ADHD in the Workplace: A Manager's Journey

A Guide for Thriving with and Managing ADHD Minds

Two years ago, a senior software engineer on my team told me he had ADHD. He was struggling with his medication, lack of sleep, and difficulties with focus. His communication, both spoken and written, was often "fuzzy" and lacked a clear cohesive structure. While he was exceptionally good at tackling a high volume of less complex tasks, he struggled with the deep focus required for larger, more difficult projects. After a year of mentorship and coaching, the company ultimately decided to let him go. At the time, I didn't realize that I also had ADHD, nor was I aware of the potential "superpowers" and bright side of the condition. If I had known, I might have approached his development more effectively, changing the perception he had within the company and leveraging his strengths.

My own journey through my career, first as an engineer and then as a manager, was marked by similar, subtle struggles. As an engineer, I often found myself hyper-focused on complex problems, but I struggled with the detailed, linear planning that was expected. After I transitioned into a management role, I received feedback that I was "too honest" or "lacked social skills." Roughly one year after we had to let my engineer go, this led me to a psychiatrist, and after a neuropsychological test, I was diagnosed with ADHD. I had expected a diagnosis of something like autism due to my introversion and preference for solitude. The ADHD diagnosis was a surprise, and it immediately brought my former engineer to mind. I realized he was let go because of the very things I was now trying to understand in myself.

Now, with a better understanding of this condition—which affects approximately 4-7% of the adult population—I recognize the significant prejudice that exists in the workplace. It is our responsibility to fight this prejudice by highlighting the positive aspects of ADHD. The challenges for a manager like me and an engineer like him are slightly different. Both roles present unique difficulties: managers are often charged with social and political skills, while engineers are tasked with deep focus and resilience for completing complex projects, and both of these areas can be challenging for people with ADHD.

What Exactly is ADHD?

Before diving deeper, it's crucial to understand what ADHD is—and what it's not. Attention-Deficit/Hyperactivity Disorder (ADHD) is not a disease, a character flaw, or a sign of laziness. It's a neurodevelopmental condition, which means it's a difference in how the brain is structured and how it processes information. It's an example of neurodivergence, a term that simply means a brain that is "wired" differently from what is considered "neurotypical."

For someone with ADHD, the brain's "executive functions" often work in a unique way. These functions are what help us with things like planning, organizing, regulating emotions, and staying focused. The differences are typically linked to levels of certain neurotransmitters, like dopamine and norepinephrine, which play a key role in motivation and attention. This can lead to the challenges I experienced as a manager and engineer, such as difficulty with linear planning or "fuzzy" communication. It can also lead to the so-called "superpowers" we'll discuss, like the ability to think creatively and hyperfocus on tasks that are truly engaging. Understanding this biological difference helps us move past stereotypes and instead focus on how to best work with our own minds and the minds of others.

Acknowledge the Challenge: The Unseen Hurdles

The story of my former engineer and my own diagnosis highlights a significant, often unspoken truth in the tech world: the workplace is not always built for neurodiversity. The corporate culture, with its emphasis on strict deadlines, detailed documentation, and linear progression, can inadvertently punish traits associated with ADHD. The "fuzzy" communication, the struggle with long-term projects, and the perceived lack of focus aren't a lack of effort; they're a mismatch between an individual's neurotype and the expected work environment.

For engineers, this can be particularly difficult. They are often expected to be detail-oriented, to meticulously plan, and to deliver code that is a perfect representation of a detailed specification. While their ADHD may give them an ability to hyper-focus on a new, exciting problem, the mundane maintenance or lengthy planning phases can be a source of constant friction. As a manager, the social and political landscape of the office can be a minefield. What's seen as honesty may be interpreted as a lack of tact, and an introverted nature can be mistaken for disinterest or aloofness.

Unlocking the ADHD Superpower

However, what if we reframed these "challenges" as untapped potential? ADHD brains are wired for novelty and quick-thinking. This is where the superpowers lie.

• Hyperfocus: When an ADHD brain is truly engaged, it can achieve a state of intense concentration that is difficult for others to replicate. This isn't just a fleeting focus; it's an immersive dive into a problem, often leading to groundbreaking solutions or rapid code development. For a project manager, this can mean a deep dive into a complex issue, uncovering root causes and crafting a solution in a fraction of the time.

• Creativity and Problem-Solving: The "fuzzy" way of thinking often means a non-linear approach to problems. ADHD brains are masters of connecting seemingly unrelated ideas, leading to innovative solutions that others might miss. This lateral thinking can be invaluable in a brainstorming session or when facing a seemingly intractable bug.

• Resilience and Adaptability: People with ADHD are accustomed to navigating a world that isn't built for them. They've developed a lifetime of coping mechanisms and resilience. This translates into a remarkable ability to adapt to changing project requirements, unexpected roadblocks, and high-pressure situations.

Fostering a Thriving Environment

So, how do we, as leaders and colleagues, create a space where these minds can thrive? We must shift our perspective from demanding conformity to celebrating diversity. Here are some actionable steps we can take:

• Rethink Task Allocation: Instead of forcing long, drawn-out projects on a neurodivergent employee, break them down into smaller, more manageable chunks. Celebrate the completion of each micro-task. For engineers, this could mean assigning a series of smaller tickets instead of one massive feature. For a manager, it might be about tackling a few quick wins before diving into a long-term strategy document.

• Embrace Different Communication Styles: Not everyone can write a perfectly structured, coherent document. Encourage different forms of communication—quick huddles, visual diagrams, or even voice memos. Focus on the message, not the medium. A "fuzzy" document might contain the seeds of a brilliant idea if we're willing to look past its structure.

• Leverage Strengths, Not Just Weaknesses: As a manager, it's crucial to understand your team's unique abilities. If an engineer is great at putting out fires and tackling a high volume of small tasks, use that to your advantage. If they're a master of creative problem-solving, give them the "impossible" bug to squash. Create a work environment that allows for these strengths to shine.

• Promote Self-Awareness: The most important step is for both managers and engineers with ADHD to understand their own minds. This isn't about "fixing" the condition, but about learning to work with it. What helps you focus? A change of scenery? Music? A quick walk? We must encourage open conversations about these strategies without judgment.

A Shared Journey

The challenges for a manager and an engineer with ADHD may be different, but the core journey is the same: understanding and embracing a condition that is often misunderstood. For the manager, it's about leading with empathy and building a culture of inclusion. For the engineer, it's about learning to advocate for themselves and using their unique brain to their advantage.

By creating a workplace that values creativity, flexibility, and individuality over rigid conformity, we can unlock a vast, untapped pool of talent. The key is to stop seeing ADHD as a deficit and start seeing it for what it is: a different way of thinking, a different way of seeing the world, and a powerful asset waiting to be unleashed.