In February 2024, Tech Talent Charter, the UK’s leading non-profit for diversity in tech, published its “Diversity in Tech” report. The report revealed that 3% of tech employees are neurodivergent, according to employers. However, a direct survey of employees found that 53% of respondents identify as having a neurodivergent condition, with ADHD (15%) being one of the most prevalent conditions. Before we get into the details, for those unfamiliar with what neurodiversity describes, Psychology Today defines neurodiversity as:
Neurodiversity refers to the idea that neurological differences, such as those seen in autism or ADHD, reflect normal variations in brain development. Neurodiversity is often contrasted with the “medical model,” which views conditions like autism or ADHD as disorders to prevent, treat, or cure. There has been a push to move away from this idea of pathology and more toward a more nuanced perspective with variations of what is “normal.”
While some say neurodivergence is normalized in tech, I don’t believe that to be the reality.
Some may argue that in today’s day and age, “neurodivergence” has become normalized. People are more open about it, so much so that they post about it on TikTok, Instagram, or other social media platforms that garner large followings on how to navigate their ADHD, Autism, or other neurodivergent condition. We’ve come a lot further than where we were 30, 20, even 10 years ago regarding the societal outlook on mental health.
But as many articles that are consistently published around neurodivergence in tech as a talking point focused on how it can be a “superpower” or can potentially enable your team in “new innovative ways”, it still doesn’t feel “normalized” within companies/company culture. It can be difficult to tell what is “safe” to share with employers versus “unsafe”, especially if you reside in a state with at-will employment, where employees can feel on-edge disclosing any personal details with their employers.
After receiving my own diagnosis, I was torn on how to navigate that in the workplace. I became acutely aware of my limitations, but in the same vein, I became aware of how to work around and with them. There were things I finally had answers for regarding behaviors or how my brain “works” that would be difficult to hide from employers. I was able to reflect on previous instances where those behaviors or methods put me in a negative light by the misunderstandings or miscommunications I would unintentionally cause.
While I knew it would be helpful to share those sides of myself and provide some background on things I do or behaviors I have to avoid any negative interactions or perceptions, I was also afraid of sharing my diagnosis with employees/companies knowing there could be judgement or misunderstandings rooted in the existing stigma around ADHD and other neurodivergent conditions.
For the examples below, I’m sharing from my own experience and the perspectives of those who felt comfortable sharing theirs. These may not reflect your unique traits or how you present yourself.
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I can already hear some of you: “people should be responsible for their own behaviors and work towards correcting them."
You’re not wrong. But context is important. Growth and learning opportunities are only possible when 1) employees are open to receiving and implementing feedback and 2) companies actually follow through with providing feedback in a timely manner so said employee can implement prior to review cycles.
Some companies don’t even give employees or candidates a fighting chance.
Studies suggest that up to 70% of individuals experience imposter syndrome at some point in their lives, with creatives being particularly vulnerable due to the nature of their work, which often involves constant evaluation and feedback. Creatives may face heightened imposter feelings because they frequently compare themselves to others, strive for perfection, and rely on external validation. These factors can fuel a cycle of self-doubt and insecurity, even when their work is objectively successful
Ref: (Milan Art Institute) (Culture Partnership)
When I first started feeling the grip of imposter syndrome, I was convinced I was the only person on the planet with these thoughts. It was like everyone else had their act together, and I was just winging it. But over time, as the anxiety grew, I decided to open up to some of my closest teammates. And guess what? The more I shared, the more they did too.
Turns out, so many other designers were feeling the exact same way I was. I was shocked to learn that even the ones I thought had it all figured out were also secretly wondering if they were any good at what they were doing. It was like a collective ‘fake it till you make it’ situation, except none of us knew we were all faking it together.
I was 30 years old when I was diagnosed with ADHD. Getting a “later in life” diagnosis led me to a mountain of grief. I grieved my past self, the potential I felt I hadn’t reached, and all the things I could have accomplished if I hadn’t spent years being told I was “lazy,” “stupid,” or “lacked self-control.”
With 14 years in the tech industry and 9.5 years dedicated to design, I’ve built a deep understanding of the design process, leadership, and the role of communication in product success. Diagnosed with ADHD in 2021, I initially feared the diagnosis might hinder my career, as I recognized I couldn’t keep “masking” behaviors that had previously caused misunderstandings and negative perceptions. Through focused bi-weekly therapy and self-reflection, I’ve reframed my neurodivergent traits as key strengths in my work.
As an active participant in design communities and a mentor in LGBTQ+ and neurodivergent-focused spaces, I bring real-world, practical experience to the table. I’ve successfully applied these principles to my work, empowering myself and others to harness neurodivergence as a tool for success, innovation, and equitable design processes.I believe we can harness the power of neurodiverse traits, taking the pieces of ourselves we were made to feel ashamed of and repurposing them into our unique superpowers.
This guide gives you the pieces you'd need to get started on your own, however, I teach a workshop on G.R.I.T that goes through these talking points in depth, including live exercises to apply each piece of the framework. The link is below, and can also be found on Maven.com!
