When Work Isn’t Working

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Doug Darling has built a career capturing stories through his lens, but behind the scenes, starting big projects makes him freeze. The 45-year-old co-founder of Winnipeg’s Tripwire Media Group often finds his brain racing — leaving him feeling paralyzed and unsure where to start. When work became overwhelming, he would internalize these struggles as personal failures, telling himself, I’m not good at this. I’m bad at this. I’m an asshole. Then two years ago, at age 43, Darling was diagnosed with ADHD. 

Darling excels at creative vision and technical execution — under his leadership, Tripwire Media Group has grown into one of Winnipeg’s leading video production companies, producing content for national brands and high-profile clients. In 2022, the company’s work was recognized internationally, winning three Gold Telly Awards, which recognize excellence in video and television production.  

Attention-deficit/hyperactivity disorder (ADHD) is a neurodevelopmental disorder that affects attention, focus, and impulse control. According to the Centre for ADHD Awareness Canada, an estimated 1.8 million Canadians have been diagnosed with the condition. They also say ADHD is typically categorized into three types: hyperactive-impulsive, inattentive, and combined. ADHD symptoms can look different for everyone, depending on genetics, environment, and personal experiences.   

Like other professionals with ADHD, Darling spent years masking his struggles, adapting to rigid workplace structures that weren’t designed for the way his brain works. His experience isn’t unique — other people with ADHD face similar challenges at work, like difficulty focusing in open office environments, struggling with time management, or feeling overwhelmed by task switching, all while navigating systems that don’t nurture their strengths. Creativity, problem-solving, and innovation are common ADHD traits that can be incredible assets, but without flexibility and support, people with ADHD can struggle at work.  

According to Deloitte’s 2024 Disability Inclusion @ Work report, nearly three-quarters of employees who requested workplace accommodations had at least one request denied. This highlights a clear gap between what companies say about inclusivity and what they actually do. 

True inclusivity requires more than just accommodation policies on paper — it demands a cultural shift toward flexibility, autonomy, and universal design principles, allowing employees to thrive without masking or burning out. Psych Central explains that ADHD masking involves “camouflaging” symptoms or overcompensating to hide them. The goal of inclusivity isn’t just to support workers with ADHD; it’s to rethink outdated structures and build workplaces where everyone can reach their full potential. 

Growing up, Darling thought ADHD only applied to the hyperactive kids who couldn’t sit still in class. It wasn’t until his late thirties that the idea of having ADHD even crossed his mind. As he listened to others share their diagnosis stories and scrolled through symptom lists online, everything started to click. It was like finally finding the missing piece to the puzzle — but getting a formal diagnosis wasn’t straightforward. When he finally spoke to his doctor at age 41, his doctor dismissed ADHD as a possibility because he’d done well in school. Instead his doctor prescribed him anxiety medication, but it only made him feel cloudy and confused.

Eventually, Darling’s therapist pushed for a deeper evaluation, which led to his official ADHD diagnosis. This changed how Darling viewed behaviours he once saw as character flaws, like task paralysis and interrupting during conversations, and gave him a clearer sense of who he is.

“It just unlocks all these things that you go like, ‘that’s why I’m like this,’” he said.  

According to Verywell Mind, interrupting is a common ADHD trait, often stemming from difficulties with impulse control and self-regulation. Since his diagnosis, Darling has become more self-aware, catching himself before interrupting, and apologizing when it happens. 

Many people occasionally struggle to focus, but for those with ADHD, the challenge runs deeper, down to the brain’s chemistry, structure, and communication pathways. According to a study published in Frontiers in Human Neuroscience, differences in the frontal lobe — the part of the brain responsible for planning, focus, and self-control — can make it hard for people with ADHD to stay organized, manage impulses, and concentrate, especially in work environments where these skills are critical. 

The brain’s nerve cell networks relay signals using chemical messengers, but in an ADHD brain, structural and functional imbalances can disrupt how messages are sent. This disruption impacts work performance in many ways. Low dopamine levels can drain motivation for tasks with delayed rewards, leading to procrastination or difficulty starting projects. Similarly, imbalances in norepinephrine — a brain chemical that helps regulate attention and stress responses — can make it hard to focus during meetings, block out office noise, and manage emotions under stress — challenges that are often mistaken for a lack of professionalism or dedication rather than neurological differences. 

Darling co-founded Tripwire Media Group in 2009, but credits much of the company’s early success to his business partner, David Lewis.

