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Managers must understand rejection sensitivity in staff with ADHD, says ADHD Centre

Dr Mukesh Kripalani of the ADHD Centre said: “For some people with ADHD, criticism or perceived rejection can feel overwhelming."

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The ADHD Centre has called on managers to improve feedback for staff with ADHD and rejection sensitivity.

This comes after recent employment tribunal cases highlighted how criticism and perceived rejection could affect neurodivergent employees.

In Ryan Toghill v Lidl Great Britain Ltd, the tribunal heard that Ryan Toghill had ADHD and experienced rejection sensitivity.

The judgment described this as an intense sensitivity to the impression of being rejected, harassed or criticised.

The tribunal found Lidl had unfairly dismissed Toghill and failed to make reasonable adjustments during parts of its disciplinary process.

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In Sophie Stone v MA Business Ltd, the tribunal heard that Stone was dyslexic and neurodivergent and experienced RSD.

During a discussion about workplace adjustments, her manager made a comment to the effect that she should “get back in her box”.

The tribunal accepted the manager had not intended to cause offence but found that the remark amounted to disability-related harassment.

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The judgment described the comment as “understandably triggering” for Stone. 

She was awarded £12,000, including £10,000 for injury to feelings.

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Dr Mukesh Kripalani of the ADHD Centre said: “For some people with ADHD, criticism or perceived rejection can feel overwhelming. 

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“A comment or conversation which might seem quite minor to someone else can trigger anxiety, shame or hours of overthinking. 

“It doesn’t mean that people with ADHD cannot be criticised or given feedback.”

Kripalani added: “Of course they can. But managers need to understand that the way feedback is given can make a real difference.

“People sometimes think rejection sensitivity means somebody is simply overreacting or being too emotional, but that is not necessarily what it looks like.

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“It may be that the employee who seems incredibly conscientious, helpful and accommodating, but is constantly worrying underneath that they have done something wrong or that their manager is unhappy with them.”

He said: “Managers can make relatively simple changes, such as giving difficult feedback privately, being clear and specific rather than vague, avoiding sarcastic or humiliating language and giving someone time to process a conversation. 

“Employers should also talk to neurodivergent staff about what helps them and what reasonable adjustments might be useful, including during disciplinary or performance-management processes.

“Nobody is saying employees with ADHD should be shielded from criticism.”

He added: “At the ADHD Centre we are increasingly advising and training employers on how to work with neurodivergent staff.

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“Obviously good managers sometimes have to have difficult conversations. But there is a big difference between giving somebody clear, constructive feedback and making them feel humiliated or rejected. 

“Training staff to understand ADHD and rejection sensitivity can help managers get that difference right and avoid a conversation about someone’s work turning into a much bigger problem than it need be.”

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