In many workplaces, individuals with ADHD experience unique challenges. Beyond the personal obstacles related to attention, organisation, and impulsivity, these employees often face subtle and sometimes unintentional forms of bullying and harassment. In fact, adults with ADHD are four times more likely to experience bullying at work than people without ADHD (Nielsen, et al., 2016).
This behavior, sometimes overlooked due to its subtlety, can create a hostile work environment and undermine an employee’s sense of belonging, productivity, and overall mental health. Recognising and addressing these behaviors, and providing ADHD awareness training, can foster a more inclusive and supportive workplace.
Understanding ADHD in the Workplace
ADHD is a neurodevelopmental condition that affects focus, impulsivity, and organisation. These traits, however, do not define an individual’s capabilities. Many people with ADHD bring creativity, high energy, and unique problem-solving abilities to their roles. Yet, due to misunderstanding or lack of awareness, individuals with ADHD often encounter bias, subtle discrimination, and even isolation in the workplace.
How Subtle and Unintentional Harassment Manifests
Subtle or unintentional bullying may not stem from malicious intent, but rather from ignorance, stereotypes, or lack of understanding of ADHD. Here are some of the common ways these behaviors manifest:
- Frequent Microaggressions
Microaggressions are subtle, often offhand comments or actions that convey derogatory messages. For ADHD employees, this may include remarks like “You’re so erratic,”, “As I’ve already told you”, or “You go off on tangents.” These comments, though seemingly minor, can erode self-esteem and exacerbate the very challenges ADHD individuals face. Further still, if the employee with ADHD is subjected to regular behaviours like eye-rolling, sighing, tutting, or being spoken over when they speak, it will feel to them like a hostile environment where people are intolerant of their difference in thinking. - Unsolicited Advice on Managing ADHD
Offering unsolicited advice on handling ADHD can feel patronising, as it implies that the employee lacks the self-awareness or capability to manage their condition. This can include suggestions like, “You should try being more organised”, “Just say so if you zone out” or recommending certain productivity hacks without being asked. Such advice, no matter how well-intended, can be intrusive and dismissive of the employee’s personal understanding of their ADHD. - Undermining Professional Abilities Due to ADHD Traits
Employees with ADHD may face skepticism regarding their abilities due to common ADHD traits, such as forgetfulness or impulsivity. When colleagues or managers doubt their skills, assign them lower-responsibility tasks, or undermine them it can impact their professional standing. This practice disregards the individual’s experience and qualifications and can feel belittling, as it implies that they are less capable purely because of their condition. - Being Excluded from Group Activities or Key Conversations
Exclusion from meetings, emails, task updates, social events, or even casual team interactions can be a form of subtle bullying. This exclusion leads to isolation, causing the employee to feel sidelined and disconnected from their team. - Dismissal of Their Experiences and Needs
Employees with ADHD may request reasonable adjustments (for example awareness training) to help improve their situation. When these needs are downplayed or dismissed—such as ignoring requests for flexible hours or team training —the employee may feel devalued. This subtle form of harassment suggests that their needs are unimportant, creating additional stress and making the workplace feel unsupportive. - Gossiping Among Colleagues
When colleagues engage in gossip about someone’s ADHD-related behaviours, it undermines trust and can have damaging effects on the individual’s self-esteem, mental health, and productivity. Managers have a responsibility to foster an inclusive workplace and should intervene swiftly to address and prevent gossip, reinforcing a culture of respect and understanding. Clear policies, awareness training, and open communication can help ensure that neurodivergent employees feel safe, valued, and supported, free from judgement or stigma. - Accusations of ADHD ‘Excuses‘
If a colleague states, or tells others, that a person “hides behind their ADHD” as justification for them not doing things in the way that colleague may expect, this is a form of discriminatory bullying and harassment. Such statements dismiss the legitimate challenges that come with ADHD, perpetuating harmful stereotypes and fostering an environment where the individual may feel misunderstood and unfairly judged. - Blocking Initiatives and Tasks
A colleague who repeatedly blocks an ADHD peer’s initiatives or deprioritises their tasks is engaging in subtle yet harmful exclusion. This behaviour undermines the ADHD employee’s contributions, limiting their ability to showcase strengths and innovation. Such actions stifle the fresh perspectives and creative solutions that ADHD employees often bring, harming both the individual and the team’s potential. - Focusing on Negatives and Ignoring Positives
When managers focus only on negative elements in a performance review for an employee with ADHD, ignoring positive contributions, it creates an unfair and biased evaluation. This one-sided approach misrepresents the employee’s performance, diminishing the value of their strengths. Unbalanced feedback can harm the employee’s confidence and engagement, making it essential for managers to provide fair reviews that acknowledge both challenges and achievements. - Inaction by Management and HR
If forms of the above take place and an ADHD employees managers and/or HR are made aware, they are ethically and legally bound to take action. If the behaviour continues, then further action must be taken – no employee, with ADHD or otherwise should expect to be subject to bullying and harassment for a prolonged period while waiting for disciplinary procedures to be put in place. If grievances then show evidence of someone with ADHD being treated poorly by a colleague and makes recommendations, those recommendations must be followed up on, and further action taken if the behaviour continues. If the manager or HR do not take appropriate actions to stop poor behaviour towards an employee with ADHD, then they are enabling a hostile work environment where the employee will feel unsupported.
