Neurodiversity & Neuroinclusion Blog

Why hiring neurodivergent employees can be a competitive advantage when organisations remove barriers and design work around strengths, clarity and inclusion.

A sustained role in Newcastle University’s dyspraxia research brought lived experience into questionnaire design, recruitment and the early development of a proposed intervention for adults with dyspraxia.

A story of dyslexia, social entrepreneurship and turning difference into practical impact, leadership and systems change.

If you’re buying neurodiversity training in the UK, you’re probably juggling a familiar set of pressures: managers need practical skills now teams are overloaded you want consistency around reasonable adjustments you don’t want “tick-box awareness” that changes nothing you need something that fits your organisation’s reality This guide is written for employers commissioning training. It’s not about buzzwords. It’s about what good training looks like, how to structure it, and

Most training fails for a boring reason: the organisation returns to its defaults. People attend a session, feel motivated, then go back to unclear priorities, chaotic meetings, and inconsistent adjustments. Nothing is reinforced, nothing is measured, and the habits that create friction stay in place. If you want neurodiversity training to create real behaviour change, treat it like implementation—not an event. This post gives you a practical six-week plan you can run after a

When the Daily Echo ran the story about me being selected for Bournemouth University’s inaugural 30 Under 30 honours list, it felt like far more than a personal milestone. For anyone who does not know, Bournemouth University’s 30 Under 30 list was created to recognise graduates who had gone on to do notable things in their fields — people seen as making an impact through innovation, leadership, creativity or public contribution. To be included was, in itself, a huge honour. B

If you manage people, you’re already doing neuroinclusion work—whether you call it that or not. Because most “neurodiversity challenges” at work aren’t about capability. They’re about design: unclear expectations, inconsistent feedback, chaotic meetings, shifting priorities, and adjustments that depend on how confident someone feels asking. Good manager training fixes the design. Bad manager training adds jargon. Here’s how to tell the difference—and what to do next. During a

Why AI recruitment can disadvantage neurodivergent candidates, and how employers can reduce bias, ambiguity and unfair filtering in hiring systems.

Why spiky profiles can become specialist strengths, and how moving beyond the generalist trap can help neurodivergent people build more sustainable careers.

Build a credible business case for neurodiversity at work using your own recruitment, retention, adjustment and performance data—without inflated ROI claims.

On a recent episode of the Conscious Curiosity podcast by Conscious Clarity, Frank and I ended up in territory that usually makes HR teams a little uneasy. We were discussing the now-famous 2017 Harvard Business Review article on neurodiversity at work. In many ways, that article helped move the conversation forward. It pushed employers to see that cognitive difference was not simply a problem to manage, but a source of value they had been overlooking. But as we talked, I fou

In a world that often prizes “normality”, Nathaniel Hawley’s TEDxSt Albans talk, Why we need neurodiversity, is a powerful reminder that our differences are not deficits. They are part of the natural variation of human experience. Drawing on lived experience of dyslexia, dyspraxia and autism, alongside expertise in applied neuroscience, Nathaniel challenges us to rethink the labels we use to define ourselves and others. Rather than seeing neurodivergence through a deficit-foc

Many organisations talk about neurodiversity and inclusion, but few manage to turn good intentions into real, everyday change. Awareness is just the first step. The real challenge lies in closing the gap between knowing about neurodiversity and making sure everyone has access to the support and environment they need to thrive. This gap often remains open because inclusion is not a one-time statement or policy. It is a set of consistent, repeatable behaviours that must fit int

A practical manager guide to neurodiversity and workplace conflict, with ways to reduce communication clashes and fix systems, not people.

A practical guide to neurodiversity performance management, helping managers move beyond awareness into fair, clear, supportive conversations.

Collaboration spotlight: Neurodiverse thinking is a competitive advantage (with Huckletree) For Neurodiversity Celebration Week, we teamed up with Huckletree to publish a piece on something founders and operators feel every day, even if they don’t call it “neuroinclusion”: The companies that win aren’t always the ones with the most people. They’re often the ones with the widest range of thinking styles, and the clearest systems for turning that thinking into action. Huckletre

Separate tools that help people organise work from systems that score people, then set evidence, accessibility and review standards for each use.

Why Dyslexia Awareness Week matters for adults too, and what workplaces can learn from raising the volume on dyslexia, support, and inclusion.

with Alexandra Standley For Neurodiversity Celebration Week, we wanted to explore something a little different from the usual workplace posts. Because sometimes the thing that drains your energy isn’t your workload. It’s the “small” stuff your body has to tolerate all day. That’s why we teamed up with Alexandra Standley for this guest piece on sensory comfort and style: https://www.alexandrastandley.co.uk/post/neurodiversity-style-sensory-comfort If you’ve ever stood in front

Most neurodiversity-related tribunal cases do not begin with hostility. They begin with drift. A manager notices that an employee is struggling, but assumes it is a performance issue. A support request is raised, but gets delayed. Communication remains vague. Adjustments are discussed, but not implemented. Trust drops. Stress rises. Performance concerns escalate. By the time the organisation is thinking legally, it has often already mishandled the practical part. That is why