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Author Archives: Ruth Bartlett

1. Why neuroinclusion is for everyone

   25 May 2026 12:17 am Comments Off on Why neuroinclusion is for everyone

   Executive function: The brain’s “control centre”

   Executive function is the set of mental skills that make up the brain’s “control centre.” These skills help us manage everyday tasks and navigate the world around us.

   To understand why neuroinclusion matters for everyone, we first have to look at the specific skills managed by this control centre:

   Skill	What it actually means
   Cognitive flexibility	Adapting thinking or behaviour when situations change.
   Impulse control	Pausing before acting, especially in high-stakes situations.
   Awareness	Understanding what’s going on inside and around you.
   Processing speed	How quickly we take in information, decide, and respond.
   Attention	Staying focused despite boredom or distractions.
   Emotional regulation	Managing emotions so they don’t take over.
   Sequencing	Completing steps in the right order.
   Planning	Mapping out what needs doing, when, and how.
   Working memory	Holding information temporarily to complete tasks.
   Organisation	Structuring tasks, systems, or environments effectively.
   Initiation	Starting tasks, even when they feel boring or overwhelming.
   Self-monitoring	Checking in and adjusting behaviour as needed.

   Executive function and neurodivergence

   There’s a strong link between executive dysfunction and neurodivergence. Many neurodivergent individuals experience challenges with some of these skills, while also bringing strengths like creative thinking and problem solving.
   To work effectively, they may need flexibility or reasonable adjustments to help them manage or compensate for these challenges. This is the essence of neuroinclusion: not special treatment, but creating conditions where everyone has a fair starting point.

   Factors affecting executive function

   Executive function challenges are more closely associated with neurodivergent people, but they are not exclusive to them. Many everyday factors can affect how well our brain’s “control centre” functions:

   ● Chronic stress

   ● Sleep deprivation

   ● Hormonal changes (e.g. menopause)

   ● Illness or infection

   ● Nutritional deficiencies

   ● Mental health conditions

   Conditions affecting executive function may be temporary, or they may be permanent. Almost everyone experiences executive dysfunction at some point in their life.

   Executive dysfunction is more common than you think

   If any of this sounds familiar, you’ve likely experienced it yourself:

   • ●
     Being so tired, you forgot basic information, like your newborn baby’s name (true story).
   • ●
     Putting something back in the wrong place, like the TV remote in the fridge.
   • ●
     Walking into a room with full purpose… and immediately forgetting why you’re there.
   • ●
     Reading the same sentence five times because none of it is going in.

   Executive dysfunction isn’t rare; it’s human.

   Working with our brains, not against them

   Our brains are incredible, but they aren’t designed to function perfectly all the time. When things start to slip, we instinctively try to restore balance through rest, routine, or self-care.
   In many ways, things like a hot bath, meditation, or a walk are our own personal “reasonable adjustments” that we employ to get ourselves back to our best.

   Imagine if workplaces operated with the same awareness. Nourishing the cerebral machines they profit from, and acting with understanding and compassion when something goes wrong. Because people aren’t machines, and recovery is always easier with support.

   Making accommodations for executive function challenges

   Without support, executive dysfunction can lead to repeated setbacks, frustration, and eventually burnout. Neuroinclusion creates environments where:

   • Challenges are supported, not penalised.
   • People can recover and adapt.
   • Strengths are recognised and utilised.

   The Outcome

   Better wellbeing. Greater psychological safety. Stronger performance.

   A culture where people are valued not for how they work, but for what they bring to the table.

   About the Author

   Ruth Bartlett is a Neuroinclusive Communications Specialist and founder of Wordsted. She combines her background in communication and community support with her neurodivergent lived experience to help organisations and teams bridge the gap between systems, processes, and their neurodivergent consumers and employees.

   

2. Autistic burnout: The hidden costs for businesses and how to prevent it

   18 May 2026 12:10 am Comments Off on Autistic burnout: The hidden costs for businesses and how to prevent it

   What is autistic burnout?

   Autistic burnout is a state of mental and physical collapse, often characterised by exhaustion, reduced functioning, and distress across multiple areas of life.

