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“We celebrate people who burn out and call it resilience. But real resilience is knowing when to pause, when to speak up, and when to take care of yourself.” - Natalie Armstrong

Nurse and trauma-informed leader Natalie Armstrong shares practical ways to support neurodivergent employees and build resilient, inclusive workplaces.

Have you ever sensed something was off with a colleague—but couldn’t quite name it? Maybe they shut down in meetings, avoid conflict, or seem overwhelmed by simple feedback. It’s easy to chalk it up to attitude or performance. But what if it’s something deeper—like unrecognized trauma or neurodiversity?

In this episode, I sit down with Natalie Armstrong, a trauma-informed workplace consultant, neurodiversity advocate, and NHS nurse leader. Together, we explore how trauma and neurodivergence quietly shape behavior at work—and how leaders can foster safer, more inclusive environments by tuning into the human side of performance.

Natalie shares her personal story of navigating ADHD, trauma, and burnout, and how it shaped her into a compassionate, people-first leader. She walks us through real scenarios, signals to look out for, and the small but powerful adjustments that help people—especially high performers—thrive on their terms.

Whether you’re a leader, colleague, or someone navigating these challenges yourself, this episode offers a roadmap toward psychological safety, resilience, and more human leadership.

Bio

Natalie Armstrong is a UK-based trauma-informed workplace consultant, neurodiversity advocate, and NHS nurse leader. With lived experience of ADHD and complex trauma, she helps organizations create inclusive, psychologically safe cultures. Her work focuses on supporting neurodivergent individuals through flexible leadership practices, emotional intelligence, and education that drives organizational resilience.

Email: [email protected]
LinkedIn: https://www.linkedin.com/in/nataliearmstrongconsultancy/

Key Takeaways

• Neurodiversity includes ADHD, autism, dyslexia, dyspraxia—each with unique processing styles.
• Labels can help, but they can also limit. Focus on how people process, not what they’re labeled.
• Trauma responses in the workplace may look like people-pleasing, shutting down, or avoiding conflict.
• Leaders don’t need to diagnose trauma—they need to create environments that reduce harm and build safety.
• Masking is a hidden cause of burnout for many neurodivergent employees.
• Practical strategies include offering flexible schedules, quiet workspaces, opt-out options for triggering content, and stand-up-friendly meetings.
• Support over blame is essential—especially for those with histories of shame or trauma.
• Trust is built when leaders model v

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