Supporting Neurodiversity in Local Government: Understanding and Empowering Staff with ADHD

What is ADHD?

Attention Deficit Hyperactivity Disorder (ADHD) is a neurodevelopmental condition that affects how the brain regulates attention, impulses, and energy levels. It is not a behavioural problem or a lack of intelligence it is a different cognitive wiring that influences how individuals engage with the world. The World Health Organization defines ADHD as a persistent pattern of inattention and/or hyperactivity-impulsivity that interferes with functioning or development . Symptoms typically begin in childhood but often persist into adulthood, evolving in presentation over time.

Types of ADHD

There are three recognised subtypes:

• Inattentive type: Characterised by forgetfulness, distractibility, and difficulty sustaining attention. This type is more common in adults and women, who are often underdiagnosed.

• Hyperactive-Impulsive type: Marked by restlessness, impulsivity, and difficulty with self-regulation.

• Combined type: The most prevalent, involving symptoms of both inattention and hyperactivity.

Prevalence and Diagnosis

Recent NHS data estimates that 2.5 million people in England have ADHD, including those without a formal diagnosis . Of these, 741,000 are children and young people, while the rest are adults many of whom remain undiagnosed. A 2023 study found that ADHD diagnoses in UK adults increased significantly between 2000 and 2018, with a 20-fold rise among men aged 18–29 and a 50-fold increase in prescriptions .

Diagnosis rates are higher in men than women, and ADHD is strongly associated with socioeconomic deprivation. For example, adults in the most deprived quintile are nearly twice as likely to be diagnosed as those in the least deprived.

Dr. Edward Hallowell, a leading psychiatrist and author of ADHD 2.0, offers a vivid analogy:

“A person with ADHD has the power of a Ferrari engine but with bicycle-strength brakes. It’s the mismatch of engine power to braking capability that causes the problems. Strengthening one’s brakes is the name of the game.” 

Common Challenges Faced by People with ADHD

ADHD presents unique challenges in the workplace, especially in structured environments like local government. These challenges are not due to lack of effort or ability, but rather the mismatch between traditional work expectations and neurodivergent processing styles.

1. Sustained Attention and Task Completion

ADHD brains are wired for novelty and stimulation. Routine or repetitive tasks can feel mentally exhausting, leading to procrastination or incomplete work. Yet when engaged in something stimulating, individuals may enter a state of “hyperfocus,” working with intense concentration.

“ADHD is not a disorder of not knowing what to do. It’s a disorder of not doing what you know.” Dr. Russell Barkley

2. Executive Functioning and Time Management

Executive functions planning, prioritising, organising are often impaired. Individuals may struggle with deadlines, forget appointments, or misjudge how long tasks will take. This can lead to a cycle of last-minute panic and burnout. A systematic review of workplace ADHD found that maladaptive work behaviours, such as disorganisation and poor time management, were common but could be mitigated with the right support .

3. Sensory Sensitivities and Emotional Regulation

Many people with ADHD experience heightened sensitivity to noise, light, or interruptions. Open-plan offices or busy environments can be overwhelming. Emotional regulation is also a challenge, with individuals more prone to frustration, anxiety, or emotional outbursts.

Sleep problems affect up to 70% of adults with ADHD, further compounding emotional and cognitive difficulties.

4. Burnout from Masking or Overcompensating

To fit into neurotypical work cultures, individuals often “mask” their ADHD traits suppressing natural behaviours to appear more conventional. This is mentally exhausting and can lead to disengagement or mental health issues.

“People with ADHD at any age often possess intellectual effervescence. Unfortunately, this natural sparkle can be snuffed out by years of criticism, redirection, and repeated disappointments.”  Dr. Edward Hallowell

5. Stigma and Misunderstanding

ADHD is still widely misunderstood. Stereotypes of laziness or disorganisation persist, despite evidence to the contrary. Many adults go undiagnosed especially women, who are more likely to present with inattentive symptoms that are less disruptive and therefore less likely to be flagged. A recent study found that 14% of adults may have undiagnosed ADHD, with women disproportionately affected .

