Explore the workspaces
Choose a role to see its tools and try a worked example.
Neurodivergent professionals
Choose what would help with the work in front of you, whether that is finding a first step, protecting time to concentrate, or preparing for a conversation.
Try the professional workspace
Find a starting point for a workplace situation
Choose a situation to see a practical next step and wording you could use.
When two requests both come first
A colleague asks for slides by midday while you are finishing a report due at the same time.
A starting point. Write down what you can finish by midday and who can decide which piece moves. Ask for that decision before trying to do both.
“I can send the report or the slides by midday. Which one does the team need first?”
When the brief changes halfway through
You have drafted a briefing for the project team. It now needs to go to the board.
A starting point. Separate what you can reuse from what needs a decision. Keep the figures you have checked and ask what the new audience needs to decide.
“I can reuse the analysis. What decision does the board need from this paper, and is Thursday still the deadline?”
Prepare a specific request
Two deadlines moved in meetings you did not attend. You want to raise this with your manager.
A starting point. Pick one instance and describe its effect. Ask how the change was communicated, then agree where future changes will be recorded.
“I was working to Friday because that was the date in the brief. How did the new date reach the team? Could we update the brief when a deadline moves?”
Leave yourself a way back into the task
Messages keep interrupting you while you check a spreadsheet.
A starting point. Choose one check, agree where urgent questions should go, and write down where you stopped before switching away.
Restart note: “Rows 1 to 12 checked. Next, compare row 13 with the source invoice.”
Work out what can be repaired
You discover an old figure in a briefing you have already circulated.
A starting point. Identify the figure, check whether it changes the recommendation, and tell the people relying on it what you will correct and when.
“The total on page two came from last month’s file. I am checking the recommendation and will send a corrected version by 11:00.”
Propose a change you can try
Decisions come quickly at a weekly meeting, and you have more to contribute once you have reviewed the papers.
A starting point. Describe the barrier, suggest one change, and agree when to review it. You can explain what helps without sharing a diagnosis.
“Could we circulate the questions the day before the next two meetings? Then I can check the figures and bring a considered response.”
Make room for the point you want to raise
A meeting invite says “project update”, and you are unsure what to prepare.
A starting point. Ask which decision is needed. Once you know, jot down the evidence and one question you want to bring.
“Are we choosing a supplier or reviewing progress? If we are choosing, I will bring the cost comparison.”
Include the work after the first draft
You have been asked to send a finished paper on Friday and a colleague needs time to review it.
A starting point. Work back from Friday to allow for the review and revisions. Use time tracked on similar work to estimate the first draft.
“If I get the draft to you on Wednesday, could you return comments by Thursday lunchtime?”
Attach one action to an existing event
You often leave a meeting knowing your next action, then lose it when another call starts.
A starting point. Try adding one action to your task list as you close the meeting notes. After a few meetings, check whether that cue works for you.
Example task: “Email Priya the revised figures by Thursday at 10:00.”
Choose one question that reduces uncertainty
You have been added to a project channel and cannot tell whether anyone needs something from you.
A starting point. Write down what you know, what is unclear, and who can answer. Use their response to decide whether to add a task.
“Am I here to follow progress, or is there a particular decision you would like my input on?”
Break down a handover
You are going on leave tomorrow. “Prepare the handover” is on your list, but it is difficult to tell where to begin. Try ticking off these example steps.
In the prototype, you can edit the steps, add your own, or place one step at a time in your timetable.
Plan a report around a fixed meeting
You need to draft a report and check its references. Your 11:00 meeting is fixed. Choose when focused work tends to feel easier and compare the two timetables.
Morning focus
- Draft the recommendations while your energy is higher.
- Team meeting (fixed).
- Check the references and tidy the document.
Afternoon focus
- Check the references and tidy the document.
- Team meeting (fixed).
- Draft the recommendations while your energy is higher.
Pick up a task after an interruption
A call ran over and you missed a planned slot. You have checked the spending figures for your report. Writing the explanation is still open.
Keep a smaller step for today
You have 20 minutes before the end of the day. Move “Explain the largest change in spending” into that slot. Leave proofreading as a separate step.
Restart note. The largest increase is in travel costs. The figures are checked. Start with the reason for the change.
Protect time for the unfinished step
Move the explanation to a free slot tomorrow morning. Keep the figures marked as checked so you can pick up where you stopped.
If someone is waiting. “The figures are ready today. I can send them now and follow with the explanation tomorrow morning. Does that work for you?”
Find the words for a work conversation
Choose the conversation you need to have, then adapt the sample wording. Edits stay on this page.
Find out what is needed
A teammate asks you to “look at” a draft before a meeting.
Ask which deadline takes precedence
Your manager adds a new task while you are finishing a client summary.
Suggest a specific trial
Switching between chat messages and analysis makes it hard to keep track of what you have checked.
Ask for the information you need
You would like to consider the options before a decision meeting.
Offer a deliverable and a realistic date
One source has arrived late, leaving less time to check the full analysis.
Put the next action in writing
You and a colleague have agreed a handover in a call.
Choose what a colleague needs to know
You are joining a project team. Choose which example preferences you would include in a note to the project lead.
