Scales weighing up the reasonable adjustments with one side lower than the other.

Reasonable adjustments, so what is reasonable ?

Reasonable adjustments are subjective and the term is often overused; well, I think it is!

Let me give you an example. I recently worked with someone who thought it reasonable that her employer makes sure she feels in a good mood when she goes home. Now on the surface, that might sound reasonable, but let’s think about it. What is entailed in making sure someone is in a good mood has many variables. This could include interactions within the workplace, conversations and even things that that individual has brought into the workplace. Suddenly that doesn’t sound like a reasonable adjustment; it sounds like a dream!

The equality act gives us some guidance on what reasonable is, but even this isn’t enough as we try and work out what is helpful in the workplace. So here are some of my thoughts on how we can get to reasonable:

It needs to be effective in removing a barrier!

So will the reasonable adjustments remove the barrier, and will it do it for the long-term? In being effective, there is another question, will it work with the rest of the organisation? This is a wise argument as it might be effective for the individual but not for the employer.

Real-world example, I worked with a teacher struggling to keep their equipment together. She worked across ten different classrooms, and because of her short-term memory, her equipment was never in the right place. Several reasonable adjustments were considered, including an electronic calendar and some creative processes to ensure her equipment was moved to the right place at the right time. Along with several other exciting and innovative options on the surface which all seemed great, but they were on the complicated side. Would you agree?

Ultimately, the changes involved giving that teacher a fixed classroom so that her equipment didn’t need to move.

It turned out to be a brilliant adjustment because it was simple and solved the problem. This problem could have been solved in far more complicated way that would have ultimately broken down and put more significant strain on everyone.

Don’t let the solution become part of the problem with reasonable adjustments!

It’s got to be practical!

Being practical matters. If it’s not, we all end up in a big mess.

Being practical means it needs to be practical to implement and practical to use both for the individual and the organisation. Perspective is critical because what is practical for the individual may not be practical for the organisation. In the same way, what is practical for the organisation may not be practical for the individual.

I hope your head is not spinning with the word practical now!

So to work out what this means, we must have conversations and not throw lists of stuff over fences metaphorically because reasonable adjustments are about including people, not putting additional barriers up.

Real-world example:

I worked with an individual with anxiety issues around understanding what they needed to do and when. The organisation conducted an assessment that suggested several interventions, including using whiteboards, apps and other to-do list-style reminders. Giving credit to the individual and the organisation, they’d worked through several different solutions and finally came to the one they felt best: the to-do list app. The app itself worked fine. Things got tricky when multiple managers used the same account to set tasks, and the individual was confused about who she was accountable to and for what.

This is an excellent example of something that started off incredibly practical, but became impractical because the process around it got confusing. In this situation, there was a simple remedy of using initials for each manager. This illustrates that we have to keep reviewing what’s going on; otherwise, we will likely make adjustments to the problem.

Though I say, the remedy was simple, getting the individual managers involved to buy into it and implement it is still an ongoing process.

Never forget the people element of change.

How much are these reasonable adjustments going to cost?

Cost is significant, especially in our current economic climate. Many adjustments are not expensive, particularly for neurodivergent individuals. Often they are about process changes that positively impact individuals across the organisation. There are also grants and schemes available to support equipment purchases, potential coaching, and other ongoing support.

I think it’s helpful to approach adjustments like a project, considering their merits and impact on the individual and the business.

We often don’t know how an adjustment will work until it’s tested.

When it’s tested, it’s essential to understand what needs to be modified and the fitness of the adjustment to perform the task. There can sometimes be a train of thought from the individual that suggests this is being paid for me, so I have to use it regardless of if it adds benefit. This isn’t helpful and can sometimes result in individuals creating additional obstacles for themselves to use something unsuitable.

Real-world example:

I worked with someone recently who was given dictation software as part of a reasonable adjustment. On spending time with them, it became apparent that they were a touch typists who was very comfortable with writing at speed and accuracy, but they felt obliged to the organisation to use the software that ultimately slowed them down and didn’t allow them to operate at their best.

We need to talk to people, not just provide vanilla solutions, because we think we understand them.

In the long term, it’s essential to keep adjustments as simple as possible and actively remove the ones that no longer serve a purpose.

All adjustments need to have a review-by date built in.

Do they still work, or does something need to be done differently? Otherwise, we risk assuming that we did something once and that it will last for a lifetime.

I was thinking about my car. Would I seriously take my vehicle for one service in its lifetime and have one MOT and never have another?