“If I didn’t have David, I probably wouldn’t have done it. Or I would’ve stopped,” Darling said.

The business partners leveraged each other’s strengths. Lewis, who Darling describes as “determined and focused,” handled the initial planning and structure. Darling dove right into the creative work he excelled at, like shooting and editing videos. “A lot of what I brought was incredibly valuable,” Darling said. “But having someone to take the lead made all the difference.” 

Although Lewis is no longer with the company, Darling hasn’t been navigating Tripwire’s growth alone. His right-hand man, Colin Fraser, now fills that role as Tripwire’s Executive Producer. Fraser and Darling run the company together, working closely on creative projects, operations, strategic planning, and budgeting. They’re the “two-headed monster” that drives Tripwire forward. Through this close partnership, Fraser has seen firsthand how Darling’s openness about his ADHD diagnosis has transformed the team’s dynamic. 

Darling’s visionary thinking brings bursts of energy to meetings. “Doug’s ability to go on creative rants and get to cloud nine with his ideas sparks creativity and unique solutions on a lot of our projects,” Fraser said. Clear goals help Darling focus and work efficiently.   

“You can put a deadline to the task, give him the ‘why’ behind it, then he’s off to the races and comes back with great work. He never uses it as an excuse, but it does help knowing about his ADHD because it helps us understand where he’s coming from,” Fraser said. This understanding has improved communication and helped the team work better together.  

People with ADHD often see the world through a different lens, picking up on details that others might overlook. According to the Attention Deficit Disorder Association, this heightened sensory input fuels creativity and allows individuals to identify patterns and solve problems in innovative ways. Adults with ADHD excel at generating fresh ideas and thinking outside the box.  

Impulsivity is a common trait of ADHD. While it might seem like a hurdle, it can also unlock quick thinking and help people with ADHD excel under pressure. Darling’s ability to work under pressure once saved a client relationship.

“We were about to get fired because a freelance writer didn’t do a great job. I had an hour to write a script — I didn’t even know what the topic was. I said, ‘give it to me.’ I put it to the code of the story structure, started to identify key elements, and wrote it. The client said, ‘This is way closer to what we were looking for.’ It’s pretty funny how we can really turn that around,” he said.

Like Darling, many people with ADHD thrive in fast-paced environments, staying calm and focused during crises. 

Darling has built a workplace where mental health isn’t taboo and made a point of sharing his ADHD diagnosis with his team.  
 
“I try not to make it a crutch or a badge of honour, but I really just want people to understand what ADHD can be like,” he said.  

Instead of constantly policing his behaviour, he embraces openness and understanding. He holds himself accountable when his symptoms surface but doesn’t apologize for how his brain works — allowing him to work efficiently and focus on what he does best: telling stories.  

The company’s hybrid model lets employees work where they’re most productive — at home or in the office. It supports team members who need quieter spaces, whether that means a private home setup or a low-distraction area at the office, while also allowing flexibility in both work hours and location. Darling finds he works best with a mix of environments, typically spending a couple days each week working from home and the rest in the office.  

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Like Darling, Angela Taylor also found clarity in her ADHD diagnosis, but her experience highlights a different set of challenges. Taylor, a neurocomplexity and accessibility expert, is the CEO and founder of Inspire Community Outreach and Supporting Community Together. She is an author and advocate with over 25 years of experience, specializing in neurodiversity, mental health, and inclusion. Taylor defines neurocomplexity as “the intersection of neurodivergence, personal experience, and social/environmental impacts.” 

After stumbling through years of intense work and burnout cycles, Taylor was diagnosed with ADHD at age 35. She grew up as an only child and later took on the responsibility of caring for her younger sister, who was born when Taylor was 17. Taylor stepped into the care role because her single mother battled severe psychosis.

Taylor founded the Inspire Community Outreach charity in 2013 to support teens in crisis. Her experience struggling to find adequate care for her younger sister, who faced severe mental health challenges and suicidal ideation, inspired her work.

“I thought I would just do fundraisers, but nobody wanted to do that work,” she said. When other organizations didn’t step in, Taylor built the programs herself. The charity now provides clinical programming, mental health training for staff, and one-on-one therapy for people in crisis.  

