Different at Work

Andrew Sanders and Flo LaBrado

Hosts Andrew and Flo discuss what neurodivergence in the workplace looks like through their real-life examples. They are both high-achieving adults, having served in leadership roles in a Fortune 100 company, driving successful and high performing teams. Andrew suffered through undiagnosed ADHD until he received his diagnosis later in life, while Flo is currently an ICF-accredited leadership coach with many neurodivergent clients. They worked together closely for many years; as friends and colleagues, they started Different at Work so that the next generation of leaders can learn from their often deeply personal examples. Note: Different at Work shares lived experience and general information; it is not medical, mental health, legal, or employment advice.

Episodes

  1. Oct 30

    Different at Math

    For eleven episodes, Flo has asked the questions while Andrew confessed. This week, we reverse roles and Flo takes a turn in the hot seat to talk about how she maths differently. Flo has dyscalculia. She has said "I math differently" in meetings for years, and Andrew always took it as a quirk: Flo needs a minute with the slide, okay, cool, we'll wait. It turns out that minute was years of work, a grocery store, a cash register, a Florida driver-improvement class, and a cinder block. Dyscalculia gets described as "dyslexia with numbers," which is a handy saying and also wrong. It's its own learning difference, in how the brain connects a number to the quantity it stands for. Flo can tell you a million is more than a hundred thousand. Making that mean something takes an extra step, every time. She understands advanced statistics just fine. It's the arithmetic. We talk about what it looked like at school (the 3.5 GPA and the one chemistry class), what it costs at work (compensation decisions, ticket numbers, business cases), why she arrived twenty minutes early to one coffee and fifteen to the next, and the meeting three years ago when her boss's boss asked a numbers question and the world fell apart for two seconds. Then what helps, and what leaders can do, which is mostly the things we keep telling you to do anyway. Also: the dance class, the number four, and why Flo drives what feels good. In this episode: Not dyslexia with numbers. Dyscalculia is a learning difference in how the brain handles numbers and quantities. It runs in families, and Flo's is no exception Alphabet soup. Statistics, yes. Arithmetic, no. Fingers and a calculator, always "It's not that I'm dumb." Why the name mattered: the dance class, the flipped phone numbers, the register, and the names that won't stick "So you just drive what feels good." Numbers, but also time, speed and tempo Punctuality as camouflage. How Dominican flexibility about time hid a bad internal clock for years, and why Flo now shows up early Shame is heavy, and systems cost energy. The inner judge, and what it takes to keep it quiet "Hold on one second, I math differently." The calibration session, from both sides of the table Testing the water. How Flo disclosed: low stakes first, one to one, then the leadership team, then proactively as the numbers got bigger. Nine hundred thousand dollars is not nine hundred million "Yeah, but." Imposter syndrome versus the fear of being found out The meeting. A question about numbers, a two-second freeze, a colleague who knew, and a chest that still remembers it three years later What helps. A calculator without shame, a tip app, slides in advance, red-yellow-green, a summary instead of a spreadsheet, and a colleague who eats numbers for lunch AI as the equalizer. Hundreds of rows, a handful of answers, and why you still need to know statistics to ask the right question For leaders. Psychological safety, meaningful graphics, figures sent ahead, flexibility. None of it costs anyone else on the team a thing Chapters Times match the published episode, including the 17-second intro. Resources & links From the episode Chapters (00:00:00) - Cold Open: What Shame Feels Like(00:00:23) - Introducing Different at Work(00:00:36) - What Is Dyscalculia?(00:02:38) - Flo's Early Signs: Math Struggles in School(00:04:21) - Distinguishing Dyscalculia from ADHD Math Issues(00:05:38) - Struggling at Work with Numbers(00:06:02) - Connecting the Dots: Discovering the Diagnosis(00:09:51) - More Ways Dyscalculia Shows Up in Life(00:14:09) - Workplace Implications and Shared Traits with ADHD(00:15:13) - Time, Punctuality, and Misjudging Schedules(00:18:46) - The Inner Judge and Emotional Toll(00:20:49) - Learning to Disclose at Work(00:24:08) - Reflection: Strength Despite the Struggle(00:26:45) - The Meeting That Froze Her: A Painful Memory(00:29:12) - Coping Strategies: Calculators, Visuals, and Prep(00:32:26) - Leaning on Others and Using AI Tools(00:35:54) - Advice for Leaders: Psychological Safety and Inclusion(00:38:38) - Wrap-Up and ResourcesDifferent At Work shares lived experience and general information; it is not medical, mental health, legal, or employment advice. Links to helpful resources and other content can be found on our website at www.differentatwork.com.

