Is There No Place for People with ADHD in IT?

Recently, a debate arose in one of the communities about whether (or rather, if) a person with ADHD should work in IT. Those vehemently opposed argued that programming, testing, and analytics are definitely not for people with a diagnosed disorder, as these fields require concentration, focus, and attention to detail.

I would like to consider the arguments from the other side, which believes – benefits to having ADHD person in the workplace.

Let’s start with understanding what ADHD, ADD, and neurotypicality are:

• ADHD (Attention Deficit Hyperactivity Disorder) is a neuropsychiatric disorder characterized by three main symptoms: inattention, impulsivity, and hyperactivity. These symptoms can complicate daily life, learning, and work.
• ADD (Attention Deficit Disorder) is a variant of ADHD, where the main symptom is inattention, while hyperactivity and impulsivity are either weakly expressed or absent. People with ADD may have difficulties with attention concentration and task organization, but they are less active compared to those with ADHD.
• Neurotypicality is a term used to describe people whose brain development and cognitive functions meet generally accepted standards, meaning they do not have typical characteristics of neurodiversity, such as ADHD, autism, and others.

Let’s visualize the brain of a person with ADHD, ADD, and a neurotypical person using the browser analogy:

Imagine a browser with hundreds of open tabs. All of them are loading something, flashing notifications, automatically redirecting the user to different pages, and requiring attention. This is what ADHD is like—the brain constantly jumps from one thought to another without fully finishing any of them.

Now, imagine the same browser, but without the flashing ads and constantly popping windows—this is ADD without the hyperactivity. You still have many tabs open, but at least there’s no extra noise. You still jump between tabs, but you do it calmly, without unnecessary haste.

In the first case, it’s as if you are on energy drinks, and in the second—on a relaxing herbal tea. Both scenarios require attention management skills, but the first one involves much more energy and movement!

For a neurotypical person, imagine a browser with just a few tabs open, each relating to a separate task of the day. You calmly switch between them, close one when you’re done, open the next, and don’t feel overwhelmed or distracted. This browser has a convenient bookmark system, everything is organized and easy to find—like having breakfast on schedule: an omelet at 8 AM, coffee at 9, and so on—no surprises or spontaneous changes.

Now, raise your hand if you think you don’t have ADHD, but you recognized yourself a bit in the first two scenarios?

I won’t talk about how ADHD is diagnosed or treated right now, I want to discuss what to do with those who have it and still want to be programmers, testers, or analysts? Well, nothing special! They (we) are already among you, sometimes you call us talented, sometimes clueless, but we are already here, and I propose we coexist with kindness and understanding.

ADHD and IT

People with ADHD often struggle with traditional learning methods and maintaining concentration on a single task for extended periods. But work is different—the IT sector is lively, dynamic, tasks vary (remember your Kanban boredom or whatever it is you have—how often does the team’s focus shift as an ADHD person’s attention?), making it an ideal environment for them. Our job often requires quick shifts in focus and the ability to rapidly switch between projects and tasks—traits many people with ADHD possess.

Advantages of such employees in IT:

• Characteristics of ADHD, such as quick shifts in focus and a tendency towards unconventional thinking, are important assets in IT, where conditions and project requirements can change suddenly.
• Energy and a drive for constant movement can be directed towards effectively completing tasks in situations where others may feel tired or demotivated.
• Many people with ADHD are capable of working in high-intensity modes, successfully managing tasks within critical deadlines (yes, later they might watch cat videos and be unable to move, but by that point, they’ve already become heroes, so what will they do? you do?).
• A high level of motivation for interesting projects—when a project or task is engaging, employees with ADHD can exhibit an astonishing degree of diligence and focus.
• A habit of internal and external stimuli can make people with ADHD more resilient in stressful and rapidly changing conditions.
• An employee with ADHD is likely to be the initiator of all innovations in the team, the first to bring you new technology, and the first with a fresh beta of any software, and most likely, he will be the ambassador for improving all processes.

Of course, it’s important to consider the other side of the coin. People with ADHD may experience periods of downturn and loss of motivation. Even during such times, these employees find things to do at work: they might switch to less complex but important tasks, engage in research work, or help colleagues; they might even be ready to clear up some technical debt—how useful they are! This change of activity not only maintains the overall productivity level but also opens new paths for development and self-realization. But, of course, not everything is smooth, and there are many downsides to working with such people.

Negative traits of employees with ADHD:

• Difficulties with prolonged concentration on monotonous or uninteresting tasks can reduce productivity.
• Sometimes they may experience periods of reduced motivation, especially if the task seems monotonous or uninteresting.
• Difficulties with self-organization and time management can lead to delays in project completion or missing important details.
• Sometimes impulsive decisions can lead to mistakes or misunderstandings in team work.
• Due to low self-esteem or sensitivity, they may find it difficult to handle criticism, complicating the feedback process and work correction.

What should a manager do with such an employee?