Once we’ve looked at this, there is an implication that if we conclude something is reasonable, there is a legal obligation to do it. Don’t forget to make sure solving the problem is a reasonable adjustment.

Note: The Equality Acts linchpin is that once an adjustment has been deemed reasonable, it is unlawful not to implement it. That’s why it’s essential to consider what is reasonable as part of the implementation, then build reviews and document conversations that will allow you to respond to the individual’s needs and business requirements.

It’s about trust and an ongoing conversation about what works and what doesn’t.

No one needs adjustments that don’t work for them or the business, so ensure you keep this alive and real.

If you need help navigating this, don’t hesitate to contact me at The Neurodivergent Coach.

The loaded 'thank you'

The loaded ‘thank you’

As I went for my run this lunchtime, I put on my gear, got ready to go, and went out the door. The initial part was hard my legs were stiff and really hurt. As I ran along my normal route I approached a couple walking in the other direction, I nodded, and then I heard it, the loaded “thank you”! It shook me a little because I thought had done enough to acknowledge that they had moved out the way, but clearly I hadn’t. This sat with me for the rest of the run –  the loaded ‘thank you’ or rather the thank you that says F U.

So why is The loaded ‘thank you’ important? 

When we communicate we make huge amounts of assumptions about what other people are doing and where they are in space and time. Working with individuals who have neurodivergent traits often means that their view of the world is slightly different. That doesn’t mean that you feel any less, or that you care any less, but it does sometimes mean that you communicate differently. This situation often means that there are misunderstandings that can lead to a huge amount of anxiety and stress.

The problem with this is?

If it isn’t addressed and we are not educated in how to create space to understand other people, we can make poor choices about how we communicate with them. This can lead to teams that don’t work functionally, office places that become toxic and hostile and ultimately individuals that could add huge value to organisations not staying.

The implication of this is?

Quite simply organisations will not be as effective or as inclusive as we would like them to be and as a result, we will spend money, time and effort trying to recruit people that ultimately will not stay. This has implications for how well organisations run as well as what other people think of them and how well they engage with them in what is becoming an increasingly challenging marketplace to obtain and retain talent.

The need is quite simple, we must think about how we communicate and the assumptions we make about the people we are communicating with. 

The people I ran past had no idea what was going on in my head. For all they know I could have lost someone dear to me or I could be experiencing extreme trauma. They made me feel that my nod wasn’t good enough and in a small way that matters!

So what do you think about the loaded ‘thank you’?

When have you felt like giving a loaded ‘thank you’ to someone?

Clock ticking - what is effective coaching

What is effective coaching?

“All we have to decide is what to do with the time that is given us” J.R.R. Tolkien, The Fellowship of the Ring

Jump or stands still, commit or walk away, move forwards, or move backwards. These are the choices that we face everyday. They could be about work, our personal life or just how we do life.

How often do we not take time to decide what we want to do? And instead, let life happen to us.

The problem is if we do not make choices about what we want to do and where we want to spend our time, we are not likely to end up in the place we want to be. Effective coaching offers a valuable opportunity to reflect on where we are and the choices we have in front of us.

Taking time

If we do not take this time, the implication is that we miss opportunities and don’t get to be our best selves. This can often mean being overlooked for the jobs we would love to do or just not getting the most out of the things that we enjoy.

Effective coaching

Offers a place where you can think and work out what you would like to do next. It is a place that offers high support and high challenge where one person is thinking and the other is noticing what is going on in order to help you understand and gain insight into your own stuff. Coaching has changed my life, giving me insight into the things that really matter and helping me make choices about where I spend my time and what I do.

Some Questions for you on effective coaching.

Do you need to have a conversation to work out what to do with the time that has been given to you?

If it’s useful for you, I’d be more than happy to have a conversation. Contact me here.

Explosion

Exploded coaching, or coaching exploded?

Wouldn’t it be wonderful if we could take the same powerful insights that we get from individual coaching and implement them in a team environment?

Now imagine that environment also supporting each individual member to become a better coach themselves.

The group deals with real problems by working together with the intention of moving forward and getting things done.

This is not just another talking shop, it is a place where real problems get focused on, learning happens and new ways of solving problems are implemented.

There will be an opportunity to think outside the box, expand on ideas and solve problems in ways that you’ve never expected.

Thinking and assumptions will be challenged with the goal of moving things forward. Each team member will have the opportunity to bring their question and come away with a plan to move ahead.

Exploded coaching is built on the belief that reflecting on our experience and experimenting with what we can do differently will bring insight and action. In many ways, it’s about having a different kind of conversation in order to change everything!