Taylor, who earned a Post Baccalaureate in Education in counselling and inclusion, a Master’s in Disability Studies, and is currently a PhD candidate, said her ADHD struggles were often dismissed by professors and loved ones. She needed deadlines to get moving, struggled to process information quickly, and faced dyslexia-related reading challenges. These issues went unrecognized until a psychiatrist formally assessed her when she sought school accommodations. Taylor also experiences intense rejection sensitivity, perfectionism, and burnout from constant people-pleasing. Sensory overload adds to her exhaustion, which leaves her needing longer recovery periods to recharge. 

“This diagnosis blew my mind. It was so validating and gave me the tools to move forward,” she said.

Taylor has worked for employers who exploit the ‘positive’ ADHD traits that allow her to push out a large amount of work in a short amount of time but get frustrated by the misunderstood symptoms that come along with hyperfocus, like struggling to break down projects into manageable steps, prioritize tasks, keep up with deadlines, and stay organized. 

For people with ADHD, hyperfocus can be a double-edged sword. According to the Cleveland Clinic, it happens when someone gets so immersed in a task that they lose track of time and struggle to shift gears. While hyperfocus can sometimes shift attention away from routine tasks, it also powers remarkable productivity, which when aligned with work goals benefits employers. 

Women are often under diagnosed with ADHD because their symptoms don’t always match the stereotypical hyperactive behaviour often seen in men. According to the nonprofit organization Children and Adults with Attention-Deficit/Hyperactivity Disorder, ADHD in women can present as inattentiveness, anxiety, or depression — traits that are easy to overlook or mislabel. In the workplace, this can mean women struggling with focus, organization, or burnout might be seen as unmotivated or unreliable. Many learn to mask their challenges, leading to a cycle of internalized stress and exhaustion. What might have looked like daydreaming in a childhood classroom can show up as zoning out during work meetings. This can be mistaken for a lack of engagement rather than a neurological difference. 

“If there’s autonomy in the job role, I can produce work like no one else,” Taylor said.

However, firm structures stifle her ability to thrive. Taylor says employers must recognize the duality of ADHD. “You want my hyperfocus, but you can’t take my task management issues? It’s the same freaking thing.”

Taylor says self-compassion and systemic change are the solutions to help neurodivergent employees thrive at work. For employers, her advice is clear: embrace flexibility.

“The best workplaces are those that let us redefine our distinctiveness. Cultivate that, and you’ll have shining stars.” Now, Taylor’s hired for projects because of her neurodivergent perspective — a reality she never dreamed possible. 

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While individual success stories like Darling and Taylor’s show what’s possible, navigating the workplace as someone with ADHD can feel like walking a tightrope. Challenges like executive dysfunction, time management struggles, and heightened sensitivity often clash with rigid work structures. 

Data from Manulife’s 2022 Wellness Report says health-related absences are costing Canadian employers close to $645 million annually. Without proper understanding or accommodations, these difficulties can snowball into burnout, isolation, stress, and job loss.  

According to the Mayo Clinic, job burnout is a state of physical and emotional exhaustion caused by prolonged stress at work. Burnout often includes feeling drained, detached, and unmotivated. Symptoms can impact both mental and physical well-being, reducing performance and diminishing fulfillment in your role. 

For many, the key to thriving at work isn’t just individual adaptation but a shift in workplace culture itself.  

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Brandish is a Manitoba-based creative agency that has embedded principles of universal design into its culture. Universal design is an approach that ensures environments and systems are flexible and accessible to everyone, regardless of ability.  

In a LinkedIn post, founder Lee Waltham emphasized the agency’s work culture of flexibility and autonomy, stating, “We believe that everybody can do incredible work and bring amazing things to the table by utilizing their own unique approach to work.”

At Brandish, employees have the freedom to work from anywhere — home, office, or abroad — and experiment with methods that suit them best. This approach mirrors universal design, offering multiple ways to reach goals. Waltham credits these practices for Brandish’s success, noting that happy clients and employees contribute to a genuine work-life balance.  

Karen Velthuys, Executive Director at Learning Disabilities Association of Manitoba, sees universal design as a powerful solution. Velthuys believes workplaces should remove the need for employees to disclose disabilities to get accommodations because disclosure often comes with risks like stigma, discrimination, or misunderstandings from employers.

There is significant overlap with ADHD and learning disabilities, as both impact core functions like attention and focus regulation. Universal design takes a strengths-based approach, but most people with ADHD or learning disabilities are forced to focus on their weaknesses to receive support.  

