Managing ADHD in construction: The Importance of Supporting Neurodivergent Workers

By ANGELA MANSELL

ADHD is everywhere in construction; it’s far more common than many realize.

I was diagnosed just two years ago, and the experience felt like someone had finally handed me the manual for my own brain.

Decades of frustration suddenly made sense: the fast-thinking, the energy, the creativity, but also the struggles with friendships, emotions and the hidden admin of life. What I had always seen as flaws are simply how my brain works.

Reflecting on my own journey, when my dad died from alcoholism, therapy helped me understand that I was living with complex PTSD as the adult child of an alcoholic. Learning I had ADHD reframed decades of misunderstanding. I wish I’d known earlier, even 30 or 40 years sooner what I now understand about how brains can work differently. I’ve come to realize that my dad likely had ADHD, too, with trauma and addiction masking the deeper neurological differences. Often it’s anxiety, depression or addiction that gets noticed first, while ADHD quietly shapes the person beneath.

Recognizing strengths and challenges 

Neurodivergent simply means brains work differently. For me, that difference has been both a challenge and a strength. I’ve always been bright, high-achieving and fast-thinking, but also prone to emotional ups and downs and struggling with routine admin. ADHD didn’t suddenly make me capable; it helped me understand why I think and behave the way I do.

Construction has one of the highest concentrations of ADHD in the workforce. It drives creativity, problem-solving and pace. But when unrecognized, it can fuel burnout, safety incidents, poor retention and tragically, even suicide. Over my 23-year career, I’ve observed that ADHD presents differently for each individual onsite.

Common traits include:

• Creative sequencing and problem-solving under pressure
• Thriving in fast-changing, unpredictable situations
• Building quick trust and rapport onsite
• High energy when engaged
• Contagious enthusiasm for the right kind of challenge

You might have the best tradesperson onsite who struggles when asked to do something outside his or her expertise. The solution isn’t frustration; it’s understanding and leveraging that individual’s strengths.

Construction is broken, and it’s time we fix it by embracing neurodiversity and supporting our people.

Starting with understanding

Managing neurodivergent teams begins with recognizing brain health as the foundation, with mental health often being the symptom. Understanding the seven types of ADHD and the different ways they may present is the first step toward creating teams where everyone can thrive. There is no one-size-fits-all approach.

Being a business owner can feel lonely, especially when your brain works differently. But understanding ADHD has been a game-changer in how I lead and support my team.

Tips for managing neurodivergent teams

Neuroinclusion isn’t about policies in an HR handbook. It’s about how safe and supported people feel every day. Small adjustments make an enormous difference onsite and in the office:

• Sudden changes, last-minute demands or unexpected criticism can derail someone’s day if he or she is neurodivergent. Anticipating and managing these situations builds trust, engagement and retention.
• Focus on aligning tasks with strengths rather than forcing uniformity.
• Celebrate creativity, energy and problem-solving. These traits often make neurodivergent workers invaluable.

Angela Mansell is managing director of Mansell Building Solutions.