Is this totally new?

Not entirely, it’s based on the concept of Action Learning Sets, but what’s different is the way it’s implemented in your organisation by bringing the opportunity to use existing meeting spaces in new and more productive ways…

I’m currently looking for two organisations to pilot this coaching approach. If you have a team that is stuck or needs to create space to think collaboratively together, then please get in contact as I believe this could offer you an opportunity to move forward. Get in touch here.

labels and boxes

Why labels and boxes can be lies and distractions?

Do more individuals want to identify with neurodivergent labels?

It seems so, some people seem to like labels and boxes!

Now on the surface, this can often be a healthy to access help, resources and money. Where I believe these labels and boxes can be lies and a distraction is when we use them to define who we are. Labels can only ever provide a lens to look at part of who we are, they are never going to fully describe everything about us and as result, they need to be treated with care.

Stereotyping?

I am describing stereotyping of neurodivergent conditions, for example several specific hiring programs focus on particular neurodivergent conditions. Autism has been the focus of hiring programs from SAP, Dell, Goldman Sachs, Microsoft, JPMorgan, EY, and Google Cloud. This is of course a great step forward but as Churchill said: “Now this is not the end. It is not even the beginning of the end. But it is, perhaps, the end of the beginning”.

The opportunity

There is an opportunity to think more broadly in terms of how we integrate different thinking styles into our organisations. What I mean by this is quite often neurodivergent labels are used to categorise what we think people will be best at, and more often, what we think they will struggle with. This may look like autistic individuals being computer programmers, ADHDers being in sales, and dyslexics being in a blue-sky thinking lab, (meaning brainstorming with no limits). The challenge is that these thinking styles are relevant across our organisations and we need to challenge why they are not able to be present in positions of influence.

The challenge with labels and boxes

The challenge for organisations is to look at roles differently in terms of the skills and competencies needed to fulfil them. There is an opportunity to segment and re-evaluate distinct roles within our organisations giving flexibility to automating and removing tasks that are not core to the requirements of the role. This opens up the possibility of introducing truly great people who can fulfil what is needed as opposed to a wish list of unrealistic requirements.

Conversations

If we genuinely want people to be the very best and their most effective at work, they need permission to remove the human and process barriers that stop them from doing that. This starts with conversations that help us understand what we need in key roles and who are the people we need to deliver them. This goes on to understand the barriers that need to be knocked down and the resources that need to be made available so that they can be successful.

What next for labels and boxes!

As a final thought, I would expand this out to include not only the individuals but also the teams they operate in. The approach is very much the same, assessing what the team is there to do, understanding how they can be brilliant and what the barriers are that need to be removed so they can do that!

The next practical step is to start a different kind of conversation where individuals are listened to, and a plan is formed! – Lets move beyond ‘labels and boxes’.

If you would like to have a conversation about how to facilitate this, please get in contact.

Apple

Neuroinclusive workplace – moving from awareness to action

When I was growing up we had a fruit bowl that was often filled with all sorts of different fruits, oranges, apples, mangoes, pineapples and sometimes even passionfruit. Now imagine a fruit bowl that is just full of apples and no other fruits are allowed. If another fruit wants to come into the fruit bowl it has to look like an apple, taste like an apple and be in the right shape to be considered an apple. Now I would argue many of our workplaces look like the fruit bowl and only have apples. This is true when it comes to the neuroinclusive workplace. I would also argue that we spend a lot of time trying to make oranges look like apples, when actually they make far better oranges!

Welcome to the reality of the homogenous workplace.

Diversity matters and it has a positive impact on the bottom line:

  • report by Deloitte found that 69 % of executives reported diversity is an important issue.
  • When studying how diversity and employee engagement affected performance Gallup found that, “the combination of [high] employee engagement and gender diversity resulted in 46% to 58% higher financial performance.”
  • In a similar study drawing a connection between performance and diversity, Boston Consulting Group “found that companies with above-average total diversity had both 19% higher innovation revenues and 9% higher EBIT margins, on average.”
  • McKinsey insights found businesses that have more women in executive positions are 25% more likely to earn more.
  • McKinsey found that in their Diversity Wins report “Companies in the top quartile for both gender and ethnic diversity are 12% more likely to outperform all other companies in the data set.”