From Fall 2022 to October 2024, Velthuys spearheaded Learning Disabilities Association of Manitoba’s JobFit program, helping people with ADHD and learning disabilities navigate workplace challenges and request support. The initiative worked with employees and employers to create more accessible work environments.  

However, the program revealed a troubling trend: most participants sought help only after reaching a breaking point. “By the time people came to us, their mental health had often deteriorated, and quitting their job felt like the only option,” Velthuys said. This highlighted a significant gap between universal design practices in education and their absence in workplaces, ultimately leading to the JobFit program closing in October 2024. 

Velthuys says employers have a misconception about accommodations.

“Employers hear ‘accommodation’, and they think of expensive infrastructure like ramps. But the reality is universal design is about flexibility and trust. It’s about small changes that make a huge difference.”

These small changes can be simple. Velthuys recommends allowing employees to choose how they complete tasks, offering instructions in different formats, and recognizing personal preferences.  

Offering employees different ways to receive information — email, bulletins, and face-to-face conversations are simple adjustments that can transform workplaces and help employees succeed.  

The duty to accommodate, as outlined by the Manitoba Human Rights Commission, is the employer’s responsibility to remove barriers that limit access to opportunities for employees with protected characteristics. Both the employer and employee share responsibility in the process by collaborating to find reasonable solutions. Employers must assess each request individually and accommodate unless it causes undue hardship — meaning a significant difficulty or expense for the business. 

Creating a space that is inclusive for everyone reduces the need for someone to disclose a disability, because the environment is built in a way where they don’t need to. 

“It’s important for people with ADHD to feel like they belong, not just to be tolerated or accommodated,” Velthuys said.  “Trust people to know how they work best. Universal design isn’t just for people with disabilities, it’s for everyone. It creates workplaces where all employees have an equal chance to succeed.” She encourages employers to rethink their approach. 

“When you design for everyone, you’re not just accommodating — you’re building a stronger, more inclusive workplace,” Velthuys said. 

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Peter Tonge is a Manitoba-based accessibility consultant who helps organizations identify accessibility barriers and comply with legislation.   

Tonge was diagnosed with ADHD at age 61. As a courtroom lawyer for 15 years, the fast-paced, unpredictable nature of the job played to his strengths. “[ADHD] wasn’t a bad thing for a courtroom lawyer because everything changes every five minutes, and my brain is fine with that,” he said with a laugh. 

But when he transitioned to running his own consulting firm, the demands of long-term planning made things harder. “It’s a lot different when you’re trying to set out a two-year strategic plan for a business,” he said.   

Tonge opted to get a diagnosis from a private psychologist. A $3,500, 12-session evaluation confirmed the results he had long suspected: ADHD. Tonge says before medication, his thoughts were racing, and his brain felt scattered. ADHD medication slows his brain down to a workable pace, and he takes it religiously every morning.  

Tonge suggests that accessibility should extend beyond physical accommodations. Workplaces can make a deeper impact by embedding accessibility into core areas such as software decisions, hiring processes, program structures, and daily operations to create an environment that fully supports all employees.  

“The best organizations that support people with disabilities are the ones where it becomes part of the culture,” he said. “Everything they do, they consider disability as part of the decisions that they make.” 

Tonge points to the Canadian Museum for Human Rights as a leader in accessibility. His team audited the physical space, but the museum wanted to go further — integrating accessibility into programming for deaf, blind, and neurodivergent visitors. This forward-thinking approach benefits guests and employees with diverse needs. Tonge says it’s this kind of proactive thinking that leads to meaningful inclusion.  

Tonge says follow-up is one of the more overlooked parts of workplace accessibility. “Employers make a change to accommodate someone’s current needs and figure it’s done. But you need to build a relationship with the manager and the employee to ensure people’s needs are being met,” he said. 

To reduce stigma around accommodations, organizations can root accessibility into their identity. “Make sure you talk about accessibility and disability on your website,” he said. “Include an active offer in your employment practices — if you need help applying for this or filling out the form, or if you need a different format, put that right in the ad.” 

Creating accessible workplaces for people with ADHD is both achievable and essential. When employers move beyond lip service and truly adapt to neurodiverse needs, the impact is undeniable: higher productivity, better morale, and a workplace where everyone can shine without barriers.

Real inclusion means rethinking outdated notions of ‘professionalism’ and designing environments where employees aren’t forced to fight against their own brains just to get through the day. It doesn’t take massive system overhauls or expensive purchases — it takes a real commitment to listening, adapting, and showing up for your team.