Was This Tribunal Really About Sighing?
An employment tribunal from 2025 involving an employee with ADHD generated plenty of headlines. Based on what I have read, the tribunal found that a manager's repeated sighing and expressions of frustration contributed to harassment related to disability. However, I think focusing on the sighing risks missing the bigger story. For me, the more interesting question is what happened before the working relationship reached that point.
From what I understand, the employee was experiencing challenges with focus, distraction and timekeeping. These can be associated with ADHD, yet the situation appears to have become increasingly frustrating for those involved. Reading about the case made me wonder how many managers find themselves in a similar position: supporting a neurodivergent employee without having been given the knowledge, understanding or confidence to do so effectively. I am not suggesting that managers should become clinicians or experts in every neurodivergent condition. However, if they are expected to lead diverse teams, thry need to be equiped with at least a basic understanding of how different neurotypes can present in the workplace. Too often, traits associated with ADHD, autism, dyslexia or other neurodivergent conditions can be interpreted as poor performance, lack of commitment or unwillingness. Without awareness, it can be easy to focus on the behaviour rather than understanding what may be driving it.
The Equality Act requires employers to consider reasonable adjustments for disabled employees. When people think about reasonable adjustments, they often think of flexible hours, assistive technology or changes to the working environment.
What is discussed less often is whether increasing the understanding of those around a neurodivergent employee should also be part of the solution.
If a manager does not understand the impact of ADHD, how can they identify appropriate support? If colleagues have little awareness of neurodiversity, how can they contribute to an inclusive working environment?
For me, this case highlights the importance of investing in people, not just processes. Upskilling managers and teams to understand neurodiversity may not solve every workplace challenge, but it can help create conversations based on curiosity and support rather than frustration and misunderstanding.
The way I see it, this tribunal was not really about sighing. It was about what can happen when understanding is missing.
Case information:
Robert Watson v Roke Manor Research Ltd (Case No. 1405658/2023)
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