DIVERSE PERSPECTIVES LTD
for business
Building dignified
workplaces through
neurodivergent
expertise
Around one in five people are neurodivergent, and in some industries the figure runs much higher than that. Odds are that you already employ neurodivergent people, whether or not anybody has told you.
For a lot of people this is familiar from home too, so you may recognise the shape of it already: brilliance and struggle sitting side by side in the same person, with neither one cancelling the other one out.
Out in the world, we can't always make a difference.
Inside our own four walls, we can.
We spend a lot of life on the receiving end of other people's decisions. As a manager or employer, you get to decide how meetings are run. You decide what gets measured, how instructions are given, what happens when somebody says they are struggling, and whether asking for something is straightforward or costly.
That is a considerable amount of power which often tends to go unnoticed because it gets mistaken for ordinary admin. But, what it actually decides is whether people are able to do their best work, whether they enjoy being in their jobs, and whether they can give their it everything they have and still have some energy left at the end of the day. Employees who know they are being looked after tend to stick around, and they usually also give you more.
WHAT THIS ACTUALLY IS
Practical work, sized to fit what you need
Sessions for your team
An hour or so, in person or online, giving everybody a shared understanding of how much genuine variation there is in the way people think, focus and communicate. That means everyone in the room, not one group of people who work differently from some imagined standard. It is a good place for everyone to start.
Training for managers
Managers are promoted for being good at their jobs, and then handed a team. This is the part that helps them do that well: what to notice, how to have the conversation, and what to do next.
One to one coaching for your people
Sometimes the most useful thing is to work directly with the person who is finding things difficult. Confidential sessions, focused on what is actually getting in their way at work, with practical strategies they can put to use straight away. It can be the most direct route to keeping somebody you would otherwise lose.
Support with adjustments
Working out what a particular person needs, what it involves, and how to put it in place in the quickest and best way.
Ongoing consultancy
For organisations who would rather have somebody to call as things come up than as a one-off event that fades by March.
Most of it starts smaller than people expect. A single session is a sensible place to begin.
WHAT CHANGES
Neurodiversity-related tribunal cases have doubled in five years, and the law firm tracking that trend puts most of it down to employers not recognising their obligations early enough.
A tribunal is an expensive
way to find out what
somebody needed.
The cheaper version is a conversation. It leads to managers who know what to do, and to people who feel safe enough to ask for what they need before it turns into a crisis.
The saving is not only in tribunal costs. It is in recruitment and training too, because you keep the people who would otherwise have handed in their notice.
Instead, the energy that usually goes into coping can go into the work instead. It all tends to show up in what gets done, and in who stays.
WHY ME
How I know this
I spent more than two decades inside corporates, start-ups, agencies and shop floors. Financial services, retail, fashion, print and advertising, including household names and businesses at the luxury end of their markets.
This taught me that some of the best known names, with excellent products and serious reputations, were difficult places in which to admit you were struggling. Reputation and daily experience are two separate things, and the second one is not necessarily visible from the outside.
32%
of neurodivergent employees feel able to disclose their condition at work. Employer confidence, meanwhile, keeps rising. That gap has been widening rather than closing.
|City & Guilds Neurodiversity Index
Over the years, I found myself on the wrong side of that gap on a few occasions. I gave my work and my clients everything I had, and the more I gave the more was expected, until I got to the point where I could not do it any longer. I was diagnosed with ADHD in 2020, in my forties, and with hindsight, a great deal of my working life made sense.
So I bring both sides of this into the room. I speak the commercial language because I worked in it, and the human one because I lived it.
I have a BA in Psychology, accreditation as an ADHD coach through the Universal Coaching Alliance, trauma-informed coach training, and certification in coaching and mentoring for neurodiversity. The work is grounded in Dr Donna Hicks' dignity principles, which in practice means everybody in the room keeps their dignity, managers included.
WHAT IT'S LIKE
Lighter than people expect
There is no jargon, no lecturing, and nobody is made to feel they have been getting it wrong. Most of what happens in workplaces comes from a gap in knowledge rather than a lack of care. You became an expert in your business, not in how different brains work at work, and there was never any reason you should have been. The tone is practical and the mood is usually lighter than people expect. The aim is for people to feel able to ask the questions they have been sitting on.
I will leave you with a bespoke guide and a clear idea of where to start, what to do and why it matters.
WHAT IT COSTS
You pay for exactly what you need
Every organisation needs something slightly different, so each piece of work is priced on its own: how many people, what format, whether it is online or in the room, and how far I am travelling.
The simplest way to get a figure is a short conversation. Tell me what you need and I will give you a straight price for it. We can start as small as you like.
Let's have a free 30 minute call
You don't need to prepare anything. Just tell me what you have been noticing.
I'll ask some questions, and between us we will work out whether there is something here worth doing and what the most suitable first step would be. If there isn't, I will say so.
Note: ADHD coaching works best as a collaborative approach to well-being.
It complements other treatments like therapy or medication by providing practical skills and support for navigating the challenges of ADHD & AuDHD.
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