Podcast Summary: Nonprofits Are Messy – Ep 239

ADHD at Work: A Guide for Nonprofit Leaders and Teams

*Host: Glenda Testone (guest host for Joan Garry)
*Guest: Erica Fortescue (Professional Coach, Consultant, ADHD and Neurodiversity Specialist)
*Date: October 25, 2025

Episode Overview

In this episode, Glenda Testone and Erica Fortescue dive deep into ADHD in the nonprofit workplace—what it looks like, how to recognize it (in yourself and others), and how best to support "ADHD and ADHD-ish" team members. The conversation blends personal stories with actionable advice for leaders and colleagues, aiming to foster healthier, more compassionate, and more productive nonprofit environments.

Key Discussion Points & Insights

1. Erica’s Story and Why ADHD Matters at Work

[04:38 – 09:28]

• Personal Journey: Erica shares her adult ADHD diagnosis during a high-stress period—balancing nonprofit leadership, motherhood, and the 2008 financial crisis.
• "Time blindness" & Working Memory: She describes challenges like time blindness and difficulty switching tasks, resulting in professional and personal frustration.
• Self-Compassion: Diagnosis brought relief—"it opened up this door to self-compassion that has had a tremendously positive impact on my life." (Erica, 09:06)
• Coaching and the “ADHD-ish” Term: Many clients aren’t formally diagnosed yet show similar patterns—she dubs them "ADHD-ish," especially among high-achieving, mission-driven people.

2. What Is ADHD Really? Understanding the Basics

[10:43 – 12:38]

• Terminology: ADD vs ADHD—clinically, both are ADHD, with three subtypes:

  • Inattentive type (classic ADD): Dreamy, distracted.
  • Impulsive/hyperactive type: Classic “energizer bunny” traits.
  • Combined type: Traits of both.

• Characteristics: It’s a neurodevelopmental difference in attention, memory, and self-regulation.

• Not Just “Inattention”: Sometimes it’s “an abundance of attention”—hyperfocus on certain interests, but struggles to focus on less stimulating tasks.

  “It’s often an abundance of attention…a mind having 100 ideas at the same time. But challenge when it comes to saying, ‘This is the one thing I need to focus on and I’m going to sustain my focus on it.’”
  (Erica, 11:40)

3. Recognizing ADHD and “ADHD-ish” Colleagues at Work

[13:38 – 17:55]

• Spotting Clues: Most people don’t disclose ADHD; leaders should recognize patterns, not diagnose.
• Strengths:
  • See creative solutions others miss.
  • Can be charismatic, passionate, dynamic, excel in crisis.
  • Thrive in high-stimulation, unpredictable environments.
• Challenges:
  • Inconsistent performance (great in crisis, struggle with routine).
  • Chronic lateness, missed deadlines, organizational issues.
  • Over-participation in meetings – "talking more than their share."
  • Sometimes overlooked or stigmatized for these behaviors, which might be misunderstood by peers.

4. Mythbusting ADHD at Work

[18:21 – 25:01]

• Common Myths:

  1. ADHD isn’t real.—False, it’s extensively documented in research.
  2. Caused by bad parenting or environment.—False, it’s highly heritable (60–80%).
  3. People with ADHD aren’t as smart.—False, intelligence ranges are comparable to neurotypical people.
  4. They’re oblivious, lazy, or not trying.—Typically untrue; most are acutely aware and self-critical.

  “One of the essential experiences of ADHD is, ‘I know what I need to do. I just don't seem to be able to do it.’”
  (Erica, quoting Russell Barkley, 24:20)

• Sensitivity to Criticism: ADHD kids, by age 12, reportedly hear 20,000 more corrective messages than their peers (Dobson study, cited 24:31).

  “No wonder a lot of people with ADHD are really sensitive to criticism because they've been getting it...their entire life.” (Erica, 25:01)

5. Building Supportive Work Environments for ADHD

[27:54 – 35:55]

a. Supervision and Management

• Recognize Uneven Talents: Accept that people may excel in some aspects and struggle in others. Focus job roles on strengths when possible.
• Avoid the “Wall of Awful”: Don’t let shame paralyze progress—provide help with detail-heavy or finishing tasks.
• Mission Moments: Let ADHD team members (often charismatic) deliver motivational stories at meetings.

b. Concrete Strategies

• Working Memory Aids: Write things down. Always allow time for note-taking after meetings/conversations.