  2. Oct 23

    This Is Not a Clip Show

    This Is Not a Clip Show Ten episodes in, this is exactly where an '80s sitcom would cut to everyone sitting on a couch going "Remember when…?" and call it a new episode. This is not that. No flashbacks, no laugh track, and nobody is getting stuck in an elevator. Last episode we discussed what executive function is. This one is the toolbox: the scaffolding Flo and Andrew actually lean on to get work done, what it looks like at work, and, thanks to Flo, at least one moment where someone says "let's be real." Flo explains why switching tasks is a nail in your tire. Andrew confesses that time boxing never worked for him until he knew how his own brain worked. Flo admits that "body doubling" sounded like a horror movie the first time she heard it. And Flo plays devil's advocate on Andrew's favorite advice, which is how you know it's a good episode. In this episode: Time boxing, and the nail in the tire. Every switch between tasks lets out a little air. Group similar work, protect the block, and let the time box end your hyperfocus before it eats your afternoon Don't memorize the names. Call it time boxing, call it "Thursday mornings." The concept matters, not the vocabulary Put the doc in the invite. Link the file you need right in the calendar block, so you don't wander through SharePoint and find six other things to do Body doubling, not the creepy kind. Working alongside someone, in a room or on Zoom, even when you're doing completely different things. Yes, this is how Flo and Andrew even prep the show Do the interesting thing first. Neurotypical advice says save the best for last. For an ADHD brain, start with the fun part and ride the momentum into the boring part Flo plays devil's advocate. Not all work can be interesting. Even Willy Wonka needs a break from chocolate Your nervous system runs on four things: air, water, glucose, and rest. Pick the one you're lowest on. Just one Psychoeducation: learning how your brain works, and Andrew, still a begrudging but thankful convert to positive psychology Your support system is a board of directors. Coaches, colleagues, the people who love you, and the friend who drags you outside for sunshine Pre-charging, Flo's favorite: charge up before the energy-expensive thing, the way a fighter tapers before the match Borrowing confidence: a mentor who reflects back who you are, without the toxic positivity Chapters Resources & links From the episode Time boxing. A plain-language guide to the technique Flo opens with. Marc Zao-Sanders, "How Timeboxing Works and Why It Will Make You More Productive," Harvard Business Review (2018). hbr.org The nail in the tire has research behind it. Switching between tasks costs time and focus every time you do it, even when the switch feels instant. Rubinstein, Meyer & Evans (2001). doi.org/10.1037/0096-1523.27.4.763 Virtual body doubling: if you don't have a Flo, Focusm... Chapters (00:00:01) - Introduction and Episode Overview(00:01:34) - Timeboxing Explained(00:04:24) - Why Timeboxing Works for ADHD Brains(00:06:17) - Eliminating Distractions and Setting Expectations(00:08:35) - Body Doubling Concept(00:09:45) - Body Doubling Examples(00:12:59) - Keeping Work Interesting / Interest-First Approach(00:13:30) - Balancing Realism with Interest-Based Motivation(00:15:45) - Nervous System Basics: Air, Water, Glucose, Rest(00:18:17) - Applying Nervous System Strategies Personally(00:20:33) - Psycho Education and Reframing Thoughts(00:22:55) - Building a Support System(00:25:11) - Pre-Charging: Anticipating Energy Needs(00:28:20) - Pre-Charging in Practice: Personal Story(00:29:57) - Pre-Charging in the Workplace and Borrowing Confidence(00:31:41) - Wrap-Up and Closing ThoughtsDifferent At Work shares lived experience and general information; it is not medical, mental health, legal, or employment advice. Links to helpful resources and other content can be found on our website at www.differentatwork.com.

  3. Oct 20

    I’m Not an Executive, Why Do I Need to Function?

