Neurodivergent Leadership and Climate Transition (Part 2): ADHD Strengths
In the last article I wrote about the limitations of looking at neurodivergence through the medical model only — reducing how ADHD to just the challenges they experience living in a world designed for a different kind of brain. This week, I want to talk about the common challenges ADHDers face in a neurotypical world, and the strengths these traits bring to climate work specifically.
What is ADHD
ADHD stands for Attention Deficit and Hyperactivity Disorder, and is diagnosed with a threshold of symptoms across two categories: inattention, and impulsivity & hyperactivity. These symptoms must be present across multiple areas of life and since childhood [1] (so while social media and modern lifestyles can make focus harder for everyone, that won't make someone become ADHD as an adult).
Attention deficit → interest-based nervous system
The quality most associated with ADHD — inattention, sound like a lack of attention, when in fact ADHD brains have a different style of attention that is often referred to as interest-based. Rather than prioritising tasks by importance (self-determined or externally imposed), they are organised around the person's interest, which influenced a range of factors such as by novelty, challenge, and urgency [2]. When their interest is captured, ADHDers often don't struggle with paying attention, in fact they can engage in periods of deep absorption called hyperfocus. [3]
An interest-based attention style has real benefits. People with these traits tend to embrace change more readily, willing to try new approaches, and thrive in problem-solving in crisis. These qualities are often sought after in work involving innovation, creativity, and entrepreneurship.
Organisations often reward developing expertise and following existing process at junior levels, but as people move into leadership, they are expected to generate novel ideas, spin many plates and take necessary risks to grow the business. This gap in expectations is often where new leaders stumble, and a key growth area for many leaders I work with. In climate, few jobs involve keeping things as they are, and an ability to stay on top of industry progress is especially needed we're navigating enormous uncertainty, information overload, and demanding timelines.
Hyperactivity/impulsivity → hypercuriosity
Another cluster of ADHD traits, hyperactivity and impulsivity, is associated with high energy, quicker decision-making, and less long-term planning. What's often framed as 'restlessness' ADHDers experience in education and at work is caused by understimulation because they are highly curious [4]. Neuroscientist Anne-Laure Le Cunff proposed the reframe of hypercuriosity to describe the evolutionary benefits of these traits, where awareness, exploration, and risk-taking were necessary for the survival and progress of groups. It's only since the introduction of industrialised work norms that these traits have been stigmatised. [5]
The uncertain, urgent, and complex nature of climate work is often incompatible with current timelines, whether that's about commercialising new technical solutions or delivering large scale policy changes. Curiosity, adaptability and quick action are exactly what's needed to disrupt existing processes and norms to deliver the changes we need in our sector.
Adverse experience → empowering leadership
Many ADHDers have grown up in environments that didn't appreciate their strengths and over-focused on the ways they didn't fit expectations. They can become very curious and encouraging of others because they understand what it feels like to be misunderstood or underestimated. This can make them remain personable and relatable even as they climb the career ladder, becoming empowering, empathetic leaders that instill confidence in those they lead.
Their diverse interests, and often non-linear career also allow them manage a diverse team effectively, with just enough knowledge to understand the context, while trusting their people to develop expertise and ownership independently. This is especially important in climate work as it is a highly interdisciplinary sector benefits from creative solutions from everyone.
Final thoughts
Despite barriers, many ADHDers do reach leadership level by hiding their natural strengths and masking heavily. But this often comes at a high cost to their wellbeing and work-life balance (more on this in the next article).Their growth once reaching these roles often looks like unlearning previous framings of their traits, lead from their genuine strengths and cultivating a more inclusive culture for others to thrive.
Climate change is not a problem that will be solved by doing more of what has worked before. It requires new ideas, new approaches, and leaders who can navigate ambiguity while inspiring others to do the same. The qualities often associated with ADHD may not fit neatly into conventional expectations, but are much needed for the challenges ahead.
References:
[1] https://www.ncbi.nlm.nih.gov/books/NBK519712/table/ch3.t3/
[3] https://pmc.ncbi.nlm.nih.gov/articles/PMC12437476/
[5] https://link.springer.com/article/10.1007/s40806-024-00400-8
