Workplace Neurodiversity Training for line managers and teams.

Awareness training answers "what is neurodiversity?". Manager training answers "what do I do when my direct report tells me they cannot concentrate in the office, or when a strong performer starts missing deadlines?"

That second question is where retention is decided. Line managers are the single largest variable in whether neurodivergent employees stay, progress or quietly disengage — and almost none of them have been taught how to handle it.

Line managers with direct reports, team leaders, functional heads, and HR business partners who support them. Cohorts work best at 12–20 people so the scenario work stays genuinely interactive. Mixed-seniority cohorts are fine; mixed-function cohorts often work better than single-team ones because managers learn from each other's cases.

Neurodivergent strengths and stressors, and how they present in real work rather than in textbooks.

1:1s and performance conversations — separating barriers from capability, and running the conversation that most managers avoid.

Reasonable adjustments in practice: what to offer, how to agree them, how to document them, and how to review them.

Psychological safety and disclosure — what to say in the first thirty seconds after someone tells you, which matters more than anything that follows.

Task and workload design: deliverables, deadlines, written confirmation and definition of done.

Supporting neurodivergent employees through organisational change.

Escalation and HR partnership — when to handle it yourself and when not to.

Half-day and full-day manager cohorts, 90-minute deep-dives on a single topic, virtual manager series run across several weeks, in-person team workshops, and train-the-trainer for internal L&D teams.

The spaced format — two or three shorter sessions with practice in between — consistently produces better behaviour change than a single intensive day, because managers bring real cases back into the room.

The bulk of the time is spent on scenarios rather than slides. Managers rehearse the awkward conversation, get it wrong in a safe room, and do it again. Wayne brings both sides of the table: lived experience of ADHD and dyslexia, and 25 years of managing teams and leading change inside large organisations.

That second half matters more than people expect. Managers are quick to dismiss training delivered by someone who has never carried a delivery target, and quite right too.

Measure manager confidence on specific named tasks before and after, not general satisfaction. Then track adjustment request volume and turnaround, retention by disclosure status, and escalation volume at six and twelve months. Set the baseline before the first session — very few organisations do, and it is why most cannot tell whether their training worked.