   Why autistic burnout matters to businesses

   For businesses, autistic burnout can lead to increased absenteeism, reduced productivity, higher staff turnover, and the loss of highly skilled employees. Understanding autistic burnout allows organisations to prevent it, respond effectively, and:

   • ●
     Foster a supportive workplace culture where neurodivergent employees can unmask (i.e. stop suppressing natural behaviours or coping strategies like stimming or avoiding eye contact).
   • ●
     Reduce work absences and sick leave.
   • ●
     Support better health outcomes and quality of life.
   • ●
     Reduce the risk of serious mental health crises, including suicidal ideation in extreme cases.

   Recognising the warning signs of autistic burnout

   Early signs of autistic burnout include:

   Area	Warning Signs & Symptoms
   Physical	Exhaustion; Feeling depleted; Needing more sleep; Struggling to get out of bed in the morning.
   Cognitive	Mental exhaustion; Loss of skills; Decreased problem-solving ability; Memory loss; Slowed down thinking/understanding; Loss of words.
   Executive function	Struggling to plan and start activities; Reduced focus; Struggle with changes in routine and task switching; Decision fatigue.
   Social	Struggle or discomfort when socialising and/or communicating; Avoiding communication and social situations; Difficulty responding to people (eye contact, facial expressions, non-verbal cues and words).
   Emotional	Overwhelm; Struggle to manage emotions; Mood swings; Increased frequency and intensity of meltdowns and shutdowns.
   Sensory	Increased, harder to suppress, stimming; Finding everyday sensations, smells, sights, and tastes are difficult to tolerate.

   What causes autistic burnout?

   Autistic burnout is often the result of chronic stress, which is amplified by difficulty in regulating emotions. Many neurotypical people experience stress as a cycle:

   ➢ The stressor reaches your brain and triggers your body’s stress response.
   ➢ Your body responds (fight or flight).
   ➢ The stressor goes away (but internal stress is still there).
   ➢ Recovery. Your body and emotions stabilise to get back to the normal, balanced state.

   Autistic people may find it harder to return to baseline. This is because their nervous system might require different reset techniques that are not always considered ‘appropriate’ in a workplace setting, like:

   • ●Movement (stimming, rocking, flapping, pacing).
   • ●Sound (headphones, tapping, humming, or blocking sound).
   • ●Deep pressure input (weighted blankets, pushing against the wall).
   • ●Temperature stimulation (chewing/holding ice, splashing your face with cold water).

   They may already be masking a heightened state of stress that they cannot get down from, due to environmental and sensory stress triggers.

   How prolonged sensory overload can trigger autistic burnout

   If a person can’t get back to equilibrium, and is constantly left in survival mode, the stress is exacerbated. This continual stress can then lead to burnout.
   One of the most common contributors to ongoing stress in autistic people is sensory overload. This can occur when a body’s senses are experiencing too much and go into overwhelm. Sensory triggers can include:

   • Crowded spaces.
   • High or low temperatures.
   • Contrasting colours and patterns.
   • Textures.
   • Noises.
   • Movements.
   • Smells.

   Prolonged sensory overload can lead to exhaustion and overwhelm, so mitigating it is important for preventing autistic burnout. To reduce the risk of your autistic and neurodivergent colleagues going into sensory overload, you’ll need to create a safe sensory space and an environment of self-advocacy, where employees can feel comfortable approaching you for a solution if their sensory needs are not being met.

   How to create an autism-friendly workplace

   Minimising sensory triggers in the workplace can be very simple and affordable. Allow people to wear noise-cancelling headphones, revisit your work attire policy (for clothes that are comfortable to wear), adjust the lighting, provide sensory tools, or change your current workspace layout.

   Some neuroinclusion quick wins:

   • ●
     Give people the option to choose whether to meet in person or online, and have their camera on or off.
   • ●
     Send your agendas out beforehand, so questions and points can be prepared in advance.
   • ●
     Follow up by sending out minutes or a recording, as a memory aid.
   • ●
     If meetings are going to be long, factor in brain breaks in designated safe spaces so attendees can take a moment to regulate.

   Make sure you make conferences neurodiversity-friendly too. Allow access to downtime, incorporate games with clear rules, provide structure, and encourage quiet breakout spaces where conversations can take place away from loud noises.
   Managers should schedule regular, low-pressure check-ins, ask open questions like “Is anything making your work harder right now?”, and act quickly on small adjustments before issues escalate.