You most likely won’t know that a person has ADHD for various reasons—either they themselves are unaware of it, or they are afraid to talk about it due to the stigmatization of neurodivergent people, or conversely, they are afraid to be trendy and It seems like those who self-diagnose conditions they do not have. In any case, having a diagnosis is not your concern; your job is to organize comfortable work for the entire team (although I suspect that if you’ve read this far into the article, you’ve already diagnosed half of your team and decided that they have this diagnosis).

So, what should you, as a team leader, do? Most likely what you were already doing (next, I will provide advice from the article on how to work with people with ADHD, and you check off each point that you are already implementing).

• Creating a structured environment. People with ADHD often cope better with tasks when they have a clear plan and structure. Team leaders should provide clear instructions and ideally break down large tasks into small steps, which helps the employees navigate their work and reduces stress levels (here comes the magic word—decomposition).
• Flexibility in work methods. It’s important to understand that the standard approach to the work process may not be suitable for someone with ADHD. For example, changing the work schedule, allowing the opportunity to work in a quieter place, or offering short breaks during the day can significantly enhance productivity and job satisfaction (Spain has approached this issue best—siesta greatly improves work performance).
• Using visual and practical tools. Various apps and tools such as calendars, task planners, and reminders can help improve organization and time management. Visual representation of processes and goals can also be useful.
• Constant feedback and support. Regular and constructive feedback helps employees with ADHD understand which direction to move in and what aspects of their work need improvement. It’s important to approach criticism tactfully and maintain an open dialogue.
• Developing an individual approach to motivation. Understanding what motivates an employee can significantly improve their engagement and productivity. For some, the ability to work on a variety of tasks may help, for others, a clear understanding of how their work contributes to the overall success of the project is beneficial.
• Team training. It’s important that the entire team understands the characteristics of ADHD and can interact appropriately with a colleague who has this condition. Informing and training the team helps reduce bias and create a supportive work atmosphere.

Yes, many of these recommendations seem standard for any effectively functioning IT team. However, the key point is that when working with people with ADHD, these practices become not just desirable, but necessary to ensure stable and productive work.

A manager with ADHD—nonsense or normal?

Managers with ADHD often find themselves at the forefront of innovation (startups, new projects, and products). They are capable of instant insights and effective innovative solutions.

However, in more traditional teams, where consistency, attention to detail, and process stability are valued, management can become challenging. Managers with ADHD may face difficulties when required to focus for long periods on routine tasks or when maintaining order in standard operations. In such cases, maintaining productivity and effectiveness may require a strong, supportive, and independent team that compensates for moments of decreased activity and helps maintain the manager’s focus on key aspects of the job.

Ultimately, the success of a manager with ADHD depends on the ability to surround themselves with the right people and create an environment where their strengths are maximally used for the benefit of the company, and their weaknesses are minimized thanks to the support of colleagues.

Among the well-known people openly talking about their ADHD, perhaps the most prominent is Richard Branson—the founder of the Virgin Group. He openly discusses his ADHD and how it affects his entrepreneurial activity and personal life. 

Additionally, based on various indirect signs, this diagnosis can be speculated for various well-known figures from the past. ADHD as a diagnosis was formalized only in the second half of the 20th century, so it is not absolutely certain that historical figures such as Thomas Edison, Nikola Tesla, and Michael Faraday had ADHD. But there are assumptions based on descriptions of their behavior, habits, and personal characteristics, which are reinterpreted through the lens of contemporary understanding of ADHD.

For example, it is often said that Edison had difficulties with traditional education and that he was extremely curious and energetic, which may be associated with symptoms of ADHD. Tesla’s intense work capacity and simultaneous work on multiple projects could also be interpreted as hyperfocusing, characteristic of ADHD.

Where to read about working with ADHD—from the perspective of an employee and from the perspective of a manager:

• An article on the ADHD Online site discusses real-life experiences and viewpoints of colleagues of people with ADHD, highlighting the diversity of ADHD manifestations and the strengths that people bring to the workplace, such as hyperfocus and accountability (ADHD Online).
• Disclo provides a comprehensive guide to managing employees with ADHD, emphasizing the importance of recognizing ADHD as a difference, not a limitation, and offering strategies such as creating a supportive work environment and making reasonable accommodations (Disclo platform).
• Intellect.co suggests embracing neurodiversity and offers strategies for business and HR leaders to help employees with ADHD succeed at work. This includes identifying unconscious biases, implementing training programs, and investing in managerial coaching to better support neurodivergent employees (Intellect).
• ADD.org offers ideas for managing employees by focusing on their strengths, considering flexible scheduling due to varying energy levels throughout the day, and providing clear expectations to help them more effectively manage their tasks (ADD.org).
• An article from Texthelp provides 12 practical tips for supporting colleagues with ADHD in the workplace, such as focusing on outcomes over methods, allowing autonomy, and implementing buddy systems to assist with task initiation and accountability (Texthelp).