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Alex Partridge, Founder of UNILAD and LADbible, on ADHD at work
When Alex was diagnosed with ADHD at 34, it was a moment that put the rest of his life – and career – in context. In our webinar, Alex reflected on that career, the challenges he faced, and how simple accommodations in the workplace can make a massive difference.“I got diagnosed with ADHD about a year and a half ago at age 34,” Alex said, explaining how the condition impacted his entrepreneurial journey without him fully realising it.“Looking back now, through the lens of ADHD, I can see why a lot of my early businesses failed.”He recounted a story from his university days when he impulsively started a late-night pizza delivery service: “A week later, my interest in the idea evaporated and disappeared. That was one of 10 or 15 businesses that I started and subsequently abandoned before landing on the ones that did sustain my interest.”This impulsivity and rollercoaster of interest are common traits of ADHD. It’s a condition that’s misunderstood by many, and Alex is on a mission to change that perception -especially in the workplace.The challenges of ADHD in the workplaceOne of the key issues Alex emphasised as part of the webinar with Reed was the disconnect between traditional office environments and the way ADHD brains function.“When you're forced into an office that's not suited to your brain, it can lead to overstimulation and almost a shutdown,” he said.“I remember working in a marketing agency in a busy office. The noise, the ping pong table, the constant chatter - it completely paralysed my ability to work. Yet, when I asked to work in a quieter space and be judged on my outcomes rather than my processes, my productivity skyrocketed.“In just six weeks, I grew the company’s social media following from zero to eight million.”This experience highlights how simple accommodations, such as offering quiet spaces or allowing flexibility in how tasks are completed, can transform an employee’s productivity.Common misconceptions about ADHDOne of the biggest obstacles for neurodivergent individuals in the workplace is the stigma attached to ADHD.Alex said many people still have outdated views: “A common misconception is that ADHD means you’re physically hyperactive and constantly moving around the office. But for many people, particularly women, ADHD is internalised - it's a racing mind rather than fidgety behaviour.”He added that employers often assume people with ADHD can’t focus, which couldn’t be further from the truth: “People with ADHD don’t have a deficit of attention - they have an abundance of it.“When we’re interested in something, we can laser in and focus better than most. The challenge is accommodating for those things that capture our attention.”Another myth Alex addressed is that people with ADHD can’t handle leadership roles.He said: “In reality, people with ADHD can thrive in leadership positions. The fast pace, high pressure, and need for constant novelty are perfect for us.”Accommodations that make a differenceSo, what can employers do to help their ADHD employees thrive?“The most important thing employers can do is show they understand,” Alex said. “Create a safe space where employees feel comfortable asking for help without fear of discrimination.“Something as simple as putting a policy notice on your website or bringing in neurodivergent speakers can make a huge difference.”On a practical level, Alex suggested allowing flexibility in how and when work is completed.“Not everyone works well in a nine-to-five structure,” he said, “some people might do 40 hours of work in just four hours if you let them work on their terms. Judge employees by their outcomes, not their processes.”Other accommodations Alex suggested included offering quiet spaces, providing written instructions rather than verbal ones, and breaking down large projects into smaller tasks with mini-deadlines: “For people with ADHD, having smaller, achievable goals can reduce overwhelm and improve task initiation.He also encouraged the use of tools like noise-cancelling headphones and fidget toys in the office.“I always have a thumb stone with me when I’m working, it helps channel some of the physical hyperactivity,” he added. “Normalising these tools can help employees manage their ADHD in a productive way.”Recognising the signs of ADHD in your employeesAlex said managers who are unsure of how to spot employees who might be struggling with ADHD should look out for signs of anxiety or be aware if someone is withdrawing from meetings or experiences sudden changes in their behaviour.Employers who suspect someone has ADHD or another neurodivergent condition should approach the situation with care.“Send a private email or have a private conversation,” Alex said. “Ask if there’s anything you can do to help and work with the employee to create a plan moving forward.“It’s important to have regular check-ins to ensure that the support remains consistent and effective.”A call for more awareness and actionAlex’s message is clear: accommodating neurodiverse employees isn’t just the right thing to do - it’s smart business.“People with ADHD bring incredible creativity, problem-solving skills, and entrepreneurial thinking to the table. With just a few adjustments, they can be a massive asset to any company.”Alex Partridge, Founder of UNILAD and LADbibleFor employers, creating an inclusive environment where neurodivergent employees can succeed is not just about ticking boxes, it’s about recognising and celebrating different ways of thinking.As Alex said: “The best ideas often come from the quietest minds in the room. You just need to give them the space and time to be heard.”Through his podcast, ADHD Chatter, Alex continues to raise awareness, share stories, and advocate for change in how society and workplaces understand ADHD.This article highlights only a small number of recommendations from Alex. If you didn’t get a chance to watch our fireside chat with him, you can watch the recording of the event below:
Body talk with Judi James: an interviewer’s masterclass for winning talent
Watch the webinarHave you ever wondered what your body language as a hiring manager tells interviewees about your organisation?Job interviews aren’t just about what you say, they’re also about how you conduct yourself in a nonverbal way. This isn't just the case for the person looking to secure the job, but also you, as the person in charge of conducting the interview.Join leading communication and body language expert, Judi James, as she explored the importance of body language and behaviour when conducting job interviews – both remote and face to face, offering hiring managers essential tips and advice.Non-verbal cues are part of a hiring manager’s overall impression of a candidate, but just as important is the ‘statement’ they make with their own body language. In an interview setting, it’s crucial for hiring managers to be aware of their body language, in addition to what they say or do, to ensure the first visual impression of the business is positive and welcoming.In this fireside chat with Reed, Judi, who is regularly invited by the media to comment on general elections and royal occasions, discussed how hiring managers can positively shape their own body language and actions during job interviews, to get the best from their interviewees.Our speakerJudi James, Body Language Expert and AuthorJudi James is a leading communication and body language expert whose expertise is sought-after in broadcast, corporate and public relations circles. She regularly appears on a number of high-profile TV and radio programmes across many channels.Judi has appeared on BBC News, Sky News, CNN, Big Brother, Big Brother's Bit on The Psych and Bit on the Side, The Extra Factor, BBC2's Newsnight and she also covered the 2010 general election for 5 News, with a regular nightly spot.She has written 26 fiction and non-fiction books covering a range of subjects such as how to make an impact in business, charisma, boosting confidence and lowering stress levels in the workplace. Her work also includes flirting techniques, job interviews and even tips on how to win a poker game. Popular titles include The Body Language Bible and You're Hired.
