Leading with ADHD: why neurodiversity is the secret sauce to better businesses
With their unconventional ways of thinking and ability to connect with diverse audiences, Melissa Chapman, CEO of Jungle Creations and The Wild by Jungle, explains why neurodivergent leaders can be a company's greatest strength.
)
The picture I always had in my mind of a typical CEO was far from my own reality. I don’t get up at 5am, drink smoothies and do yoga before sunrise. And I certainly don’t always command authority with efficiency and poise.
More than half (55%) of business owners and 45% of c-suite executives self-identify as neurodiverse according to new research.
My care-free, “come what may” attitude coupled with the 12 alarms I’d set just to wake up, didn’t put me in the typical leader category. But shortly after my diagnosis, I realised successful leadership didn’t present as one-size-fits-all. And that my ADHD would actually become one of my greatest strengths.
Neurodivergent leaders can offer valuable skills and cognitive abilities in areas including pattern recognition, analytical thinking, mathematics and problem solving.
The business of neurodiversity
There is a strong business case for neurodiversity in leadership. More than half (55%) of business owners and 45% of c-suite executives self-identify as neurodiverse according to new research. And companies with an inclusive, neurodiverse culture report significantly higher net revenue and 30% higher profit margins.
For brands, including neurodiverse perspectives in their strategies and decision-making allows them to harness a deeper understanding of how the diverse audiences they are targeting act and behave.
From embracing different ways of thinking to creativity and unique perspectives on decision-making, neurodiverse leaders can offer a different mix of valuable skills and cognitive abilities. Areas including pattern recognition, analytical thinking, mathematics and problem solving all feature highly and are crucial in ensuring businesses are constantly innovating in an industry where standing out is non-negotiable.
There are advantages to neurodivergent leaders and employees challenging conventional thinking.
Learning from the biggest and the best
Some of the world’s biggest brands have been built by neurodiverse minds. From Richard Branson’s dyslexia to Bill Gates’ ADHD symptoms, well-known leaders are showing us how neurodiversity can be a help not a hinderance when building successful businesses.
Know your strengths and let other people pick up your weaker areas. For people with neurodiversity, it can be harder to delegate and hand over responsibilities.
For brands, including neurodiverse perspectives in their strategies and decision-making allows them to harness a deeper understanding of how the diverse audiences they are targeting act and behave. These insights can help steer more inclusive storytelling and better representation in ads and social campaigns.
For example, IKEA founder Ingvar Kamprad’s dyslexia influenced his decision to name products after Swedish places and people instead of using numerical codes. This intuitive approach not only resonated with customers and became a staple of its advertising but is a defining feature of IKEA’s brand identity.
David Neeleman, founder of JetBlue Airways also cited his ADHD as being a vital part of launching the low-fare airline because of his ability to take risks and distil facts into simple solutions. Despite investor and media scepticism, Neeleman leaned into his diverse leadership traits to launch unparalleled flying experiences and customer services.
It's important to implement the right tools to support your neurodiversity, such as adjusting working hours and environments.
A rising tide lifts all boats
Neurodiverse leaders not only have to face the day-to-day challenges of running a business, they must also learn how to operate in a world designed for neurotypical people, while fostering an environment that caters to all.
My three go-to tips for other neurodiverse leaders are:
1- Know your strengths and let other people pick up your weaker areas.
For people with neurodiversity, it can be harder to delegate and hand over responsibilities. But with this comes burnout and low productivity. As a leader, it’s important to understand where your expertise and strengths lie and then draw on your teams to support where you may face challenges. This encourages team thinking and innovative approaches.
Information, tools and ways of working must be accessible to all, as well as training and learning extended beyond neurodiverse staff members.
Information, tools and ways of working must be accessible to all, as well as training and learning extended beyond neurodiverse staff members.
2- Implement the right systems and tools that work for you.
It’s no longer about simply recognising that your neurodiversity exists, but implementing the right support systems and tools based on specific requirements. Whether that is flexible working hours to align with the times you work best or introducing AI to help with communication and improve managing tasks.
3- Share your wisdom and experience with others.
Too often there is an educational gap with misconceptions about how neurotypical employees work with their neurodiverse colleagues. Information, tools and ways of working must be accessible to all, as well as training and learning extended beyond neurodiverse staff members.
As we’ve seen in many other areas, tactics designed to improve inclusion or accessibility for one group, can prove to be helpful for all. We are seeing the rise of unique roles such as Chief Health Officers helping shape health and wellbeing in businesses, while developing new programmes and improving DE&I initiatives on behalf of business leaders.
My ADHD journey has taught me that the traits I once saw as obstacles were, in fact, my superpowers. And leaders who embrace neurodiversity – not just as an ethical imperative but as a strategic advantage – can unlock innovation on an entirely new level.
And that’s a secret sauce we’d all like.
