Executive Dysfunction: Understanding, Supporting, and Empowering Staff in Local Government

Executive dysfunction is a term used to describe difficulties with the brain’s ability to manage and regulate itself. These challenges affect a person’s capacity to plan, remember, organise, regulate emotions, and control impulses. It is not a standalone diagnosis but a symptom that commonly appears in conditions such as Attention Deficit Hyperactivity Disorder (ADHD), traumatic brain injury, autism spectrum disorder, depression, and other neurological or mental health conditions. In the workplace, especially within the structured and often high-pressure environment of local government, executive dysfunction can present significant barriers to performance and wellbeing. Staff affected by it may struggle with tasks that others find routine such as meeting deadlines, following multi-step instructions, or switching between priorities. These difficulties are often misunderstood, leading to stigma or mislabelling of individuals as lazy, disorganised, or unmotivated.

What Is Executive Dysfunction?

Executive functions are the mental skills that act as the brain’s control centre. They help us:

• Plan and prioritise tasks

• Initiate and complete activities

• Regulate emotional responses

• Retain and use information

• Shift attention and adapt to change

When these functions are impaired, even simple tasks can become overwhelming. A person may know exactly what needs to be done but feel unable to begin. They may forget key steps, lose track of time, or become emotionally dysregulated in response to stress or change. This can lead to a cycle of frustration, reduced confidence, and burnout.

Importantly, executive dysfunction is not a reflection of intelligence or effort. It is a cognitive challenge rooted in how the brain processes and manages information.

Psychologist Mark Travers puts it simply:

"Maybe it’s not you getting in your own way. Maybe it’s your brain’s wiring hitting the brakes."

Understanding this distinction is crucial for managers, HR professionals, and colleagues. It shifts the conversation from blame to support, and from deficit to potential.

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Key Statistics

Understanding the prevalence and impact of executive dysfunction helps local government leaders and HR professionals appreciate the scale of the issue and the importance of inclusive support strategies.

• Approximately 11.4 percent of children aged 3 to 17 in the United States have been diagnosed with ADHD. While this figure reflects childhood diagnoses, many of these individuals continue to experience executive dysfunction into adulthood.

• Around 78 percent of children with ADHD have at least one co-occurring condition, such as anxiety, depression, or learning disorders. These overlapping challenges can intensify executive dysfunction and complicate support needs.

• Executive dysfunction is not limited to ADHD. It is also common among adults who have experienced traumatic brain injuries, live with dementia, or manage mental health conditions like depression and bipolar disorder.

• In the UK, it is estimated that one in seven people are neurodivergent, many of whom experience executive function challenges in their daily lives and work.

These statistics highlight that executive dysfunction is not rare or niche it is a widespread cognitive challenge that affects a significant portion of the workforce, including those in public service roles.

Challenges Faced by Individuals

Executive dysfunction can manifest in many ways, often depending on the individual’s environment, stress levels, and support systems. In the workplace, particularly in local government settings where deadlines, multitasking, and public accountability are common, these challenges can be magnified. Individuals may:

• Miss deadlines or appointments due to difficulties with time management and task initiation.

• Struggle to start or finish tasks, even when they understand what needs to be done.

• Forget instructions, lose important documents, or misplace items needed for work.

• Experience emotional outbursts, shutdowns, or heightened anxiety when overwhelmed or faced with unexpected changes.

• Appear disorganised, distracted, or unmotivated, which can lead to misinterpretation by colleagues or managers.

Bloom Counseling Collaborative describes the experience vividly:

"It’s like knowing exactly what you need to do but feeling like you’re stuck in quicksand whenever you try to move forward."

These challenges are not signs of poor work ethic or lack of commitment. They are symptoms of a brain struggling to regulate itself. In professional settings, this can lead to performance issues, disciplinary action, or exclusion from opportunities unless there is a culture of understanding and proactive support.

