Rethinking Leadership Assumptions in Mental Health Organizations

𝐌𝐚𝐧𝐚𝐠𝐢𝐧𝐠 𝐡𝐢𝐠𝐡-𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐞𝐫𝐬 𝐰𝐢𝐭𝐡 𝐀𝐃𝐇𝐃? 🧠 𝐘𝐨𝐮 𝐦𝐢𝐠𝐡𝐭 𝐛𝐞 𝐦𝐚𝐤𝐢𝐧𝐠 𝐭𝐡𝐞𝐬𝐞 5 𝐜𝐫𝐢𝐭𝐢𝐜𝐚𝐥 𝐦𝐢𝐬𝐭𝐚𝐤𝐞𝐬. Your best people are struggling—and traditional management is making it worse. 5 leadership blind spots: 1. 𝐂𝐨𝐧𝐟𝐮𝐬𝐢𝐧𝐠 𝐨𝐮𝐭𝐩𝐮𝐭 𝐰𝐢𝐭𝐡 𝐜𝐚𝐩𝐚𝐜𝐢𝐭𝐲 📊 They deliver amazing results... until they crash. High output doesn't mean they're not struggling internally. 2. 𝐀𝐬𝐬𝐮𝐦𝐢𝐧𝐠 "𝐣𝐮𝐬𝐭 𝐟𝐨𝐜𝐮𝐬" 𝐢𝐬 𝐡𝐞𝐥𝐩𝐟𝐮𝐥 🎯 Telling someone with ADHD to focus harder is like telling someone to see better without glasses. It's neurologically different. 3. 𝐑𝐢𝐠𝐢𝐝 𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞 = 𝐬𝐮𝐩𝐩𝐨𝐫𝐭 📋 Too much structure can suffocate. ADHD brains need flexible frameworks, not rigid rules. 4. 𝐏𝐮𝐧𝐢𝐬𝐡𝐢𝐧𝐠 𝐯𝐢𝐬𝐢𝐛𝐥𝐞 𝐬𝐭𝐫𝐮𝐠𝐠𝐥𝐞, rewarding invisible burnout 😔 They've learned to mask. When you only see the breakdown, you've missed months of silent overwhelm. 5. 𝐓𝐫𝐞𝐚𝐭𝐢𝐧𝐠 𝐚𝐜𝐜𝐨𝐦𝐦𝐨𝐝𝐚𝐭𝐢𝐨𝐧 𝐚𝐬 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐭𝐫𝐞𝐚𝐭𝐦𝐞𝐧𝐭 ⚖️ Accommodations aren't advantages—they're access. They level the playing field in a neurohostile workplace. The best leaders don't treat everyone the same—they create environments where different brains can thrive. ✨ Ready to lead better? Clarity Reset 2026 is designed for neurodiverse leaders who want to build systems that actually work. 📧 Book your complimentary Clarity Assessment: lizjakoi@gmail.com 🌐 www.lizjakoi.com #ADHDLeadership #NeuroInclusiveLeadership #ADHDAtWork #NeurodiversityAtWork #InclusiveLeadership #ADHDManagement #LeadershipDevelopment #WorkplaceInclusion #ADHDSupport #ExecutiveCoaching #NeurodivergentLeaders #ADHDBurnout #LeadershipMindset #WorkplaceMentalHealth #ADHDProductivity #InclusiveWorkplace #LeadershipTips #ADHDAwareness #Neurodiversity #HighPerformers

Managing individuals who are “time blind” requires both empathy and structure. Time blindness—often associated with ADHD, trauma histories, neurodivergence, or executive functioning challenges—is not about lack of care or motivation. It’s a difference in how time is perceived, tracked, and prioritized. At the same time, supervision still requires accountability, reliability, and respect for shared systems. Here are three practical strategies supervisors can use that balance compassion with clarity: 1. Make time visible, not implied Abstract expectations (“end of day,” “soon,” “on time”) can create confusion. Use concrete language instead: • “By 3:00 PM” • “Within 24 hours” • “Before our 10:00 AM meeting tomorrow” Written follow-ups help reinforce clarity and reduce shame-based reminders. 2. Build in proactive check-ins, not reactive corrections Instead of addressing time issues only after deadlines are missed, schedule brief check-ins: • “Where are you at with this?” • “What might get in the way of completing this on time?” This shifts supervision from correction to collaboration and supports planning skills before stress escalates. 3. Separate impact from intent—clearly and kindly Acknowledge that time blindness is not intentional while still naming the impact: “I know this isn’t about effort. At the same time, missed deadlines affect team workflow. Let’s identify supports that help meet expectations consistently.” This reduces defensiveness while maintaining professional standards. Compassionate supervision is not about lowering expectations—it’s about creating conditions where expectations are achievable. Clear structure is support. #Leadership #Supervision #Neurodiversity #TraumaInformedWorkplaces #ManagementSkills #CompassionateLeadership

