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.