   Reasonable adjustments and the law

   Reasonable adjustments are changes an employer or service provider makes to remove or reduce a disadvantage related to someone’s disability. By law (the Equality Act 2010), an employer must make reasonable adjustments for employees, workers, contractors and job applicants when:

   • They know, or could reasonably be expected to know, that someone is disabled.
   • Someone who’s disabled asks for adjustments or is struggling with a part of their job.
   • Someone’s absence record, sickness record, or delay in returning to work is because of, or linked to, their disability.

   Examples of adjustments include:

   Flexible working hours

   Remote or hybrid options

   Written instructions instead of verbal-only

   Reduced meeting load

   Quiet workspaces or sensory-friendly areas

   Helping people advocate for themselves at work

   Your autistic colleagues may not want to stand out or create a fuss, for fear of unconscious bias or discrimination. Remove shame, provide empathy and create a safe space for them to discuss their needs. Communication can sometimes be a pain point; ask people how they prefer to communicate and share information, and provide reasonable adjustments.

   Public Service Announcement

   Recovery from autistic burnout often requires extended rest, reduced demands, and sustained adjustments – not just a short break.
   Don’t let it get to this point, because it is so hard to come back from.
   Learn to listen to your brain. Learn to listen to your body.

   Prevention is far more effective and far less costly than recovery.

   About the Author

   Ruth Bartlett is a Neuroinclusive Communications Specialist and founder of Wordsted. She combines her background in communication and community support with her neurodivergent lived experience to help organisations and teams bridge the gap between systems, processes, and their neurodivergent consumers and employees.

   

3. Neurodiversity and Customer Service: Ask Me Anything

   13 May 2026 5:27 pm Comments Off on Neurodiversity and Customer Service: Ask Me Anything

   As we’re now well into May, I’d like to share details of my next free online “Ask Me Anything” session focusing on Customer Service. Join me on Thursday 28 May at 10.00 AM BST.

   What are AMAs?

   My monthly AMAs are free, 45-minute guided sessions offering attendees the chance to ask me anything on a particular topic. This month’s ‘Customer Service’ theme is ideal for anyone working in customer-facing roles, including:

   ● Customer success & experience leaders

   ● Service desk & call centre managers

   ● Client relationship directors

   ● Service designers

   ● Community groups & social workers

   ● Frontline representatives

   Why this matters

   Many neurodivergent customers find shopping and accessing services an unpleasant ordeal. As a result, millions are abandoning shopping baskets, missing appointments, and walking away with a negative experience.

   In the short term, this translates to wasted time and lost opportunities. In the long term, customer service that ignores neuroinclusion can be extremely damaging to a brand’s reputation and bottom line.

   During this session, I’ll share my personal insights on navigating unclear systems and provide actionable tips to help you improve your neuroinclusive customer experience.

   What we’ll talk about

   • ●
     Real Feedback: Moving beyond “systems” feedback to get actual customer insights.
   • ●
     The Journey: Mapping the customer experience from a neurodivergent perspective.
   • ●
     Practical Support: Implementing adjustments and support teams that actually work.
   • ●
     Tech & Design: Neuroinclusion-friendly automation, AI, and streamlined workflows.

   This is a CPD-adjacent way to listen, learn, and reflect in a low-pressure environment, grounded in real lived experience rather than theory alone.

   Save the Date

   28 May 2026 | 10.00 AM BST

   Questions can be asked live via chat or submitted anonymously in advance. A recording will be available for all registrants.
   Sign Up for the Free Session
   

   About the Speaker

   Ruth Bartlett is a Neuroinclusive Communications Specialist and founder of Wordsted. She combines her background in communication and community support with her neurodivergent lived experience to help organisations and teams bridge the gap between systems, processes, and their neurodivergent consumers and employees.

   

4. The Different Types of ADHD

   11 May 2026 11:42 am Comments Off on The Different Types of ADHD

   Attention Deficit Hyperactivity Disorder is a neurodevelopmental disorder characterised by patterns of inattention, hyperactivity and impulsivity. Individuals with ADHD experience different symptoms, which often change over time and during different life stages like puberty, adulthood and the menopause.

   ADHD can also be subcategorised into three main categories:

   1. Predominantly Inattentive Type (ADHD-PI)

   The inattentive subtype of ADHD accounts for 20–30% of cases. People with inattentive type ADHD can have difficulty keeping their concentration, get easily distracted, or forget things. This means they may struggle with following instructions, organisation, time tracking and management, finishing tasks, and attention to detail.