    Good news: you don’t need a corner office to have executive function. Bad news: you don’t need one to have it quietly clock out on you, either. This week Flo and I dig into the brain’s in-house project manager, the one that’s supposed to pick a goal, make a plan, and actually start. Flo confesses she spent months unable to choose a business-card holder (too many colors; her sister finally picked one, and it arrived by Sunday). I confess that every performance review I ever wrote went in on time and not one minute earlier. Then we get into why the ADHD brain is a Ferrari with bicycle brakes, why “just start” is terrible advice, and what managers can do besides assume you’ve stopped caring. Resources & links From the episode The four steps of executive function: goal, plan, self-regulate, stay flexible. Michelle Garcia Winner and Pamela Crooke's framework, and the one Andrew opens with. It was built to teach kids, which is exactly why it's so clear. Social Thinking Dr. Thomas E. Brown's six clusters: activation, focus, effort, emotion, memory, action. The model Andrew walks through. Dr. Brown passed away in 2025; his clinic continues as the Kennedy ADHD Clinic. brownadhdclinic.com Dr. Russell A. Barkley: executive function as self-regulation, and ADHD as a problem of doing what you know, not knowing what to do. His free fact sheets are a good place to start. russellbarkley.org "A Ferrari engine for a brain, with bicycle brakes" comes from Dr. Ned Hallowell, who has been explaining ADHD that way for years. drhallowell.com The interest-based nervous system: Dr. William Dodson on why importance alone doesn't switch the ADHD brain on, but interest, novelty, challenge, and urgency do. ADDitude: "Secrets of Your ADHD Brain" CliftonStrengths: Activator. The Gallup strength Flo contrasts with the executive-function kind of activation. gallup.com Positive illusory bias: the research behind "we rate ourselves higher than we're actually doing." Most of it studies kids and teens. Owens et al. (2007), doi.org/10.1007/s10567-007-0027-3 Why you should pad your estimates: it isn't just ADHD. Everyone underestimates how long things take; psychologists call it the planning fallacy. Buehler, Griffin & Ross (1994), doi.org/10.1037/0022-3514.67.3.366 The cliff between school and work: the research Flo reads from, by Sophie Hennekam and colleagues in France. AMLE (2026) · Work, Employment and Society (2024) Wispr Flow: the voice-to-tex... Chapters (00:00:01) - Intro: What Is Executive Functioning?(00:01:03) - Defining Goals and Executive Function Basics(00:02:19) - Story: Frozen in Front of the Cabinet(00:03:45) - ADHD, Prioritization, and Getting Stuck(00:06:14) - Personal Example: The Business Card Dilemma(00:07:31) - Severity, Frequency, and Cognitive Flexibility(00:10:01) - Executive Dysregulation at Work: Performance Reviews(00:13:19) - The Science: Dr. Brown's Six Clusters(00:15:16) - Activation, the Brain, and Dr. Barkley's Model(00:17:37) - How Dysregulation Shows Up in Teams(00:20:30) - Avoiding Negative Assumptions as a Leader(00:22:31) - Scaffolding Strategies: Systems and Physical Reminders(00:24:24) - Positive Illusory Bias and Time Estimation(00:26:00) - Self-Compassion, Positivity, and First Steps(00:27:36) - Do the Fun Thing First and Celebrate Wins(00:28:49) - Leadership Strategies: Psychological Safety and Accommodations(00:31:51) - Challenging Assumptions: A Leader's Own Struggle(00:33:24) - Transitions, Meeting Hygiene, and Breaks(00:35:31) - Bridging University to Workplace Support(00:37:41) - Wrap-Up and Closing ThoughtsDifferent At Work shares lived experience and general information; it is not medical, mental health, legal, or employment advice. Links to helpful resources and other content can be found on our website at www.differentatwork.com.

