ADHD at Work

How ADHD Inclusivity Drives a Key Competitive Advantage

ADHD brings unique strengths that can drive innovation and boost the bottom line. Learn how inclusivity in neurodivergent workplaces translates into a competitive advantage.

By Danny Combs Verified Updated on January 14, 2025
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What if I told you that about a third of business owners, and perhaps more, have ADHD? That’s according to at least one study, and it’s not surprising because ADHD brains crave novelty and hold unique perspectives, both of which feed innovation.1, 2

ADHD & Neurodivergent Workplaces: What’s the Secret?

The ADHD-entrepreneurship connection is neurological. The ADHD brain is starved of norepinephrine and dopamine, the neurotransmitters that contribute to feelings of alertness and satisfaction. When these levels are low, people with ADHD seek new and stimulating activities to compensate. This is why they’re often seen as driven, enthusiastic, and creative.

I’m a business owner with ADHD. Those who work with me will tell you that I bounce around from topic to topic and can be difficult to follow. But when an idea, problem, or situation is in my line of sight, I focus on nothing else until it’s solved. This hyperfocus has helped me tremendously, but it has also caused conflict and communication challenges within my team. Things that seem clear to me are often missed or misunderstood by others. Communicating effectively can be difficult, but it is vital.

Creating and Cultivating Opportunities

I teach business leaders how to interview, hire, retain, and advance workers with ADHD. I believe that fear and a lack of understanding dissuade many leaders from hiring and retaining candidates who reveal that they have ADHD. Many of these same employers have employees who are neurodivergent; they just don’t know it. Workers with ADHD often mask their symptoms until they burn out or have a communication or sensory breakdown.

[Download: What to Ask Yourself to Find the Perfect Job]

In 2022, I co-founded the Colorado Neurodiversity Chamber of Commerce, the first such organization in the U.S., along with psychologist Amanda Kelly, Ph.D., and business leader Tiffany Feingold. Our mission is to create and nurture opportunities for neurodivergent workers by guiding business leaders in adopting neuro-inclusive communication, job descriptions, and hiring practices. To date, nearly 100 businesses, large and small, and from diverse industries, have joined the chamber. We also provide employee and leadership training, and our resources have reached hundreds of thousands of employees.

In my own organization, we share a meeting agenda and topic at least 24 hours in advance to give everyone time to process and prepare for questions. We record each meeting and provide transcripts for employees to review and reference. Additionally, we use colors and symbols as headings and markers to help relay specific sequencing, importance, and organization. These are simple and cheap practices that provide structure and accessibility for everyone.

Mentor programs and employee resource groups, plus reasonable accommodations, help workers feel supported and promote inclusion. These practices benefit all employees. By adopting best practices and strategies for neurodivergent employees, employers create an inclusive workplace that leads to innovation, creativity, and community — all of which benefit their bottom line.

Understanding Neurodiversity at Work

Researchers at Birkbeck, University of London surveyed 1,117 neurodivergent people — 990 employees and 127 employers — with the aim of helping managers support differences and drive inclusivity. These were among the findings published in their report, Neurodiversity at Work 2023.

[Read: Why Won’t Employers Take a Risk on Different Thinkers?]

Struggles and Challenges

  • Looking after yourself mentally: 77.6%
  • Concentration: 76.5%
  • Asking for help when you need it: 69.5%
  • Working memory: 64.8%
  • Managing boundaries at work: 64.4%
  • Understanding others’ intentions: 2%
  • Long-term memory: 60.1%
  • Organizing tasks: 51.3%
  • Working with others: 34.7%

Strengths

  • Hyperfocus: 80%
  • Creativity: 78.1%
  • Innovative thinking: 75%
  • Authenticity: 64.4%
  • Entrepreneurialism: 46%

Barriers to Disclosure

  • Stigma, discrimination from management: 64.7%
  • Stigma, discrimination from colleagues: 55%
  • No supportive or knowledgeable staff: 40.5%
  • Existing supports inadequate or unhelpful: 33.9%
  • Supports they needed were not provided: 29.3%

Understanding these specific challenges and strengths can help drive more inclusive and prosperous workplace environments.

Inclusivity at Work: Next Steps

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1Freeman, M.A., Staudenmaier, P.J., Zisser, M.R. et al. (2019). The prevalence and co-occurrence of psychiatric conditions among entrepreneurs and their families. Small Bus Econ, 53, 323–342. https://doi.org/10.1007/s11187-018-0059-8

2Lerner, D.A., Verheul, I. & Thurik, R. (2019). Entrepreneurship and attention deficit/hyperactivity disorder: a large-scale study involving the clinical condition of ADHD. Small Bus Econ, 53, 381–392. https://doi.org/10.1007/s11187-018-0061-1