The ADHD lowdown; symptoms and supporting brains at work

Conversations around ADHD, like other forms of neurodivergence, no longer carry such a stigma. But are employers creating the best work environments for their people to thrive? Here’s how businesses can tap into the advantages of ADHD brains…

ADHD, also known as attention deficit hyperactivity disorder, is a neurodivergent condition where the brain works differently to neurotypical or atypical brains. 

The average person with ADHD might struggle with concentrating for long periods or sitting still, which creates potential productivity issues at work, whether office-based, hybrid or remote.

The good news for adults working with ADHD today is that conversations around the condition and other forms of neurodivergence are less taboo than they were, with some organisations trying to accommodate these different needs at work.

But just because businesses might be more open to talking about ADHD and, in some cases, offering more flexible adjustments, doesn’t mean they understand ADHD any better, including the struggles and strengths a person with ADHD can bring to a business.

Let’s start with the numbers. Millions of people in England have ADHD, both diagnosed and undiagnosed at nearly 2.5 million people, according to recent NHS England Digital data. 

Considering the numbers, it’s likely there are both diagnosed and undiagnosed people with ADHD in many workplaces, and knowing how it manifests can help employers better support their teams, whether employees are aware of and open about their condition or not.

ADHD – common signs

The NHS paints a clear picture of common ADHD signs, which range from the hyperactive to the inattentive side. Some people with ADHD exhibit both sides, while others exhibit only one.

Aside from getting distracted, common inattentive signs include disorganisation, issues with finishing tasks and losing things, while hyperactivity symptoms include high energy, restlessness, making quick decisions without thought of consequences, being talkative and interrupting conversations.

76% of employees who have or suspect they have ADHD choose not to disclose it at work, and 65% fearing discrimination from management if they do. – Dr George Sik

For Maria-Teresa Daher Cusak, Organisational Psychologist at Health Assured, a provider of mental health and wellbeing solutions for businesses, smaller companies are well placed to provide faster, more agile solutions for employees with ADHD. “Smaller organisations often have the advantage of closer relationships, more flexibility, and faster cultural change,” she explains.

Smaller businesses and ADHD support

For Cusak, educating leadership is the first step: “Many managers still hold outdated assumptions that ADHD is simply about distraction or poor organisation, when in reality it affects attention regulation, emotional processing, motivation, and executive functioning. Providing basic neurodiversity training can help reduce stigma and shift the conversation from ‘performance problems’ to understanding different cognitive needs.”

After training, she advises managers to set up practical support, including clear communication, structured priorities, written follow-ups after meetings, flexible working allowances and breaking down larger tasks into smaller, more manageable steps. “These adjustments reduce stress and overwhelm, which are common contributors to anxiety and burnout for employees with ADHD.” Cusak also wants businesses to cultivate a psychologically safer workplace, where people with ADHD don’t feel uncomfortable or ashamed to share their condition or ask for support. “This means encouraging open conversations, modelling empathy, and ensuring that adjustments are framed as normal workplace practice,” she adds.

Do the above, she concludes, and businesses will see happier ADHD employees who stay with the business longer, and employers will “unlock the creativity, energy, and problem-solving strengths that many ADHD employees bring.”

“One of our lawyers was diagnosed with ADHD, and through consultation, we made practical adjustments: a quiet space to focus, flexible hours, and noise-cancelling headphones. These changes enabled her to work more productively and feel valued for who she is, not despite it.” – Victoria Nash, HR Director at Goughs Solicitors

Dr George Sik, a career psychologist at Eras, a psychometric consultancy, also sees the value of providing psychological safety. He says that creating a work environment where people feel safe and supported to disclose their ADHD could prevent more painful processes down the line.

“Employees commonly want to prove themselves first,” he shares. “They may feel they need to demonstrate value before explaining how their brain works. That instinct is understandable, but it means employers are often managing problems without full information. This hesitation is reflected in wider research, which shows that 76% of employees who have or suspect they have ADHD choose not to disclose it at work, and 65% fearing discrimination from management if they do.”

“From an employer’s perspective, delayed disclosure often means issues only surface once performance is already under pressure. At that point, conversations feel reactive rather than supportive, which increases the risk of miscommunication and, in some cases, formal disputes.”

For Victoria Nash, HR Director at Goughs Solicitors, great ADHD support is about treating people as individuals in order to unleash their potential.

Treating employees as individuals

“At Goughs, we recognise neurodiversity as a positive asset that brings creativity and new perspectives,” says Nash.

“One of our lawyers was diagnosed with ADHD, and through consultation, we made practical adjustments: a quiet space to focus, flexible hours, and noise-cancelling headphones. These changes enabled her to work more productively and feel valued for who she is, not despite it.”

No employee thinks or works in the same way, neurodivergent or not. When it comes to ADHD employees, Jenny Lucas, neurodiversity coach, educator and author, says organisations should aid performance, not hinder with process.

“When ADHD staff are supported properly, SMEs benefit from creativity, problem-solving, energy and innovation,” she explains. “The goal isn’t to ‘fix’ ADHD employees, but to remove unnecessary friction so they can do their best work without burning out.” Support shouldn’t just come with disclosure of ADHD, she adds. “Many people are undiagnosed, masking, or fearful of being judged. SMEs can lead the way by normalising different working styles, offering choice in how work is done, and training managers to recognise that inconsistency is often a sign of overload, not lack of ability.”

It’s not only employees with ADHD that need better, individualised support, but it’s the entrepreneurs leading these businesses too, says Karla Auker, neurodiversity specialist and founder of The Neurodiversity Parent Guide. “At the early stages of business, the benefits of an ADHD profile can be a genuine advantage: high levels of motivation and ambition, rapid idea generation, comfort with uncertainty, hyperfocus, and a natural drive to pursue novel opportunities.”

Founders with ADHD – get rid of the rigid

Like with other people with ADHD, Auker explains that for founders, “productivity comes in waves, driven by bursts of hyperfocus followed by periods of exhaustion and disengagement.”

She suggests they find systems that work for them instead of trying to fit into set ways of working: “Externalising executive function, simplifying decisions, designing work around energy instead of rigid schedules, and building in recovery as part of the business model all make a tangible difference,” she explains.

“Without this, founders often fall into cycles of overcomplicating, over-investing in tools, and burning out on systems that were never designed for them in the first place.”

So, employee or founder, when it comes to ADHD, and whether diagnosed and proud, diagnosed and unsure of whether to disclose, or undiagnosed but exhibiting ADHD tendencies, to ensure a happier, healthier and more productive workplace,  businesses must, according to these experts, treat people with ADHD as individuals and offer them tailor-made support, a culture of psychological safety around disclosure and let them work in a way that suits them best, and the good work will follow, surely?

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