Much of the research to date has centred around gender and racial diversity within organisations. What is clear from indicative evidence is that neurodiversity matters in solving problems and moving organisations forward in innovation. This has the benefit of also increasing profitability and operational effectiveness.

the neuroinclusive workplace

Forming, Storming, Norming and Performing in a neuroinclusive workplace

I believe we need to accept that making the neuroinclusive workspace a reality involves going through the steps of forming, storming, norming, and performing, like the formation of any team because the neuroinclusive workspace is about forming a team in a different way.

Awareness, I would argue sits at the forming stage. What we now need to do is step forwards into the storming, which can often involve deep and challenging conversations.

What is not always clear is how to go about the storming. Some insight can be gained from neurodiverse hiring programs to attract subsets of neurodivergent individual traits, for example, a focus on autism and the perceived benefits of hyperfocus. These on the surface are often great programs but they can fail to fully realise the benefits of neurodivergent thinking across the organisation. There is also the other resounding issue of individuals who find out about their neurodivergent traits later on in their careers, potentially after changing roles or a reorganisation. This can have a negative impact on the organisation and its effectiveness to achieve its goals.

Where does the neuroinclusive workplace fit within your organisation?

What is often also poorly understood is the reality of different thinking styles intersected with everything else that is going on in an individual’s life and how that can positively affect an organisation’s performance. As you can see throughout this piece we are talking about generalisations of conditions and assumptions. What’s more important is to consider the individuals that are involved. When we consider this it becomes obvious that this is about relationships and understanding. One of the most effective ways to make this happen is by getting individuals who have neurodivergent traits together with leaders so they can have frank and open conversations. The focus of these conversations could be on how to use their skills collaboratively together to help the organisation gain the benefits and innovative potential of neurodivergent thinking.

This is more than just a coffee, it must be a conversation that has structure and ground rules so that both parties can learn from each other and start to form an understanding of the strengths and difficulties that they face.

If this is a conversation that you’d like to start within your organisation and you need help to make it work please contact me.

Forgettory and Neurodiversity

Forgettory and neurodiversity

Imagine a bookshelf that only holds three books, but you have nine books that you need to put on the shelf. Every time you add another book over the first three, the others fall off. You now need to catch the book that has fallen and try and place it back on the shelf – as you do the next book falls. This cycle continues throughout the day! Welcome to forgettory and neurodiversity

For many neurodivergent individuals, this is the reality of how their short-term memory works.

What this looks like in my life. As I wake up in the morning with a bunch of ideas floating around in my head, as soon as I interact with a member of my family those ideas are gone and replaced with the conversations and requirements of the day. This cycle then continues as I move to the next part of the day, be it breakfast, exercise, or work. What seems to happen is a continuous fight to hold on to great ideas and actions. This can be incredibly debilitating as the energy required trying to hold onto the ideas or books that have fallen from the shelf is immense. What is more frustrating is that when you put something back on the shelf you are likely to have pushed something else off and the cycle goes on again.

This doesn’t stop here, we need our short-term memory for our working memory to function effectively. The more restricted our short-term memory is, the more difficult it is to use our working memory effectively to solve problems, hold ideas and work with complicated or sometimes not-so-complicated issues.

Both areas of memory are under the concept of executive function (EF). Executive function is a cluster of skills that are necessary for efficient and effective future behaviours. These skills are the ones that sit outside of what we do automatically.

For example, you may have done the following without even thinking about it:

  • Got out of bed
  • Made a cup of tea
  • Checked your phone
  • Made your porridge
  • Unloaded the dishwasher (not for all of us I know).

Executive function (EF) comes into its own when we attempt to do new things in different situations. These situations don’t always need to be critically complicated, just different from what we expect to do on autopilot and can include things like:

  • Changing the number of people you are making porridge for
  • Meeting someone new for the first time
  • Someone giving you a slot car racing toy (Scalextrics) for your children (that’s in pieces with no instructions).

These are my experiences, it is important to note that there is a ground of evidence showing EF is relevant to a number of neurodivergent conditions including ADHD, ASD/C, developmental coordination disorder DCD (also known as dyspraxia), dyslexia, and dyscalculia.

How these impact you

Getting started:

  • The actual process of starting can be really challenging when you’re not sure you have got everything you need in your memory.
  • Reflecting on what you need can sometimes make it even harder to get moving.
  • Understanding how long something can take has a significant impact as it can feel like an unknown.

Not being kind to yourself:

  • Thinking you are good enough.
  • Focusing on the negatives.
  • Not recognising the things you do well.

Running out of road:

  • Knowing that there are things you have forgotten.
  • Not having enough time to process.
  • Feeling you have to make decisions even though you’re not ready to.
  • Trying to be like everyone else.

