ADHD in the Workplace

Learning to understand how your own ADHD manifests itself is the key to developing appropriate ways in which to manage the challenges that it can bring. These challenges are often particularly relevant in the workplace. However ADHD workplace challenges can often be substantially reduced by making small but effective changes and embedding them until they become habits. Whilst ADHD coaching can help in the development of those strategies, putting them in place in the workplace requires successful engagement with employers to articulate the necessity and to explain why a particular accommodation is required.

There are often difficulties at this point. Often ADHD adults do not wish to bring their ADHD to the attention of their employer, preferring instead to remain below the radar. This can be due to not feeling that their needs will be heard sympathetically or not feeling able to articulate their needs effectively. Few ADHD adults can effectively self-advocate in the workplace and often little support is available. One of the key difficulties are the misunderstandings around ADHD amongst employers and key members of staff. The suppression of fear often also plays a large part. Most companies, whilst they might have appropriate policies often do not have the procedures or frameworks to implement those policies when it becomes necessary to do so. They fear getting it wrong and they fear that mistakes could be costly. Whilst cognisant of key elements of legal texts around disability in the workplace they fear the ramifications of failing to meet their legal duties. The result can be a situation where the issue is ineffectively managed by staff with an inadequate understanding of what they are actually trying to manage. Often there is no clear vision of what success should look like and a lack of engagement from colleagues. Unsurprisingly outcomes often disappoint.

The reality is that many companies are now having to revisit and revise policies, particularly around mental health but also around diversity and inclusion in the workplace. Those that are doing this successfully are those that are prepared to engage with the need to develop the processes required and seek appropriate support. This can be in the form of education and training for key staff or through outside consultancy. Developing appropriate frameworks often requires a degree of prototyping and testing but it should be recognised that this is an essential part of developing successful frameworks. Adhd is not a one-size-fits-all ‘textbook’ condition so a rigid approach and a one-size-fits-all framework will more likely than not fail on a case-by-case basis. Although there may be clusters of similarities with others it is always unique to the individual and the frameworks and procedures developed need to have the flexibility to account for this.

In common with many other ADHD professionals, I take the view that anywhere is a good place to start. The issues around diversity, disability and inclusion will never be moved forward in a culture of fear. Open dialogue and positive engagement are absolutely essential to progress. In the case of ADHD, the issues are often surrounded by a cloud of misinformation and misunderstanding which needs to be recognised for what it is and discussed openly and without judgement.

There is a sense that employers see the development of effective policies as being too difficult. In reality, many of the workplace accommodations that have proved successful for ADHD in the workplace are very simple and easy to put into place. The keys to success are;

● Open dialogue and positive engagement.

● Understanding, for both the individual and the company, why the accommodation is necessary.

● A willingness to prototype and modify adjustments until they become consistently effective, coupled with a recognition that limited success should not be viewed as failure but as learning progress.

● A recognition that the accommodation has to be driven by the individual requiring the accommodation or workplace accommodation becomes something done ‘to’ rather than done ‘for’ the individual.

● A willingness to engage outside the organisation when necessary. This can mean appropriate Adhd training, mediation, advocacy or consultancy.

● A willingness to recognise that in accommodating Adhd effectively in the workplace both employer and employee need to adequately equip themselves for success.

A successful outcome is one where both the needs of the individual and the needs of the organisation are both adequately met. These needs cannot be addressed separately or sequentially but should be approached through active dialogue that furthers the interests of both simultaneously.

It is disappointing that the need to adequately address ADHD issues in the workplace is often not openly recognised until workplace relations are in the process of disintegrating or disciplinary procedures are either threatened or in progress.

I hope, and I’m cautiously optimistic, that this situation is in the process of cultural and societal change. The impact of the pandemic on mental health has been huge and as the nation begins to address this impact it is fueling the need, and a greater willingness, to improve knowledge and awareness not only around mental health issues but also around neuro-diversity. Society can only benefit from this both individually and collectively.