   2. Predominantly Hyperactive-Impulsive Type (ADHD-PHI)

   Despite negative stereotypes presenting ADHD as a disorder of hyperactivity and impulsiveness, the hyperactive-impulsive ADHD subtype accounts for only around 15% of cases. However, the physical symptoms of this type of ADHD (excessive movement and/or talking, restlessness, fidgeting and restlessness) can make it easier to recognise. What’s less easy to spot (and often more debilitating) is individuals’ non-physical hyperactivity: racing thoughts, ruminations, and a constant struggle to relax and slow down.

   3. Combined Type (ADHD-C)

   As probably expected, the combined type ADHD includes both inattentive and hyperactive-impulsive symptoms, depending on the individual. This is the most common type of ADHD – accounting for around 50–75% of all cases.

   Conditions that coexist with ADHD

   ADHD can co-exist with other neurodevelopmental conditions and disorders, like dyslexia, dyspraxia, dyscalculia and dysgraphia, as well as some mood and anxiety disorders. These comorbidities can affect individuals’ experiences of ADHD.

   There is also a significant overlap between ADHD and autism:

   • 1
     Around 50–70% of individuals with autism also present with ADHD.
   • 2
     A recent poll of adults in England with suspected or diagnosed ADHD also revealed that 45% of them reported to have autism as well.

   My own experience as an AuDHDer (I’m diagnosed with both ADHD and autism) has shown me how difficult it can be to live with both conditions. With conflicting traits, balancing my opposing needs can sometimes be overwhelming and exhausting. I have to constantly remind myself not to be hard on myself, as this intense combination of traits can often be overwhelming and exhausting.

   Changes in ADHD over time

   One thing that I have noticed on my own journey, which research backs up, is that ADHD can change over time.

   In the past, it was believed that children normally grew out of ADHD in adulthood. It’s now thought that these estimates are flawed because they didn’t take a lifelong trajectory of ADHD into account.

   After looking into ADHD over the long term, studies suggest that symptoms and impairments change more over time than initially thought. I am showing more traits of autism than I did a few years ago, but I think that could be because my medication is suppressing a lot of my ADHD traits.

   The reasons for ADHD symptoms changing over time are complex and individual, but it can be due to a combination of environmental and lifestyle factors. If you have inattentive or combined type ADHD and struggle with memory or organisation, the already heavy mental load of adult responsibilities is probably going to make that worse. If you are hyperactive-impulsive type ADHD but you’re working in an environment where you feel you have to mask symptoms, they may not be obvious to outsiders.

   ADHD is not a monolith

   With different subtypes and presentations of ADHD, changes in symptom expression across the lifespan, and the frequent presence of comorbid conditions such as anxiety, depression, or learning differences, each individual’s experience of ADHD can look quite distinct and may shift over time. As a result, ADHD cannot be understood or managed as a single, uniform condition.

   Instead, it is a dynamic and highly individualised neurodevelopmental profile, where symptoms, challenges, and strengths can evolve in response to developmental stage, environment, and life demands. This variability means that treatment approaches and coping strategies should not be static; they need to be regularly reviewed and adapted so they remain effective and responsive to a person’s current needs, circumstances, and goals.

   References:
   1. https://pmc.ncbi.nlm.nih.gov/articles/PMC8918663/
   2. https://www.healthwatch.co.uk/blog/2025-07-28/impact-having-adhd-and-autism
   https://cks.nice.org.uk/topics/attention-deficit-hyperactivity-disorder/background-information/prevalence/

   About the Author

   Ruth Bartlett is a Neuroinclusive Communications Specialist and founder of Wordsted. She combines her background in communication and community support with her neurodivergent lived experience to help organisations and teams bridge the gap between systems, processes, and their neurodivergent consumers and employees.

   

5. Accessibility Failures: A Call for Change in Services

   4 May 2026 1:00 am Comments Off on Accessibility Failures: A Call for Change in Services

   From: ruth@wordsted.co.uk

   To: Customer Service Departments, Utility Companies, ISPs, Financial Institutions

   CC: Neurodivergent Customers and Users

   Subject: Open Letter regarding Accessibility Failures and the Equality Act 2010

   Importance: ❗ High Priority

   Notice of Required Action

   Under the Equality Act 2010, businesses and public authorities are legally required to make “reasonable adjustments” for customers with cognitive challenges such as memory issues, executive dysfunction, language and communication problems, attention and focus deficits, reduced mental flexibility, and emotional control. This duty is anticipatory.

