Virtual Assistant Holly Mills shares practical strategies Executive Assistants can use to help ADHD, autistic, dyslexic, and other neurodivergent executives perform at their best
Key takeaways:
- Personalised support is essential when working with neurodivergent leaders. No two neurodivergent executives work the same way; tailor communication, workflows, and routines to their individual needs rather than relying on generalised assumptions.
- Executive Assistants can dramatically improve executive function for neurodivergent professionals. Using tools such as prioritisation frameworks, structured planning, written summaries, and predictable routines helps reduce overwhelm and boosts day-to-day productivity.
- Different neurodivergences require different EA strategies to drive performance. Whether supporting ADHD, dyslexia, autism, or dyscalculia, adapting communication formats, task-management systems, and information delivery increases clarity and reduces cognitive load.
- Emotional support and psychological safety are critical for neurodivergent leadership success. Encouraging strengths, offering empathy, and providing consistent reassurance can help counter years of being misunderstood, improving confidence, communication, and collaboration.
- Effective EA support enables neurodivergent leaders to innovate at their highest level. When an Assistant designs accessible systems, anticipates challenges, and removes friction, neurodivergent executives can focus on strategic thinking, creativity, and business growth.
From Richard Branson to Ingvar Kamprad, the late founder of IKEA, many successful entrepreneurs and company founders have one thing in common: they think differently. Neurodivergence, an umbrella term describing brain differences including ADHD, autism, dyslexia, and Tourette’s syndrome, is increasingly recognised as part of the DNA of innovation.
One study found that a remarkable 72% of business owners surveyed had been diagnosed with a mental health condition or neurodivergence (Freeman et al., 2018). Back in 2009, Professor Julie Logan’s research revealed that 35% of entrepreneurs were dyslexic. In other words, neurodivergence isn’t rare amongst company founders – in fact, it could almost be considered the norm.
As a Virtual Assistant, I have built strong working relationships with a number of neurodivergent business owners, some of whom pay for my help through Access To Work grants. Here’s what I have learned about supporting someone whose brain works differently.
No Two Neurodivergent People Are Alike
There’s a saying in neurodivergent communities: “If you’ve met one neurodivergent person, you’ve met one neurodivergent person.” In other words, the way each person experiences life and the strengths and weaknesses they display are unique to them. People are not their condition.
The golden rule? Don’t make assumptions based on what you think you know about autism or dyslexia – ask. Do they prefer one concise email each day or multiple short updates? Are voice notes or written messages better? If they go quiet on you and stop responding to messages, should you chase them hard for a response, or leave them be?
If the leader is comfortable sharing details of how their neurodivergence affects them at work, find out as much as you can about what has helped in the past. And if they’re not sure, you can work together through trial and error, trying out strategies, adjusting as you go and seeing what sticks.
It’s also worth doing your own homework. Read reputable resources – ideally those written by neurodivergent people, not just about them. Some useful sources include:
The Power of Executive Function and Why It Matters
Many forms of neurodivergence affect what psychologists call executive function. This means the set of mental processes that help us plan, prioritise, remember, and stay on task. When executive function works differently, someone might have brilliant big picture vision but struggle with moving between tasks or time blindness.
As an Executive Assistant, your insight into the leader’s daily rhythms can make a huge difference. If they often feel overwhelmed – which is extremely common amongst neurodivergent people – try introducing a visual prioritisation tool such as the Eisenhower Matrix. This simple framework divides tasks into four quadrants: urgent/important, not urgent/important, urgent/not important, and not urgent/not important. For some, it can be a really big help when it comes to deciding what to tackle, delegate, or drop altogether.
Sometimes the simplest sounding changes can make the biggest impact. One of my customers, who is dyslexic and has ADHD, found that doubling the length of our scheduled catch-ups from 30 minutes to an hour paid unexpectedly large dividends. With the pressure for rapid and concise communication reduced, she is better able to talk through tasks and respond to my queries. Longer meetings allow me to be very explicit in what I am asking her, and to rephrase or reframe questions if there is a misunderstanding or important missing detail.
Supporting a Leader With ADHD
ADHD can look very different from one person to another. Some executives with ADHD are incredibly organised because they’ve learned that they need watertight systems to function to a high level. Others struggle to find one that sticks.