In discussions of neurodiversity, "hyperfocus" is often mistakenly labeled a simple advantage. The reality is far more complex. For professionals with ADHD, hyperfocus is a intense, double-edged sword that follows a predictable, and often disruptive, cycle. Understanding this cycle is crucial for both individuals and leaders seeking to foster a supportive environment. The 5 Stages of Professional Hyperfocus: 1. The Trigger: A task aligns perfectly with a core interest or presents a novel challenge, creating a high-dopamine response. The individual's attention is "captured." 2. The Tunnel: Awareness of the external environment plummets. Meetings may be missed, messages go unanswered, and the passage of time becomes irrelevant. This is not rudeness; it's a neurological state. 3. The Flow State: Productivity and creativity peak. The individual can produce a volume and quality of work that seems superhuman, often solving complex problems with unique insight. This is the valued "peak performance" state. 4. The Crash: Physiological needs (hunger, thirst, fatigue) can no longer be ignored. The brain's resources are depleted, leading to a sharp, often abrupt, decline in cognitive function. The state is not voluntarily ended. 5. The Aftermath: The individual experiences disorientation and must face the collateral damage: missed communications, neglected tasks, and physical exhaustion. The "cost" of the intense productivity phase comes due. The Managerial Takeaway: Punishing the "tunnel" (missed messages) ignores the immense value of the "flow state." The goal is to create frameworks that allow for deep work while mitigating the downsides—such as shared calendars marking "focus blocks" and a culture that normalizes "re-entry" time after deep work. Harnessing hyperfocus requires strategy, not just stamina. #Neurodiversity #ADHD #FutureOfWork #Productivity #Leadership #MentalHealth #Performance

We often talk about motivation as a continuum—something we can "build" or "ramp up." But for a significant portion of the neurodivergent workforce, this model is fundamentally inaccurate. For individuals with ADHD, motivation often operates as a binary state—a light switch, not a dial. The "Dial" Model (Neurotypical): Motivation can be gradually increased through priming, starting small, and building momentum. The underlying assumption is a consistent, adjustable level of executive function. The "Switch" Model (ADHD): Motivation is chemically triggered by dopamine. A task is either: • OFF (0%): It provides insufficient dopamine, leading to task paralysis and an inability to initiate. • ON (100%): It provides a high dopamine reward (through interest, urgency, novelty, or challenge), leading to intense hyperfocus. This isn't a lack of willpower; it's a difference in neurobiology. The professional cost is clear: critical but "low-dopamine" tasks (like reporting, compliance, or administrative work) are perpetually delayed, while passion projects consume all attention. The Strategic Solution: Motivation Bridging. The goal isn't to "find" motivation, but to engineer it. This involves consciously pairing a low-dopamine task with a high-dopamine activity to create an artificial "on" signal. Professional Examples of Bridging: • Using a "body double" (a colleague working silently alongside you) to create social accountability (novelty/urgency). • Listening to an engaging audiobook only while catching up on emails (pairing interest with boredom). • Turning a data-cleaning project into a timed "sprint" with a personal reward (challenge/urgency). By understanding and accommodating this cognitive style, leaders can help their teams build effective bridges, moving from frustration to a strategy that leverages the incredible power of the "on" state. #Neurodiversity #ADHD #Productivity #FutureOfWork #Leadership #MentalHealth #Performance

Why Your Best Staff Say Yes Until They Burn Out! The Hidden Cost of Rejection Sensitivity This is really interesting from Nathan Whitbread ACC, The Neurodivergent Coach: Looking at everything from Google's Project Oxygen, EY Belonging research, to day-to-day diary management and meeting overload (we've all been there)... check out this article While often associated with #ADHD, rejection sensitivity shows up across many neurodivergent and non-neurodivergent experiences. It shapes how people make decisions, how they manage up and down, and how they assess risk, capacity, and safety in the workplace. In FE, where professional identity, care, and resilience are tightly woven together, it has particular consequences. Check it out: 🔗 https://lnkd.in/ghU5Z4vw #RejectionSensitivity #Neuroinclusion #inclusion #Leadership #Resilience