   Deadline for Implementation: 10 September 2011 (OVERDUE)

   The Trauma of a Phone Call

   Businesses and public authorities are failing to meet their legal duty to anticipate the needs of customers and users who are disadvantaged by problems with working memory, processing information, time-management and attentiveness. Reasonable adjustments are to be implemented as a matter of urgency.

   “I remember the first time I was offered, and accepted, a modest reasonable adjustment whilst on a call with a government agency.
   
   After the familiar sense of dread when dialling the number, daydreaming through the automated questions and repeatedly entering the wrong options, I got through to someone who was, thankfully, friendly, patient and helpful.
   
   The offer to send correspondence in large font on coloured paper so I could find it amongst the “admin-rubble” of my house took me aback; the resulting lump in my throat highlighting the layers of trauma I carry from countless futile attempts at resolving issues over the phone.”

   The reality of the current system:

   • ✕
     The Shame: Forgetting questions, not having my reference numbers to hand, pretending to understand figures I can’t process and feeling too embarrassed to request clarifications or ask my interlocutor to slow down.
     
   • ✕
     The Fallout: On the rare occasion a call goes well, the clarity evaporates within minutes, replaced by an avalanche of inadequacy that eclipses any light on an otherwise happy day.
     
   • ✕
     The Cycle: I delay calls to avoid the pain. By the time I pluck up the courage, a minor task has grown unruly tentacles and metamorphosed into an ugly ecosystem of complex puzzles that presents a threat to my home, bank account and mental health.
     

   When I finally call, I am told: “You should have called earlier”.
   To you, it’s a standard script. To my brain, you are every teacher, examiner and authority figure who has ever reminded me I’m failing at life. I am in fight-or-flight mode before I even pick up the phone.

   Required Adjustments

   These required adjustments are not “customer service tips”. They are the difference between access and exclusion.

   1. A Single, Named Contact
   I will likely forget something and need to call back. Dealing with one person who has the overview stops me from having to repeatedly explain my “failings” to different strangers.

   2. Proactive “Additional Needs” Question
   Include a proactive question in your call scripts. Don’t make me beg for help or guard your accessibility service like it’s Area 51.

   3. Written Recaps
   Key information including the name of the person I spoke to, reference numbers, figures, dates and action needed in bullet points or table format.

   4. Customisable Multi-Channel Reminders
   One reminder is not enough. Provide the option for multi-channel reminders (e.g. Email + SMS) to ensure it reaches my consciousness.

   5. One-Click Calendar Links
   Appointments should be sent as calendar links. If it’s not in my digital calendar within one click, it’s not going in at all. This will drastically reduce the number of missed appointments.

   6. Straight-Talking, Jargon-Free Communication
   Euphemisms are confusing. If I owe money, call it a fine. If I need to complete a task by a certain time, call it a deadline.

   The current model forces neurodivergent customers to navigate systems never designed for them. That is not neutrality; it is a design choice, and it has consequences.

   We are asking for predictable, structured and humane systems. Ones that reduce cognitive load rather than amplify it. The tools already exist; what’s missing is the will to apply them.

   I am writing to you not just as a customer, but as a consultant who can help you bridge this gap. I look forward to discussing a possible approach to updating your processes and meeting these overdue obligations.

   Discuss Process Updates with Ruth

   Best regards,

   Ruth Bartlett
   Neuroinclusion Consultant @Wordsted

   ---

   This letter has been circulated to leadership and accessibility teams at:

   Barclays, Financial Ombudsman, Wise, Equality Together, Advonet, DWP, NHS, Environment Agency, Justice.gov, Yorkshire Water, Canal River Trust, Three, Virgin Media, OVO Energy, E.ON Next, Octopus Energy, British Gas, Shell Energy, O2, Sky, Vodafone, Zurich, Starling Bank, Revolut, Santander, Lloyds Bank, NatWest, Scottish Power, EDF Energy, Thames Water, Anglian Water, AbilityNet, and 100+ UK Municipal Councils.

