Patterns of Leadership Blog

Author: tracysoraghan

  • Neuro-inclusive coaching: helping leaders and individuals thrive at work

    We live in a competitive, fast-changing world of work, and success often depends on how well people are supported, not just how hard they try. Over the last 20+ years of leading teams, I’ve learned that autonomy matters, but it works best when it comes with thoughtful coaching. That is even more true when you are neurodivergent, or when you lead neurodivergent people.

    A quick note on language: people describe themselves in different ways (for example, “autistic person” or “person with autism”). I try to follow the language people use for themselves. This post is based on practical leadership experience and widely used workplace approaches, not medical or legal advice.

    Good coaching shapes and develops skills, but not by trying to coach the neurodivergence out of someone. Neuroinclusive coaching starts with curiosity about how a person thinks, processes information, and gets work done. In practice that can look like agreeing the best format for information (written notes, voice, visuals), breaking goals into smaller steps, or using short check-ins to reduce overwhelm and keep momentum.

    Coaching also improves engagement because it signals, “You matter here.” For many neurodivergent people, work can include an extra, invisible layer of effort: masking, recovering from sensory overload, or decoding unclear expectations. When leaders create psychological safety, people are more likely to ask for clarity, flag barriers early, and do their best work without burning out. Over time, that kind of environment supports higher retention rates and reduced turnover.

    In a time of rapid change, we all need continuous learning and adaptability. Neuroinclusive coaching helps by reducing friction around learning. That might mean sharing materials in advance, offering choice in how someone learns (reading, listening, trying it hands-on), or creating predictable routines that make new information easier to absorb. The goal is not a one-size-fits-all process, but a way of working that lets different brains learn, contribute, and innovate.

    Coaching helps align individual goals with organisational objectives by making expectations clear and workable. Many people, neurodivergent or not, struggle when priorities are vague. Neurodivergent people may be hit harder by ambiguity, shifting goalposts, or “read between the lines” communication. A helpful coaching habit is to agree what “good” looks like, confirm deadlines and dependencies in writing, and use outcome-based measures rather than judging someone’s style or process.

    Neuroinclusive coaching also supports future leaders. Some neurodivergent people are exceptional at pattern spotting, creative problem-solving, deep focus, or strategic thinking, but may be underestimated if their communication style is different. Coaching can help leaders recognise strengths, remove barriers, and normalise adjustments as a performance enabler, not “special treatment.” That builds a stronger talent pipeline and a more resilient organisation.

    Practical neuroinclusive coaching tips

    • Start by asking preferences: “What helps you do your best thinking?” “What gets in your way?”
    • Make expectations explicit: define outcomes, priorities, and deadlines, then confirm in writing.
    • Offer options for communication: written follow-ups, agendas in advance, and time to process before responding.
    • Reduce cognitive load: break work into milestones, clarify the first step, and agree what “done” means.
    • Support regulation and energy: build in breaks, protect focus time, and avoid unnecessary urgency.
    • Focus feedback on impact and outcomes, not on being more “typical.”
    • Name your conditions for success: the environment, tools, and routines that make work easier.
    • Ask for clarity early: “Can you confirm the priority and the deadline?” “What does success look like?”
    • Choose supports that fit you: reminders, body doubling, noise reduction, templates, or written instructions.
    • Track what drains you and what fuels you, then plan recovery time like it is part of the job.
    • If you disclose, do it on your terms, and focus on needs and adjustments rather than labels.

    Coaching is not a luxury. It is a practical way to help people thrive, and it is one of the most powerful tools leaders have to build trust and performance. When coaching is neuroinclusive, it reduces friction, protects wellbeing, and creates the conditions where different kinds of minds can do their best work. If you take only one thing from this post, let it be this: coach the person in front of you, not the version of them you expected.

    Autonomy matters, but people thrive when coaching is clear, strengths-based, and neuroinclusive.

    Photo by Vitaly Gariev on Pexels.com

  • Job crafting: shaping the what, who and how of your role for better outcomes

    Work can feel unpredictable right now. Lots of people are trying to protect their wellbeing, find more meaning in what they do, and still deliver great results. One idea I keep coming back to is job crafting: small, intentional changes you make to your role so it better fits your strengths, interests, and values. Done well, it can lift your energy and focus—while also helping your employer benefit from a more engaged and resilient workforce.

    At its core, job crafting is a proactive approach: you shape parts of your job instead of letting the job shape you. That might mean tweaking what you work on (tasks), who you work with (relationships), or how you think about the work (mindset). When you can personalize your work in these ways, you usually gain more autonomy—and you often become more creative too.

    A bit of self-awareness helps here (knowing what you’re good at, what drains you, and what matters to you). With that in place, job crafting can bring some very real benefits.

    • More job satisfaction: You spend more time using your strengths and doing work that feels meaningful, which can increase motivation and engagement.
    • Better wellbeing: With a bit more control over your workload and how you do it, stress can reduce and development can feel more achievable.
    • A healthier work–life balance: You can tailor responsibilities and ways of working to better fit your life and priorities, which helps lower the risk of burnout.

    What employers get out of it

    • Stronger performance: When people can lean into what they do best, quality and productivity tend to improve.
    • Higher retention: Autonomy and ownership usually increase commitment, which can reduce avoidable turnover.
    • More innovation: People who feel trusted are more likely to test ideas, suggest improvements, and take thoughtful risks.

    If you’re a leader and you want to encourage job crafting, here are a few practical ways to make it easier (and safer) for people to do.

    1. Make it normal to talk about work preferences. Use one-to-ones and team check-ins to discuss strengths, energy drains, and what “good” looks like.
    2. Give clear autonomy (with clear boundaries). Let people influence how they deliver outcomes—process, scheduling, task allocation—while keeping priorities and expectations explicit.
    3. Invest in skill-building. Training, stretch assignments, mentoring, and shadowing give people more options when they redesign their role.
    4. Notice and reward thoughtful crafting. Call out improvements people make to their role or workflow—especially when it helps the team as well as the individual.

    For me, the best version of job crafting sits on top of clear goals and mutual trust. It’s not about “doing whatever you like”—it’s about shaping the role so you can consistently do your best work, in a way that’s sustainable. When employees can align tasks and ways of working with their strengths and values, you tend to see more engagement, better performance, and a healthier culture overall.

    When people can personalize their work, they often gain more autonomy—and become more creative.

    Photo by Edmond Dantès on Pexels.com