If you’re neurodivergent and you’ve seen how much difference good understanding makes at work, you may want your organisation to invest in neurodiversity training. Getting that agreed can be hard, especially if you’re not the one holding the budget. This post sets out a practical way to build support, step by step.
Start with the case for change
Before you approach anyone, be clear about why training matters in your organisation specifically. Are managers unsure how to respond when someone discloses? Are adjustment requests slow or inconsistent? Is recruitment putting off neurodivergent candidates? Specific, local problems are more persuasive than general statements about inclusion.
It also helps to point to trusted outside guidance. Acas guidance on neurodiversity at work explains employers’ legal duties and mentions awareness training as one way to build understanding. Our page on neurodiversity in the workplace is another useful starting point to share with colleagues.
Talk about business benefits, not just fairness
Decision makers usually respond to outcomes. Frame training as a way to keep good people, get more from existing talent, reduce the risk of disputes and make managers more confident. Our article on why neurodiversity training matters sets out these arguments in more detail.
Start small and show results
A short introductory session is easier to agree than a full programme. Our Neurodiversity 101 workshop is a 90 minute interactive introduction that can be run virtually or in person, with no cap on numbers. It’s designed as a first step that makes later conversations easier.
Afterwards, gather feedback. Ask attendees what they learnt and what they’ll do differently, and note any changes you see, such as managers asking better questions or colleagues being more open about how they work. That evidence is what earns the next step.
Bring HR and inclusion teams on board
Once you have some momentum, meet your HR or diversity and inclusion team. Share the feedback, explain what you’d like to happen next, and ask how training could fit into existing learning plans. If your organisation has a neurodiversity network or employee resource group, involve them too. Groups carry more weight than individuals.
Make it easy for senior leaders to say yes
Senior leaders are busy and get many requests. Keep your proposal short, link it to things they already care about, and be clear about cost, time and expected outcomes. Our guide on how to get senior buy-in for neurodiversity initiatives has more detail on what tends to work.
Think beyond a single session
One workshop is a good start, but lasting change needs more. Managers are where most neurodiversity strategies succeed or fail, as we explain in why most neurodiversity strategies fail at manager level. When the time comes, our post on what to do after neurodiversity training can help you plan the next steps.
Look after yourself
Pushing for change takes energy, and you shouldn’t have to carry it alone. Share the work with allies, set boundaries on how much you take on, and remember that it’s your organisation’s job to make the workplace inclusive, not yours.
How Enna can help
If you’re building a case internally, we’re happy to help. Send your HR or inclusion lead our neuroinclusion maturity assessment, a quick way to show where your organisation is now and where the gaps are. If you’re setting up or running a network, our Becoming an Effective Employee Resource Group workshop helps members turn enthusiasm into influence. Or book a call and we’ll talk through how to make your proposal land. You can also email us at hello@enna.org.