  4. Oct 9

    You Can't Out-Charm Burnout

    Fair warning: this one's personal for both of us, and we share deeply personal examples. Everybody says they're "so burnt out," usually about a Tuesday. This episode is about the other kind. The kind where two weeks of vacation does absolutely nothing. The kind where you cry on the drive into a building you used to love walking into. The kind where the people who know you best start quietly wondering where you went. Flo goes first, with her early management years, when she was doing her own job plus half of an analyst's, and the most she had left at the end of the day was a Tetris knockoff on the couch with her dog. Then it's Andrew's turn: 16 years and 8 months at a company he loved (yes, he knows the date to the month; ADHD brains keep receipts for the strangest things), and the moment he realized he couldn't out-charm the reports that were due. Then they get practical, because the goal is to catch it before the crying-in-the-car stage. In this episode: What burnout actually is. Jonathan Malesic's definition, the gap between what you expect from work and what work actually is, plus Christina Maslach's three warning signs: exhaustion, cynicism, and ineffectiveness Flo's canyon. How a small gap between "what work should be" and "what work is" slowly erodes into the Grand Canyon The long-term cost of masking. Andrew spent 17 years changing roles every couple of years, which looked like ambition and was really outrunning his own brain. It works right up until the pyramid runs out of rungs The ADHD death spiral. Executive function, motivation, emotional regulation: once one domino goes, the rest are very cooperative Self-checks that actually work. The weekend test, the Sunday-night gut check, and why emotional flatness is a bigger warning sign than sadness Burnout guilt vs. impostor syndrome. Impostor syndrome worries you'll be found out. Burnout guilt is "I can't contribute anymore." Same sinking feeling, very different problem When cynicism grows teeth. Sarcasm is a love language. Cynicism is a symptom The most important question at work: "Hey, are you okay?" Start with your body, then find the words. Flo's coach move, plus a free tool for it Andrew, a begrudging convert to positive psychology. Don't tell anyone For leaders: an EAP phone number, alone, is not a burnout strategy Resources & links From the episode Jonathan Malesic, The End of Burnout: Why Work Drains Us and How to Build Better Lives — where Flo's definition comes from. UC Press · jonathanmalesic.com The Maslach Burnout Inventory — Christina Maslach's research gave us exhaustion, cynicism, and ineffectiveness as the three dimensions of burnout. Mind Garden World Health Organization: "Burn-out an occupational phenomenon" — the WHO uses the same three dimensions. Burnout is a work problem, not a personal failing.  Chapters (00:00:00) - Intro(00:00:17) - What burnout is (and isn't)(00:01:56) - Flo's story: doing two jobs until there was nothing left(00:05:08) - "I couldn't out-charm the reports that were due"(00:06:14) - Defining burnout: the expectation gap and the three signs(00:10:43) - Andrew's story: 16 years, 8 months(00:13:37) - The long-term cost of masking(00:15:58) - How burnout hits an ADHD brain differently(00:17:38) - The canyon between expectation and reality(00:19:44) - The executive function death spiral(00:20:50) - Spotting it in yourself: the weekend test and the Sunday-night gut check(00:24:59) - Burnout guilt vs. impostor syndrome(00:27:19) - Spotting it in others: high performers and crash-and-burn cycles(00:30:16) - "Hey, are you okay?" and starting with your body(00:32:39) - Mindful minutes, without the toxic positivity(00:34:38) - For leaders: an EAP line isn't enoughDifferent At Work shares lived experience and general information; it is not medical, mental health, legal, or employment advice. Links to helpful resources and other content can be found on our website at www.differentatwork.com.

  5. Sep 25

    Blind Spots

    In this episode, Andrew and Flo discuss potential blind spots that a neurodivergent leader may experience. These are things that need careful handling or correction, about which you are likely unaware. Flo gives some thoughts about how to check your blindbspots and mitigate impacts to your teams, and Andrew provides personal reflections on how his ADHD impacted his career and the people entrusted to his leadership. Chapters (00:00:01) - Introduction: Turning the Camera to Neurodivergent Leaders(00:02:57) - Blind Spot: Hiring Bias in Interviews(00:03:42) - Blind Spot: Projecting Personal Accommodations as Team Norms(00:04:56) - Power Dynamics and Leader-Set Defaults(00:08:50) - Affinity Bias and Communication Preferences(00:11:33) - Direct Communication Styles and Individual Needs(00:13:08) - Reflecting on Flexing Communication Post-Diagnosis(00:14:44) - Hyper Focus as a Leadership Blind Spot(00:17:06) - Interrupting Hyper Focus and Employee Fairness(00:18:57) - Post-Diagnosis Reckoning: Real Me vs. Workarounds(00:22:27) - Miranda Priestly Example: Learning Through Observed Behavior(00:24:58) - Retail Story: Unspoken Norms and Culture(00:26:39) - Balancing Leader Needs and Team Accommodations(00:29:47) - Strategies: Checking Blind Spots and Feedback(00:30:53) - Professional Development Board of Advisors(00:32:59) - Psychological Safety and Intentional Processes(00:36:06) - Wrap Up and Closing ThoughtsDifferent At Work shares lived experience and general information; it is not medical, mental health, legal, or employment advice. Links to helpful resources and other content can be found on our website at www.differentatwork.com.

