Embracing neurodiversity: retention and career progression

Download the guide via the link above. You can also find lots more information on the LNN LinkedIn feed.

Coaching is an investment in the aspirations of an individual. As with any coaching, there is a huge variety available, it can be individual or group based. It is not about coaching out the ADHD, but about growth and personal development and is another way of approaching traditional executive coaching. It can help adults as well as children.

For some, traditional approaches in coaching do not work and, for someone with ADHD, it can be hard to answer “what do you want to focus on today?” or “what do you want from coaching?”, because of how their minds work. The coaching seeks to unlock potential by looking at self-awareness, problem-solving, motivation, impulsivity, memory and emotional regulation.

There are many individual coaches and organisations offering specialist ADHD Executive Coaching and the right coach will depend on what you are seeking in terms of knowledge, experience (work and life) along with striking up the right chemistry with your coach. You are buying in someone’s expertise and experience, which is why many coaches are not in competition with each other, because as a coach individuality is valued. If you speak to someone who thinks you are best matched with someone else, they may say that. Please don’t be offended if that happens.

The company mentioned in the video with whom Paul Mosson trained as an ADHD Executive Coach is ADHD Works. ADHD Works has a directory of those coaches who have been trained on its methodology.

There are many others available and neither the Society or LNN is endorsing or recommending any provider. We would advise anyone interested in coaching to undertake research and importantly arrange an introductory call with a prospective coach to ensure their approach is a match. There are coaches who also specialise in nutrition, personal fitness etc as well as ADHD.

You may be eligible for a UK Government grant to fund your ADHD Executive Coaching if you are in work or self-employed through the Access to Work scheme. ADHD Works provides a free course on how to apply for this funding. It may take several months for the application to be reviewed, so it is important to set realistic expectations.

If you would like to discuss further, please email paulmosson@lawscot.org.uk.

The best results from coaching come when the individual wants to be coached. Some coaches will refuse to take on individuals, if they have “been sent to coaching” and appear uncommitted.

ADHD coaching is not exclusively for people with ADHD, far from it. It is a methodology designed to work with the neurodivergent mind, but is equally effective with those who are neurotypical delivering hugely positive impact.

A potential way to approach this difficult task is to explore whether traditional coaching has worked for them in the past. If not, ask why and if it turns out it’s because they didn’t know what to focus on or what was the point, this may be an opportunity to suggest ADHD coaching as an alternative approach.

If someone is struggling with work, why not initially suggest an occupational health assessment and see if you can get further support or suggestions for appropriate interventions/adjustments (which may include coaching being recommended). Every case is different, so it's important to tread carefully.

Fostering a culture of open dialogue and psychological safety within teams will create an environment where honest conversations about coaching and/or other possible supportive interventions will be easier to raise with all team members, regardless of their neurodiversity profile.

Employers do not need a formal diagnosis to act. Indeed, the absence of a diagnosis is not a defence to not acting.

An occupational health assessment is a good start, but be sure to check they understand neurodivergence. Moreover, be patient and ask the individual how they can be supported and demonstrate that you are a safe space to discuss possible neurodivergence through policies, practice and culture.

More broadly, encouraging increased awareness and dialogue about neurodiversity within organisations, together with inclusive policies, will help create a supportive workplace environment in which neurodiverse colleagues (including those awaiting a formal diagnosis) are able to flourish.

It is generally advisable for managers to consider all possible causes of underperformance when supervising junior colleagues.

Whilst organisations can increase awareness and understanding of neurodiverse presentations, it would not, however, be reasonable to expect senior lawyers to consistently be able to spot possible neurodivergence when managing junior lawyers. In addition, many neurodiverse individuals become adept at masking, making it harder to identify neurodivergent traits.

The best practice for senior lawyers to adopt is fair and consistent management techniques, offering honest and consistent feedback on areas of performance that are lacking.

This, coupled with creating an open and supportive culture, will help foster an environment where possible causes of the performance challenges can be discussed and, in some cases, possible neurodivergence explored.

However, this is a very sensitive area. In general, the possibility of neurodivergence specifically should only be discussed if raised initially by the junior lawyer.

If it is acknowledged that there may be a mental health reason contributing to the poor performance, then seeking an occupational health assessment is advisable, with tailored questions asked of the medical practitioner.  Depending on the medical input obtained, this may help to open up a discussion about the possibility of neurodivergence.