Strengths and Superpowers of ADHD

ADHD is often framed through the lens of deficit but this narrative is changing. A strengths-based perspective reveals that many individuals with ADHD possess unique cognitive, emotional, and behavioural traits that can be powerful assets in the workplace, especially in dynamic environments like local government.

1. Creativity and Divergent Thinking

People with ADHD frequently demonstrate exceptional creativity. Their brains are wired for divergent thinking the ability to generate multiple solutions and think outside conventional frameworks. A landmark study by White & Shah (2011) found that adults with ADHD scored significantly higher than their neurotypical peers on 11 different creativity tests . This was further confirmed by Boot, Nevicka, and Baas (2017), who found that ADHD traits were associated with original idea generation and flexible thinking .

“ADHD minds are rocket-fueled kaleidoscopic talents that can revolutionize workplaces.” NeuroLaunch Editorial Team

This strength is particularly valuable in local government roles involving policy innovation, community engagement, and service redesign.

2. Hyperfocus and Intense Concentration

While ADHD is associated with distractibility, many individuals experience hyperfocus a state of deep, sustained attention on tasks that are personally meaningful. When aligned with their interests, people with ADHD can produce work of exceptional quality and depth.

“A lack of focus combined with an ability to superfocus; a tendency to procrastinate paired with a knack for getting a week’s worth of work done in two hours.” Dr. Edward Hallowell

Hyperfocus can be a strategic advantage in roles requiring deep research, crisis response, or creative production.

3. Resilience and Adaptability

Living with ADHD often means navigating misunderstanding and systemic barriers. As a result, many adults develop extraordinary resilience and adaptability. A UK-based study identified six core strengths in high-functioning adults with ADHD: cognitive dynamism, courage, energy, humanity, resilience, and transcendence .

“Recognising and using personal strengths predicts better wellbeing, improved quality of life, and fewer mental health difficulties in adults with and without ADHD.” Hargitai et al., 2025

In local government, where change is constant and resources are stretched, this adaptability is a strategic asset.

4. Innovative Problem-Solving

ADHD brains often make unexpected connections, leading to novel solutions. This ability to think laterally and challenge assumptions is invaluable in complex problem-solving environments.

“ADHDers are a continuous source of new ideas, methods, and strategies.” ADDA Editorial Team

This strength can be harnessed in transformation programmes, digital innovation, and strategic planning.

5. Empathy and Emotional Intelligence

Despite stereotypes, many people with ADHD exhibit high levels of empathy and emotional sensitivity. They often notice subtle emotional cues and respond with compassion, making them effective in leadership, team collaboration, and community-facing roles.

“Interpersonal cluelessness combined with uncanny intuition and empathy the list goes on.” Dr. Edward Hallowell

6. High Energy and Enthusiasm

ADHD is often accompanied by boundless energy, which can be infectious in team settings. This enthusiasm can drive projects forward, energise colleagues, and create momentum in change initiatives.

“ADHD minds bring energy and new approaches to their projects.” ADDA

7. Courage and Risk-Taking

Many adults with ADHD describe themselves as brave, adventurous, and willing to take risks traits that are often undervalued but essential in leadership and innovation.

“Despite feelings of disconnection, participants described bravery and willingness to take risks as commendable attributes.” CHADD Study

How Managers in Local Government Can Support Staff with ADHD

Creating a neuro-inclusive workplace is not just a legal obligation under the Equality Act 2010 it’s a strategic opportunity to unlock the full potential of your workforce. For local government leaders, supporting staff with ADHD means recognising both the challenges and the strengths that come with this neurodevelopmental condition, and making thoughtful, practical adjustments that enable people to thrive.

1. Flexible Working Arrangements

People with ADHD often benefit from autonomy over how and when they work. Flexible hours, remote or hybrid working, and the ability to structure their day around periods of peak focus can significantly improve productivity and wellbeing.