Staying in the zone:

  • Staying on task.
  • Moving from one task to another.
  • Finding it hard to get your head around things.

What might happen next:

  • Sometimes when you run out of road (in terms of processing and EF) it’s hard to think about what might happen next based on previous experience.
  • It’s also very challenging to predict what difficulties or challenges you might face in the future.

Being all out all of the time:

  • Perception of time can often be linked.
  • This makes it difficult to remember appointments.
  • Putting the right amount of time aside to complete tasks.
  • Break things down into smaller tasks and understanding what the time indications are.

What can be done?

The executive function often forms the glue that allows us to deploy our skills effectively. I’ve talked before about the fact we need to help neurodivergent individuals amplify their strengths and manage the things that they find difficult. Unfortunately, if they are not able to use their strengths because their executive function doesn’t allow them to be present, they will be unable to thrive. What is often needed is skills and frameworks to help the individual unleash their potential, these could look like:

Checking in on how well things are going.

  • What does the day look like?
  • Have you got enough time to do the things you have set before you?
  • Who do you feel you need to ask about what to do next?
  • Do you need space to put things in perspective?
  • Who are you going to be accountable to?
  • What are you going to do when things go wrong?
  • What is your Banana?

Definition of banana – it is the thing you have in your back pocket. It gives you time and space to reset yourself. My Banana is often around taking a short break to do something completely different, for example skipping.

Lists and processes

Creating a list of activities is a really helpful way to understand what needs to be done.

Don’t treat these like a stick!

Treat them as a way to formulate your plan for the day.

Processes are also useful as once you have done something once:

  • Record it
  • Review it
  • Revisit it – make it better next time!

Once it is written down, you have something to compare it against, removing the need to rethink how you are going to do something again. It is also a great tool to go to when you have run out of road as you have already done your thinking.

Reflect on what is happening, take stock and make sure you ask someone else to check in on your belief of what’s going on. It is worth pre-emptively asking someone to help so when you need support, they already know how to serve you best.

Remove the tat and rubbish to make space for this thinking.

This could be about coming away from your current work environment, tidying up, or turning off your email. What is important is you are not distracted when you are working on your processes.

Think about the team you work with, who loves doing certain tasks? What tasks do you love doing? How can you collaborate to get the most out of both of you and the people you work with? What tasks should be automated or relegated?

Navigating this space is tricky, especially on your own. If this article rings true, I would encourage you to reflect on it with someone you trust at work or reach out to a workplace coach who can help you move through this space.

If you would like to have a conversation with me about this topic for yourself or someone you lead please get in contact.

Book shelf idea credit: Janette Beetham

Person Reading - The Medici effect book review

The Medici effect book review

The name ‘The Medici effect’ is taken from the ‘The House of Medici’ an Italian banking and political family that funded and supported innovations in art, finance, and music. These innovations included ideas ranging from double-entry bookkeeping, Opera to the piano.

What jumped out to me was:

This is an important book that explores why we need to look at the intersections between different siloed disciplines to see breakthroughs. The book goes on to help us explore how looking at the same problem from various places gives new insight and discovery.

I also really enjoyed the way the author brought to light why diversity is essential in this process, as diverse thinkers bring not only themselves to the problem but also their network of contacts and relationships.

There is also some wonderful thinking about the quantity and quality of ideas. My key takeaway is that it’s important to have a good quantity of ideas so you can pick the quality ones. This type of thinking has been used by many successful characters including Alexander Graham Bell and Richard Branson.

Operating at the intersection as the author describes it is a fantastic place though slightly scary at times. What it gives you is the opportunity to create innovative ideas and new spaces with the threshold for success often lower because no one else is operating there.

Think about it, if you want to become the very best in your field you have to compete with everyone who has gone before you and everyone who is trying to do it now. If you want to achieve something at the intersection you may be the only person or team in that field so your bar to success is far lower.

I believe neurodivergent individuals naturally gravitate towards the intersection of different fields and ideas.

Why read this book?

It’s insightful, engaging, has been a bestseller for a number of years and has been included in many academic programs. If you take on board what is written it will change your attitude to innovation and potentially increase your opportunity for success.

This is my take on The Medici Effect. It would be great to hear your thoughts.

System blindness

Why systems blindness impacts neurodiversity

Sam is a middle-aged neurodivergent individual in a small boutique design and consultancy firm with a global reach. Sam is an experienced business development professional with a strong track record. When he started working for this firm, he was effectively employee number three. He joined the two founding partners who had worked together for over 20 years. Sam could not work out why he was unable to perform. He was doing the tasks he thought he was expected to do based on his earlier work experience. Is Sam experiencing systems blindness?