Strengths and Opportunities

While executive dysfunction can present real and persistent challenges, it is essential to recognise that individuals who experience it often bring valuable and distinctive strengths to the workplace. These strengths may not always be immediately visible, especially in environments that prioritise speed, multitasking, and rigid processes. However, when supported appropriately, these individuals can contribute in ways that enhance creativity, empathy, and resilience across teams. Some of the key strengths include:

• Creative thinking and problem-solving

  Many people with executive dysfunction are natural divergent thinkers. They approach problems from unconventional angles, often generating innovative ideas or solutions that others might overlook. This creativity can be particularly valuable in local government settings where complex challenges require fresh thinking.

• Humility and empathy

  Living with executive dysfunction often fosters a deep sense of humility and understanding of others’ struggles. These individuals may be more attuned to the needs of vulnerable residents or colleagues, making them well-suited to roles that require emotional intelligence and compassion.

• Openness to new experiences

  Executive dysfunction is frequently accompanied by a strong sense of curiosity and a willingness to explore new methods, tools, or perspectives. This openness can help drive change and adaptability within teams, especially in times of transformation or reform.

• Resilience and persistence

  Navigating daily life with executive dysfunction requires ongoing effort, self-reflection, and problem-solving. Individuals often develop a high tolerance for setbacks and a strong internal drive to keep going, even when tasks feel overwhelming. This resilience can be a powerful asset in high-pressure environments.

Psychotherapist Jennifer Gerlach captures this perspective well:

"Rather than addressing executive dysfunction as something to be uprooted, we can do well to work alongside different kinds of minds."

This strengths-based approach is not just about inclusion it is about unlocking the full potential of a diverse workforce. By recognising and valuing these attributes, local government organisations can build teams that are more creative, empathetic, and resilient, ultimately improving service delivery and workplace culture.

What Local Government Can Do

Local authorities have a unique opportunity to lead by example in creating inclusive, neurodiversity-aware workplaces. Executive dysfunction is often invisible, and without thoughtful policies and practices, staff affected by it may struggle unnecessarily. By embedding inclusive approaches into recruitment, management, and day-to-day operations, councils can unlock the potential of a diverse workforce and improve staff wellbeing, retention, and performance.

Create Neurodiversity-Aware Workplaces

Workplaces that recognise and accommodate cognitive differences are more likely to attract and retain talented individuals who may otherwise be excluded. Key actions include:

• Flexible working hours and remote options

  Allowing staff to work when they are most productive and in environments that reduce distractions can significantly improve outcomes for those with executive dysfunction.

• Clear written instructions and visual aids

  Verbal instructions can be easily forgotten or misunderstood. Providing written guidance, checklists, and visual workflows helps staff stay on track and reduces anxiety.

• Quiet spaces and reduced sensory environments

  Open-plan offices can be overwhelming. Offering quiet zones or noise-cancelling tools can help staff regulate their focus and energy.

These adjustments benefit not only neurodivergent staff but also those managing stress, fatigue, or mental health conditions.

Provide Reasonable Adjustments

Reasonable adjustments are not just a legal requirement they are a moral and strategic imperative. They enable staff to perform at their best and feel valued.

• Task management tools like Trello or Microsoft To Do

  These tools help break down complex tasks into manageable steps and provide visual structure, which is essential for those with executive function challenges.

• Extra time for task completion

  Rigid deadlines can create unnecessary pressure. Allowing flexibility where possible helps staff produce higher-quality work without compromising their wellbeing.

• Job coaching or mentoring

  Regular check-ins with a supportive manager or mentor can help staff stay focused, reflect on progress, and build confidence.

The Job Accommodation Network advises:

"Providing accommodations so that the employee is able to continue working as long as possible may help preserve income and independence."

This is especially relevant in local government, where retaining experienced staff and reducing turnover is a priority.

