ADHD support at work.
Help people thrive.
When priorities keep slipping or work takes more effort than it should, support needs to consider the employee and the conditions around them. I offer ADHD coaching and workplace consultancy for practical changes in planning, communication and working arrangements. Start with a free 30-minute conversation to discuss the need and agree a suitable scope.
Free no-obligation call · 30 minutes · Online by Google Meet.
Support the employee and look at the work around them.
ADHD is not only an individual problem to manage. Noise, unclear priorities, constant messages, meeting culture, workload and management style can all affect attention, energy and follow through.
Start with the employee
Understand their experience, strengths, pressures and what already helps before deciding what support should look like.
Identify avoidable barriers
Review the physical, digital and social conditions that make useful attention and reliable work harder than they need to be.
Build practical capability
Develop workable skills for planning, attention, communication, emotional pressure and returning to a task when momentum changes.
Test and refine support
Use small, agreed changes, notice what improves working life and adjust support as the role or employee’s needs change.
Productivity should not mean conformity.
Neurodivergent employees may bring valuable curiosity, pattern recognition, energy, creativity, persistence or unconventional thinking. They may also experience genuine difficulty with attention, working memory, transitions, sensory load or competing demands.
The aim is not to label every trait as a strength or expect the employee to compensate alone. It is to create a better fit so useful work becomes clearer, more reliable and less dependent on stress, masking or last minute crisis.
01 · UnderstandSee the whole working context
Explore how the employee, task, team, technology and environment interact instead of locating every difficulty inside the person.
02 · RecogniseUse strengths with purpose
Notice the conditions in which the employee thinks and contributes well, then make those conditions easier to access.
03 · SupportMake difficult work more workable
Introduce clear priorities, visible systems and appropriate adjustments that reduce unnecessary cognitive and sensory load.
04 · SustainProtect wellbeing as well as output
Build a way of working that can last, with realistic pace, recovery and communication rather than repeated overwhelm and burnout.
The aim is a better fit between the person and the work, not greater conformity. We agree what useful support would look like and review the effect on working life and wellbeing, without promising a particular performance outcome.Support can focus on the employee, the working relationship or the wider organisation.
We choose the level of support that fits the need. Employer-funded individual coaching is £150 a session; a six-session ADHD at Work programme is £900. Consultancy and joint work are quoted after an initial conversation. Confidentiality and information sharing are agreed at the start.
Confidential employee coaching
Work focused coaching helps the employee understand their patterns, learn practical skills and build systems around attention, planning, communication and follow through.
Manager and employee coaching
Structured conversations help both people clarify expectations, reduce misunderstanding and agree practical ways of communicating, prioritising and reviewing work.
HR and leadership consultancy
Review policies, processes and everyday practices so neurodivergent employees are supported consistently rather than relying on individual managers to improvise.
Look at what is competing with attention when work needs to get done.
Effective support often comes from changing conditions around the task as well as developing the employee’s skills. Adjustments should be individual, collaborative and reviewed in practice.
Noise, light and movement
Consider quieter space, headphones, lighting, seating, movement and where focused or demanding work takes place.
Notifications and channels
Review messages, alerts, devices, duplicated systems and the expectation of constant availability that can fragment attention.
Priorities and instructions
Make the desired outcome, first step, deadline and order of importance visible. Use written follow up where it helps.
Focus, switching and recovery
Plan demanding work, meetings, breaks and transitions with enough flexibility to support attention and sustainable energy.
Clear, regular check ins
Agree how feedback, reminders and changing priorities will be communicated so support feels predictable rather than punitive.
Purpose and participation
Use agendas, clear decisions, useful notes and different ways to contribute so meetings create direction rather than more ambiguity.
Reduce hidden overload
Notice role conflict, excessive switching and unclear ownership before interpreting difficulty as lack of effort or commitment.
Shape work where possible
Explore where autonomy, interest, challenge, connection or specialist knowledge help the employee contribute at their best.
Employees learn new skills without being asked to do everything the hard way.
Some skills first act as coping mechanisms, giving the employee enough space to understand what is happening, change how they approach it or respond more deliberately. We start simply and build when they are ready.
Attention and task entry
Notice what is competing for attention, make the next action visible and create a practical route back after interruption.
Planning and external memory
Use calendars, prompts, task systems and written agreements that reduce the need to hold everything in working memory.
Communication and advocacy
Explain needs, ask useful questions and agree expectations without turning every conversation into a defence of difference.
Pressure and emotional regulation
Create enough pause under pressure to choose a response, repair misunderstandings and return to the work that matters.
Motivation and momentum
Use interest, accountability, visible progress and realistic task size instead of relying on urgency and self criticism.
Confidence and self trust
Build evidence that the employee can work with their ADHD, use their strengths and adapt support when circumstances change.
Clear aims, agreed boundaries and practical review.