Inspiring change: championing inclusive leadership
Watch the webinarIn today's competitive labour market, showcasing your organisation’s inclusive and diverse culture, and commitment to the cause, has never been more important. With companies battling in the same talent pools, having a diverse and inclusive culture will set you in good stead to attract the best professionals above your competitors. Leaders have a central role to play in creating a fair, inclusive, and diverse organisation with equal opportunities for everyone, regardless of their background, identity, or circumstance. At the end of 2022, Reed partnered with the CIPD to produce ‘Inclusion at Work 2022’, a survey report that highlighted the need for companies to focus their approach on inclusion and diversity (I&D) in the workplace. Key findings from the report: 23% of respondents agreed that senior leaders feel uncomfortable talking about inclusion and diversity. 23% of the senior decision-makers agreed with the statement that senior leaders wrongly believe they already have an inclusive and diverse organisation. 22% of leaders still don’t understand how an inclusive workplace and diverse workforce can benefit the organisation. 21% of employers agreed that senior leaders just pay lip service to I&D in their organisation. Tangible action on inclusion and diversity is part of how senior leaders’ performance is judged in 29% of organisations. On the back of the report, Reed’s Global Managing Director, Ian Nicholas, Jill Miller, Senior Policy Adviser for Inclusion and Diversity at the CIPD – author of the report, Hannah Awonuga, Global Head of DEI Colleague Engagement at Barclays, and Sandra Kerr CBE , Race Director at Business in the Community, dissect the key leadership findings of the report and outline what leadership teams can do to create a more inclusive and diverse workplace. Our panel Hannah Awonuga, Global Head of DEI Colleague Engagement, Barclays Hannah is the Global Director, Head of Colleague Engagement within the group DEI function at Barclays. Hannah has been working in banking since she was 17 years old, and for the past 11 years has spent time leading remote teams in the retail bank, business, and corporate bank, before transitioning into diversity and inclusion. She is also a multi-award-winning DEI thought leader and speaker. Over the past two years, she has won the 2021 WeAreTheCity rising star award, was named among the 2021/2022 most inspirational diversity and inclusion professionals by D&I leaders and was listed in the 2021 top 25 most influential DEI practitioners by HR Magazine. Hannah was recently appointed as a non-executive director for the UK government membership body ‘Progress Together’ which has been set up to increase socioeconomic diversity at senior leadership level across the UK financial services. Dr Jill Miller, Senior Policy Adviser for Inclusion and Diversity, CIPD Jill is a Senior Policy Adviser for Inclusion and Diversity at the CIPD. Her work focuses on the areas of gender, age and neurodiversity and she has recently led work on race inclusion. Earlier in her career, Jill specialised in employee wellbeing and small business growth through good people management. Her role is a combination of rigorous research and active engagement with policymakers, academics and HR professionals to inform projects and shape thinking on key inclusion and diversity issues. She frequently presents on people management issues, leads discussions and workshops, and is invited to write for trade press as well as offer comment to national journalists. Jill joined the CIPD in 2008. She has a BSc in Psychology, MSc in International Business and obtained her PhD in Management, examining the effect of the informal organisation on performance, at Reading University. Ian Nicholas, Global Managing Director, Reed Ian joined Reed in 2004 as human resources director (HRD) of one of its businesses, and he also opened and ran a specialist HR recruitment arm. In 2007, when Reed merged its recruitment businesses, Ian was appointed as HRD for the newly formed Reed Specialist Recruitment. In 2013, while retaining his HR responsibilities, he was appointed as managing director for RSR managed services and during a two-year period of successful growth he led the re-shaping of the business into what is now known as Reed Talent Solutions. It was in 2015 that Ian was appointed chief human resources officer with responsibility for all people strategies across the Reed Group and in 2017 he was appointed to the Reed Global board. In 2020 he became the Global Managing Director for Reed, as well as a chartered fellow of the CIPD. Sandra Kerr CBE , Race Director, Business in the Community Sandra works together with business leaders and government policy makers to influence action on race in the UK. The Race at Work survey in 2015 with 24,457 responses and in 2018 with 24,310 responses provided the evidence to establish the Race at Work Charter announced by the then Prime Minister which now has more than 500 employer signatories. In 2012, Sandra was awarded an OBE in the New Year’s Honours List for Services to Black and Minority Ethnic People. On the back of this, Sandra was awarded a CBE in the Queen’s Birthday honours list in 2019 for Services to Equality and Diversity, before publishing the Race at Work Black Voices Report in August 2020 and the Race at Work Charter 2020 report in October 2020.