This informal CPD article ‘Understanding ADHD Employees: The Operator Manual Analogy’, was provided by Steve Ollington of ADHD Working, who offer corporate training in how employers can benefit from the unique strengths of people with ADHD and unleash the mutual benefits for companies and their ADHD staff.
The Operator Manual Analogy
There’s an existing analogy that is often shared regarding managing people. It goes something like this:
“Imagine every employee in a workplace comes with an operator manual. This manual contains everything a manager needs to know to get the best performance out of them: what motivates them, what demotivates them, how they like to communicate, how they prefer to receive feedback, and how they function in a team.”
Using that analogy, we can think of examples like how some employees might prefer weekly one-to-ones, while others may feel micromanaged and prefer monthly check-ins. And in the analogy, we could point to how reading some manuals does not mean not reading others. Just as no two employees are identical, no two manuals will be exactly the same. But, patterns and similarities will emerge because people have things in common too.
Use of Character Assessment
This is where tools like character assessments and psychometric testing come in handy. These tests help group employees into types, offering managers insights into their behaviours and preferences. For example, an extroverted team member might relish brainstorming sessions, while an introverted one might excel when given time to reflect and work independently. Grouping these "manuals" based on common traits simplifies the task for managers, allowing them to adapt their approach without needing to read every detail of every manual.
To extend the original analogy, let’s compare employees to cars. Every car has unique specifications, but they can often be grouped by similarities such as make, model, transmission (gears) or fuel type. A manager, like a driver, doesn’t need to study every single manual in depth. Once they’ve read a manual for a specific make and model, they’ll likely know how to operate similar vehicles efficiently most of the time, perhaps consulting the manual if there's a problem. In this analogy, experienced managers are like those who have operated lots of cars effectively, and maybe read a good few manuals, to the point where they can instinctively apply their knowledge (but to handle people and teams effectively).
Enter ADHD Employees
Now imagine introducing a motorbike into a team of cars. While cars and motorbikes both have engines and require fuel, their operation is fundamentally different. A car driver cannot assume that their knowledge of cars will enable them to ride a motorbike safely. They need to read the motorbike manual, learn its controls, and understand its nuances, the acceleration, the brakes, etc. Ignoring the differences and trying to treat the motorbike like a car would likely lead to frustration for the driver/rider (and the motorbike), with possibly a few accidents along the way.
Management Consideration of ADHD
This is why managers need to consider neurodivergence. Not just ADHD of course, because just as there are other vehicles than cars and motorbikes, there are other types of people than neurotypical and ADHD. Neurodivergent people will often operate differently from their neurotypical peers. Their communication styles, work preferences, and problem-solving approaches might not align with what a manager has encountered before. While in the ADHD example they bring unique strengths like creativity, innovation, and outside-the-box thinking, managers failing to 'read their manual' can lead to misunderstandings, demotivation, and missed opportunities.
Just as it’s unreasonable to expect a motorbike to operate like a car, it’s unfair and ineffective to expect neurodivergent employees to thrive under the same management approaches used for neurotypical employees. Managers need to take the time to understand these differences, either through direct conversations or neurodivergence training like ADHD related courses (especially if they have neurodivergent people in their teams!)
Recognising that neurodivergent individuals bring valuable diversity to a team is just the first step. Managers also need to acknowledge that their existing "manuals" might not cover everyone’s needs. By learning new strategies, they can better support all employees and create a more inclusive and effective workplace.
We hope this article was helpful. For more information from ADHD Working, please visit their CPD Member Directory page. Alternatively, you can go to the CPD Industry Hubs for more articles, courses and events relevant to your Continuing Professional Development requirements.