   *Full distribution list available upon request.

   About the Author

   Ruth Bartlett is a Neuroinclusive Communications Specialist and founder of Wordsted. She combines her background in communication and community support with her neurodivergent lived experience to help organisations and teams bridge the gap between systems, processes, and their neurodivergent consumers and employees.

   

6. Why neurodivergent individuals often don’t disclose at work (and how employers can fix it)

   30 March 2026 3:30 pm Comments Off on Why neurodivergent individuals often don’t disclose at work (and how employers can fix it)

   The benefits of supporting neurodivergent employees at work are clear. When organisations provide reasonable adjustments, employees are happier, more productive and less likely to experience burnout. Businesses benefit from improved staff retention, fewer sick days, and better employee wellbeing. Yet research from Birkbeck’s Research Centre for Neurodiversity at Work found that one of employers’ main barriers to implementing effective support came from employees not disclosing their disabilities at work.

   So why aren’t neurodivergent individuals speaking up – and what can employers do about it?

    

   Neurodivergence: The elephant in the office

   According to the Neurodiversity at Work study:

   65%	of employees refrained from discussing their condition at work because they feared discrimination from management.
   55%	of respondents were worried about discrimination from colleagues.
   40%	felt there weren’t enough knowledgeable staff to help.

   In short, the majority of neurodivergent people believe disclosing their disability at work will either make things worse, or not help at all. To many, it could seem like a risk that may not pay off, rather than a route to improved wellbeing and better job satisfaction.

    

   Why disclosure feels like a risk

   These concerns are not unfounded. Research from The Institute of Leadership & Management found that:

   • •
     Half of leaders and managers would be uncomfortable employing or line managing someone who is neurodivergent – with ADHD and Tourette syndrome being the most marginalised conditions.
   • •
     More than 50% of the autistic individuals surveyed felt that people in their workplaces behaved in a way that excluded neurodivergent colleagues.
   • •
     Only 27% of respondents were certain that appropriate references were included in their diversity and inclusion policies.

    

   Lack of trust in “Reasonable adjustments”

   The main legal benefit to disclosing neurodivergence at work is to protect individuals from discrimination and give them entitlement to ‘reasonable adjustments’.

   The trouble with reasonable adjustments is the lack of clarity around the word reasonable. It is subjective, and subjectivity is influenced by personal feelings, tastes, or opinions. Therefore, a person with open or unconscious bias could quite easily discriminate (either intentionally or unintentionally) against a neurodivergent individual when asked to make reasonable adjustments.

    

   Hidden or systemic barriers

   And because of sneaky systemic behaviours, like a lack of flexibility around reasonable adjustments, poor communication, dismissive attitudes, and inconsistent support, workplace discrimination can sometimes be hard to spot if you’re not being directly affected by it.

   Your workplace should have a culture where employees can raise concerns and have them dealt with, without fear of repercussions. Not only is this the law, it makes sense from an employee retention perspective as well.

    

   How employers can encourage neurodiversity disclosure

   It may now be clearer why some people choose to blend in and keep their neurodivergence under wraps. You can’t force people to disclose their neurodivergence, and they won’t if they think a disclosure would affect their job or the way they are perceived. Would you?

   Asking nicely doesn’t always work either. You wouldn’t give just anyone your address alongside a map and a key to your house. First, you need to be sure you can trust them with that information. You need to feel safe knowing that they’ll let themselves in gently to water your plants, rather than ransack the place and run away, leaving the door wide open.

    

   Creating a psychologically safe workplace culture

   To encourage your employees to disclose their neurodivergences, you need to create a workplace culture where people feel safe to discuss their neurodivergence and unmask.

   You can’t reap the benefits of neurodivergent strengths like creativity, innovation, hyperfocus, different ways of thinking and spotting new connections and patterns without being willing to support people in the areas they find more difficult.

