The Neuro-Potential™ Approach
Most tribunal claims don't start with bad intentions.
They start with a manager who didn't know what to say.
E-Learning For Managers: How To Identify And Implement Effective Reasonable Adjustments For Neurodivergent Employees
What Is This Course?
A video-led e-learning course that trains your managers in one clear, repeatable process for supporting neurodivergent employees. They learn how to spot what is really driving the behaviour, how to have the conversation that finds the actual friction point, and how to agree reasonable adjustments that work and are properly documented.
And they are not left to figure the hard cases out on their own afterwards. Every licence includes two live Q&A clinics every month, where your managers bring the situations they are dealing with right now and get expert guidance from our inclusion consultants on the most appropriate support.
Who Is This For?
Managers and team leaders who are already having these conversations, whether they feel ready or not; new managers who need to get it right from day one; and HR and people teams who are tired of watching a perfectly good policy get interpreted twenty different ways.
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What Changes When Your Managers Are Trained In The Neuro-Potential™ Approach
For Your HR Team
For Your Managers
For Your Employees
You stop being the referee. Every manager follows the same process, cases are picked up early rather than landing on your desk at crisis point, and when a manager gets stuck they take it to a clinic instead of to you.
Every agreement is documented using the template in the course, so you have a clear paper trail showing support was explored before any formal process began. That is exactly what a tribunal looks for, and exactly what most organisations can't produce.
They walk into the conversation knowing what to say, what to listen for and what to offer. No more guessing, no more "my door is always open" and hoping for the best.
And when a real situation doesn't fit the textbook, which it rarely does, they bring it to a live clinic and get expert guidance on that specific case, twice a month, for as long as their licence runs.
Support built around how their brain actually works, agreed with them rather than done to them, by a manager who asks what it is really like before deciding what needs to improve.
When the friction is removed, the energy that was going into masking and coping goes into the job instead. That means less work-related stress, fewer absences and fewer good people walking out of the door.
Stop Praying Your Managers Get It Right.
Actually Give Them The Tools To Do It.
What Your Managers Get
Interactive lessons built around the three stages of the Neuro-Potential™ Approach, a toolkit they will actually use, and live expert support twice a month.
Part 1: Understanding Neurodivergence And The Law
Lessons
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Course Introduction.
The trauma-informed, neuroaffirming, person-centred approach that runs through everything that follows. -
What Is Neurodivergence?
The neurodivergent umbrella, why someone may be multiply neurodivergent, the language to use, and why the social model of disability changes how managers see the problem. -
The Four Main Areas Of Need.
Sensory and environment, executive function and workload, communication and interaction, and emotional regulation: the four places to look when something isn't adding up. -
The Impact Of Masking Within The Workplace.
Why your most capable-looking team member may be the one closest to burnout, and why problems so often surface only at crisis point. -
What Are Reasonable Adjustments?
The four tests of reasonableness, why adjustments have to be agreed rather than imposed, and why many of the most effective ones cost nothing at all. -
Legal And Professional Responsibilities.
No diagnosis needed, an anticipatory duty, and why "I think I might have ADHD" in passing counts as a disclosure. -
Risks If Legal Responsibilities Aren't Followed.
One badly handled disclosure followed step by step to capability, sickness absence, resignation and tribunal.
By The End, Your Managers Will Know
- Exactly what the Equality Act asks of them, and when the duty kicks in.
- What counts as a disclosure, including the informal ones most managers miss.
- Why waiting for an official diagnosis is the most expensive mistake they can make.
- How to look underneath the behaviour to the need that is driving it.
Part 2: Identify And Support
Lessons
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Introducing The Neuro-Potential™ Approach.
The three-stage framework, and two managers handling the same performance concern: one focused on the problem, one on the person, both holding high expectations. Only one of them gets the result they want. -
Stage 1: Identify, The Friction Point Conversation.
Two full example conversations, one where a manager has noticed a pattern and one where someone has disclosed, with the exact wording to open safely, what to listen for and what to do if they say they're fine. -
Stage 2: Support, How To Find Effective Reasonable Adjustments.
How to use the reference guides to explore options together, test whether an adjustment will actually work, and document a clear agreement on what changes, who owns it and when it gets reviewed.
Your Downloadable Toolkit
- Conversation guide: the structure and wording for the Identify conversation, ready to use five minutes before a one-to-one.
- Triage tool: the words people actually use, mapped to the area of need behind them.
- Four reasonable adjustment reference guides: practical adjustments and management behaviours for each area of need.
Part 3: Empower
Lessons
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Stage 3: Empower, Neuroinclusive Cultures.
Moving from fixing problems to preventing them, with job crafting, playing to the strengths that often come with neurodivergence, and team habits that work for every brain. -
Case Study Examples.
Follow Priya and her manager Sarah from the first worry, through the conversations and adjustments, to six months on, when Priya tells Sarah she is the first manager who ever asked what it was actually like. -
Your Commitment.
Every manager commits to one specific change, so the learning leaves the screen and turns up in the team.
Training A Whole Team?
Let’s have a conversation. If you’re looking at licences for more than one manager, book a free call and we’ll talk through what would work best for your organisation.
