"Neurodiversity doesn’t mean never having to say you’re sorry."
Understanding neurodiversity does not discount the emotional impact on the neurotypical.
Neurodiversity in the workplace can be challenging to the person who has it, and everyone else working alongside (Photo by Steve DiMatteo on Unsplash)
"Neurodiversity doesn’t mean never having to say you’re sorry."
Nancy Doyle, Founder of Genius Within CIC, exemplifies leadership with ADHD, demonstrating courage and humility. Reflecting on her article published four years ago, I am compelled to share it, moved by her insights.
I am no ADHDer, but I’ve worked with ADHDers in different stages of my career, both in full time roles and as an outsourced talent deployed into clients’ companies.
In one instance, an ADHD client sought honest feedback from her team about her as a leader. The list goes:
‘Loves new ideas and gets excited but disregards old work’
‘Only wants to work on things she is interested in; other tasks can wait, even when urgent’
‘Is not present during meetings and is easily distracted’
‘Her communication is sporadic’
Had the question been flipped around as “How did you feel about working with me?”, the response might have been this:
We are tired of the never-ending new ideas while we will still have to work on the old ones that you have got us started on
It’s difficult to prioritise work cos it’s subjectively based on your interest rather than importance or urgency
We are tired of repeating ourselves cos you weren’t listening during meetings
We are confused by your messages
There is a lot of advocacy work and education on ADHD for society to embrace ADHD, for ADHDers to embrace themselves and maximise their potential. Yet it is never enough. Doyle's article explains these behaviors through the lens of ADHD's impact on neurotransmitters dopamine and norepinephrine, which determine behaviours in conflicting ways that lead to those observed above. The article empowers readers to view any behaviour impacted by ADHD objectively with understanding. For that reason, I don’t take them personally. Yet the understanding does not discount the emotions of the neurotypical.
Doyle suggests having a team around an ADHD leader whom he / she ‘could trust to collect their own loose threads, do their things to the best of their ability’ to complement each other, respecting strengths and forgiving weaknesses. In this deliberate complementary dynamic, it’s all the more necessary for empathy, humility, and a mutual understanding of each other for a powerful connection and effective partnership.
On a personal note, I have committed to acquiring formal learning of ADHD and I am looking forward to the next chapter of learning and growth, both personally and professionally.