The Impact of Subtle Harassment on Employees with ADHD
While some of these behaviors may seem minor, their cumulative effect can be profoundly negative. Subtle harassment can lead to feelings of inadequacy, anxiety, and isolation. The employee may start doubting their abilities or withdraw from collaborative tasks, further limiting their potential and contribution to the team. Moreover, the stress of dealing with ongoing subtle harassment can exacerbate ADHD symptoms, creating a cycle that makes it even harder for the individual to thrive.
This environment not only affects the ADHD employee but also limits team cohesion and productivity. When employees feel marginalised or unsupported, morale suffers, and turnover rates may increase. Cultivating an inclusive and understanding workplace benefits everyone, from individual employees to the company as a whole.
How ADHD Awareness Training Can Combat Subtle Bullying and Harassment
Addressing subtle harassment begins with awareness. ADHD training for all employees, especially managers and team leaders, can play a crucial role in eliminating unintentional bias and fostering a supportive workplace culture.
1. Promoting Empathy and Understanding
ADHD awareness training helps employees understand the unique experiences and challenges of their ADHD colleagues. By learning about the characteristics and needs associated with ADHD, colleagues can approach interactions with greater empathy, making them less likely to unintentionally engage in behaviors that could be hurtful.
2. Recognising and Avoiding Microaggressions
Training can raise awareness about the impact of seemingly harmless comments. Understanding what microaggressions are and how they affect individuals with ADHD can prevent colleagues from making dismissive or patronising remarks. With training, employees can become more mindful of their language and actions, creating a more inclusive environment.
3. Reducing Stigma Around ADHD
Training can challenge stereotypes and misconceptions about ADHD, such as the belief that it only involves lack of focus or that it impedes competence. By addressing these myths, training encourages colleagues to view ADHD as a spectrum of traits rather than a limitation, reducing the likelihood of undermining or doubting the professional abilities of ADHD employees.
4. Providing Practical Strategies for Inclusion
ADHD training also equips managers and team members with actionable strategies for inclusion. This can include guidance on flexible communication styles, constructive feedback, and collaborative goal-setting, which allows ADHD employees to contribute effectively and feel valued.
5. Encouraging Respect for Privacy and Boundaries
With proper training, employees understand that ADHD individuals are best positioned to manage their condition. Training reinforces the importance of respecting boundaries, such as avoiding unsolicited advice or assuming knowledge of what “works best” for an ADHD colleague. Instead, training promotes the idea that support should be offered only when requested and guided by the needs of the ADHD employee.
Creating a Supportive Workplace Culture Through Proactivity
Implementing ADHD awareness training is just one aspect of creating a truly supportive work environment. Proactive measures like involving occupational health early, asking about reasonable adjustments, and providing clear reporting channels for concerns can reinforce a culture where ADHD employees feel valued and supported. When training is combined with these practices, workplaces can achieve an environment where unintentional harassment is minimised, and diversity is genuinely celebrated.
By committing to ADHD awareness and proactive inclusivity, companies can not only prevent unintentional discrimination but also benefit from the unique strengths ADHD employees bring to the workplace. Supporting employees with ADHD contributes to a workplace culture that values all employees for their contributions, making it a win-win for both the company and its team members.
Reference
Nielsen, M. B., Tangen, T., Idsoe, T., Matthiesen, S. B., & Magerøy, N. (2016). Post-traumatic stress disorder as a consequence of bullying at work and at school: A literature review and meta-analysis. Personality and Individual Differences, 92, 18-24.