You can check that out here: Own Your Neurodivergence with the G.R.I.T. Framework
the G.R.I.T. framework, a structured approach designed to empower neurodivergent designers and their teams. This framework helps individuals unlock their unique strengths and fosters more equitable design practices by embracing diversity in thinking and problem-solving.
Each letter represents a different building block for professional and personal growth.
GRIT helped me...
While tech is renowned for innovation, significant stereotypes and systemic gaps still exist around neurodivergence, hindering ND individuals' contributions. This isn’t just about reframing neurodivergence as a strength or unlocking hidden potential—it’s about truly understanding ourselves so we can communicate and thrive authentically.
The first step is meeting yourself where you are by understanding your current limitations and expectations. Gaining clarity helps you set the stage for success by identifying your unique needs and setting boundaries that keep you feeling in control.
There are three key areas to start with when trying to identify patterns. It can be difficult to know what to ask yourself when you're unaware of potential limitations or areas of friction. It's almost like grading your own homework...you don't know what you don't know. Still, I find that starting here can help reveal blindspots through self-reflection.
GRIT starts by helping you identify limitations, role expectations, and any gaps between the two.
Start by identifying any challenges or limitations you currently have within your role: By recognizing what holds you back, you can develop strategies to work around or overcome these obstacles—whether they’re challenges within your role, personal limitations, or feedback you’ve consistently received but struggled to apply effectively.
Next, Make sure you understand all the expectations tied to your role: Expectations can come from your manager, teammates, stakeholders, or other partners you collaborate with. Consider feedback from your manager and team, as well as your day-to-day interactions.
Self-reflection enables you to turn your insights into actionable steps. You can ask yourself:
if you have ADHD, demotivators will be the quickest path to dopamine death, making it even more difficult for you to focus or complete tasks.
Last, turn insights into action
Its important to note that absolute requirements can also go deeper than distractions; it can also be the things that you feel create or foster toxic work environments, like micromanagers or distrustful teammates. Knowing your requirements also helps shape your strengths.
People with ADHD or autism are at a higher risk for miscommunication in the workplace than neurotypical individuals, so any potential misunderstandings you've identified about your communication style should be noted. Communicating differently does not make anyone wrong; it just means there’s a little bit of extra work to understand individual communication styles, our colleagues’ communication styles, and how to align the two successfully.
Intent vs. impact is key. While our intentions may be good, what truly matters is how our actions are perceived and the impact they have on others.
The "R" in G.R.I.T. is about relaying your needs comfortably and constructively to others. No one’s a mind reader! Sharing your needs with your team or boss helps them understand how to best support you. If you keep things bottled up, you risk misunderstandings, burnout, and missed opportunities. Revealing your needs builds trust, fosters better working relationships, and creates an environment where you can truly shine.
Help others understand you.
I felt misunderstood at the majority of my jobs. I wasn’t underperforming, and I wasn’t doing anything “wrong,” but I was getting consistent feedback on my communication style (which, at the time, I thought was “good”). I realized that my communication style came off as “aggressive” due to the directness. However I thought my directness was a good thing -since my intention was to make things as clear as possible without room for assumptions or implications. I was fearful that admitting preferences would create the perception that I wasn't good at them, and in turn, would make me seem less capable or competent. However, the friction caused by misunderstandings began to outweigh the fear of sharing my needs.
Sharing your needs with your team or boss helps them understand how to best support you. Relaying your needs:
Get ahead of any potential misunderstandings so that if they occur in the future, your colleagues understand your behavior and intention.
I use a framework (or template) called a "Manual of Me", so I can communicate my needs in a safe and comfortable manner with teammates. Rather than approaching an experience that can feel (and be) very emotional, it enables you to share more about yourself and your needs in an objective format. This is an ideal tool to guide communication with colleagues and managers, providing specific needs-based statements, such as preferred work hours, directness in feedback, or the need for a quiet environment.
I found the more transparent I was, the more empowered I felt within my role.
There are a lot of available templates and/or ways of formatting a “manual of me.” The one I use is from manualof.me by Matthew Knight, creator of the Manual of Me platform, but feel free to use your own version however you like. Using this removed a lot of the pressure I personally felt when communicating needs to managers or colleagues. Before I implemented something like this at work, I was never sure when to bring things up or how to word them in a way that felt safe. Having the structure within the manual helped me communicate parts of myself that felt scary and vulnerable in a way that felt safe.
Tailor your needs to your work style to create the best chance of success within your team and your role by taking control over your narrative and perception through visibility and communication. A “Manual of Me” typically includes details about:
Shortly after, I started to see more success with my approaches and methods. My transparency also created space for my coworkers to feel comfortable asking questions once they were able to understand and trust my intentions.
The "I" in G.R.I.T. is all about Identifying your superpowers. This is where you take a closer look at the unique strengths that come with being neurodivergent—your "superpowers"—and figure out how to make the most of them. It's not just about knowing what you're good at; it's about refining and using those skills to shine even brighter in your work. I'm a firm believer that neurodivergent traits can enhance creativity, problem-solving, and iteration in design.
