Most managers want to support their neurodivergent team members, they just don't know how without making it weird or othering.  Here's the framework I teach:  Question 1: "What conditions help you do your best work?"  NOT: "What accommodations do you need?" (frames them as the problem)  YES: "What conditions help you do your best work?" (frames environment as adjustable)  This works because:  It's a question you could ask anyone  It focuses on optimisation, not deficit It g

Regulation first. Results follow. Why most productivity systems fail neurodivergent leaders, and what to do about it.

WHEN YOU ARE SUPPORTED your neurodivergence isn't a liability, it's leverage.

A few months ago, a leadership client asked me: "How do I know if I’m honouring my capacity or just being lazy?" Oof. She'd just turned down a speaking opportunity. A reeeeeeally good one. The kind that would have looked impressive on LinkedIn. But she was already stretched thin and her nervous system was sending clear signals- now was not the time. Still she was questioning herself because somewhere along the way, we learned that saying yes to everything is ambition, and hon