Yesterday morning, I was on LBC Radio (from min 2:07:35) as a guest to discuss a story that’s been making headlines: a young PR executive with ADHD who just won her disability discrimination case after being called “disorganised” by her employer — an employer who didn’t know she had ADHD.
At the heart of this story isn’t just legal precedent — it’s a cultural question.
We are looking at ADHD, in conjunction with the generational differences towards work and leadership. Younger people are seeking leadership that supports the best version of themselves, not just what the workplace demands.
A few months ago, I wrote about the future of leadership, exploring the qualities of a regenerative leader, as discussed by management thought leaders at the Thinkers50 summit.
Belonging, emotional safety, and vulnerability are must-haves for creativity to grow. Humility and empathy are the true markers of maturity in leadership.
The Invisible Gap No One Sees Until It’s Too Late
The empathy gap in how each side perceives what is the right thing to do.
The case sparked a deeper reflection for me, because it highlights the crossroads so many neurodivergent employees face at work:
💥 How do neurodivergents open up about their diagnosis if they don’t feel safe to do so? 💥 How can leaders model safety and vulnerability to enable team members to feel psychologically safe?
When asked: “When the employer puts in a performance improvement plan in reaction, surely that’s a constructive plan that a person with ADHD may be looking for?”
I said, “No… Sadly, this is all too common, where people don’t open up about their diagnosis until they are judged for it…”
Nick Ferrari said, “But, how can employers be expected to make reasonable adjustments if they don’t know about someone’s diagnosis?”
I said, “You’ve named the realities we are facing, an uncharted territory where people are walking on eggshells, not knowing what to do…”
Beyond Policy, System and Processes, the Real Difference Lies in Emotional Safety
We talk about policy. However, we need to discuss people. We’re living in a time where the real workplace adjustment for neurodivergent talent isn’t just better processes or checklists.
✨ It’s emotional safety.
The part of inclusion we tend to skip? I call it emotional accessibility, and I wrote about it in this Fast Company article I wrote: “Neuroinclusive workplaces won’t happen without this one shift: Emotional Accessibility”. It’s the unspoken but essential foundation of true neuroinclusion. Without it, even the best policies sit there collecting dust, unspoken and unused.
If you don’t understand the human realities of our neurodivergent experiences, your neuroinclusion policies are irrelevant. In the case of this young PR executive, granted, she has a very different perception of work than someone from my generation. But, collectively, neurodivergents are all seeking a better work-life balance, improved well-being, and more equitable workplace practices.
Culture is Where it Lives — or Dies.
Inclusion is not a checklist. It’s not a one-hour training or a slide deck.
Inclusion is how people feel, hear, see, and are seen — in the room, in an email, in a one-on-one meeting.
That starts with emotional safety. And emotional safety starts with culture — not as a buzzword, but as the everyday experience of being able to show up fully human without fear.
That’s where real change begins.
If this speaks to you… I’m currently booking sessions for March 2026, including Neurodiversity Celebration Week and International Women’s Day.
If your workplace is ready to go beyond awareness into action – through Masterclasses, keynotes, or deeper culture strategy work – I’d love to hear from you.
Let’s create spaces where everyone can actually thrive.
Drop me a message, or email: samantha@adhdgirls.co.uk
#Neurodiversity #Neuroinclusion #EmotionalAccessibility #PsychologicalSafety #WorkplaceCulture