“Employees with ADHD love to make things better. Once your managers understand how to unlock their potential, you’ll see the huge difference they can make to your organisation.” ADHD Success Training Programme

The Access to Work scheme in the UK can also fund ADHD-specific support, such as coaching, assistive technology, and environmental adjustments .

2. Clear and Consistent Communication

ADHD can affect working memory and information processing. Managers should:

• Follow up verbal instructions with written summaries.

• Use visual aids like flowcharts or checklists.

• Provide real-time feedback rather than waiting for formal reviews.

“ADHD is not a disorder of knowing what to do it’s a disorder of doing what you know.” Dr. Russell Barkley

3. Environment Adjustments

Open-plan offices can be overwhelming. Reasonable adjustments might include:

• Noise-cancelling headphones or white noise machines.

• Quiet zones or permission to work in low-stimulation areas.

• Standing desks or movement breaks to manage restlessness.

These changes are often low-cost but high-impact.

4. Task Design and Workflow Support

Large, unstructured tasks can feel overwhelming. Managers can help by:

• Breaking work into smaller, time-bound chunks.

• Using project management tools like Trello or Asana.

• Setting clear priorities and deadlines.

“Structure potentiates creativity. Structure sets you free.” Dr. Edward Hallowell

5. Coaching and Mentoring

Access to neurodiversity-aware coaching can be transformative. This might include:

• ADHD-specific executive coaching.

• Peer mentoring or buddy systems.

• Regular check-ins focused on strengths and wellbeing.

The ADHD Centre’s workplace support programme has helped numerous UK organisations implement coaching and mentoring frameworks that improve retention and performance.

6. Inclusive Policies and Culture

Embedding ADHD awareness into HR and leadership practices is essential:

• Include ADHD in diversity and inclusion training.

• Review recruitment processes to remove barriers (e.g. rigid interviews).

• Offer alternative assessments or work trials.

• Celebrate neurodiversity in internal comms and events.

EY’s Neuro-Diverse Centre of Excellence has shown that neurodivergent talent can drive exponential results when supported with inclusive hiring, onboarding, and development strategies.

Tips for Manager Training

Training managers to support ADHD staff effectively is key to embedding lasting change. A successful programme should include:

• Understanding ADHD: Dispel myths and explore how ADHD presents in adults.

• Identifying ADHD-related challenges: Learn to distinguish ADHD from performance issues.

• Effective communication: Practice constructive feedback and conflict resolution.

• Mental wellbeing: Address the link between ADHD, stress, and productivity.

• Action planning: Help managers co-create support plans with staff .

“The brighter people struggle with the disorder longer they’re not believed. Nobody can think they got as far as they did and have ADHD.” Dr. Russell Barkley

Examples of Successful Support Programs

1. ADHD Success Training

This programme offers comprehensive manager training designed to help organisations identify, support, and empower employees with ADHD. Key features include:

• Evidence-based modules on ADHD awareness, communication, conflict resolution, and mental wellbeing.

• Anonymised case studies to help managers distinguish ADHD-related behaviours from performance issues.

• Applied learning plans where managers create actionable strategies tailored to their teams.

• ROI-focused outcomes: The training highlights that 5–10% of the workforce may have ADHD, and unlocking their potential can lead to significant productivity gains .

“Once your managers understand how to unlock an ADHD employee’s potential, you’ll see the huge difference they can make to your organisation.” ADHD Success Training

2. The ADHD Centre Workplace Support Package

The ADHD Centre provides a full-spectrum support model for employers, including:

• Diagnosis and treatment by clinical experts.

• Workplace coaching tailored to executive functioning and productivity.

• Environmental adjustments such as quiet zones, flexible hours, and assistive tech.

• Legal compliance guidance under the Equality Act 2010.

Their guide for employers emphasises that simple changes like adjusting workflows or improving team understanding can dramatically improve performance and retention .

“We’ve helped numerous companies through our Workplace Support package. Embracing neurodiversity adds value to every employer.” Dr. Mukesh Kripalani, Lead Consultant Psychiatrist

3. Fertifa’s Neurodiversity Handbook

Fertifa offers a holistic neurodiversity support pathway for employees, including ADHD. Their approach includes:

• Educational resources on ADHD and other neurodiverse conditions.

