Laura Cubillo-Aparicio, Researcher in our Health practice, shares her personal experiences of living with ADHD and how to support neurodivergent colleagues and leaders in the workplace.

 

“My ADHD traits make me a strong team player, I enjoy new challenges, and have a deep hyper-focus on specific interests. Being open about any diagnosis isn’t easy, but it helps to promote understanding, challenge stigma and highlight strengths.” – Laura Cubillo-Aparicio

When I first shared my experience of living and working with ADHD, my intention was simple: to challenge the misconception that ADHD is synonymous with disorganisation or a lack of motivation. ADHD is not a behavioural choice; it is a neurological difference that affects how attention, energy and information are processed.

That message feels even more relevant today. Awareness of ADHD has grown significantly, particularly around adult diagnosis, and we now understand far more about how ADHD presents across different genders and at different stages of life. Current research suggests that around 3–4% of adults globally live with ADHD, though some studies estimate the real figure may be closer to 5%, once undiagnosed cases are included.

 

Put simply: in almost every workplace, including across the public sector, ADHD is already present, often invisibly.

 

Understanding ADHD in adulthood, and why this matters for leaders

One of the most important developments in recent years has been the recognition that ADHD is frequently underdiagnosed in adults, especially women. Historically, ADHD was associated with hyperactivity typically observed in boys. But in adulthood, and particularly for women, ADHD can present very differently:

• Emotional overwhelm or heightened sensitivity
• Internalised anxiety
• Difficulties with focus or executive function
• Persistent feelings of underperformance despite high capability

These patterns often go unnoticed or misunderstood. Many adults spend years questioning why certain tasks feel disproportionately difficult, while labels like “inconsistent,” “distracted,” or “not applying yourself” mask the underlying cause. Without the language to describe these experiences, people often internalise them as personal failings rather than neurological differences.

Emotional dysregulation is another increasingly recognised aspect of ADHD. Many people with ADHD experience more intense emotional responses, particularly to negative feedback. In workplace settings, this can be misinterpreted as defensiveness, when in reality it reflects the way the ADHD brain processes emotion.

For women, this emotional intensity can be further misconstrued as insecurity or a lack of resilience, when it is in fact part of the broader cognitive profile of ADHD.

 

The reality: ADHD brings challenges, but also strategic advantages

Yes, ADHD can make some things harder. Meetings without structure can be difficult to process. Simple tasks can sometimes feel disproportionately draining. Hyper-focus can lead to burnout when not managed well.
But research also highlights the significant strengths associated with ADHD, including:

• Divergent thinking and creativity
• Strong problem-solving and curiosity
• Resilience and adaptability
• The ability to hyper-focus on high-interest tasks to produce exceptional work

When supported effectively, these qualities can provide real strategic advantage, particularly in complex public sector environments where innovation, agility and new thinking are increasingly essential.

 

Why senior leadership matters: ADHD inclusion is a strategic leadership responsibility

Creating inclusive workplaces is not simply a matter of implementing HR policy; it is a leadership behaviour. Senior leaders shape culture, set expectations and create the conditions in which people either thrive or withdraw.

Leaders who understand neurodiversity, ADHD included, are far better equipped to:

• Build psychologically safe teams
• Reduce unintentional barriers to performance
• Retain high-potential talent
• Foster innovation through cognitive diversity

And critically: the adjustments that support ADHD rarely require major investment. Small, intentional habits often have the largest impact.

Practical steps senior leaders can take now

1. Foster psychologically safe environments
Encourage open dialogue about different working styles. Make it clear that neurodiversity is valued and that disclosure, if someone chooses to share, is met with support, not judgement.

2. Prioritise clarity in expectations and communication
Providing clear meeting agendas, agreed next steps, and written follow-ups helps those with ADHD—and improves team alignment more broadly.

3. Design work with flexibility
Allowing for varied working patterns, focused time, quieter spaces, or hybrid models can significantly reduce barriers for ADHD colleagues.

4. Reconsider how performance is assessed
Recognise that capability isn’t always reflected in traditional metrics such as time management or meeting participation. Shift focus toward outcomes, strengths and quality of contribution.

5. Support adjustments as standard practice, not exceptional measures
Normalising workplace adjustments removes stigma. Many ADHD-friendly practices (e.g., simplified processes, clarity, flexibility) support better performance across entire teams.

6. Invest in leadership development around neurodiversity
Educating leaders on the nuances of ADHD enhances empathy, enables better conversations and strengthens team cohesion.

Creating workplaces where difference is an asset, not an obstacle

Ultimately, conversations about ADHD are not just about awareness, they are about designing organisations where people feel understood rather than judged, where flexibility is viewed as a strength, and where different ways of thinking are recognised as drivers of innovation rather than barriers to performance.

In the public sector, where the challenges we face require new thinking, diverse perspectives and adaptive leadership, embracing neurodiversity is not only the right thing to do, it is a strategic imperative.

When leaders create environments that support ADHD and other forms of neurodivergence, individuals are empowered to contribute their full potential. And when that happens, teams benefit from richer ideas, stronger decision-making and the kind of creativity that transforms public services.

 

Resources to support ADHD in the workplace:

• Look into providing reasonable adjustments, its free and easy to implement
• Apply for the Access to Work government grant, provided under the Equality Act 2010
• NHS
• ADHD UK
• The Hidden 20% podcast – guest speaker, Kit Harington (Game of Thrones)
• ADDitude magazine
• PsychCentral ADHD Blog

 

Continue reading our ‘and me’ series

Wired differently: Dyslexia and me
Alex Williams, Senior Consultant in our Not for Profit practice, and member of the GS Disability Affinity Group shares his experiences of living with Dyslexia, how this has made him the person he is, and how to support someone with Dyslexia in the workplace.

 

 

 

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