My working preferences
- When a deadline changes, please update the written brief so I can plan from the latest date.
- I can give a more considered answer if I have the decision questions before the meeting.
- For concentrated work, a quiet hour helps. If a question is urgent, please call instead of messaging.
- When priorities change, a short check-in helps me agree what can move.
- Select a preference to include it in the note.
Tools in this workspace
- Workplace guidance
- Find a practical starting point for ten situations, including workload overwhelm, unexpected change, and asking for support. In the prototype, you can also request personalised guidance and save a response to revisit.
- Tasks, timetable, and energy
- Write steps yourself or ask AI to suggest them. Use energy check-ins and fixed commitments to plan your day, track time spent, and choose when to carry unfinished work forward.
- Communication
- Start with an editable message, from asking what a request involves to renegotiating a deadline. In the prototype, you can save a private draft or ask AI to suggest a rewrite.
- Working preferences
- Describe what helps with meetings, communication, and focused work. Choose which details to include when you export a copy.
Managers
Prepare clearer requests and meetings, then try a change with your team and record whether it helped.
Tools in this workspace
- Team Resources
- Find guidance on meetings, feedback, and working agreements. Adapt a template to spell out the outcome you need, its priority, the deadline, and where questions can go.
- Team Practices
- Create a private plan for a change, such as circulating the decisions needed before a meeting. Record what you will try, when you will review it, and how you will judge whether it helped.
- Review history
- Keep a record of each review, including the reason for continuing, adapting, or pausing a practice. Revisit earlier decisions when planning the next trial.
Interactive example
Review a meeting-agenda trial
For two meetings, the chair has circulated the decisions in advance and invited written input. Choose a review outcome to see an example of what a manager could record.
Keep the practice in use
Review note. The agenda gave people time to check the figures. Written comments arrived before both meetings.
Next action. Keep the format for the next month and agree a date to review it again.
Change the trial
Review note. Advance notice helped, but sending the agenda on the morning of the meeting left little time to respond.
Next action. Send the decision questions the previous working day. Review after two more meetings.
Pause and record why
Review note. The team now makes this decision in a shared document, and the recurring meeting has been cancelled.
Next action. Pause the meeting trial and keep the review note for future reference.
Colleagues
Find words for everyday conversations, clarify an ambiguous request, or try a small change in how you work with someone.
Tools in this workspace
- Situation guides
- Start with a situation you recognise, such as an unclear handover. Find practical wording, bookmark a guide, and record a private next action.
- Communication templates
- Adapt the wording to the recipient and what you need from them. Save a draft, then copy or download the version you want to use.
- Practice plans and learning
- Choose a change to try, set a trial date, and record what happened. Short learning modules let you compare possible responses to a workplace situation.
Interactive example
Clarify a request from a teammate
A teammate writes, “Could you look at this before the meeting?” Choose what you need to clarify to see how you might reply.
Clarify the scope
“I can review it. Would you like me to check the figures, comment on the recommendation, or proofread the text?”
Agree a time
“What time would you like my comments? I can send notes by 14:00, or flag the main question sooner if you need it for the meeting.”
Make the trade-off explicit
“I am finishing the client summary this morning. Which would you like me to prioritise if there is only time for one before the meeting?”
HR and People teams
Prepare materials for inclusive hiring and workplace support, with a record of what is ready for review and what still needs work.
Tools in this workspace
- Policies and guidance
- Start with a policy template or workplace support guide. Adapt the wording to your organisation, keep a private draft, and export it for review.
- Inclusive hiring packs
- Prepare six stages, from the role brief to onboarding handover. Check each section and export the parts your recruiting team needs.
- Change plans
- Record an objective, owner role, actions, and evidence. At review, document what happened and whether the change should continue, be adapted, or pause.
Interactive example
Build an inclusive hiring pack
A hiring team is preparing to recruit an analyst. Explore the six parts of its example pack to see what the team could agree before a candidate reaches each stage.
Define the work
Example. The analyst will compare monthly results and explain the main changes in a written briefing.
Preparation check. Confirm which skills are essential on day one and which can be learned in the role.
Set expectations
Example. The invitation gives the interview length, format, names of the panel members, and time set aside for questions.
Preparation check. Make sure the invitation and calendar entry give the same timings.
Agree how evidence will be gathered
Example. Each candidate receives the same core question about interpreting a dataset. The panel agrees what evidence to look for before interviews begin.
Preparation check. Give each panel member the questions, scoring guidance, and their role in the discussion.
Describe the expected output
Example. Review a short dataset and submit a one-page summary of two findings. The brief states how long to spend and which tools may be used.
Preparation check. Ask someone unfamiliar with the task to identify the output, time allowance, and submission route from the brief.
Name a point of contact
Example. The invitation names a recruiting contact for candidates who want to discuss a change to the interview or assessment format.
Preparation check. Agree who monitors the route, who follows up, and what the panel needs to know.
Prepare for the first week
Example. The recruiting lead and line manager agree who will send the first-week schedule, equipment details, and the name of a contact for questions.
Preparation check. Confirm with the incoming colleague what information they want passed on and to whom.