• Clinical consultations and referrals for diagnostic assessments.

• Workplace adjustments such as extended deadlines, flexible hours, and assistive technology.

• Payroll-integrated reimbursement for neurodiversity-related services.

They partner with Lexxic and Melios to deliver high-quality assessments and post-diagnosis support .

“Inclusivity is not just a tick-box exercise it’s about building workplace environments and implementing support that actually works for everyone.” Fertifa Neurodiversity Services

4. EY’s Neuro-Diverse Centre of Excellence (NCoE)

EY’s NCoE is a flagship initiative demonstrating how large organisations can integrate neurodivergent talent into high-performance teams. Highlights include:

• A goal to hire 150 neurodivergent individuals across the UK.

• Customised recruitment: shifting from behaviour-based to performance-based interviews.

• Small-group onboarding and pre-start orientations to reduce anxiety.

• Focus on emerging technologies like AI, blockchain, and cybersecurity.

EY’s internal studies found that neurodivergent employees matched their peers in productivity but excelled in innovation and creativity .

“Harnessing the exponential power of neurodiversity will enhance the service we provide to our clients.” Catriona Campbell, EY UK Innovation Officer

Here are several real-world examples of successful neuro-inclusive policies that local government managers and HR leaders can learn from and adapt:

Examples of Successful Neuro-Inclusive Policies

1. Somerset West and Taunton Council (SWaT)

SWaT has taken a proactive approach to neurodiversity by embedding it into their HR strategy:

• Disability Confident Employer: Registered and working toward full accreditation.

• Staff-led working group: Includes neurodivergent employees and allies to co-design policies.

• Manager guidance: Developed using best practice from autism charities and neurodiversity partnerships.

• Inclusive recruitment: Reviewed processes to ensure accessibility and fairness.

• Coaching and promotion support: Offered to internal candidates with neurodivergent needs.

• Training and awareness events: Delivered across the council .

“We want to raise awareness amongst staff to recognise and support colleagues, customers, and partners making our working community more inclusive.” Julie Jordan, Strategic HR Lead, SWaT

2. Broxtowe Borough Council

Broxtowe’s Neurodiversity Policy is a comprehensive document that outlines legal obligations, practical adjustments, and cultural commitments:

• Workplace adjustments: Includes noise-cancelling headphones, visual instructions, flexible hours, and redesigned workstations.

• Manager responsibilities: Encouraged to support diagnosis, early disclosure, and eliminate barriers.

• Access to Work guidance: Promoted to all neurodivergent staff.

• HR support and training: Provided to managers to ensure consistent application of policy.

• Employee empowerment: Staff are encouraged to use “Work with Me Passports” to communicate needs .

“All workers deserve opportunities, encouragement and support to realise their full potential. A diversity of cognitive approaches is a source of great strength.” Broxtowe Borough Council Neurodiversity Policy

3. Response Organisation

Response’s neurodiversity policy focuses on strengths-based inclusion and tailored support:

• Training for managers: On neurodiversity awareness and inclusive practices.

• Inclusive recruitment: Interview questions shared in advance; adjustments made to job descriptions and assessments.

• Support networks: Neurodiversity champions and peer groups established.

• Performance management: Adjustments must be trialled before capability procedures are initiated.

• Workplace adjustments: Examples include natural lighting, mentors, and text-to-speech software .

“We will not adopt a ‘one size fits all’ approach, nor will we stereotype individuals. Every employee has the right to raise and discuss their needs in a sensitive, confidential, and effective manner.” Response Neurodiversity Policy

4. Government Expert Panel on Neurodiversity

The UK Government launched an expert panel chaired by Professor Amanda Kirby to advise on neuroinclusive employment practices:

• Focus areas: Recruitment, workplace adjustments, and breaking down systemic barriers.

• Goal: Improve employment outcomes for neurodiverse individuals, especially those with autism and ADHD.