Learnings from being a woman in leadership - Post Number 2 No one warned me what trauma looks like at work. For a long time, I thought trauma would show up as not coping. As falling apart. As being unable to function. What I’ve come to see is that it often looks very different. This isn’t true only for women. Anyone who has grown up managing instability might recognise this. But I’ve seen it show up more often in women, especially in care-heavy fields like education and social impact. It looks like always being prepared. Like reading people carefully. Like stepping in early so things don’t go wrong. Like taking responsibility quickly, even when it’s not fully yours. Many of us are praised for this. We’re told we’re reliable, calm, good at handling things. And often, we really are good at our jobs. What’s happening underneath is something research has shown again and again: when people grow up needing to manage uncertainty, they develop strong anticipation skills and a habit of over-functioning. At the same time, workplaces tend to reward women for emotional regulation, cooperation, and keeping things running. When these two things meet, the result looks like “excellent performance,” even though it often comes at a personal cost. In spaces like education and social impact, this is especially visible. Women who anticipate problems and hold things together are seen as strong team members. What we don’t talk about enough is how tiring it is to always be switched on. After a point, it becomes hard to tell the difference between being capable and being constantly alert. Even stepping back a little can feel uncomfortable, or wrong. This is something I think about a lot now as a leader. At Micro Leaps (Previously SeekhShala) , we try not to confuse coping with capacity. Just because someone can handle pressure doesn’t mean they should always have to. Trauma doesn’t make people weak. But it can quietly teach many women to take on more than they need to. Workplaces benefit from this more than they realise. No one warned us that growing wouldn’t be about becoming tougher. It would be about learning when we don’t need to carry everything anymore. Prince Jebastin | Micro Leaps (Previously SeekhShala)

Why Your Best Staff Say Yes Until They Burn Out! The Hidden Cost of Rejection Sensitivity This is really interesting from Nathan Whitbread ACC, The Neurodivergent Coach: Looking at everything from Google's Project Oxygen, EY Belonging research, to day-to-day diary management and meeting overload (we've all been there)... check out this article While often associated with #ADHD, rejection sensitivity shows up across many neurodivergent and non-neurodivergent experiences. It shapes how people make decisions, how they manage up and down, and how they assess risk, capacity, and safety in the workplace. In FE, where professional identity, care, and resilience are tightly woven together, it has particular consequences. Check it out: 🔗 https://lnkd.in/gJnefVP9 #RejectionSensitivity #Neuroinclusion #inclusion #Leadership

Executive function isn’t about effort. And it definitely isn’t a personality flaw. For years, executive function was framed to me like it was a choice. “Be more organised.” “Plan better.” “Just prioritise.” “Have you tried using a calendar?” As if I hadn’t already tried… everything. For autistic and ADHD brains like mine, executive function isn’t about willpower. It’s neurological. In the workplace, this shows up in ways that can be hard to explain: • Sitting in front of a simple task for ages, knowing what needs doing but not being able to start • Missing a tiny detail, even when the bigger picture is completely clear • Feeling overwhelmed not by the work itself, but by where on earth to begin • Ending the day exhausted, even when it didn’t look like I’d done “that much” And none of that ever makes it into performance reviews. Instead, we hear things like: “You need to manage your time better” "You need to be more organised" “You’re overthinking” “Try harder” You can’t “try harder” at something your brain processes differently. What actually helps is very simple: • Clear instructions • Tasks broken into smaller steps • Less ambiguity • Time to think and plan • Clear priorities instead of shifting expectations Executive function challenges aren’t laziness. They’re not a lack of motivation. They’re the reason many of us are quietly working twice as hard just to stay afloat. Once you understand that, everything changes, for individuals, for teams and for workplaces that genuinely want people to thrive. Perfectly Autistic #Neurodiversity #Autism #ADHD #WorkplaceInclusion #ExecutiveFunction