• Wrap-up Time: End meetings by letting everyone document action items right away.

  “Write things down and give them a moment to write it down on the spot.”
  (Erica, 32:50)

• Ask What Support They Need: From moving a noisy fan to offloading repetitive travel booking, tailored accommodations are often easy to grant.

• Deep Work & Communication Boundaries: Assign team-wide meeting-free “deep work” times, limit constant Slack messaging.

6. Managing “Hyper” or Talkative ADHD Colleagues

[36:42 – 38:44]

• Provide frameworks for concise sharing:
  • Have them send a pre-meeting email with top priorities.
  • Recognize when they’re verbal processors, pair them with other verbal colleagues for walking meetings or dual-task settings (back tasking).

7. Self-Management for “ADHD-ish” Listeners

[39:18 – 41:02]

• Self-Reflection: Notice what tasks energize or deplete you.

• Play to Your Strengths: Make yourself invaluable in areas you excel; ask for help, be specific about needs (e.g., “Please remind me about meetings—it’s not intentional if I’m late.”)

• Relationship-Building: Earn goodwill; be generous and supportive to foster mutual understanding.

• Disclosure: You don’t have to share your diagnosis, just your working style.

  “You don’t have to disclose to your colleagues that you have adhd, but it’s very helpful to be able to explain yourself as an unevenly talented person...”
  (Erica, 39:27)

8. Structuring Meetings for All Brains (But Especially ADHD)

[42:36 – 47:15]

• Four Pillars of Effective Meetings:

  1. Start/end on time.
  2. Leave people more energized.
  3. Everyone participates and shares.
  4. Clarity on actions afterward.

• Tips:

  • Opt for 25/50 min meetings for transition time.
  • Start with mission/energizer moments.
  • Use written, visual tools (Post-its, digital whiteboards) so all can contribute.
  • Employ “think–pair–share” techniques for brainstorming.
  • Timed agendas and pre-planned “cut” items avoid running overtime and ensure closure.
  • End with documentation and action assignments—let people schedule follow-ups immediately.

  “Meetings are expensive...you gotta do something that's worth that investment.”
  (Erica, 42:40)

9. Resources & Connecting with Erica

[48:10 – end]

• Contact: efcoach.com for info, coaching, ADHD-friendly coworking (“body doubling” groups).
• Self-Compassion & Mission: Erica’s passion is fostering understanding and self-compassion for ADHD brains everywhere.

Notable Quotes

• “It opened up this door to self-compassion that has had a tremendously positive impact on my life.”
  — Erica [09:06]

• “It’s often an abundance of attention…a mind having 100 ideas at the same time.”
  — Erica [11:40]

• “You don’t have to disclose to your colleagues that you have adhd, but it’s very helpful to be able to explain yourself as an unevenly talented person...”
  — Erica [39:27]

• “Meetings are expensive...you gotta do something that's worth that investment.”
  — Erica [42:40]

• “Clear is kind.”
  — Glenda (quoting Brene Brown) [47:15]

Timestamps for Key Segments

• 04:38 – Erica’s diagnosis and professional journey
• 10:43 – ADHD: what it is, the subtypes, and real-life tools
• 13:38 – Spotting ADHD and strengths/challenges in the workplace
• 18:21 – ADHD myths and facts
• 27:54 – Building inclusive, supportive nonprofit environments
• 32:50 – Action items for meetings and memory challenges
• 36:42 – How to work with “hyper” or verbose ADHD colleagues
• 39:18 – Self-management advice for ADHD and “ADHD-ish” listeners
• 42:36 – How to run meetings that work for every brain

Takeaways

• ADHD is real, complex, and often undiagnosed—especially in high-achieving, passionate people.
• Compassion (from self and others) and tailored support help unlock the unique strengths of ADHD team members.
• Organizational tweaks—like agenda structure, job-crafting, written notes, and flexible communication—benefit everyone.
• Normalizing and destigmatizing neurodiversity leads to stronger, more dynamic nonprofit teams.

For more, visit EFCoach.com and check the show notes for resources.