by access2learn | Mar 23, 2026 | Uncategorized
A situation HR teams raise with us again and again is this.
A manager wants to support a neurodivergent employee well but feels unsure how to approach the conversation. At the same time, the employee may feel hesitant about explaining what they need or concerned about how requests for adjustments might be perceived.
Both individuals are often trying to do the right thing. Without the right structure for these conversations, misunderstandings can easily develop.
We see this play out regularly in practice. Managers want to be supportive but worry about saying the wrong thing or making assumptions. Employees may already have experience of masking or navigating environments where their needs were misunderstood, which can make it difficult to speak openly about what would help.
This can create a dynamic where both sides operate cautiously, leaving practical challenges unresolved.
Co-coaching has emerged as a particularly effective way of addressing this gap.
Co-coaching brings together both the employee and their manager in a structured coaching environment led by a specialist coach. The sessions create a neutral space where both individuals can explore how they work best and identify practical ways to remove barriers.
The focus is not on diagnosing problems or assigning responsibility. Instead, it centres on understanding working styles, communication preferences and the practical realities of the role.
For example, a manager and employee might explore questions such as:
- How information is best processed and communicated
- What types of work structures support productivity
- How meetings, deadlines or workload expectations can be adjusted to reduce unnecessary barriers
- How feedback and communication can be structured more clearly
When these conversations happen in a facilitated environment, they become far more constructive.
Managers frequently report feeling more confident once they understand how the employee works best and what adjustments genuinely support performance. Employees feel more comfortable discussing their needs when the conversation is framed around collaboration rather than justification.
From an organisational perspective, the outcomes can be significant.
We see improvements in communication, reduced misunderstandings and greater clarity around expectations. This often leads to more engaged teams, stronger working relationships and improved day-to-day efficiency. When individuals are supported to work in ways that align with how they function best, organisations are better positioned to see consistent performance, productivity and long-term growth.
For HR teams, co-coaching can provide a practical way to support both managers and employees without placing the responsibility for change on either individual alone.
As organisations continue to develop more inclusive workplaces, approaches that support collaboration and mutual understanding are becoming increasingly important. Co-coaching offers a structured way to create those conditions.
Access2Learn works with organisations across education and employment to support neurodivergent individuals and develop inclusive workplace practices.
If you’re exploring how to better support your teams, we’re always happy to talk through what this could look like in practice.
by access2learn | Mar 23, 2026 | Uncategorized
Awareness of neurodiversity in the workplace has increased significantly in recent years. Many organisations are now familiar with ADHD, autism and dyslexia, and HR teams are actively exploring how they can create more inclusive environments.
At Access2Learn, we apply this internally as well as in our client work. 67% of our team identify as having a disability or long-term health condition, across both mental and physical health. That has shaped how we design our day-to-day work. We use the same tools, adjustments and coaching approaches internally that we recommend to clients.
In practice, we see the same pattern emerge. Awareness exists. Applying it day to day is harder.
Managers may fully support the idea of neurodiversity inclusion. They may attend awareness training, read guidance, and want to do the right thing for their team. Yet when real situations arise, the practical questions begin.
Managers often ask things like:
- What adjustments actually make the biggest difference in practice?
- How should work be structured for someone who experiences processing overload?
- How can expectations be clarified without making an employee feel singled out?
- What does good support actually look like on a day-to-day basis?
These are real questions managers deal with every day while balancing performance, workload and team wellbeing.
Within our own team, we have approached these questions by focusing on clarity, flexibility and communication. We use clear written briefs alongside verbal discussions, build in processing time before decisions are required, and encourage team members to define how they work best. Small adjustments like these reduce ambiguity and support more consistent performance.
Organisations have taken an important first step by raising awareness. The next step is translating that into practical ways of working.
This is where neurodiversity coaching can be particularly valuable.
Coaching creates a structured space where individuals can explore how they work best, understand their strengths and identify barriers within their working environment. It also looks at how the individual and workplace interact.
An employee might experience challenges with processing large volumes of information quickly during meetings. Through coaching, they may develop strategies such as preparing in advance, requesting written follow-ups, or structuring information in a way that works for them.
We see similar outcomes across both our own team and client organisations. Individuals often report increased confidence in communicating their needs, improved organisation and prioritisation, and a clearer understanding of how to manage workload in a way that works for them.
From an organisational perspective, coaching often leads to improved communication between managers and employees, greater clarity around expectations, and more effective implementation of adjustments.
We regularly receive feedback from clients that coaching has helped move conversations forward in a practical way, giving both employees and managers the confidence to make changes that are sustainable over time.
Increasingly, HR teams are using neurodiversity coaching not simply as a wellbeing intervention, but as a practical tool that helps translate inclusion commitments into everyday working practice.
Awareness can start the conversation.
Coaching can help organisations turn that conversation into meaningful change.