Clear Is Kind. Unclear Is Unkind. Brené Brown

We are often blind to the way systems shape the way we think about ourselves and the environments that we inhabit.

Systems blindness often causes stress, anxiety and lost opportunities to engage and enable individuals to be their most effective at work.

Systems influence the way we perceive the world and the way we perceive others. This can often result in distorted views about relationships with other people because of the way we are bound up in the systems we work in. If we were able to step outside of the systems that we inhabit, step outside our workplaces and the relationships we have within them, it would be very different.

In the workplace we are often in several types of systemic relationships, these include vertical top to bottom, horizontal end to middle to end and internal external supplier to customer relationships. These relationships exist because of the tasks and roles that we carry out. Unfortunately, we are often blind to these relationships and their implications as many of us do not see the world like that. We instead see only from our narrow point of view.

Where we are sitting right now?

These systematic relationships often influence where power sits within our organisations. For example, in the top to bottom relationship, power often moves to the top disenfranchising the bottom.

System blindness can go to a whole new level. If you are unaware of the system and the social rules, this can affect neurodivergent individual as they may have low awareness of these systems and how they work.

In Sam’s case what became clear was that Sam’s expectations were very different from his employers in terms of what he should be doing and how he should be doing it.

This came down to expectations and unwritten rules. The systems that this organisation had been using were perfect for the two founders, but for someone new they were unclear and difficult to negotiate.

Navigating systems blindness

Working with Sam gave him the opportunity to help understand what was important to his employer and how he could shine by delivering the basics first and then adding value later. This started with painting a picture of what the systems within Sam’s organisation looked like. This included positioning where the power sat and what power he had in terms of managing his own workload and responsibilities. There was also an opportunity to explore the unwritten rules of the organisation and how he could engage with them to help him be his most effective at work.

Being clear about the rules and our systems is kind, being unclear is unkind!

If you would like to explore how systems affect your organisation and how to navigate them, please get in contact.

Doing a Handstand - Praxis and Neurodiversity

Why praxis and neurodiversity is essential?

Handstand, crow, double-arm lever, bear, monkey, frogger and crab are just a few of the terms I found out about during lockdown. These are all bodyweight exercises you can perform in your own home or anywhere else you fancy without any equipment. Many of them look easy when you see someone who has practiced them, but often, especially when you first try and undertake them, they prove frustrating and challenging. So what’s that got to do with praxis and neurodiversity?

Praxis – means practice as distinguished from theory!

Praxis and neurodiversity – the why!

Being effective at work is about mastering our strengths and managing things we find difficult. To do this well, we need to practice in a structured way that allows us to perform at our very best. The model that I was fortunate enough to use to learn some of the skills mentioned in the first paragraph works just as well with workplace strategies.

It looks a bit like this:

Prepare

Get yourself in the right place to do the work you need to do. I’m a great believer that we are whole people and that means that we need to put our bodies and our minds in the right place to learn. This could be something as simple as making sure we have downloaded everything we shouldn’t be thinking about. as well as making sure we are not stiff or in an uncomfortable position to start the learning process.

Practice

Amplifying strengths and managing the things that we find difficult is about practice. That practice needs to happen in a safe place where we can experiment with different ways of doing things and build processes that work. What is important here is to practice things that are difficult for us and work out what’s good and what needs to be changed. This is helpful as it allows us to work out where we need to focus.

Push

Once we start to become good at a task, then it is time to push it to see how far we can take it, for example, this might be around planning, using a new tool to write, or about being more confident in a different situation. The key is about finding the limits of what is possible for you because quite often this will go way beyond what you expect.

Play

The serious work now begins. It is time to play with the skills that we’re developing and see where else we can take them and use them, for example, we might be great at planning at home but unable to do this effectively in the workplace.

Ponder

Most importantly (and often the most underrated) for any learning is to reflect on what happened, what worked well and what we would like to work more on next time. This is where we start to set goals for what we are going to do next and how we can push ideas to the next level by reusing the model above.

If you’d like to find out more about how to amplify strengths and manage difficulties in the workplace, please get in contact.

Never forget any progress is progress, any movement forward is movement and that’s why praxis and neurodiversity matter.

So that’s what praxis and neurodiversity is all about!

Get in contact to find out more. Contact me here.

 

Method credit GMB Fitness, possibly the greatest fitness organisation on earth. Take a look