What Makes Us The Right Fit To Deliver Your Neuroinclusion Training?
Consulting experience for organisations with over 60,000 staff.
Keynotes and workshops delivered to audiences of 450 delegates
Designed group coaching to over 100 neurodivergent professionals.
A Word From Our Founder Steph Nelson
Everything within this course comes from someone who has a unique mix of experience.
Not only have I spent years studying the organisational psychology and neuroscience to understand neurodivergence in the work place.
But I have also lived it.
I know intimately what it is like to grapple with high potential and a workplace that doesn't match how your neurodivergent brain works.
Seven years in the classroom dealing with a wide range of complex needs and backgrounds taught me how people learn and cope under pressure. But most importantly it sent me on a journey to understand how a neurodivergent professional CAN thrive in the workplace.
The past 2 years since have been spent turning that experience into a system organisations can actually use which has then been tested at scale through my work with Leeds Health and Care Academy.
The passion for making this simple to understand and easy to implement runs through my bones and I am so excited to bring that to a wider audience.
Give your managers the process, the tools and expert knowledge.
At our first Leeds Health and Care Academy managers' cohort, every one of the five confidence measures went up by the end of the session. Confidence in their legal and professional responsibilities rose from 2.06 to 4.06 out of 5, and in identifying friction points from 2.56 to 4.31.
Practicality averaged 4.81 out of 5, and likelihood to recommend to another manager averaged 9.8 out of 10.
What Is The Business Case For Training Your Managers?
Reduced Absenteeism
Reduced
Attrition
Increased
Productivity
Let's do the maths, because your finance director will.
Replacing one employee costs between 50% and 200% of their salary, averaging around £30,000 once you factor in recruitment, onboarding and the gap while someone new gets up to speed. 45% of neurodivergent people have left a role for reasons directly linked to their neurodivergence, 51% have taken time off in the last year for reasons connected to their condition, and neurodiversity-related employment tribunals rose by 95% between 2020 and 2025. Tribunal legal fees alone can reach £8.5k before a penny of compensation is paid.
One manager license cost £250. If it keeps one person in their job, or one case out of a tribunal, it has paid for itself many times over.
Your managers are already having these conversations. Make sure they get them right.
FAQs
What are the live Q&A clinics?
Two live online sessions every month where your managers bring the situations they are dealing with right now and get expert guidance from our inclusion consultants on the most appropriate support and adjustments. It is where the course meets real life: the case that doesn’t fit the textbook, the conversation that didn’t go to plan, the adjustment that isn’t working. [Confirm day, time, length and confidentiality.]
Is the clinic guidance legal advice?
No. The clinics give practical, expert guidance on support and reasonable adjustments. If a case needs legal advice, we’ll tell you, and you should take it to your HR or legal advisers.
Which option is right for us?
The 12-month licences suit most teams: pick the bundle that covers the managers you want trained this year, and they get the clinics for the full 12 months. The perpetual licence is for organisations that want the course on their own LMS for good, so every new manager works through it as part of their induction.
We've already done neurodiversity awareness training. Isn't this the same thing?
No. Awareness training tells your managers what neurodivergence is. This trains them in what to do about it: the conversation, the triage, the adjustment, the documentation and the review. Knowing what ADHD is doesn’t tell you what to say when someone in your team is struggling; this does, and the clinics back it up.
Does an employee need a diagnosis before managers use this?
No. The law doesn’t require one, and neither does the approach. It is built around the person’s experience and their specific friction points, which is why it also works for the many staff who are undiagnosed or haven’t disclosed.
Is this useful if nobody in our organisation has formally disclosed?
Yes, and it is more common than most organisations realise. Research suggests 15 to 20% of any workforce is neurodivergent, and most haven’t disclosed, usually because experience has taught them it’s safer not to. The course trains managers to spot friction points and have the right conversation before a formal disclosure, which is often where the most damage is done or prevented.
Our managers are stretched. Will they actually use it?
That is exactly why the lessons are short, the toolkit is built to be picked up five minutes before a one-to-one, and the clinics are there for the cases that need more than a guide.
Is it only for healthcare settings?
No. Some of the examples come from healthcare, because that is where much of the approach was tested, but the framework, conversations and guides apply to any workplace where people manage people.
Can we put it on our own LMS?
Yes, with the perpetual licence. It is uploaded onto your own learning platform so you can assign it and track completion like any other course.
What happens at the end of the 12 months?
[Confirm: renewal options and price.]
Can we move a licence to a different manager?
[Confirm: whether licences can be reassigned if someone leaves.]
What if I need sign-off first?
Most HR managers aren’t the only decision-maker. Replacing one employee averages around £30,000 and tribunal legal fees alone can reach £8.5k, so one retained employee pays for this many times over. Get in touch and I’ll send you a one-page business case you can share with your leadership team.
Is it CPD accredited?
[Yes / CPD accreditation is in progress. If this is a requirement for your organisation, get in touch and I’ll give you an update on timelines.]
Who created the course?
Steph Nelson, founder of Neurocreators. Steph has lived experience of ADHD and autism, spent seven years in the classroom, and has delivered neuroinclusion work across organisations including a 60,000-strong workforce. The approach has been tested through her work with Leeds Health and Care Academy.