Building neuro-inclusive cultures, systems, and performance strategies for the modern legal profession.

May 13, 2026

AUTHOR Inside Practice

The modern legal profession runs on precision, intensity, and sustained high performance. Yet beneath that surface, a significant proportion of the workforce is operating under invisible strain.


Many of the lawyers driving complex matters, holding vast amounts of information in their heads, and delivering under pressure are also neurodivergent – and working in systems that were not built for how they think, process, or work.


On 16 June 2026, Inside Practice is convening a live, one-hour online session, Supporting Neurodivergence in Law, to move this conversation from the margins into the centre of how we design legal work. 

Why this conversation cannot wait

Estimates suggest that 15–20% of the population is neurodivergent, and many indicators point to an even higher concentration in professions that reward deep analysis, pattern recognition, and hyperfocus – like law.


At the same time, disclosure rates remain low, support is inconsistent, and most systems are still optimised for a narrow idea of “how work gets done”: responsiveness over reflection, uniformity over flexibility, output over sustainability.

The result is a persistent cognitive paradox.


Neurodivergent lawyers – often among the highest performers in their teams – are also among those most at risk of burnout, misinterpretation, and exit. Many are navigating chronic masking, misunderstood behaviours, and an unrelenting sense that they must work “against” the system rather than with it. Talent is under-leveraged, wellbeing is compromised, and firms miss out on the full advantage of cognitive diversity.


This session is designed to address that paradox directly. Rather than treating neurodivergence as a niche accommodation or compliance issue, we will look at it as a fundamental question of culture, system design, and performance strategy.


Inside the session

Over 60 minutes, our speakers will explore:


  • The realities of neurodivergence in law: How legal culture can amplify both the strengths and the risks for neurodivergent professionals, and where policy diverges from lived experience.
  • Neurodiversity 101 – reframing the conversation: Understanding neurodiversity as a spectrum rather than a deviation, and what that means for legal workplaces.
  • The performance paradox: Why high-performing neurodivergent lawyers can be the most vulnerable to burnout and sudden breakdown in capacity.
  • From accommodation to advantage: How cognitive diversity, when intentionally supported, becomes a competitive edge for innovation, problem-solving, and client service.
  • Where firms go wrong: The limits of one‑size‑fits‑all wellbeing programmes and the risks of mistaking high performance for unlimited capacity.
  • Co-creating better systems: Practical ways to move from “fixing people” to redesigning environments, performance management, and leadership behaviours so that more people can operate at their best.


Meet the speakers

This session brings together legal leaders who are actively reshaping the profession’s approach to equity, inclusion, and performance.


  • Fiona Fleming, Head of ED&I, Farrer & Co
  • Richard Fisk, Senior Pro Bono and Inclusion Manager, Addleshaw Goddard
  • Char Erskine, Senior Diversity & Talent Manager, Osborne Clarke


Together, they will unpack both the structural challenges and the practical pathways for building environments in which neurodivergent professionals can thrive without having to choose between performance and health.


Who this is for

This session is for legal leaders who shape culture, performance, and talent strategy, including:


  • Law firm partners and practice leaders rethinking team dynamics and expectations
  • Managing partners and executives focused on retention, culture, and resilience
  • HR, People, and Talent leaders redesigning workforce strategy
  • Legal operations and innovation leaders aligning systems with human performance
  • In-house legal leaders managing complex, high-pressure environments


If you are asking, “How do we maintain high performance without breaking the people delivering it?” – Join us.


Confirm your complimentary place and join the discussion.

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