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Rethinking ADHD at Work: A Leadership Perspective

I’ve lived on both sides of the ADHD experience: as someone with ADHD trying to succeed in traditional systems, and as a leader managing teams made up of diverse thinkers, doers, and energy styles.


For years, I worked hard to mask how my brain worked—navigating swings in focus, relying on open browser tabs, and the urgency of meetings to stay on track. I knew I was capable and successful, yet I often questioned myself because of the scatteredness, time blindness, and the need for more structure than others seemed to require. I sensed I was different, and worried that difference might be judged.


Eventually, I learned three things:


  1. I have ADHD (diagnosed later in life).

  2. I excel in the right environments.

  3. I’m not alone.


ADHD at Work Isn’t What Most People Think

ADHD isn't about laziness or disinterest. It’s a difference in how the brain manages executive function, the cognitive systems that govern attention, working memory, planning, emotional regulation, and task execution (Barkley, 2011).

It affects how someone:


  • Prioritizes work (everything feels urgent—or nothing does)

  • Starts and finishes tasks (especially when unclear or unstimulating)

  • Regulates emotions under pressure or conflict

  • Tracks time and juggles competing demands

  • Maintains momentum across long or multi-step projects


What may look like “inconsistency” is often a brain wired for urgency, challenge, novelty, and emotional engagement—one that thrives with the right systems and supports in place.


The Untapped Value of ADHD Talent

Let’s talk about the upside.


People with ADHD bring a kind of energy, creativity, and out-of-the-box thinking that can be game-changing for teams and organizations, especially when they’re working in environments that allow them to lead with their strengths.

ADHD minds are often:


  • Quick to generate original ideas

  • Exceptionally good at making unexpected connections

  • Adaptable in fast-paced or ambiguous situations

  • Emotionally intuitive and tuned in to group dynamics

  • Energized by challenge, novelty, and purpose


These aren’t soft traits, they’re strategic advantages. Studies show that individuals with ADHD tend to excel at divergent thinking—the ability to produce multiple, novel solutions to complex problems (White & Shah, 2006). They’re also more likely to thrive in uncertainty and show high levels of resilience, curiosity, and entrepreneurial drive (Wiklund et al., 2016).


In the workplace, that translates to:


  • Innovation under pressure

  • Visionary thinking during strategic planning

  • Strong performance in crisis or change

  • Authentic leadership that inspires others


And perhaps most overlooked, emotional insight. Many people with ADHD develop deep empathy and self-awareness, making them exceptional connectors and team builders. When given clarity, autonomy, and trust, ADHD professionals don’t just “keep up”—they often raise the bar.


What Helps and What Hurts (Backed by Research)

Every brain is different. That’s why curiosity—not assumptions—should guide leadership. But when it comes to supporting ADHD in the workplace, certain patterns are consistently backed by research.


What Helps

  • Clear expectations and priorities. Individuals with ADHD perform better when tasks are specific, visual, and time-bound (Barkley, 2010).

  • Autonomy and flexibility in how work gets done. ADHD traits like novelty-seeking, risk-taking, and flexible thinking contribute to entrepreneurial success, especially when individuals can shape their own workflows (Wiklund et al., 2016).

  • Frequent feedback loops and immediate reinforcement. The ADHD brain is less responsive to delayed rewards; consistent feedback keeps motivation and performance on track (Volkow et al., 2009).

  • Opportunities for collaboration and idea generation. ADHD individuals excel in dynamic environments with fast-paced, open-ended thinking (White & Shah, 2006).

  • Psychological safety. A culture that encourages open communication without judgment enhances performance for neurodivergent employees (Austin & Pisano, 2017).


What Hurts


  • Vague instructions or shifting expectations. Ambiguity increases executive load and task paralysis (Barkley, 2011).

  • Meeting-heavy cultures with little outcome clarity. Unstructured time drains cognitive energy and reduces engagement (Shaw et al., 2014).

  • Micromanagement and top-down control. ADHD professionals thrive when trusted to co-create their workflow, not when managed rigidly (Shaw et al., 2014).

  • Repetitive, highly administrative roles. These environments overtax working memory and task persistence, often leading to frustration and attrition (Barkley, 2011).


What Great Leadership Looks Like for ADHD Brains

Effective leadership for ADHD professionals isn't about making exceptions—it's about creating conditions for contribution. The best results come from leaders who:


  • Provide clarity without micromanaging. Goals are clear, but pathways to execution are flexible. This reduces executive function strain while allowing autonomy (Barkley, 2011).

  • Offer regular, respectful feedback. Check-ins aren’t about control—they’re a form of scaffolding that keeps engagement and motivation high (Volkow et al., 2009).

  • Co-create systems and supports. Rather than assuming what works, great leaders ask, “What do you need to do your best work?” This kind of collaboration strengthens psychological safety (Austin & Pisano, 2017).

  • Celebrate outcomes, not just processes. ADHD brains often find unconventional ways to succeed. Leaders who recognize results, even if the route wasn’t linear, create room for innovation to thrive.

  • Model flexibility and trust. When leaders embrace difference as part of high performance, it sends a clear message: “You belong here. You don’t have to mask to contribute.”


This isn’t about lowering the bar, it’s about lifting barriers to maximize results.


The Future of Work Isn’t One-Size-Fits-All

The idea that every employee should perform in the same way, at the same pace, under the same conditions is outdated—and costly.

Research on inclusive design, neurodiversity, and psychological safety points to a clear reality: diverse workforces thrive in flexible environments.


  • The World Economic Forum (2020) predicts that adaptability, creativity, and emotional intelligence will be among the most critical skills in the future of work, all areas where neurodivergent individuals can shine when supported.

  • Deloitte (2018) reports that companies with inclusive cultures are 6x more likely to be innovative and 2x more likely to meet or exceed financial targets.

  • Research from McKinsey & Company (2020) shows that diversity of thought, when embedded in leadership and decision-making, drives higher performance and resilience.


One-size-fits-all models were built for efficiency, not equity or innovation. The workplaces of the future will reward leaders who know how to adapt systems, co-create expectations, and lead individuals, not archetypes.

If someone on your team misses admin tasks but shines in strategy… If they forget follow-ups but bring game-changing insight in a crisis, they don’t need more pressure. They need leadership that gets it.

Let’s stop trying to force brilliance into prescribed boxes. Let’s start building environments where it can thrive.

What’s one ADHD strength you’ve seen in yourself, or in someone you’ve worked with? I’d love to hear.


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