Tips for Managing ADHD Employees

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No - just no. Employees with ADHD behaviors do not do well when they are micromanaged. A couple of their strengths are their creativity and unique approach to problems. If you micromanage them, you eliminate the opportunity to gain from those strengths. Instead, give them goals and expectations and allow them to create the path to success. Ask them to check in with you at the end of the day or week - the longest space you feel comfortable with - but not too often.

Your neurodiverse or ADHD employee may be highly motivated if you give them a problem and ask them to brainstorm the solution with you. Not only will you get outside-the-box solutions but your employee might be so energized with the solution they work twice and hard to get it done.

You need to fall down periodically to learn to walk. Work is the same way. If you want great results, allow your employees to try new things. They will occasionally fail but the successes will most likely far outweigh the failures over time. Plus, you earn dedication credit from your employees for accepting that they are not perfect.

When your neurodiverse employee is on a roll, they don't want to stop. This is called hyper-focus. Unfortunately, hyper-focus can also result in your employee working way over the 5pm closing time. But, do you allow them to come in late the next day? Talk to your worker about the rules, where they can bend and where they cannot bend. Work together to determine how to handle time clock challenges that might derail either productivity or perception of dedication. 

• Include employees in idea generation addressing organizational challenges and development of new directions for the organization
• Treat employee individually rather than systematically as a generic employee.  Invest time listening to understand the employee’s specific strengths and needs 
• Identify workplace policies that are challenging for ND employees and eliminate or adjust if possible.
• Allocate work tasks to customize roles and expectations to each employee’s strengths. When assigning work roles, be cognizant of the power allocation to neurodiverse workers over neurotypical risk adverse workers in activities where neurodiverse employee strengths exist
• Forgive negative outcomes and move efficiently through unexpected events to return to a positive environment