We agree the purpose of the work with the employee and any organisational sponsor. Routine reporting is limited to what is agreed in advance, such as attendance or progress against shared aims—not private session content. The agreement also explains the limits of confidentiality and how any concerns would be handled.
A diagnosis is not required to begin a conversation about support.
Stakeholder consultation
We clarify the concern, the hoped for outcome, who is involved and what confidentiality or reporting arrangements are needed.
Employee conversation
The employee describes their work, strengths, pressures and priorities. We agree what they want support to help them change or develop.
Coaching and workplace plan
We combine practical skill building with small tests of environmental, communication or task changes that fit the role.
Review useful outcomes
We review what is helping, refine what is not and agree sustainable next steps without exposing confidential coaching content.
Practical support with clear professional limits.
Corporate ADHD coaching and consultancy are not diagnostic assessment, medical advice, occupational health assessment, therapy or legal advice. Where another service is more appropriate, I will say so.
Individual support works best when it is discussed, tried and reviewed
Adjustments may involve the environment, communication, equipment, working patterns or the way a task is organised. The right approach depends on the person and role.
Government support may be available
Eligible employees may be able to receive practical support through Access to Work. Awards are decided case by case and do not replace an employer’s responsibility to consider reasonable adjustments.
Download the ADHD strategy guide.
A concise resource for practical workplace conversations and next steps.
Free PDF · Practical support for your workplace.
Shape support around your organisation.
Describe the working challenge and who needs support; please leave out employee names and health information in an initial enquiry. We can discuss suitability, scope, confidentiality and a written quote before anyone commits to a programme.
Common questions about workplace ADHD support.
What the work involves, what the organisation sees, cost, funding and the professional limits of coaching.
What does workplace ADHD coaching involve?
Confidential one-to-one sessions with the employee, focused on how they work: attention, planning, communication, pressure and follow-through. Alongside the skills work we test small changes to the task, environment or communication that fit the role. Where useful, that can extend to manager and employee conversations or consultancy for HR and leadership.
What does the employer receive back?
We agree reporting before work begins. It may cover attendance or progress against shared aims; the employer does not routinely receive private session content. The agreement sets out what can be shared, with whom, and the limits of confidentiality.
Does the employee need an ADHD diagnosis?
No. A diagnosis is not required to begin a conversation about support, and coaching is not a diagnostic assessment. What matters is that the person and the organisation want a better fit between the employee and the work.
What does it cost?
Employer-funded coaching is £150 a session. The most common starting point is the six-session ADHD at Work programme, £900 in total: a 90-minute mapping session, four 60-minute working sessions and a 60-minute review, usually over about three months. Consultancy, manager coaching and training are quoted separately once we know the scope.
Can Access to Work fund the coaching?
Access to Work may fund approved work-focused coaching for eligible applicants. The employee applies and the DWP decides what support and costs it will fund. Funding is not guaranteed and does not replace an employer’s duty to consider reasonable adjustments. I can provide a quote; funding and payment arrangements should be confirmed before sessions start.
Is this occupational health, HR advice or therapy?
No. Coaching and consultancy are practical support with clear limits. They are not occupational health assessment, medical advice, legal advice or therapy, and if another service would serve the employee or the organisation better, I will say so.
Where do sessions take place?
Online across the UK, or in person in Shoeburyness, Southend-on-Sea. Most employer-funded coaching runs online during the working day.
Make workplace support clear from the outset
Before employer-funded coaching begins, it matters to agree who the work is for, what the employee wants help with, what the organisation hopes to support and what information can be shared. A useful review focuses on the agreed aims and working conditions, while respecting the coaching boundaries.
Explore individual ADHD coaching, Access to Work quote enquiries and my professional background. We can discuss the proposed work and format before agreeing a programme or fee.
Reading for practical workplace support.
Ideas to discuss with employees when agreeing useful coaching goals and everyday adjustments.
Starting workADHD Procrastination: Why Is It So Hard to Start?
Explore how unclear tasks, multiple decisions and distant rewards affect starting, with ideas for smaller steps and agreed accountability.
Read the article
Keeping track of commitmentsADHD Forgetfulness: Why Important Things Disappear from Your Mind
Consider written requests, visible prompts and shared calendars that reduce reliance on working memory at the point of action.
Read the articleMake the first conversation about the support you need.
Use the free 30-minute Google Meet conversation to outline the workplace challenge, ask questions and discuss a proportionate next step. There is no obligation to purchase a programme.
Evidence and practical sources
ADHD coaching and therapy can support day-to-day functioning and wellbeing, but neither replaces a formal diagnostic assessment or medical treatment where those are needed.
- NICE guideline NG87: ADHD diagnosis and management
- NHS: ADHD in adults
- GOV.UK: Access to Work — eligibility and awards are decided by DWP after an individual assessment; funding is not guaranteed.