ADHD Challenges Worksheet

A principal engineer recently promoted to engineering manager at a tech startup. Excelled in individual contributor role but now reports feeling overwhelmed by meetings, one-on-ones, and administrative tasks. Thinks the problem is time management but can't explain why technical work felt effortless while management feels chaotic.

Frame this as a diagnostic before building management systems. 'Before we design your leadership approach, let's map where the friction actually lives.' Many high-performing individual contributors resist acknowledging that people management requires different executive functions than technical work. The domains will reveal whether this is skill gaps or ADHD patterns showing up in a new context.

Notice if Domain 1 (Work Performance) gets filled quickly while Domain 5 (Relationships & Communication) stays sparse. This suggests the client is still thinking in technical terms. Watch for generalizations like 'meetings are hard' versus specifics like 'I lose track of action items when three people talk at once.' Speed through emotional regulation often means avoidance.

Start with the contrast between Domain 1 and Domain 5. Ask: 'Read me what you wrote for work performance, then relationships. What's different about how you described those?' Then: 'When you were coding, what executive functions did you rely on most? Which of those don't work in management?' This connects past success patterns to current friction.

A marketing director at a mid-size company who presents as highly organized and articulate. Came to coaching for 'strategic thinking development' but consistently deflects when conversations move toward specific challenges. Has systems for everything but team performance is declining and CEO feedback suggests execution gaps.

Present as a calibration exercise, not self-assessment. 'Your systems look solid from the outside, but something's creating friction between planning and results. This maps where effort goes versus where impact happens.' Expect resistance to domains that feel like admitting failure. Frame challenges as information, not judgment: 'We're looking for patterns, not problems.'

Completion time under 15 minutes signals surface-level engagement. Look for corporate language ('stakeholder alignment challenges') instead of specific situations ('I avoid difficult conversations with the sales director'). If Domain 3 (Organization) is detailed but Domain 4 (Emotional Regulation) has generic entries, the client is performing competence rather than examining patterns.

Start with the domain they wrote least in. Not 'what did you notice?' but 'Domain 4 has two lines while Domain 1 has eight. What made emotional regulation harder to write about?' Then ask: 'If your team filled this out about working with you, which domain would look different?' This shifts from self-protection to external perspective.

An operations manager at a logistics company, recently diagnosed with ADHD at age 34. Built successful career through intense systems and workarounds but now questioning whether their coping mechanisms are sustainable. Experiencing burnout and wondering which struggles are ADHD versus normal work stress.

Frame as separating ADHD patterns from compensation strategies. 'You've built systems that work, but some require more energy than they should. This helps us see where ADHD is driving the bus versus where you're managing it effectively.' Normalize that successful adults often can't distinguish between ADHD challenges and their solutions to those challenges.

Look for over-detailed responses that describe elaborate workaround systems rather than the underlying challenges. If Domain 3 (Organization) reads like a productivity blog, the client is describing solutions, not problems. Watch for domains where they write 'this used to be hard but I fixed it' - those are often the most energy-expensive areas.

Start with the domains that have the most system-heavy language. Ask: 'You wrote about your project tracking system in Domain 3. What happens when that system breaks down or you don't have time to maintain it?' Then: 'Which of these domains requires the most daily energy to manage, even when it's working?' This reveals the cost of compensation.

A VP of Finance at a publicly traded company who manages complex analysis and board presentations effectively but struggles with routine administrative tasks and team communication. Recently missed a regulatory deadline due to 'oversight' and is questioning whether their executive presence masks underlying attention issues.

Position this as mapping where executive function demands vary by context. 'You perform well in high-stakes situations but routine work creates different challenges. This tool separates the environments where ADHD helps from where it creates friction.' Many executives resist acknowledging attention issues because they associate ADHD with poor performance, not variable performance.

Notice if Domain 1 (Work Performance) shows a split between complex/novel work versus routine tasks. Look for language like 'boring meetings' or 'administrative stuff' - these often mask working memory or attention regulation challenges. If Domain 8 (Communication) shows confidence in presentations but struggles with email or one-on-ones, that's a pattern worth exploring.

Start with the contrast between high-stakes and routine performance. Ask: 'You mentioned board presentations go well but team meetings are difficult. What's different about those environments for your brain?' Then: 'The regulatory deadline you missed - which domain does that pattern show up in most?' This connects the presenting incident to broader patterns.