𝗪𝗵𝘆 𝗜 𝗯𝘂𝗶𝗹𝘁 The ND Professional: I've spent 25 years watching brilliant people get managed out of organisations. 𝘕𝘰𝘵 𝘣𝘦𝘤𝘢𝘶𝘴𝘦 𝘵𝘩𝘦𝘺 𝘤𝘰𝘶𝘭𝘥𝘯'𝘵 𝘥𝘰 𝘵𝘩𝘦 𝘸𝘰𝘳𝘬. 𝗕𝗲𝗰𝗮𝘂𝘀𝗲 𝘁𝗵𝗲𝘆 𝗰𝗼𝘂𝗹𝗱𝗻'𝘁 𝗽𝗲𝗿𝗳𝗼𝗿𝗺 𝗻𝗲𝘂𝗿𝗼𝘁𝘆𝗽𝗶𝗰𝗮𝗹𝗶𝘁𝘆 𝘄𝗵𝗶𝗹𝗲 𝗱𝗼𝗶𝗻𝗴 𝗶𝘁. I watched a colleague with dyslexia get passed over for promotion because their emails had typos - despite revolutionising the department's processes. I watched an ADHD manager get performance-managed for "time management issues" - while delivering projects no one else could conceptualise. I watched talented professionals go on sick leave with burnout - not from the work, 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝗺𝗮𝘀𝗸𝗶𝗻𝗴. And I kept hearing the same thing from L&D and HR: "𝘞𝘦 𝘸𝘢𝘯𝘵 𝘵𝘰 𝘴𝘶𝘱𝘱𝘰𝘳𝘵 𝘯𝘦𝘶𝘳𝘰𝘥𝘪𝘷𝘦𝘳𝘨𝘦𝘯𝘵 𝘴𝘵𝘢𝘧𝘧. 𝘞𝘦 𝘫𝘶𝘴𝘵 𝘥𝘰𝘯'𝘵 𝘬𝘯𝘰𝘸 𝘩𝘰𝘸." 𝗧𝗵𝗲 𝗴𝗮𝗽 𝘄𝗮𝘀𝗻'𝘁 𝗮𝘄𝗮𝗿𝗲𝗻𝗲𝘀𝘀. Most organisations have done that training. 𝗧𝗵𝗲 𝗴𝗮𝗽 𝘄𝗮𝘀 𝗰𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝘆. Knowing neurodiversity exists doesn't mean you know how to build systems that work for neurodivergent brains. So I built The ND Professional. 𝗕𝗲𝗰𝗮𝘂𝘀𝗲 𝗮𝘄𝗮𝗿𝗲𝗻𝗲𝘀𝘀 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗰𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗶𝘀 𝗷𝘂𝘀𝘁 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝘃𝗲. And neurodivergent professionals deserve better than good intentions. At The ND Professional, we turn neurodiversity awareness into organisational capability - 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝗜'𝗺 𝘁𝗶𝗿𝗲𝗱 𝗼𝗳 𝘄𝗮𝘁𝗰𝗵𝗶𝗻𝗴 𝘁𝗮𝗹𝗲𝗻𝘁 𝘄𝗮𝗹𝗸 𝗼𝘂𝘁 𝘁𝗵𝗲 𝗱𝗼𝗼𝗿. #Neurodiversity #TheNDProfessional #Purpose #InclusiveLeadership #NeurodiversityAtWork #OrganisationalCapability

Fitting in at work often involves more than learning the role. For many people, it includes noticing small signals about what is welcomed and what feels less safe to bring with you. These signals are rarely explicit. They show up in everyday interactions, in assumptions we don’t always notice, and small patterns that gradually influence how people are understood. Microaggressions can be part of this landscape. Not always clear enough to address in the moment, but present enough to influence how you move through the day. Over time, they can affect how comfortable it feels to speak, to contribute, or to show up fully as yourself. In hiring and progression, these experiences can feel particularly present. You may notice that some styles of working tend to be recognised more easily than others. This can create a quiet pressure to adapt. To soften parts of yourself. To translate who you are in ways that feel more acceptable. That effort takes energy. Not all at once, but gradually. It can leave you feeling more tired, more cautious, or less settled, even when you are capable and committed to your work. Belonging should not require ongoing self-editing. When it does, the impact is often carried quietly and alone. ______________________________________________________________________________ I am Devon Lowndes, founder of Self Agency, a neurodiversity consultancy and community interest company in Bristol. If this resonates, and it would feel helpful to reflect on how work is experienced beneath the surface, I’d love to connect. Mental health can be experienced more intensely by neurodivergent people, particularly when work involves ongoing self-monitoring or pressure to adapt. When It’s Not Working is a one-off coaching session created to offer space and support when work starts to feel heavier or more difficult to navigate, even if nothing looks obviously wrong. Email me at devon@self-agency.org to connect. — Image descriptions: Slide 1: A slide titled “The Work of Fitting In” under the Mental Health at Work header. Slide 2: A slide stating that 41% of Black and minority ethnic (BME) workers in the UK have experienced racism at work in the last five years. Slide 3: A slide noting that 27% of BME workers experienced racist jokes or “banter” at work. Slide 4: A slide stating that 26% were made uncomfortable by stereotypes or comments about their appearance. Slide 5: A slide stating that 31% said racism at work negatively affected their mental health. Slide 6: A slide noting that 4 in 5 workers who experienced racism did not report it because they feared not being taken seriously or damaging relationships.