"Just focus." "Try harder." "You need to concentrate better." If you've ever said these words to someone with ADHD, you've made the same mistake as telling someone with poor eyesight to "just see better." The Fundamental Misunderstanding ADHD isn't a motivation problem.
Have you ever noticed how a team meeting can shift the moment a stressed leader walks in? The energy drops. People become guarded. Creativity stalls. This isn't coincidence—it's emotional contagion, and as a leader, you're the primary source. You're Always Broadcasting Whether you realise it or not, you're an emotional broadcaster.
As we close the books on 2025, I find myself doing something I rarely do in December—feeling genuinely energised rather than exhausted. This year didn't just change what we do in Learning & Development; it changed how we think about what's possible.
As we head into a new year, most management advice focuses on what to start doing. New goals, fresh initiatives, bold resolutions. Leadership books overflow with frameworks to adopt and habits to build. But sometimes the most powerful changes come not from addition, but from subtraction.
The war for talent is intensifying, yet many organisations inadvertently exclude excellent candidates before they even apply. Research suggests that up to 20% of the population is neurodivergent, representing a vast pool of talent with diverse skills and perspectives.
Your interview process is probably screening out some of your best potential hires. Not because they lack skills or capability, but because your standard interview format—the kind that works reasonably well for neurotypical candidates—actively obscures the talents of neurodiverse applicants.
You've had the initial conversation. Your team member has shared that they're autistic, have ADHD, or are dyslexic. Or perhaps you've simply noticed they work differently and want to understand them better. Now what? The difference between managers who unlock exceptional performance and those who inadvertently suppress it often comes down to one thing: they know how to have ongoing, practical conversations about strengths and working styles.
You've probably noticed that your team member thinks differently. Maybe they're brilliant with systems but struggle in open-plan offices. Perhaps they ask surprisingly direct questions in meetings or need written follow-ups after verbal discussions. They might have disclosed a diagnosis—autism, ADHD, dyslexia—or you're simply aware that traditional management approaches aren't quite landing.
As organisational managers, we're often so focused on developing our teams that we neglect our own development. We invest time coaching others, attending leadership meetings, and solving problems, yet rarely pause to coach ourselves. However, research increasingly shows that self-coaching is not just a nice-to-have—it's a critical capability for sustained managerial effectiveness.
Let's be honest—being a line manager is like being a professional juggler at a circus where someone keeps throwing in extra balls. One minute you're deep in strategic planning, the next you're coaching a team member, then you're pivoting to collaborate as an equal on a project, before stepping into "boss mode" for a difficult conversation.
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I'm Bob Bannister, owner, and trainer at iManage Performance, the specialists in training for remote workers and managers with over 20 years of experience in this sector.
As the UK has rapidly shifted towards working from home, this challenges the norms in which we work and manage We can help to fast track your remote management or team skills. Speak to us about our training options today.
call today +44 (0)1444 474247
email bob.bannister@imanageperformance.com
