A lack of resources and awareness means that countless individuals go unsupported in the workplace.
As someone diagnosed later life, I’ve experienced first hand how misconceptions about ADHD impact workplace perceptions and create harmful barriers that limit career growth.
Media misconceptions
Portrayals of people with ADHD have historically been oversimplified and misrepresented. Media corporations have portrayed ADHD as loud, disruptive and common among children.
Read more: How to create a thriving neurodiverse workplace
It is time to shift this narrative by acknowledging that ADHD can present in anyone, at any age, and is not only a condition that manifests outwardly.
ADHD can be a quiet struggle for some, where they are unable to focus or regulate their emotions, making them withdrawn as opposed to disruptive.
Recently, ADHD has been falsely framed as a trend, as a condition that has been over-diagnosed, or as a byproduct of modern distractions.
When ADHD is framed as a personal quirk or trend, the serious challenges faced by adults with ADHD are minimised, making it harder for employees to seek the support they need from employers.
Leaders’ role
Leaders play a critical role in dispelling stereotypes and shaping how organisations support neurodivergent employees. Their understanding of ADHD can significantly influence workplace culture.
Read more: We must celebrate neurodivergence, not just accept it
One of the most effective ways that leaders can improve their understanding is by prioritising psychological safety – creating space for employees to feel safe expressing themselves without fear of judgement or backlash.
Google’s Project Aristotle research, published in 2014, highlighted that psychological safety is essential for high-performing teams.
Creating a culture of psychological safety not only allows room for voices to be heard but also creates a space for employees to be their authentic selves. Without it, employees with ADHD are less likely to open up. Instead, they may hide or mask (suppress) their struggles, leading to disengagement, underperformance and burnout amongst ADHD employees.
Shift to a supportive environment
Transitioning to a supportive workplace culture where employees with ADHD feel safe and heard requires intentional actions.
Key actions that leaders should take to build psychological safety include:
- Lead with curiosity: Take time to understand ADHD and its impact on individuals. Run and attend neurodiversity workshops; this can save money in the long-term: organisations that invest in learning and development see higher retention and productivity.
- Show vulnerability: Vulnerability can break down barriers, and create a culture of trust. When employees see leaders embrace vulnerability, they’re more likely to feel comfortable being open about their own struggles.
- Acknowledge the benefits of ADHD: Rather than framing ADHD as a challenge, leaders should recognise its strengths. Individuals with ADHD often have high levels of creativity, out-of-the-box thinking, and high emotional intelligence. Celebrating these traits year-round – not just on awareness weeks or as part of tick-box initiatives – will normalise conversations and boost confidence.
As the corporate landscape evolves, it’s essential that businesses continue to invest in neurodiversity learning and development initiatives.
Read more: Workspaces failing needs of neurodiverse employees
Though the workplace conversation around ADHD is evolving, harmful narratives and misconceptions continue to have a lasting impact.
Leaders must stay committed to empowering their neurodivergent and neurotypical workforce by normalising conversations and recognising strengths. It’s an investment in a large percentage of individuals who make up the organisation which will ultimately yield long-term benefits.
By Becca Brighty, founder of Brighty People
