In ADHD, understanding how people think is critical

By Ronald Gonzalez-Lawrence, especially for CalMatters

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After more than two decades in public service, I was diagnosed with ADHD at the age of 41. A diagnosis of ADHD didn’t change what I had done, my accomplishments, or my story. It changed the way I understood him.

Like many professionals, I developed ways of navigating complex environments long before I had the language to describe how I process information. I learned to operate in fast-paced, high-pressure environments where decisions have consequences.

Over time, I relied on experience, pattern recognition, and the ability to quickly synthesize large amounts of information. I often produced my best work when deadlines were compressed and expectations were high. I also developed coping mechanisms that allowed me to stay organized, anticipate needs, and move work forward.

What I didn’t fully understand at the time was how much of this was shaped by ADHD.

In my case, there were early signs. As a child I was diagnosed with what was then called ADHD in the late 1980s. At the time, I believed it was something you eventually grow out of. Like many, I carried this assumption into adulthood.

What has changed since then is not only my consciousness, but also science. We now have a deeper understanding of ADHD and how it can manifest itself throughout life.

For me, the recent diagnosis provided context. It put a name to patterns I had spent years in and gave me a clearer path to more intentional strategies, treatment and support.

It hasn’t changed who I am. That cleared it up. In many ways, that explained it.

ADHD presents real challenges. This can make consistency more difficult, complicate long-term planning, and require more focused effort to manage focus and workflow. But that’s only part of the story.

Understanding ADHD as a challenge and potential asset shifts the conversation from accommodation to recognition of how diverse ways of thinking can contribute to organizations, leadership, and decision-making. Certain aspects of ADHD can be assets: such as the ability to process multiple perspectives at once, adapt quickly, recognize patterns in different domains, and navigate complex situations.

But while there is a growing understanding of ADHD in children, the experience of adults is less often discussed.

Many children who struggle with attention or learning differences feel like they’re navigating something they don’t fully understand. They often feel alone, as if there is something wrong that they cannot fix. The desire to just feel “normal” can be overwhelming.

As adults, this feeling can continue. It can become internalized and harder to name, especially in professional settings where expectations are high and performance is visible. The experience can be incredibly difficult and sometimes exhausting.

This is partly why diagnosis later in life is so difficult. This is not just a clinical realization; this is also personal.

There is still a stigma surrounding ADHD, especially for adults. It is often misunderstood as a limitation rather than a difference in the way people think and engage with the world. This misunderstanding can prevent people from seeking diagnosis, support or treatment.

A diagnosis doesn’t mean someone is broken. This does not diminish their abilities or potential. In many cases, it provides a framework for understanding how to work better, build on strengths, and address challenges more directly.

For me, it has already changed the way I approach preparation, time management and long-term planning. He reinforced the importance of self-awareness in leadership and professional growth.

It’s a workplace problem. Organizations in various sectors require people to deal with increasingly complex challenges. This work benefits from a range of perspectives and ways of thinking. Recognizing that diversity involves the way people process information is essential to building stronger and more effective institutions.

There is value in reducing stigma and creating space for more open conversations about ADHD and other cognitive differences, especially for adults who may have spent years managing their careers without a clear understanding of how these differences work. Seeking a diagnosis or support is not a sign of weakness. It’s a step toward better understanding how you think and work.

This article was originally published on CalMatters and is republished under Creative Commons Attribution-NonCommercial-No Derivatives license.