Introduction
Awareness of adult ADHD in the workplace has increased significantly. Many organisations want to be supportive and inclusive, and employees are more open about difficulties related to attention, organisation, and overwhelm.
Despite good intentions, organisational responses to ADHD often fall short. Employers may adopt approaches that feel progressive but create confusion, inconsistency, or unintended harm.
In most cases, the problem is not a lack of care, but a lack of clarity about roles, boundaries, and what effective support actually looks like in a workplace context. This page explores common mistakes organisations make when supporting ADHD at work, and why these approaches often fail despite good intentions.
Why workplace ADHD support is often mishandled
ADHD sits at the intersection of neurodiversity, mental health, and performance. This makes it particularly easy for organisations to blur boundaries.
Without clear frameworks, employers may drift into informal diagnosis, inconsistent adjustments, or reliance on approaches that are not clinically grounded. Managers may feel unsure how to respond, and employees may receive mixed messages about what support is available.
For employers, recognising why ADHD support is complex is the first step toward avoiding common pitfalls.
Mistake 1: Treating ADHD primarily as a performance issue at work
One common mistake is viewing ADHD mainly through the lens of performance management.
While ADHD can affect performance, focusing only on output or behaviour risks missing the underlying needs that contribute to difficulties. Employees may feel judged rather than supported, and managers may resort to monitoring or corrective measures that increase stress.
Effective support requires understanding how ADHD affects functioning, not just outcomes.
Mistake 2: Relying on self-diagnosis or informal screening tools at work
Many adults arrive at work having self-identified ADHD based on online content or screening questionnaires.
While self-awareness can be helpful, relying on informal identification in organisational settings carries risk. Difficulties may be incorrectly attributed to ADHD, or genuine ADHD-related needs may be oversimplified.
Employers who act on informal identification may introduce inappropriate adjustments or fail to recognise other contributing factors.
A structured assessment provides a more reliable foundation for workplace decisions.
Mistake 3: Making adjustments without proper ADHD assessment or review
In an effort to be supportive, organisations may introduce adjustments quickly and without sufficient clarity.
While adjustments are an important part of supporting neurodivergent employees, making them without understanding the individual’s needs can lead to mixed results. Some adjustments may be ineffective or even counterproductive.
Without review, adjustments can also become fixed expectations rather than flexible supports.
For employers, adjustments should be informed, proportionate, and revisited over time.
Mistake 4: Assuming ADHD coaching alone is sufficient
Coaching is often presented as a solution for ADHD-related difficulties at work.
While coaching can be helpful for some individuals, it is not a substitute for clinical assessment or counselling. Coaching alone may not address emotional regulation, stress, anxiety, or the cumulative impact of long-term difficulties.
Over-reliance on coaching can leave employees feeling unsupported when deeper issues are present.
For employers, coaching should be part of a broader support framework rather than the sole intervention.
Mistake 5: Pressuring employees to disclose ADHD or pursue assessment
Encouraging openness about neurodiversity can reduce stigma, but it can also create unintended pressure.
Employees may feel they need to disclose personal information to justify difficulties or access support. Others may feel pushed toward assessment before they are ready.
Assessment should always be voluntary and framed as an option rather than an expectation.
For employers, preserving choice and autonomy is essential to trust and psychological safety.
Mistake 6: Treating ADHD as a fixed identity rather than a workplace support need
Another common issue is treating ADHD as a defining identity rather than focusing on practical support needs.
This can lead to assumptions about what an individual can or cannot do, or to static approaches that do not adapt over time.
ADHD-related needs can change depending on role, workload, environment, and support. Treating ADHD as fixed can limit flexibility and growth.
For employers, focusing on needs rather than labels supports more effective and inclusive practice.
What effective workplace ADHD support does differently
Organisations that support ADHD effectively tend to approach it with structure and humility.
They avoid informal diagnosis, rely on appropriate professional input, and recognise that assessment, counselling, and adjustments each play different roles. They provide clarity around responsibilities and ensure managers are supported rather than left to improvise.
They also accept that support is not one-off, and that review and adjustment over time are essential.
How Mynurva helps organisations avoid these pitfalls
Mynurva works with organisations to support ADHD at work in a way that is responsible, clinically grounded, and aligned with workplace realities.
We provide access to adult ADHD assessment and counselling support without reliance on medication pathways. Our approach helps employers avoid common mistakes while supporting employees ethically and effectively.
By focusing on clarity, boundaries, and appropriate support, we help organisations navigate ADHD with confidence.
What this means for employers
Avoiding common mistakes in ADHD support is not about doing less. It is about doing what is appropriate at the right time.
Employers who understand these pitfalls are better positioned to support neurodivergent employees, reduce risk, and make informed decisions about assessment and counselling.
A considered next step
If your organisation is unsure whether its current approach to ADHD support is effective, a reflective conversation can help identify where changes may be needed.
Learning from common mistakes is often the most practical way to strengthen support going forward.