movement shifts the energy!)
  • Making a cup of tea
  • Using a sensory tool, breathing exercise, or a piece of music to reset
  • Spending five minutes in stillness, letting your thoughts catch up

These aren’t distractions; they’re nervous-system resets. When you return, the task hasn’t changed — but you have.

🌿 Branch two: Reconnect — Call in support

Overwhelm thrives in isolation. Sometimes, the best way to move forward is to stop struggling alone.

Try:

  • Talking with a trusted colleague or friend
  • Asking your manager for clarity or reprioritisation
  • Scheduling a short check-in to unpack what feels heavy

One powerful phrase to keep handy:

“I’d love to take that on, but I need to check what resources are available first.”

It’s respectful, boundaried, and creates space to breathe.

🌳 Branch three: Reframe — Get perspective

Sometimes procrastination isn’t resistance; it’s confusion. We don’t start because the path isn’t clear.

Ask yourself:

  • Do I know what the first tiny step is?
  • Have I made this task bigger in my mind than it really is?
  • Would it help to time-box just 10 minutes and see what happens?

If your brain struggles to transition, use micro-steps: open the document, title it, and close it again. Even a symbolic start signals safety to your mind.

🍂 Branch four: Restore — Accept what’s normal

Even the healthiest tree needs rest. Some days, your leaves will droop. That’s not failure; it’s biology.

For neurodivergent people, executive function is closely tied to energy regulation. When your cognitive battery dips, productivity tools won’t help; recovery will.
Take rest seriously. Step away before you crash.

For HR leaders: Supporting procrastination without stigma

Managers often see procrastination as disengagement, but it’s usually a symptom of overload or unclear expectations.
Instead of focusing on “fixing” procrastination, look for its roots:

  • Are workloads realistic?
  • Do employees have clarity on priorities?
  • Are sensory or environmental stressors draining focus?
  • Is psychological safety present enough for people to ask for help?

Encourage conversations that separate capacity from capability. Many neurodivergent employees care deeply about their work; procrastination is often the pause before they can re-engage.

A Workplace Needs Assessment can help uncover what’s happening beneath the surface — from communication patterns to energy rhythms — and design practical support strategies.

Why a toolkit beats willpower every time

In the moment of overwhelm, decision-making shuts down. That’s why planning your responses matters.
A written or visual Procrastination Tree keeps options visible when you can’t think clearly.

Try sketching yours:

  • The roots represent what keeps you grounded (sleep, routines, sensory comfort).
  • The trunk is your core self — your values and boundaries.
  • The branches are your action options — regulate, reconnect, reframe, restore.

Stick it near your workspace, so you can choose from your “menu” when procrastination hits instead of spiralling into guilt.

A note on normality

It’s completely normal to procrastinate. It’s also normal to feel shame about it — but that shame is unnecessary weight.
Your nervous system isn’t broken; it’s communicating. What if, instead of fighting it, we listened?

Procrastination is a pause, not a problem. It’s your brain whispering: something needs attention before we can proceed.

If you’re an HR or people leader

Share this idea with your teams. Normalise discussing being overwhelmed as part of workplace wellbeing, not a performance issue.
You might even create collective “Procrastination Trees” in wellbeing sessions or Talks and Workshops — visual tools that remind people there’s more than one way to reset and return.

And if you’re unsure where to start, exploring this through Coaching can help individuals and managers find strategies that actually stick.

So what next

Overwhelm and procrastination aren’t character flaws. They’re communication tools — signals from a brilliant, overstimulated system asking for space, safety, and support.

Everything changes when we stop seeing procrastination as defiance and start treating it as data.

If this resonates, and you’d like to explore how to build your own toolkit or help your team do the same, let’s talk.
👉 Get in contact or subscribe to the newsletter for more practical strategies for neurodivergent inclusion and wellbeing at work.