How Neurodiversity Became My Best Leadership Asset

But it’s important to consider the strengths and talents of neurodivergent individuals rather than the stereotypical associations placed on them, such as not being able to focus or needing to “try harder” to complete an assigned task.

As a child with ADHD, I worked with a psychologist to help address emerging issues, but my parents always managed to redirect my increased activity through academic activities or extracurricular hobbies. I realized how much I thrived while doing multiple tasks, and the beauty that lies in harnessing a hyperfocused state.

How Learning to Navigate Dyslexia Landed Me in the C-Suite

During the early years of my advertising career, I worked at Havas Group, then switched gears to become a media planner at BBDO Worldwide. I decided to test out my theory that the same redirections my parents coached me through as an adolescent could translate into good workplace behaviors. Within a week, I learned about real-time bidding and programmatic, read a 170-page Google Analytics manual, passed a certification exam and learned about media metrics—hyperfocus kicking into overdrive. 

For employees with ADHD, it’s important for their organizations to understand what hyperfocus is and why it can be an integral advantage. It can mean having someone in your ranks who not only takes initiative to master new skills, but can also quickly propose solutions to optimize teamwork and produce positive outcomes.

Paving a path for success 

Neurodivergent workers bring a unique perspective to the workplace. Their diverse cognitive styles should be seen as the foundation for empathetic and effective leaders in training. For example, I have a relatively high level of empathy, gauging the mood of my team members and providing support before they even approach me.

Employees with ADHD can excel as empathetic leaders by marrying their ability for deep, detail-oriented thinking with their innate talent to connect with and support team members. It’s essential for organizations to recognize and accommodate those specific needs to enable these employees to thrive in leadership roles.

Companies also need to better understand what it means to be inclusive of neurodivergent employees. They flourish within environments that promote flexibility, adaptability and acceptance. We need to see more leaders think about and accommodate neurodivergent disorders with the same attention and care as physical disabilities.

For instance, it can be a tantalizing experience for a neurodivergent employee to be given a new and interesting challenge instead of their usual routine. They may need extra time to acclimate to the change and should not be perceived as incapable for their inability to immediately dive into problem-solving mode.

Additionally, flexibility empowers neurodivergent employees more than employers realize. Companies can accomplish this by being amenable to remote work options and utilizing employees’ preferred communication method to openly establish clear channels for feedback and support. Those with neurodivergent disorders also benefit from additional attention stimulation; in an office setting, they may wish to sway in their chair, have monotone videos in the background or listen to music with headphones. What others may perceive as distractions can actually be coping aids for neurodivergent employees and should be treated as such.

DEI Efforts Must Account for Neurodiversity

Employees with ADHD can bring valuable attributes to leadership roles, including their hyperfocus, leading to high productivity and engagement, strong interpersonal abilities and an intuitive grasp of social dynamics. When organizations start to embrace neurodiversity for its strengths, they will see how these types of leaders can play a pivotal role in maintaining a balanced mix of perspectives, thereby promoting workplace success. 

This story is part of the Advancing DEI special feature.