   

   A journey to psychological safety: steps for employers

   Start by:

   • Checking your unconscious bias. Encourage everyone to practice self-analysis and explore their inner prejudices. My Critical Friend sessions – where you can ask me anything – are a great way to do this.
   • Reframing it: If someone tells you they have additional needs, don’t think of it as more work for you to accommodate them. They are giving you an insight into how they do their best work for you.
   • Encouraging self-disclosure. With up to 20% of the population being neurodivergent, if you don’t already have similar numbers of neurodiversity in your teams, the chances are that some people are holding back from disclosing. Having leaders speak out about their neurodivergences is both affirming and encouraging for other team members and new recruits to do the same.
   • Educating and raising awareness. We’re often fearful of the things we don’t understand. Education and training fosters inclusion by giving teams a chance to find common ground, break down stereotypes and develop empathy and respect for others. My tailored Neuroinclusion training & workshops are a great way to get together and do just that.
   • Understanding that neurodiversity is not one-size-fits all. Everyone has different needs. A reasonable adjustment that works for one person might not work at all for someone else. Truly neuroinclusive environments don’t generalise or assume – they support everyone individually.

    

   Conclusion: Build trust first, so disclosure follows

   Productivity is not linear. We all have ebbs and flows of productivity as we navigate our way through life. If we’re stressed, tired, hungry, grieving, on holiday or have caring responsibilities, we adapt to our needs to get back on track. We accommodate for these productivity shortfalls through management techniques, early nights, hearty meals, processing time to process or adjustments to our routine.

   Why should neurodivergence be treated any differently? We all have needs, and we all have different ways of working. Focusing on everyone’s needs as individuals and not on “neurodivergent needs” could be the key to understanding and implementing impactful solutions.

   Under the Equality Act 2010, an employee doesn’t need a diagnosis to be considered disabled: they should be offered support regardless of whether or not they have a formal diagnosis.

   Ready to build a more neuroinclusive workplace culture?

   Contact Ruth Today

   About the Author

   Ruth Bartlett is a Neuroinclusive Communications Specialist and founder of Wordsted. She combines her background in communication and community support with her neurodivergent lived experience to help organisations and teams bridge the gap between systems, processes, and their neurodivergent consumers and employees.

   

7. Why traditional therapy often fails people with ADHD

   18 March 2026 6:26 pm Comments Off on Why traditional therapy often fails people with ADHD

    

   The problem with traditional therapy for ADHD

   Traditional therapies are often designed for mood disorders like depression and anxiety. When applied to people with ADHD, attempts to tackle executive function challenges are not only ineffective, they can make things significantly worse. Instead of helping, they reinforce feelings of failure, further damaging self-esteem. This is particularly true for women with ADHD, who often have a daily history of being misdiagnosed due to societal biases.

    

   Lack of ADHD-specialist mental health support

    

   A widespread lack of specialist services and support also means that individuals with ADHD may get pushed into mental healthcare services that are not designed for their needs.

   Although therapy can be helpful in some cases, many of the techniques used in traditional therapy like CBT are often inaccessible for someone like me because they assume all people have the executive function capacity to:

   •	Maintain routines
   •	Complete “homework”
   •	Track moods or behaviours
   •	Be consistent with cognitive strategies.

    

   My experience with CBT and ADHD burnout

    

   When I was struggling with my own mental health in 2022, I hoped for a referral to a therapist or counsellor who understood ADHD.

   I was repeatedly pushed down the depression and anxiety treatment pathway and told to trust the professionals. I doubted Cognitive Behavioural Therapy (CBT), was compatible with my ADHD, but I tried my best.

   The therapist discussed techniques to work on at home. At the time, my burnout was so severe I could barely read. The homework I was given just added to my stress.

   “How can I be expected to keep a mood diary when I can’t even keep a to-do list?”

    

   Research shows many ADHD patients feel worse after CBT

    

   And I’m not alone.

   The majority of participants in this study reported feeling worse off after CBT. Many described:

   • • Lowered self-esteem
   • • A stronger sense of failure
   • • Feeling frustrated with themselves
   • • Increased emotional dysregulation
   • • Hopelessness about the future.

   For many people with ADHD, therapies that rely heavily on self-management tasks can unintentionally reinforce negative beliefs.

    

   When therapy feels like gaslighting

    

   Many people report feeling gaslit by the CBT process. They know full well that their problems of social isolation are not the result of their own negative thought patterns, but of societal stigma.

   People with ADHD are more likely to be bullied.

   Autistic people are often disliked by their neurotypical peers.

   If the purpose of therapy is to change the way we think without addressing how society views us, is that any different from conversion therapy?

    

   The training gap in mental health professionals

    

   As I’ve discovered to my cost, therapists who lack appropriate training, often struggle to see or understand the link between the frustrations that come with disability and mental health.