For those who don’t already have a strong system in place, a good first step is to explore different task-management tools together. One customer of mine completely transformed her working day by adopting Asana – but we discovered she needed to turn off email reminders, which quickly became overwhelming. If Asana doesn’t suit, you could suggest alternatives such as Trello, Notion, or ClickUp.
Another potential quick win for improved communication is to avoid giving multiple pieces of information verbally in quick succession. It’s easy for someone with ADHD to miss vital details if their attention shifts. Summarising action points in writing can be invaluable.
Supporting a Dyslexic Leader
Reading and writing can be considerably more effortful and tiring for dyslexics. One of my dyslexic customers finds great value in my reading and summarising lengthy documents for them.
When preparing your own documents or other forms of written communication, be mindful of best practice for supporting dyslexic readers. Recent evidence shows there is no consistent advantage in using sans serif over serif fonts, as was previously widely believed. There is no single “best” dyslexia-friendly font; instead, it seems that simply using a familiar font is the best way to reduce cognitive load.
Dyslexia Scotland has a really informative guide to dyslexia-friendly typed content, recommending some universal principles, including:
- no smaller than 12-point type
- 1.5 line spacing
- large bold headings for easy scanning
- not justifying text
Supporting an Autistic Leader
Autistic people often function better with predictability and routine, so sudden changes to meeting times, locations, or priorities can cause additional stress. If you can, give plenty of notice of changes and stick to agreed processes.
Understanding different communication styles can be important when working with an autistic executive. Many autistic people use more direct, literal language and may skip small talk or social niceties in emails or spoken communication. If you find this abrupt, remember it’s not deliberate rudeness. Discuss any concerns about the way they communicate openly rather than letting resentments simmer. You can gently model the tone you prefer, but don’t expect them to instantly mirror it.
Supporting a Leader With a Stammer
A stammer can make verbal communication – especially under pressure – more challenging. One of my clients has a stammer and is also dyslexic. So whilst he prefers spoken communication over written, calls can also sometimes have their challenges.
I read up on advice from charities including Stamma and found these tips helpful:
- Don’t finish people’s sentences for them
- Don’t suggest they slow down or breathe – any focus on how they are speaking can make things worse
- Try your hardest not to look uncomfortable, even if they do
- It is okay to ask someone to repeat what they said if it wasn’t clear
Supporting a Leader With Dyscalculia
Dyscalculia is perhaps one of the lesser known neurodivergences, and it involves a specific difficulty working with numbers. Making sense of a spreadsheet is the obvious place where an executive with dyscalculia may struggle, but the condition can also cause difficulties in less obvious places, including accurately telling the time and planning schedules, budgeting, remembering pass codes or dates, and working out travel times.
It is estimated that around half of dyslexics also have dyscalculia, so this is something to bear in mind when working with a dyslexic leader.
Make life easier for a dyscalculic executive by avoiding springing numerical questions on them unexpectedly. Instead, share figures in writing or ahead of time so they can review at their own pace. Writing an important number out in full (e.g., “I’ll meet you at 248 (two hundred and forty eight) High Street”) can help to avoid confusion.
Emotional Support and Self-Esteem
Many neurodivergent people carry the scars of years spent being misunderstood. They may be highly self-critical, perfectionistic, or anxious about their differences. As an Executive Assistant, you can play a powerful role in helping them see their strengths.
Be their cheerleader as well as their right hand. Notice when they excel, whether that’s in creative problem-solving, innovation, or attention to detail, and reflect it back to them. A few genuine words of recognition can make an enormous difference.
At the same time, be flexible and empathic. The impact of neurodivergence can wax and wane over time with workload, stress, or overwhelm. A strategy that works brilliantly one week may not the next. Have a toolkit of alternatives in your back pocket so you are equipped to change tack when needed.
Final Thoughts
Supporting a neurodivergent leader doesn’t mean lowering standards or taking on their responsibilities. It’s about working with their brain, not against it – creating an environment where they can do their best thinking, leading, and innovating.
The best relationships are built on trust, respect, and communication. And for neurodivergent execs, your partnership with them can be transformative, freeing them to focus on what they do best while knowing they have someone by their side who understands how their brain works.
When you help a neurodivergent leader to thrive, you’re not just supporting one person – you’re helping to build a more inclusive, creative, and effective workplace for everyone.
