ADHD and the return to office: why it's more than a commute
Part 1 of a series.
Early morning
Picture this: It's 7 am, and you're already mentally exhausted before your workday begins. The commute looms ahead — traffic noise, crowded transit, unpredictable delays, a stench coming from the back of the bus.
Office time
Then you arrive at the office: fluorescent lights flickering overhead, coworkers chatting nearby, and the constant ping of notifications in an open floor plan at the desk you had to remember to reserve ahead of time. By lunch, you're running on fumes, and it's not even about the work itself.
I’m getting queasy just thinking about this because it brings back memories of a contract job I had before the pandemic. It was in an open-plan office with long tables that needed to be reserved as hotelling space. Frequently, a group of colleagues distracted me from my work by chatting about a reality show I never watched. I had to ask them to take the conversation elsewhere because I was trying to work.
If you have ADHD, this situation isn't just stressful — it's a daily challenge that many people may not fully understand.
As companies push return-to-office mandates, they're framing the debate around collaboration, culture, and productivity. But for the millions of professionals with ADHD, the real issue runs much deeper than simply getting from home to office. It involves fundamental changes in how our brains operate throughout the day.
I began writing this piece in July when I heard that employees at three of Canada’s major banks were being called back to the office four days a week.
The ADHD brain in transition
ADHD affects 4-6% of adults, but recent data shows diagnoses are climbing rapidly. Manulife reported a 24.5% increase in adults claiming ADHD medications on their group benefit plans between 2021 and 2022 alone. That's not just a statistic — it represents real people discovering that their brains work differently and need different support systems.
During the pandemic, many ADHD professionals discovered something they didn’t expect: they thrived working from home. Without the sensory bombardment of office environments, they could finally focus. They developed routines that suited their brains perfectly, rather than fighting against them. It was a revelation—they found energy they didn't know they had.
Now, as return-to-office mandates become the norm, as organizations even hint at the possibility, these professionals are facing a harsh reality. While the office environments haven't changed, their awareness of what's possible has.
What’s different about working in an office
The return to office isn't just about location — it's about cognitive load. For ADHD brains, every element of the traditional office environment demands processing power:
Sensory overload turns focus into a battlefield. Open offices weren't designed for neurodivergent minds. The constant visual and auditory stimulation that neurotypical brains can filter becomes overwhelming input that ADHD brains struggle to ignore. If we had trouble with the noise and the lights before, we had no other options but to suck it up and risk productivity. Working from home gave us that option.
Routine disruption creates daily chaos. Many people with ADHD rely heavily on structured routines to manage their symptoms. Even the daily commute can bring unexpected challenges, such as traffic delays, transit issues, missing that one connecting train or bus, which can derail the entire day before you sit down at your desk.
Energy depletion happens faster and is more intense. Managing sensory input, social interactions, and environmental distractions requires a significant amount of mental energy. By mid-afternoon, many ADHD professionals report feeling exhausted not from their actual work, but from simply existing in the office space.
Masking exhaustion can make everything feel even more overwhelming. Many professionals with ADHD, especially women, put a lot of effort into hiding their symptoms while at work. The office setting often demands more intense masking, which can lead to burnout that extends far beyond work hours.
The hidden costs of forced returns
The push to return to the office introduces considerable challenges that go beyond individual comfort. Legal experts are observing a notable rise in disability discrimination claims, with the U.S.-based Equal Employment Opportunity Commission (EEOC) reporting a 16% increase in mental health-related charges between 2021 and 2022 (source: Psychology Today).
Many neurodivergents experience one or more of the following: rejection sensitive dysphoria, imposter syndrome, sensory overload or sensory processing disorder (to name a few).
And so some workers face difficult dilemmas. Some employees are concerned that return-to-office policies will reduce their job performance while creating additional barriers and anxiety. Others are considering looking for jobs elsewhere, fearing that these policies will limit their job prospects.
There’s legal question is whether return-to-office mandates give rise to constructive dismissal risks and for employees who are already anxious, this is one more fear they don’t need.
The irony here isn't lost. Many of these professionals performed exceptionally well, sometimes even better, during remote work periods. Their productivity wasn't the problem; it was the environment that failed to support them.
What accommodation really looks like
Legal frameworks are in place to safeguard neurodivergent workers. In the United States, the Americans with Disabilities Act requires employers to offer reasonable accommodations. Canada has similar protections through federal and provincial laws, including the Accessibility for Ontarians with Disabilities Act (AODA), which requires workplace accommodations for employees with disabilities.
Despite these legal protections, many ADHD professionals hesitate to disclose their diagnosis. The fear of discrimination is often justified.
The accommodation journey: a three-stage approach
Understanding accommodation as a process can help you take control of your workplace experience:
Stage 1: Self-accommodations - Start here, especially during probation periods or when building rapport with your team. These are strategies you implement independently: turning on captions in meetings (as long as IT hasn’t disabled them), creating memory aids, time blocking, using subtle fidget tools, or writing down instructions and repeating them back for clarity.
Stage 2: Informal accommodations - Once you've built trust with your manager and team, you can communicate your work style needs without formal disclosure. This might include using headphones, requesting flexible scheduling, asking for written follow-ups to verbal instructions, or discussing your communication preferences.
