Introduction:

Navigating the intricate landscape of corporate politics is a challenge for all of us. However, for individuals with Attention Deficit Hyperactivity Disorder (ADHD) and Rejection Sensitivity Dysphoria (RSD), these complexities can present unique hurdles.

While almost everyone has heard of ADHD (and many think it’s primarily about constantly being on the move and/or a bit forgetful), Rejection Sensitive Dysphoria (RSD) can be less well understood or recognised. RSD, a symptom often associated with ADHD, involves intense emotional reactions to perceived criticism or rejection. RSD amplifies the impact of interpersonal encounters in the workplace.

Another challenge that often comes hand in hand with ADHD is Emotional Dysregulation, which is exactly as it sounds: People with ADHD can struggle to regulate their emotions.

Corporate Politics in the Workplace

Corporate politics refers to power dynamics, relationships, and hierarchies within an organisation. It includes the subtle nuances of interactions, decision-making processes, and informal networks. These all influence the distribution of resources, opportunities, and advancements. In working lives, corporate politics can manifest through informal alliances, office hierarchies, power struggles, and the unspoken rules that dictate influence and success. Negotiating these dynamics often involves understanding hidden agendas, managing interpersonal relationships, and navigating conflicting interests. All of which can pose challenges for individuals with ADHD and RSD, especially if they have difficulties processing social cues and managing emotional responses.

Impact of Personalisation, Rejection, and Criticism

In corporate settings, the tendency to take things personally can exacerbate challenges. Rejection or criticism, often inevitable in professional spheres, can trigger intense emotional responses for individuals who experience RSD. Being excluded from a project, given less (or more) work than others, perceived rejection or misunderstanding corporate politics can lead to an intense reaction. That reaction, in turn, may or may not lead to an escalation of politics and it’s impact. Neurodiverse individuals can find navigating this remarkably difficult and it adds to stress and can significantly impact confidence too.

Delivering Feedback

Creating a supportive environment involves understanding how to give feedback effectively. Clarity, constructive criticism, and sensitivity to emotional responses play a crucial role in fostering a workplace that accommodates diverse cognitive processes. Specifically, understanding how your employees with ADHD process feedback and perceived criticism is crucial. It might be as simple as giving them more time to process the feedback, prior to agreeing actions. It could be about helping them contextualise the feedback and recognise it’s only one part of how they are perceived. Reminding them they still have many strengths and positive traits they bring to the team.

The use of Contrasting Statements can be helpful if you know that you have a team member who can struggle with RSD (or is generally sensitive to feedback). This is where you start by stating what you don’t mean/want and then what you do mean/want. Openly stating what you aren’t intending can minimise the risk of RSD being activated and reduce the potential for negative impact.

Support Strategies for Managing Emotional Dysregulation

For individuals with ADHD, managing emotional regulation is key to navigating professional spaces. Practical approaches like mindfulness techniques, establishing routines, seeking support networks, and exploring tailored therapies or coaching can significantly aid in emotional regulation at work. Being able to process emotions in a safe space and in a safe way is important. Again, that can be as simple as giving time and space to process or an outlet to talk it through and regain a sense of perspective.

As a leader, think about ensuring you set context for every meeting and catch up. For someone with ADHD/RSD the build up and fear a “can we have a quick chat?” can engender is remarkable. Even if there is no reason for censure, it’s likely by the time you sit down to talk, the person is convinced you’re going to fire them, or worse!

Fostering Neurodiversity in the Workplace

As a leader we each have a responsibility to better understand our teams and peer groups, whether they’re neurodiverse or not. By developing your understanding of how different people react to feedback, criticism, emotions, or other aspects of human interaction you can better support, motivate and inspire all of your team.

Emphasising the importance of embracing neurodiversity in corporate cultures and advocating for inclusive practices benefits not only individuals with ADHD and RSD but the entire workforce. Encouraging diverse thinking styles and acknowledging different processing methods fosters a more dynamic and innovative workplace.

Conclusion

Navigating corporate politics while dealing with ADHD and RSD is especially challenging, but understanding these conditions and implementing supportive strategies can enable everyone to thrive in professional environments.

Creating space for neurodivergent members of staff to process feedback, and their emotions, prior to discussing action plans and next steps can be beneficial. But, above all, talk to your team, help them feel safe enough to share what they find challenging and how you can support them, recognise and celebrate their differences in a way that feels good to them.

By fostering an inclusive workplace and accommodating diverse cognitive processes, we create spaces where everyone can contribute their best.

If this article has resonated with you and you’d like to talk, drop a DM to Sarah Morgan and we can talk!