   Without this understanding, therapists may misinterpret executive dysfunction as:

   Lack of motivation
   Resistance to treatment
   Negative thinking patterns

   In reality, these challenges often stem directly from the neurological differences associated with ADHD.

   Until mental health services develop a deeper understanding of neurodiversity, many people with ADHD will continue to receive treatment that doesn’t meet their needs.

   About the Author

   Ruth Bartlett is a Neuroinclusive Communications Specialist and founder of Wordsted. She combines her background in communication and community support with her neurodivergent lived experience to help organisations and teams bridge the gap between systems, processes, and their neurodivergent consumers and employees.

   

8. ADHD is not a mood disorder – so why do we treat it like one?

   16 March 2026 3:38 pm Comments Off on ADHD is not a mood disorder – so why do we treat it like one?

    

   Despite being a neurodevelopmental condition, Attention Deficit Hyperactivity Disorder (ADHD) is often miscategorised as a behavioural or mental health condition. This misunderstanding affects how ADHD is treated in healthcare, education and policy – doing untold damage to those who battle with the executive function deficits and stigma that come with the condition.

   Unlike many mental health conditions, which can be situational and temporary, ADHD is lifelong and hereditary. People with ADHD are born with brains that develop and function differently from their neurotypical peers.

   That’s not to say mental health challenges aren’t an issue for those with ADHD – if fact, they are more common.

   The link between ADHD and mental health problems

   
   
   While ADHD itself is not a mood disorder, there is a strong relationship between ADHD and mental health conditions.

   Co-occurring mood disorders are indeed common, partly because of the everyday executive function challenges, like emotional regulation, that are part and parcel with the condition.

   However, many mental health problems experienced by people with ADHD are not caused directly by the condition itself. Instead, they often arise from navigating a world designed for neurotypical people while experiencing executive function challenges.

   Common struggles include:

   • • Overstimulation
   • • Social misunderstandings
   • • Missed opportunities
   • • Missed deadlines
   • • Academic or workplace struggles
   • • Perceived underachievement.

   Over time, the persistent shame, struggles and feelings of failure that often coexist with ADHD can take a significant toll on mental wellbeing:

   • • Some experts claim that up to 70% of people with ADHD will be treated for depression at some point in their lives.
   • • Studies reported an increased risk of developing PTSD in individuals with ADHD, with the prevalence of comorbidity ranging between 28 and 36%.
   • • A meta-analysis found an association with ADHD and suicidal spectrum behaviours. Results indicated that those with ADHD attempted suicide at twice the rate of typically developing people (six studies, over 65,000 persons), had over three times the rate of suicidal ideation (23 studies, over 70,000 persons), and over six times the rate of completed suicide (four studies, over 130,000 persons).

   
   

   The impact of criticism on people with ADHD

   
   
   “Lazy”, “too much”, “disruptive”, “scatterbrained”.

   People with ADHD frequently experience criticism from a young age. Some experts estimate that children with ADHD receive an average of 20,000 negative messages by their 12th birthday.

   Is it any wonder that many adults with ADHD struggle with low self-esteem, imposter syndrome, and chronic self doubt?
   
   

   Why understanding ADHD matters for mental health

   
   
   Although ADHD is not a mood disorder, the experiences that come with it can cause significant mental health consequences.

   For better mental health outcomes, people with ADHD (and other neurodivergent conditions for that matter) need greater understanding and adaptations throughout their lives:

   • • Earlier diagnosis
   • • Greater societal understanding
   • • Appropriate accommodations
   • • Reduced stigma.

   
   

   The importance of diagnosing and supporting ADHD

   
   
   Mental health conditions are often worse when they coexist with undiagnosed or unsupported ADHD. Whilst many people feel conflicted about the ADHD label, diagnosis can provide a prism for understanding how the ADHD brain works.

   When we look at ADHD through a different lens, it becomes clear that we are not disabled by the condition itself, but by living in a society that is designed for neurotypical people. Recognising this is the first step towards creating a world that works for everyone.

   About the Author

   Ruth Bartlett is a Neuroinclusive Communications Specialist and founder of Wordsted. She combines her background in communication and community support with her neurodivergent lived experience to help organisations and teams bridge the gap between systems, processes, and their neurodivergent consumers and employees.