Alex Campbell and Katie Friedman—co-founders of Gold Mind Academy and authors of ADHD… Now What?, a new book (out 21 July) on understanding ADHD wiring and reclaiming your power—draw on over a decade of experience helping organisations move from theory to meaningful neurodiversity support.
It’s easy to talk about “supporting neurodivergent staff” in theory. But what does that actually mean day to day, especially when not everyone has a diagnosis, or even identifies as neurodivergent yet? That’s the challenge many workplaces face.
Over the last decade, we’ve worked with many organisations trying to be more inclusive. What we’ve learned is that real neurodiversity support isn’t just about policies or awareness sessions. It’s about shifting workplace practices, creating psychological safety, and access, without needing a label.
You don’t need a diagnosis to adapt
Many Neurodivergent employees either don’t know yet, are in the process of seeking a diagnosis, or don’t want to disclose. Waiting for someone to “come forward” before offering support puts the burden on the individual and creates barriers to inclusion.
Instead, employers can build proactively accessible environments. This might mean flexible deadlines, shorter meetings, the option to work in quieter spaces, or clear written follow-ups to verbal instructions. These are simple adjustments that make a big difference, regardless of diagnosis.
The language we use also matters. We’ve seen well-meaning leaders ask things like, “Do you have any ADHD needs?” but this assumes someone has an understanding about what their ADHD-related needs are. A better approach? “What helps you do your best work?” It invites useful information without pressure or assumptions.
Performance isn’t about consistency
There’s a persistent workplace myth that success comes from being consistent. But for many neurodivergent people, especially those with ADHD, that’s not how our brains work.
ADHD brains are wired for interest, not importance. That means motivation, energy, and focus are all influenced by how engaging a task feels in the moment. This leads to what’s often called “consistently inconsistent” performance. It’s not about laziness or lack of commitment, it’s how our neurology functions.
The problem comes when systems are built for linear, predictable output. People who work in cycles or sprints can feel like they’re failing, when in reality, they just need more flexibility. The solution? Focus on outcomes over methods. Create space for autonomy. Trust your people to know how they work best.
Alex, one of the authors, often uses a personal example to explain this. “I love my Les Mills spin classes – cheesy 90s house music and all, but only for a few weeks. Then I’m done. If I demanded consistency from myself, I’d feel like a failure. But I know I need a menu of movement options: walking, swimming, running. Eventually, I always circle back to spinning. The same applies to work. Interest ebbs and flows, and support means having systems that allow for that.”
When leaders understand that performance isn’t about being the same every day, but about creating the conditions for people to thrive, everything changes.
Coaching as a tool for clarity
We’ve coached hundreds of adults with ADHD, many of whom are also Autistic or have co-occurring differences like Dyslexia, Dyspraxia or Dyscalculia. Statistically, it’s far more common to have overlapping neurodivergences than ADHD in isolation.
One of the most impactful things leaders can do is invest in coaching support for themselves and their teams. Good ADHD coaching isn’t about giving tips and tricks. It’s about identity work. We help clients understand their unique wiring, identify what drains or motivates them, and create strategies that are grounded in how they actually function.
Executive function (the brain’s management system) is often where support is needed most. This includes aspects such as planning, prioritising, working memory, emotional regulation, and task initiation. Coaching can help people design their own systems of accountability, build in interest and urgency, and advocate for what they need without shame.
It’s worth noting that many traditional coaching tools can feel overly rigid to neurodivergent minds. While structure can help, too much of it can be disengaging. ADHD coaching will often spend more time at the start of a session getting clear on what really matters to the client, and more time at the end helping them feel connected and motivated around what happens next. That’s because intention matters more than rigid goal-setting. Clients leave feeling hopeful and understood, not like they’ve failed.
Final thought
Neurodivergent talent is everywhere. And it won’t always come with a diagnosis or a disclosure. The question for leaders is: are you creating the kind of environment where difference can thrive?
It starts with language. With flexibility. With curiosity.
And with recognising that the best support is often the simplest – when you understand the brain behind the behaviour.