The need to support neurodivergent legal professionals

The legal profession has long attracted bright, driven individuals, who thrive in high-pressure environments. Increasingly, research and clinical experience point to a growing number of lawyers with undiagnosed or unsupported attention deficit hyperactivity disorder (ADHD) and other neurodivergent profiles working in law.

While ADHD is classified as a disability under the Equality Act 2010, many individuals with the condition remain undiagnosed well into adulthood. Their intelligence and coping strategies often mask symptoms, until they can no longer mask, struggling to manage stress and work effectively in a neurotypical working environment that doesn’t support their condition. As the legal profession grapples with retention, mental health and performance challenges, there’s a critical need to reframe how it views and manages neurodivergence among its staff.

Lawyers with ADHD

ADHD is often misunderstood as a deficit in attention or focus. In reality, it’s better described as a different mode of processing information. Individuals with ADHD frequently exhibit strengths in creative problem-solving, risk assessment, strategic thinking and, perhaps surprisingly, hyperfocus.

Many lawyers with ADHD report being energised by litigation, negotiations and the need to think quickly and analytically. These professionals may excel at building arguments, navigating ambiguity and synthesising complex legal frameworks.

But without the right support, these strengths can come at a cost. The very traits that help lawyers succeed, namely perfectionism, drive and intensity, can also lead to burnout, disorganisation and mental health issues if unmanaged, especially as work environments are typically designed around neurotypical expectations, which includes long hours, sustained attention requirements and rigid administrative demands.

Lawyers with ADHD may experience challenges in regard to prioritisation, organisation, meeting deadlines, handling stress and attention to detail, often internalising these difficulties as personal failings.

The importance of providing the right support

At the ADHD Centre, we see that with the right interventions and outcomes can be transformational. In our most recent clinical audit, 72% of clients reported a significant improvement in their quality of life and 67.6% reported improved work performance following the provision of structured ADHD support.

To help law firms retain and empower neurodiverse professionals, the ADHD Centre offers a structured four-stage employment assistance programme:

1. workplace assessment – a comprehensive review including site visits and interviews to identify and recommend reasonable adjustments;
2. one-to-one coaching – fortnightly coaching to develop individual strategies for time management, productivity and stress reduction;
3. neurodiversity training for managers – practical sessions to improve the understanding of key team members and create inclusive practices;
4. evaluation and implementation – monitoring outcomes and embedding sustainable, measurable change across the organisation.

This approach doesn’t just ensure compliance with the Equality Act 2010, which requires reasonable adjustments for disabled employees, including those with ADHD, it delivers real value for both employers and employees. Firms that embrace neurodiversity gain access to a wider talent pool and position themselves as progressive, inclusive and resilient in a changing professional landscape.

The ADHD Centre offers a free employer handbook for legal practices and HR professionals committed to making lasting change. By understanding and investing in neurodivergent professionals, we not only meet our ethical obligations, we also unlock new potential across the profession.