The Real Risks for Managers Who Don't Understand Neurodiversity (Part 2)

What happens when a manager refuses to engage with neurodiversity training, dismisses reasonable adjustments, or simply never asks how they can help? In part two of her conversation with Ellie Kay, ADHD and AuDHD coach and neurodiversity specialist, Anna explores the real consequences for individuals, businesses, and the managers themselves.

Ellie breaks down the three types of ADHD, hyperactive, inattentive, and combined, and explains what AuDHD looks like in practice when both ADHD and autism are present in the same person. Drawing on her own marriage as a vivid example, she brings to life just how differently these two brain types experience the world, and why that matters enormously in a workplace setting.

The conversation gets practical around communication. Ellie explains why understanding how someone prefers to receive information, verbally, visually, or in writing, can be the difference between a team member thriving or shutting down entirely. She also introduces the concept of rejection sensitivity dysphoria, and why what might feel like a minor off-hand comment to a manager can feel like a physical blow to someone with ADHD, with consequences that can derail an entire working day.

There is a clear message for managers here: getting this wrong is not just a people issue, it is a legal one. Failing to make reasonable adjustments, not having the conversations, and managing neurodivergent employees as though they are simply underperforming can and does lead to tribunal claims.

But Ellie's overriding point is a hopeful one. You do not need all the answers. You just need to be curious, flexible, and willing to ask what would help.

This is part two of a three-part conversation with Ellie. Part three explores ADHD and workplace conflict, co-coaching, flexible working, and sensory needs.

Find out more about Ellie's work at https://www.elliekay.co.uk

Connect with Anna:

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The People Expert: https://www.thepeopleexpert.co.uk