I know superpowers can sound corny at times, but they’re true. As designers, we’re already equipped with some pretty incredible traits that our peers don’t have, and no, it’s not about being better; it’s about highlighting how we’re different.
A tool you can use to pivot, grow, or even create new opportunities in your current role. Whether taking on new projects, looking to lead initiatives, or wanting to bring new ideas to the table, knowing your strengths and areas for growth gives you a solid foundation. It helps you advocate for yourself and make choices aligned with where you want to go.
Half of step 1 in GRIT (the G), was a mini self-evaluation through the lens of reflection; focused on areas of growth. This part of the evaluation focuses on what level you're at today within design, what your strengths are, and how to translate those into superpowers.
When you know your strengths, you can play to them in your projects and collaborate in a way that feels true to you. Knowing your strengths and areas for growth gives you a solid foundation, empowering you to make decisions with more confidence and intention.
Knowing my strengths and what truly excites me has completely transformed how I approach applying for roles and growing in my current position. I’ve learned where I bring the most value, and as I’ve refined and integrated those strengths into my work, I've built a reputation and trust with my colleagues around these superpowers. It’s made it so much easier for my manager—and me—to see where I can make the biggest impact and which projects are the best fit. From a neurodivergent lens, strengths can look like race-car thoughts, hyper-focus, and thinking outside the box.
Our diverse perspectives are our superpowers. Combining our work preferences and strengths, we can translate these into design-specific superpowers. Once you've confidently identified your strengths, translate those into design superpowers. Your superpowers are the things you feel makes you unique amongst your peers.
As mentioned earlier, ADHD stereotypes often fuel unfair perceptions of limitations and risks—but the truth is, our diverse perspectives are our superpowers.
Some people describe neurodivergent individuals as being able to “think outside of the norm.”I see this concept as a “superpower” in business (and design in particular) through the ability to provide a range of perspectives onhowthe problem can be solved when you approach your solutions through different lenses. This is important because your organization can get stuck in patterns that have worked in the past but might not work with current problems teams aim to solve.
Product orgs (or businesses in general) seem to get stuck in the same line of thinking, often becoming inflexible over time if they’ve seen success even just once from that approach. I think of the lack of flexibility as a ghost. Product teams may start framing project outcomes around North Star metrics that are the ghosts of previous success, set to haunt the future of your potential success. Product stakeholders might be less likely to take risks when they don’t understand the full spectrum of what you (or other designers) are proposing. Use your ability to see multiple paths forward to sketch wireframes and flows that guide your team toward a shared understanding of the pros, cons, and potentials.
Keep in mind pitching the idea of 10 different paths to solve a problem won’t give you credibility. The secret to harnessing that “superpower” is boiling the problem down to its core goal and desired outcome so you can directly connect to your “out of the box” proposals and how you see that impacting the overall business outcome. Powers only become super when you understand how to utilize them.
While these can be translated into a superpower, they can have additional pitfalls. That is why spending a lot of time on G and R is essential; understanding yourself, your limitations, and your expectations will help you shape your superpower.
The "T" in G.R.I.T. is about tuning and growing your superpowers to shape your growth and enhance your outputs.
As you start to really understand your neurodivergent superpowers, you'll see how they set you apart in the best way possible. Whether it's your unique way of solving problems or how you see connections others might miss, these strengths are what make your work stand out, and over time, as you refine your processes and sharpen your communication skills, you'll notice that feedback helps shape those superpowers even further
“Tuning” is an ongoing process of adapting, learning, and refining your approach.
Tuning encourages self-reflection and growth through feedback. This is where you'll continue translating strengths to product and design, mapping neurodivergent superpowers to design skills, and creating your superpower statements. For example, if hyperfocus is one of your superpowers, it's important to harness and refine with feedback loops and goal setting to prevent potential pitfalls like overextension or burnout.
Growth is all about the feedback you receive over time and continually reshaping and refining your superpowers. Tuning will make your design and product output get stronger—more thoughtful, creative, and impactful—because you're learning how to harness what makes you, you, in the best way possible.
It all starts from within.
Embrace your own unique strengths, and if you're leading others, create space for neurodivergent team members to grow through clarity and kind conversations.
I believe we can embrace the unique strengths that come with being neurodiverse, turning the traits we once felt ashamed of into our own personal superpowers. That’s exactly what I did—by repurposing my challenges, I developed a process that became a scalable framework. Now, others facing similar struggles can use these strategies and actionable takeaways to overcome their obstacles too using The G.R.I.T Framework.
If you'd like to walk through it together, grow your community, and apply in real time, join me for the next scheduled workshop! Own Your Neurodivergence with the G.R.I.T. Framework
A practical, structured approach to gaining clarity, advocating for your needs, and reframing your unique strengths as someone navigating neurodivergent traits within the tech space.
