For me, executive function challenges at work include getting started, prioritizing tasks, keeping track of information, adapting to change, and managing emotions under stress. Clear instructions, manageable steps, reminders, and time to process are some of the things I find helpful.
I’m Brett, an autistic boss with ADHD. I’ve served in a senior leadership role for more than six years and have been a manager for more than 12 years. I talk about how autism and ADHD show up in the corporate workplace. I use AuDHD to refer to having both autism and ADHD.
These examples reflect my experience as an autistic manager with ADHD. What helps me may not help someone else, so I encourage managers to ask employees what support works for them.
I’m sharing my perspective as a manager, not as a medical expert. I’m describing workplace experiences here, not offering guidance on identifying or diagnosing autism or ADHD.
My approach starts with strengths. When I talk about challenges, I’m looking at where support or accommodations could help. Connecting work to someone’s interests and strengths is a central part of how I approach that support.
Planning and prioritizing
Organizing tasks and setting priorities can be challenging for me, especially when the work doesn’t connect with my interests. Sometimes I need help finding my way in: understanding the big picture, knowing what a task involves, or figuring out where to start.
I need both the big picture and the details. I want to understand the purpose of the work, but I also need a clear plan. The big picture can be helpful and overwhelming at the same time.
If you’re a manager, one approach I recommend is sitting down with an employee to break a project into smaller tasks and discuss which ones come first. Explain how the tasks connect and why particular priorities matter.
Clear boundaries help me, too. Where does my work begin and end? Is someone else taking responsibility for part of the project? Knowing that makes it easier to understand my role.
Keep strengths in the conversation. If you know what someone does well, help them see how those skills apply to the project. For me, a detailed assignment connected to a strong interest can be an opportunity to use my ability to hyperfocus.
Task initiation
For me, getting started can be one of the harder parts, particularly when the task doesn’t interest me.
One approach I recommend trying is setting a timer for five or 15 minutes and focusing on one part of the task. After that, take a break or do something enjoyable: go for a walk, get a nice beverage, or have a treat. Then come back and pick up again.
Having something to look forward to helps me get through the work. So does knowing that the timer is counting down.
Breaking tasks down and prioritizing them makes it easier for me to move between them. Crossing things off a list helps me see what I’ve accomplished and what’s left to do.
For managers, my recommendation is to give clear instructions and help employees connect a task to their strengths or interests. Talk through how a skill they already have could apply to the work.
Working memory
Keeping track of multiple steps or pieces of information at once is something I really struggle with.
I use sticky notes, apps, and a lot of note-taking. Sometimes I write down exactly what someone says so I don’t miss a point.
I’m also a verbal processor. Written instructions help, but I may need you to talk me through them, too. Then I can refer to the instructions as I think back to our conversation.
That isn’t every autistic person’s experience. It’s what helps me.
My work calendar is full of reminders, timers, and deadlines. Those systems help me keep track of responsibilities and see how much time I have for different tasks.
If you’re discussing support with an employee, options I suggest exploring include written instructions, a verbal walkthrough, visual aids, reminders, and time to take notes. Ask which of these, if any, would be useful to them.
Self-monitoring and feedback
When I talk about self-monitoring at work, I’m talking about noticing how my work is going and where I need to make adjustments.
Feedback is an area where I encourage managers to be thoughtful. I can be very aware of how I think I’m doing, and clarity matters to me in conversations about performance.
I recommend regular check-ins as a chance to discuss progress and clarify expectations. I find clear, constructive feedback and positive reinforcement helpful for understanding where I can improve and what I’m already doing well.
Be thoughtful about the language you use. My recommendation is to explain what needs to change while also recognizing the person’s strengths and contributions.
Flexibility and change
I struggle with change. The more advance notice I have, and the more time I have to get comfortable with it, the better.
It helps when someone brings me along gradually. I need room to understand the change, ask questions, and see how I fit into the bigger picture.
A clear timeline helps me answer questions like:
- How much time do I have to sit with this?
- How much time do I have to ask questions?
- How will my task or role change?
- What can and can’t I do within the scope of this change?
My advice to managers is to avoid announcing a change and expecting an immediate positive response. Give people time to understand it and get comfortable with it.
Be patient with questions. For me, asking questions is part of processing change. As a manager, I see value in giving people time to process information, ask questions, and share ideas. I want to hear the details, challenges, or possibilities they’re noticing.
Emotional regulation
Managing emotions at work can be difficult for me, especially under stress.
I can experience strong emotional responses, heightened anxiety, or difficulty expressing what I’m feeling. Sometimes that slows me down or makes me need to pause.
I might be able to keep talking through a situation while still needing time afterward to sit quietly or process it with someone I trust. That processing may take more than one conversation or one day.
Questions I suggest managers ask include:
- “How can I help you through this moment?”
- “How can I be here for you?”
- “What can I do to support you?”
I’ve had employees with ADHD tell me they need to step away from a conversation, collect their thoughts, and come back. They might return to the discussion in writing or in another conversation.
For me, masking is also part of the experience. I may not want to show my emotions in front of other people, especially my boss. I may want to process them separately.
My recommendation is to respect a request for a break and give the person room to process.
Impulse control
When I discuss impulse control at work, I’m referring to things like hasty decisions, difficulty waiting for a turn to speak, or wanting to start a task immediately.
I also see a place for that impulsive energy in design-thinking sessions, problem-solving, and generating ideas. For me, taking a strength-based approach means considering where that energy can contribute and creating room for it in the right setting.
Building a work environment people can trust
When I know I have a leader I can trust—someone who will help create the conditions I need to do my work—it reduces my anxiety. I’m more engaged, and I’m more comfortable coming forward when I’m facing a challenge.
My advice is to focus on the support you can offer: clear instructions, help with prioritizing, room for questions, and time to process change. Those conversations can begin with what an employee tells you they need.
Start with the person’s strengths, listen to what they tell you, and work with them to understand where support would help.
Frequently asked questions
How do executive function challenges show up in your work?
For me, they include difficulty getting started, organizing and prioritizing tasks, keeping track of multiple pieces of information, adapting to change, and managing emotions under stress. I’m describing my experience, not offering guidance on identifying or diagnosing autism or ADHD.
What do you recommend managers try when an employee struggles to get started?
I recommend discussing the purpose of the work, breaking it into smaller tasks, and identifying the first priority together. I also suggest exploring how the work connects to the employee’s strengths or interests and asking what support they find useful.
What helps you with working memory at work?
I use notes, written instructions, verbal walkthroughs, and calendar reminders. I may need someone to talk me through a task and leave me with written instructions to refer back to. What helps me may be different from what helps another person.
What do you recommend managers try when introducing change?
I recommend giving advance notice where possible, explaining the bigger picture, providing a timeline, and making room for questions. In my own experience, time to process is more helpful than an expectation that I respond positively right away.
Resources for Further Reading
For more information on executive function, ADHD, and autism, I recommend checking out these resources:
- How to ADHD YouTube Channel
- Embrace Autism Website
- Neurodivergent Insights by Dr. Megan Neff
- Books by Dr. Ned Hallowell
Final Thoughts: Supporting neurodivergent employees requires understanding, patience, and a willingness to adapt. By focusing on strengths and providing the right tools and environment, we can create workplaces where everyone has the opportunity to excel.
About Brett
Brett Whitmarsh is an autistic manager with ADHD who shares his experience of autism, ADHD, and AuDHD in the corporate workplace. Drawing on his background in management and senior leadership, they write and create videos about executive function at work, strength-based management, and supporting neurodivergent employees. His perspective is grounded in lived experience and leadership practice.