  6. Sep 12

    Excluded at Work

    For a lot of neurodivergent people, sensory stuff like smell or noise isn’t a preference. It’s a wall. Andrew and Flo talk about the quiet ways teams leave people out, like the restaurant nobody asked about or the norm nobody explained, and how to build belonging on purpose. (Note: No seafood was harmed in the making of this episode.) Chapters (00:00:01) - Introduction to Different at Work(00:00:30) - Defining Teamwork vs. Groups(00:03:50) - Multiple Teams We Belong To(00:05:45) - Feeling Connected When Neurodivergent(00:07:03) - Being Misread as Disengaged(00:08:30) - In-Group vs. Out-Group Feelings(00:09:26) - Exclusion Through Social Gatherings(00:12:29) - Group Dynamics: Roles, Norms, Cohesion(00:14:48) - Novelty, Structure, and Team Tasks(00:16:34) - A Personal Example of Miscommunication(00:18:24) - Building Intentional Belonging(00:20:07) - Fixing Exclusionary Social Practices(00:22:44) - Making Norms Explicit(00:24:53) - Onboarding and Understanding Individual Needs(00:27:50) - Whose Responsibility Is Belonging?(00:30:27) - Self-Organizing Roles Without a Manager(00:31:59) - Avoiding Forced Inclusion(00:34:26) - Pandemic Camera Example and Sensory Needs(00:37:47) - Planning Team Building Thoughtfully(00:40:59) - Wrap-Up and Key Strategies(00:42:22) - Closing Notes and ResourcesDifferent At Work shares lived experience and general information; it is not medical, mental health, legal, or employment advice. Links to helpful resources and other content can be found on our website at www.differentatwork.com.

  7. Aug 19

    Today's Secret Word is...

    Today’s secret word is “Trust.” Andrew and Flo discuss the potential risks and benefits of disclosing a neurodivergence diagnosis in the workplace, and what signs to look for when weighing that decision. Risks include navigating stigmas and stereotypes, dealing with rejection, and the permanence of discloser. Benefits include an optimized workplace that reduces stress and promotes overall well-being. Trust-building competencies and frameworks and the responsibilities of leaders are also discussed. Resources: The Thin Book of Trust by Charles Feltman (audiobook edition) Chapters (00:00:01) - Intro to Different at Work(00:00:47) - The Dilemma of Disclosing a Diagnosis(00:01:49) - RSD, Stigma, and ADHD Superpowers(00:03:54) - Whose Responsibility Is Disclosure?(00:06:05) - Trust, Oversharing, and Vulnerability(00:09:14) - Sharing Needs vs Sharing Diagnosis(00:11:11) - Power and Leadership's Role in Trust(00:12:26) - Feltman's Four Dimensions of Trust(00:14:54) - Leadership Tone from the Top Down(00:16:31) - The Cost of Not Disclosing(00:18:32) - Story: The Autistic Colleague Who Disclosed(00:20:44) - Missed Signs: The OCD Employee Example(00:23:37) - Noticing the Person, Not Just Output(00:26:24) - Trust as a Piggy Bank Analogy(00:28:09) - Black-and-White Trust and Repair(00:29:24) - Timing and Care After Disclosure(00:35:09) - Managing vs Leading(00:37:19) - Practical Steps: Testing Trust Safely(00:37:46) - Closing Thoughts and ResourcesDifferent At Work shares lived experience and general information; it is not medical, mental health, legal, or employment advice. Links to helpful resources and other content can be found on our website at www.differentatwork.com.

5
out of 5
3 Ratings

About

Hosts Andrew and Flo discuss what neurodivergence in the workplace looks like through their real-life examples. They are both high-achieving adults, having served in leadership roles in a Fortune 100 company, driving successful and high performing teams. Andrew suffered through undiagnosed ADHD until he received his diagnosis later in life, while Flo is currently an ICF-accredited leadership coach with many neurodivergent clients. They worked together closely for many years; as friends and colleagues, they started Different at Work so that the next generation of leaders can learn from their often deeply personal examples. Note: Different at Work shares lived experience and general information; it is not medical, mental health, legal, or employment advice.