coaching and mentoring
coaching and mentoring
introducing: the north west coaching collaborative
Be part of it Coaching is for everyone. Whether you’re looking to access coaching, develop as a coach, or embed coaching in your organisation the online Coaching and Mentoring Hub is the gateway to We are delighted to launch the North West Coaching Collaborative, a new regional partnership bringing together: NHS North West Leadership Academy North West ADASS North West Employers Our shared ambition is simple but powerful: To make coaching accessible to everyone working across the North West public sector.
5 ways leaders and managers can be better allies to neurodivergent colleagues
Why Form a Coaching Collaborative?
Each sector brings unique perspectives, challenges, and innovations. By creating a shared coaching community, the NWCC enables practitioners to exchange ideas, reflect, and build capability together, overall strengthening the quality and accessibility of coaching across the region. The collaborative also plays a critical role in supporting more integrated ways of working between health, social care, and local government. Effective collaboration between these systems is essential for delivering joined-up care. By building a cross-sector community of coaches the NWCC helps to break down organisational boundaries and develop a shared language and understanding. Our Vision We want to create a North West where: Coaching is understood, valued and widely used. It is easy to access for everyone, at all levels. Leaders use coaching to improve outcomes, performance and wellbeing. A strong, connected coaching community drives system-wide impact.
The North West Coaching Collaborative (NWCC) has been established in response to a clear and shared ambition across our region to build a vibrant cross sector coaching community that strengthens leadership, supports workforce development, and enhances the quality and reach of coaching. As public services face increasing pressure, the need for innovative, cross-sector approaches has never been greater. There is strong evidence (1, 2, 3, 4) that by investing in coaching we can improve service outcomes, enhance leadership capability, staff engagement, and support behaviour change. Key Advantages A key advantage of a collaborative is the ability to share and scale resources. Individually, the collaborative partners have developed high-quality coaching offers and frameworks. Collectively these can be expanded and accessed more widely. This reduces duplication and ensures more efficient use of resources across health, social care, and local government.
by sue osborne, Cath Brown Consultancy
Leaders and managers play a vital role in creating workplaces
accommodations can improve productivity, wellbeing, and engagement. Third, using neuro affirming language respects identity and promotes psychological safety. Key is to check in with colleagues as to what will be most helpful e.g. written instructions / setting clear expectations / avoiding ambiguous language to ensure that everyone understands their responsibilities. Regular check-ins can create opportunities for clarification and support. Fourth, leaders should focus on strengths rather than deficits. Neurodivergent individuals often bring unique skills, such as creativity, innovation, attention to detail, problem-solving abilities, or pattern recognition. Recognising and leveraging these strengths can enhance both individual performance and organisational success. Teams with neurodivergent roles can be 30% more productive than those without them (5). Finally, managers should foster psychological safety. Employees should feel comfortable discussing their needs without fear of judgement or discrimination. Creating an environment where people can request reasonable adjustments, share feedback, and be themselves encourages trust and belonging.
By improving their knowledge, offering flexibility, communicating clearly, valuing individual strengths, and cultivating psychological safety, leaders and managers can become effective allies to neurodivergent colleagues. These actions not only support employee wellbeing but also contribute to a more inclusive, diverse, and high-performing workplace where everyone has the opportunity to succeed. Neurodiversity in coaching is one of many essential topics explored through our Network Learning Events, part of the NHS North West Leadership Academy’s coaching and mentoring support offer. Find out more on our website.
coaching across the region. Through the Hub, you can:
where neurodivergent employees can thrive.
• Register as a coach or coachee. • Access coaching opportunities. • Sign up for events and development sessions. • Connect with colleagues across the North West. • Stay up to date with insights, learning and opportunities. If you’re a coach looking to be part of the North West Coaching Collaborative please ensure that you opt-in to the collaborative at registration. You will find this in stage 1 of the registration form, after you have selected the organisation you belong to.
Inclusive workplaces are where colleagues feel respected by their peers; they feel that they belong; they feel empowered; they know their contributions are important; they are fairly rewarded for the work that they do; they are developed equally and feel able to progress in their career and that they work for a company that truly cares. There are several practical ways leaders and managers can become stronger allies. First, leaders should understand the breadth of neurodiversity. Neurodiversity includes autism, ADHD, dyslexia, dyspraxia, dyscalculia and co-existing conditions such as Rejection Sensitivity Dysphoria (RSD). Educating themselves about neurodiversity helps reduce misconceptions and enables a more inclusive workplace. Second, managers should embrace flexible working practices. Neurodivergent employees may benefit from adjustments such as flexible hours, remote working options, quiet workspaces, or alternative communication methods. These
nw.leadershipacademy.nhs.uk/events/ category/coaching-mentoring/
References: 1Halliwell, P.R., Mitchell, R.J. and Boyle, B. (2023) Leadership effectiveness through coaching: Authentic and change-oriented leadership. PLOS ONE, 18(12), e0294953. Available at: pmc.ncbi.nlm.nih.gov/articles/PMC10699640/ 2Phillipson, J., Pinto, A.C., Kingsley-Smith, H., Krachler, N., McGivern, G. and Lyons, O. (2025) Leadership training in healthcare: a systematic umbrella review. BMJ Leader. Available at: bmjleader.bmj.com/content/leader/early/2025/06/16/leader-2025-001269.full.pdf 3Wang, Q., Lai, Y.-L., Xu, X. and McDowall, A. (2022) The effectiveness of workplace coaching: a meta-analysis of contemporary psychologically informed coaching approaches. Journal of Work-Applied Management, 14(1), pp. 77–101. Available at: www.emerald.com/jwam/article/14/1/77/254662/The- effectiveness-of-workplace-coaching-a-meta 4NHS North West Leadership Academy, Building a coaching culture: Research report. Available at: flippingbook.com/account/online/1037289077/1
References: 5Mahto, M., Hogan, S.K. and Sniderman, B. (2022) A rising tide lifts all boats: Creating a better work environment for all by embracing neurodiversity. Deloitte Insights, 18 January. Available at: www.deloitte.com/us/ en/insights/topics/talent/neurodiversity-in-the- workplace.html
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