Coaching Neurodivergent Leaders in a
Federal Government Department
Creating psychologically safe spaces for brilliant but diverse minds to thrive together.
Issue
When I first met with the department, one senior leader described the workplace as “brilliant minds, but lots of friction.”
The teams were highly skilled, but psychological safety was low. Miscommunication was frequent, and several leaders—many of whom identified as neurodivergent—were finding it difficult to balance their technical expertise with people leadership.
For female leaders, the added challenge of operating in a male-dominated environment meant their voices were often sidelined, and their leadership contributions undervalued. The result was rising stress, strained relationships, and declining staff satisfaction.
Approach
We started by working one-on-one with senior and emerging leaders. I introduced the 3 A’s Framework as a simple but powerful way to navigate leadership challenges:
Awareness – Leaders began to recognise the stories and patterns driving their behaviours—such as defensiveness in meetings or frustration when others didn’t match their pace. Naming these dynamics created new awareness.
(As required, we increased the power of insight with tools such as journaling to reflect and Psychometric profiling — Strengths Profile, Emotional Intelligence assessments, and/or 360’s.)
Accept – With self-compassion practices and mindfulness, leaders learnt to soften the fight with themselves and others. Rather than resisting differences in communication or working style, they began to make room for them.
Agency – Together we developed practical strategies: tools for emotionally intelligent communication, structured feedback conversations, and peer coaching circles that encouraged support rather than competition.
I also facilitated peer and team group coaching where I integrated psychoeducation within a safe environment where leaders and teams could practise these new skills in real conversations. These sessions helped create healthier boundaries, normalise dialogue around neurodiversity, psychological safety, and the pressures of working in a system that often lagged behind in adapting.
Outcome
Progress was visible especially with those who experienced ongoing coaching. Leaders reported feeling more confident in managing themselves and their teams, with many women saying they felt better equipped to speak up and hold ground in a male-heavy culture. Peer and team coaching circles created moments of genuine insight and connection that hadn’t existed before. Staff surveys showed early signs of improved wellbeing and communication.
And yet, the environment itself was slow to shift. Systemic issues and ingrained cultural norms meant change came in small steps, not sweeping reforms. The work highlighted both the potential of emotionally intelligent leadership in a neurodiverse environment and the reality that culture change is a longer journey.
“Brilliant minds can thrive together - when awareness, acceptance and agency meet”