Nathan Whitbread runs a coaching and training organisation, The Neurodivergent Coach, focused on coaching individuals and teams, and training and mentoring around neurodiversity in the workplace. He enables individuals, teams, and leaders across commercial, public services, and not-for-profit sectors to achieve more by becoming more effective at using what works for them.
What follows is a very wholesome conversation, exploring topics including the importance of being an artful coach vs a neurodiversity expert and how to pick up on subtle cues in a coaching conversation. Read on to tap into The Neurodivergent Coach’s wealth of lived experience and practicable tips and guidance for partnering with neurodivergent thinkers!
What do we mean by Neurodivergent?
“Neurodivergent is a derivation of the word neurodiversity. It was originally used to describe autism and has now evolved to include all of us, in the sense that we all think a little differently. There is a subset of people who think even more differently. I see neurodivergent as one of the various terms used to describe this ‘umbrella’ of neurodivergent traits, neuro-difference, or neuro-distinction.”
What’s your Mission as The Neurodivergent Coach?
“My mission is to help make workspaces more accessible and, ultimately, more effective and productive. I strongly believe that diversity, when brought together positively, helps solve problems, produce more innovative products and solutions, and enables individuals to have more fulfilling and interesting working lives.”
What are some of the challenges of achieving your Mission?
“There are various challenges, including misunderstanding, stereotypes and individual histories. This applies not only to individuals who may have neurodivergent traits but also to those they work with. Sometimes, people in more senior roles who are impacted by neurodivergent traits may not recognise it in themselves. This can make it challenging to support new individuals entering an organisation who may have different needs. Some may hold onto a narrative of overcoming challenges and wonder why others can’t do the same, not realising it may be different for them.”
“Sometimes there’s confusion between tokenistic gestures and genuine support. For example, if someone says they’re dyslexic, others might assume they only need a colour overlay and extra time. However, everyone’s needs and experiences are unique, so it’s essential to remember the human element. The biggest challenge, particularly in workspaces, is balancing the need for smooth, replicable processes with the reality that each person is different. It takes effort to figure out what parts of a standardised approach are helpful and what might not be, but it’s crucial for creating an inclusive environment.”
What drives you to achieving your Mission?
“I’ve always been very passionate about the idea of “What legacy do we leave behind?” Recently, I’ve been greatly influenced by a book called Turn the Ship Around. It’s a fascinating book about an American nuclear submarine, where the author talks about the changes he made and how the culture he instilled remained even after he had left the ship for several years. So, what is the lasting impact of the culture we create through our actions? It’s that age old adage, isn’t it? People may forget what you tell them, but they’ll never forget how you made them feel.”
“In this line of work, what drives me is the ability to create hope and joy, to help people see hope where they may not have noticed it before, and to create opportunities for individuals, teams, and organisations to approach things differently. Hopefully, this leads to them finding more fulfilment and achieving more meaningful outcomes. That’s the big driver for me; I’ve always been a glass-half-full kind of person. I see a world of opportunity in this field. Anything involving people is inherently interesting because I firmly believe that people are infinitely variable. You never quite know what’s coming next.”
What were your reasons for being a speaker for Animas?
“We’re often overloaded with knowledge but lacking in wisdom. Much of this wisdom comes from treating people as humans and individuals; trusting ourselves and them to be experts in their own areas. It’s about partnering with them, supporting them, and helping them gain insight into their own situations, so they can progress. That’s why I was really enthusiastic about it, and I truly believe it’s far more important to be an artful coach than to be a neurodiversity expert.”
“Of course, having an appreciation of neurodiversity is essential, but ultimately, what matters most is partnership. It’s about being a great coach because that’s what enables people to move forward. If coaching isn’t what they need or want, then it’s not the solution. However, if coaching is what they seek, being perceptive, listening attentively, and observing what’s happening for them are far more valuable than simply providing answers to questions around neurodiversity, in my opinion.”
What was your key message?
“Be brave enough to get involved. What I also discussed in my session is how we can create a safe enough space where we can do our safeguarding work, but also provide a safety net by asking, “Are you okay enough to do the work? Are you at risk of harm?” It’s about being confident enough to step into these spaces that historically, as coaches, we’ve sometimes felt are over a line we shouldn’t cross, when someone mentions seeing a therapist or dealing with personal challenges. However, it’s important to be brave enough to partner with them and determine what level of safety is necessary to work effectively. If the person is in a position where they are good to go and safe enough, we should be willing to work with them. And if it becomes clear that it’s not safe or something is wrong, we should have the courage to stay with them until we can get them to a better place where they can do what they need to do.”
What tips would you give to coaches?
“The person you’re coaching will often give you subtle cues about what they need. They may not always express it explicitly, but they’ll hint at what would be helpful. For instance, if they say, “I’m stuck,” it’s likely an indication that they need to move forward in some way. It could be as simple as suggesting they stand up. Next time you’re coaching someone who feels stuck, I encourage you to ask them if they’re comfortable moving around, and perhaps you can join them. Many of us spend our days just using our brains and fingers, when in reality, our bodies often need movement and varied environments to function optimally. For example, if we’re doing some work together, it might be beneficial to switch to a different medium—perhaps switch to a phone call or even go for a walk, either separately or together.”
“I’ve found that this approach can be very effective in giving people insights into their situation. It’s often difficult to see what’s wrong when you’re sitting in the same chair where the problem occurred. Stepping away from that chair can completely change your perspective.”
What’s the link between neurodiversity and transformative coaching?
“As I understand it, transformative coaching is about people gaining insight into their own issues. And what more wonderful gift can you give someone than insight into their own situation? This allows them to choose either to continue as they are or to do something different, but with new knowledge of what’s happening. From what I’ve seen, this can change lives.”
“The link is that neurodivergent individuals are human beings, and in the world we live in at the moment, human beings often don’t get enough quality time to think. Coaching, especially when done well, offers quality time to think, which can be incredibly challenging at times.”
How can a transformative coach improve their skills in this area?
“I think, personally, the best way to improve your skills is to be observed in a triad, by your peers or maybe by a coaching supervisor. Coaching is practical; it’s about the rubber hitting the road and dealing with unusual situations. Being confident enough to stay with the process yet flexible enough to serve the person we’re working with is crucial. Being observed is really helpful.”
“A really good model for this observation is “What’s good, even better if,” focusing on just one thing at a time. As human beings, we tend to get overwhelmed if we have to focus on more than one thing. By noticing one thing that is good and one area that needs improvement, we can iterate and build upon that progress.”
What message would you like to share with the coaching community?
“Be brave, be great.”
If Nathan’s story has inspired you and you would like to find out more about his work you can contact him here www.theneurodivergentcoach.co.uk. And if you are thinking about beginning the journey to become a transformative coach, you can learn more about our Accredited Diploma in Transformative Coaching on our course page.