Stage 3: Formal accommodations - Enter this stage only if informal requests have failed. This legally binding process typically requires documentation from a healthcare provider and may involve HR negotiations. Examples include mandated quiet workspaces, official work-from-home arrangements, or structured task prioritization from your manager. If you’re a union member, check the union’s resources.
I learned this three-stage approach when I saw it presented by Erin Dekker, a job coach, executive functioning coach, and disability researcher.
Additional accommodation examples might include:
Modified schedules that match peak focus times
Permission for movement breaks and standing or walking during calls
Reduced sensory stimulation in work areas
Clear, structured communication about changes and expectations
Flexibility with sick days, considering "well enough to work, not well enough to commute" situations
That said, accommodation shouldn't be the only solution. Smart companies recognize that creating ADHD-friendly environments benefits everyone. Quiet zones, flexible hours, fewer unnecessary meetings, access to spaces with natural lighting, and suitable meeting areas collectively boost productivity for the entire team. Fluorescent lighting is a common migraine trigger in those prone to them.
Before the pandemic, I had office jobs in two different open-concept spaces with designated “focus rooms." They were promoted as a perk, a trade-off for the lack of private offices. However, only a handful of those rooms in each building were actually suitable. To me, a suitable space feels open and airy, not cramped, and has natural light. A small room with fluorescent lighting that feels like a broom closet with a desk doesn't help with focus. A room like that isn't helpful; it’s actually a bit of an insult. It’s an item on a checklist.
Remember: Each neurodiverse employee experiences their neurotype differently. That is, no two people with autism are the same, no two people with ADHD are the same, et cetera. Each person has individual needs.
The business case for flexibility
Companies enforcing strict return-to-office mandates overlook a significant talent pool and miss the opportunity to leverage unique strengths that neurodivergent employees bring to the workplace.
“Divergent thinking drives innovation and creativity as it invokes methods of solving problems that defy standard approaches.”
The neurodivergent advantage
Research consistently shows that neurodivergent employees, including those with ADHD, often have bring skills that thrive in supportive environments:
Hyperfocus abilities that enable deep, sustained attention on projects of interest
Creative problem-solving that approaches challenges from unexpected angles
Innovative thinking that generates novel solutions and perspectives
High energy and enthusiasm when working on engaging projects
Detail orientation in areas of strength and interest
Ability to think outside conventional frameworks
A strengths-focused approach
The most successful organizations don't just accommodate neurodivergent employees; they actively seek to understand their strengths and create roles where these abilities can flourish. This means moving beyond a deficit model ("what's wrong that needs fixing") to a strengths model ("how can we optimize what works well").
For ADHD professionals, this might mean assigning client-facing work that leverages their energy and interpersonal skills, or allowing flexible project timelines that accommodate natural focus rhythms. It could involve pairing their creative problem-solving abilities with structured support systems or recognizing that their need for movement and stimulation can actually enhance their performance.
The competitive advantage
Organizations that embrace this flexibility aren't just avoiding legal risks — they're positioning themselves to attract and retain talented professionals who might otherwise look elsewhere. In today's competitive job market, companies that understand and support neurodivergent strengths gain access to a talent pool that many of their competitors are inadvertently excluding.
Moreover, accommodations that support employees with ADHD — such as quiet workspaces, flexible scheduling, clear communication protocols, and results-focused management — typically improve productivity and satisfaction for all employees.
FAQs
Q: Should I disclose my ADHD diagnosis to request accommodations?
A: This is a personal decision with legal and practical impacts. While the legislation protects against discrimination, bias can still occur. Consider having informal conversations about work preferences before making a formal disclosure. Keep detailed records and consult with HR or legal experts if needed.
Q: What if my company has a strict return-to-office policy?
A: Begin by gathering data on your productivity and performance during remote work. Suggest solutions that address both your needs and the company's concerns — perhaps a hybrid model or a modified office layout. Remember, reasonable accommodations are legally required if you disclose a disability.
Q: How can I explain my ADHD workplace needs without sounding like I'm making excuses?
A: Focus on optimization, not limitations. Frame requests around peak times, productivity, and work quality. For example: "I do my most focused work during morning hours" instead of "I can't concentrate in the afternoon."
Make your workplace aware that each neurodiverse employee experiences their neurotype differently; no two people with autism or ADHD are the same, as each has individual needs.
ADHD is a reason, not an excuse. Be self-aware, take responsibility, and work with others who support you. Collaborate and compromise as needed.
Key takeaways
The return to office debate isn't really about remote work versus in-person collaboration. For ADHD professionals, it's about creating conditions where brilliant minds can do their best work.
The solutions are simple: flexibility, understanding, and recognition that diverse brains need different environments to thrive. Companies that grasp this will not only sidestep legal troubles; they'll unlock the full potential of their neurodivergent talent.
If you're finding it hard to meet return-to-office demands while managing ADHD, remember you're not alone. Your needs are reasonable, and your struggles are valid. The workplace can accommodate you — it just might look different than what others expect.
Ready to take control of your ADHD career strategy?
Navigating workplace challenges with ADHD doesn't have to be a solo journey. Whether you're facing return-to-office pressures, seeking better accommodations, or wanting to optimize your work environment, I understand the unique challenges fast-brained professionals face — because I've lived them too.
As an ADHD coach who works in both corporate and coaching environments, I help mid-career professionals develop strategies that work with their brains, not against them. Ready to create a career approach that actually fits your ADHD mind?
Get in touch for a conversation about how we can work together to build your personalized success strategy.