• Policy integration: Recommendations will inform future welfare and employment reforms .

“We must drive forward neuroinclusive practices in workplaces to maximise the potential of all and make this become ‘business as usual’.” Prof. Amanda Kirby

5. Acas Guidance on Neuroinclusion

Acas provides practical, low-cost strategies for embedding neurodiversity into workplace culture:

• Inclusive recruitment: Clear job descriptions, alternative assessments, and pre-interview questions.

• Manager training: On reasonable adjustments, confidentiality, and workload review.

• Awareness campaigns: Run during national events like Neurodiversity Celebration Week.

• Neurodiversity policy: Encouraged as a standalone or integrated document, co-designed with neurodivergent staff .

“Making your organisation neuroinclusive does not have to be costly or complicated. Most changes are easy to do and benefit all employees.” Acas

5. Embedding ADHD Awareness into Neuro-Inclusive Policy

Creating a neuro-inclusive workplace means going beyond individual adjustments and embedding ADHD awareness into the culture, systems, and policies of your organisation. For local government, this is a chance to lead by example and build environments where neurodivergent staff can thrive.

Include ADHD in Diversity and Inclusion Training

ADHD should be explicitly covered in all diversity and inclusion (D&I) training. This helps dispel myths, reduce stigma, and equip managers with practical tools to support neurodivergent staff.

• Use real-life case studies and testimonials.

• Highlight legal obligations under the Equality Act 2010.

• Train managers to distinguish ADHD-related behaviours from performance issues.

Example: Somerset West and Taunton Council includes ADHD in its D&I training and uses anonymised case studies to help managers understand neurodivergent experiences.

Create Employee Resource Groups or Peer Networks

Peer support is vital for neurodivergent staff. Employee Resource Groups (ERGs) or informal peer networks can provide:

• Safe spaces to share experiences and coping strategies.

• Channels for feedback on workplace policies.

• Opportunities for mentoring and advocacy.

Example: Camden Council’s neurodiversity network feeds directly into HR policy reviews and has helped shape inclusive recruitment practices.

Partner with External Experts or Charities for Workshops

Collaborating with ADHD specialists, charities (e.g. ADHD UK, The ADHD Foundation), or neurodiversity consultants brings credibility and depth to internal programmes.

• Host workshops on ADHD awareness and strengths-based management.

• Offer drop-in sessions or webinars for staff and managers.

• Use external audits to assess neuro-inclusion readiness.

Example: Broxtowe Borough Council partnered with Lexxic to develop its neurodiversity policy and deliver manager training.

Regularly Review Policies with Neurodiverse Staff Input

Policy reviews should include direct input from neurodivergent employees. This ensures that adjustments are meaningful and that lived experience informs decision-making.

• Conduct anonymous surveys or listening sessions.

• Include neurodivergent staff in HR and D&I steering groups.

• Review recruitment, onboarding, and performance management processes.

Example: Response Organisation requires that workplace adjustments be trialled before any capability procedures are initiated, ensuring fairness and inclusion.

Celebrate Neurodiversity in Internal Communications and Events

Visibility matters. Celebrate neurodiversity through:

• Awareness campaigns during Neurodiversity Celebration Week.

• Spotlights on ADHD strengths in newsletters or intranet posts.

• Recognition awards for inclusive leadership.

Example: EY’s Neuro-Diverse Centre of Excellence runs internal campaigns highlighting the contributions of neurodivergent staff in innovation and technology.

6. Final Thoughts

ADHD is not a deficit it’s a different way of thinking. In the right environment, individuals with ADHD can be some of the most creative, resilient, and impactful members of your team. Local government has a unique opportunity to lead by example. By embedding ADHD awareness into policy and practice, councils can create workplaces where neurodivergent staff don’t just survive they thrive. Supporting neurodiverse staff isn’t just ethical it’s strategic. It’s about building teams that reflect the communities they serve, and unlocking the full spectrum of human potential.

“Neurodiversity is a competitive advantage. The future of work belongs to those who embrace it.”  EY Neuro-Diverse Centre of Excellence