Train Managers

Managers play a critical role in shaping workplace culture and supporting staff with executive dysfunction. Training should focus on:

• Understanding executive dysfunction and neurodiversity

  Awareness training helps managers recognise signs of executive dysfunction and respond with empathy and practical support.

• Compassionate, strengths-based supervision

  Rather than focusing on deficits, managers should identify and nurture the unique strengths of each team member.

• Promoting psychological safety

  Staff must feel safe to disclose challenges and request support without fear of judgement or penalty. This requires a culture of trust, openness, and respect.

By investing in inclusive leadership, councils can build teams that are not only more diverse but also more resilient, innovative, and effective.

What Individuals Can Do to Support Themselves

Living with executive dysfunction can be frustrating, especially when tasks that seem simple to others feel overwhelming or impossible. However, with the right strategies and tools, individuals can build routines and systems that support their cognitive needs and reduce stress.

Self-Help Strategies

These approaches are designed to help people work with their brain, not against it. They can be adapted to suit different lifestyles and work environments.

• Use checklists and break tasks into small steps

  Large tasks can feel daunting. Breaking them down into smaller, manageable actions makes it easier to start and track progress. A checklist provides structure and a sense of accomplishment.

• Set timers, such as the Pomodoro technique

  Time blindness is common in executive dysfunction. Using a timer to work in short bursts (for example, 25 minutes of focus followed by a 5-minute break) can improve concentration and reduce procrastination.

• Plan the day ahead and prioritise three to five key tasks

  Trying to do everything at once leads to overwhelm. Choosing a few essential tasks each day helps maintain focus and builds momentum.

• Practice mindfulness to manage overwhelm

  Mindfulness techniques such as deep breathing, grounding exercises, or short meditations can help regulate emotions and improve attention.

• Seek therapy, such as cognitive behavioural therapy (CBT) or coaching

  Professional support can help individuals understand their patterns, develop coping strategies, and build confidence. Coaching can be particularly effective in workplace settings.

The Ability Toolbox team, who live with executive dysfunction, offer this reassurance:

"You are not lazy, stupid, or losing your mind your brain just works differently from other people's."

This message is vital. Self-compassion and understanding are the foundation for building effective support systems.

Tools That Help

Technology and simple organisational aids can make a big difference in managing executive dysfunction. These tools help externalise memory, structure time, and reduce cognitive load.

• Digital planners like Notion or Google Calendar

  These platforms allow users to schedule tasks, set reminders, and visualise their day or week. They can be customised to suit individual preferences and needs.

• Visual reminders such as sticky notes or colour-coded folders

  Physical cues in the environment can prompt action and help with organisation. Colour coding can also make it easier to categorise and retrieve information.

• Accountability partners or support groups

  Having someone to check in with whether a colleague, friend, or peer group can provide motivation, encouragement, and a sense of connection.

These strategies are not about fixing people they are about equipping individuals with tools that help them thrive. When staff are empowered to manage their executive function challenges, they are more likely to contribute fully, feel valued, and remain engaged in their roles.

Final Thoughts

Executive dysfunction is not a character flaw. It is a cognitive challenge rooted in how the brain processes and regulates information. For those affected, everyday tasks can require extraordinary effort. But with the right tools, understanding, and workplace culture, these challenges can be managed and even transformed into strengths. Local government has a unique opportunity to lead the way in inclusive employment. By recognising executive dysfunction and responding with empathy, flexibility, and practical support, councils can empower neurodivergent staff to thrive.

This is not just about compliance or accommodation it is about building teams that reflect the diversity of the communities they serve and unlocking the full potential of every employee. Creating neurodiversity-aware workplaces is a strategic investment in talent, wellbeing, and innovation. It sends a powerful message: that difference is not a deficit, and that everyone deserves the opportunity to contribute meaningfully. If you’re an HR professional, manager, or leader in local government, consider how your organisation can take the next step. Whether it’s reviewing policies, offering training, or simply starting a conversation, small changes can make a big difference.