Retaining top talent remains a priority for law firms and in-house legal teams striving to stay commercially competitive. Yet, one of the profession’s most valuable assets is often overlooked: professionals with attention deficit hyperactivity disorder (ADHD). 

Donna McGrath ADHD in Law

Donna McGrath

ADHD is widely misunderstood in terms of how it presents and the strategic value it can bring to legal teams. Many high-performing lawyers with ADHD either remain undiagnosed or find their needs unsupported in workplaces that mistake neurodivergent traits for inefficiency, distraction or emotional instability.

The reality is very different.

Drawing on my experience as a former solicitor in private practice and FTSE in-house teams, and now as a leadership coach for lawyers, I have seen how awareness, structure and culture determine if those with ADHD thrive or burn out. 

Where firms and in-house legal teams adopt the right frameworks and culture, ADHD talent stays and the business gains a strategic edge.

A commercial asset 

While there are no UK statistics on ADHD’s prevalence in the legal profession, around 3–4% of adults are formally diagnosed with the condition, but actual figures are likely closer to 5–8%, particularly in high-pressure sectors such as law, finance and leadership.

These professionals are often among the most strategically valuable team members, because they bring:

  • fast, strategic problem-solving;
  • exceptional pattern recognition;
  • high emotional intelligence;
  • values-led leadership and intuitive decision-making; and
  • big-picture thinking that integrates legal, commercial and relational dynamics. 

Without effective support, firms and teams risk losing these individuals to burnout, underperformance or exit.

Here are five strategies I help legal teams implement to retain ADHD talent and unlock its strategic edge.

1. Raise Awareness

Many high-functioning professionals with ADHD go undiagnosed for years. They may appear composed but are often working twice as hard to hide overwhelm or self-doubt. Without understanding how ADHD presents in high-achievers, legal workplaces may miss critical warning signs.

These differences can include:

  • pressure triggering shame rather than stress; 
  • deadlines causing rumination instead of problem-solving; 
  • feedback being interpreted as rejection; and
  • chronic people-pleasing driven by fear of letting others down.

Awareness of these emotional drivers helps individuals self-identify – and encourages leaders to offer meaningful support before issues escalate.

2. Introduce structure

The ADHD brain is not disorganised – it is under-stimulated by traditional workflows. These professionals often excel at strategy, spotting risks and connections others miss. But without structure, focus can collapse into disengagement or overwhelm.

To unlock performance, offer:

  • clear outcomes (not rigid steps); 
  • mini-targets for momentum; 
  • regular check-ins to anchor progress; 
  • protected focus time; and
  • flexibility to explore tangents that often lead to breakthroughs.

Structure does not confine ADHD professionals – it enables them to deliver their best work.

3. Recognise commercial value

The legal sector often equates time with value. But ADHD affects time perception, energy, and output. Lawyers with ADHD may underbill, not from inefficiency, but due to time blindness or perfectionism. Rather than viewing this as poor performance, firms should see a strategic opportunity. These professionals often deliver value beyond conventional metrics, spotting inefficiencies, surfacing risks before they become issues, and connecting teams and ideas in unconventional ways.

Redirect these strengths through targeted roles, such as innovation, cross-functional collaboration, or client development.

4. Prevent burnout

ADHD professionals often overcompensate to prove themselves. This can present as:

  • always saying ‘yes’;
  • taking on non-essential work;
  • avoiding delegation; and
  • working extended hours without corresponding output.

This behaviour is not ambition – it’s a red flag. Left unaddressed, it leads to burnout, disengagement or quiet resignation.

Leaders should:

  • check in early and often;
  • help individuals prioritise and triage;
  • set limits collaboratively;
  • respect and model boundaries; and
  • measure impact over hours.

Healthy boundaries are essential – not only for wellbeing, but for retaining high-value contributors.

5. Psychological safety

In environments where judgement or control dominate, neurodivergent professionals may withdraw. This is especially true for those with rejection sensitivity dysphoria, which is common among those with ADHD and can make minor criticism feel overwhelming.

A lack of psychological safety does not just suppress morale – it also stifles innovation and increases regulatory risk, particularly when professionals are too afraid to speak up.

To foster safety:

  • start with one-to-one conversations;
  • encourage emotional honesty;
  • share your own challenges to model openness; and
  • make space for different working styles and perspectives.

Psychological safety empowers professionals to bring their full selves to work – and contributes directly to better risk management, stronger team culture, and more sustainable performance.

 

Donna McGrath is the founder of ADHD in Law