From Masking to Making Change: Reflections of a Late-Diagnosed Leader

Craig Isaak reflects on the personal and professional cost of late-diagnosed Autism and ADHD, and the toll of decades spent masking in corporate spaces. Drawing on his experience across three Fortune 100 companies, he invites us to shift from deficit thinking to talent-centered leadership–and to build workplaces where authenticity is an asset.

Lately, it feels like stories of late-in-life neurodivergence diagnoses are everywhere. In my own case, in the second half of my life I received two formal diagnoses–Autism and ADHD. I've "known" that I was Autistic for about four years, but ADHD was never a consideration and was gifted to me quite unexpectedly.

My best understanding of why so many people are receiving late-in-life neurodivergence diagnoses is that awareness has increased, diagnostic criteria have improved, and the genetic component means our kids are often leading us to our own recognition. That was certainly part of what prompted me to seek a formal autism diagnosis.

Personal story aside, let’s talk about what this has meant for my career – both the 25+ years I’ve already invested and what comes next. The bottom line is that I paid a price for my neurodivergence at work, largely because it was undiagnosed and unsupported. And I would also argue that my colleagues and organizations paid a price as well, not out of malice, but because unrecognized neurodivergence meant missed opportunities for innovation, increased performance, and deeper human connection.

For years, I mistakenly believed my differences were deficits. I struggled to understand myself even while winning sales awards. Only later did I come to see that while I work differently, I also bring talents that are not shared universally across the workforce. We urgently need to move the conversation from deficits to talents.

The biggest price I paid, however, was personal. It was the cost of masking.

Masking meant holding two full-time jobs at once – the job I was paid to do, and the role I had to perform in order to fit in – and it was exhausting. Some describe this as working twice as hard to get half as far – and it’s an apt description.  Masking is a no-win situation. When your work and reactions appear “normal,” no one notices the effort required. When they don’t, the consequences are immediate and remembered.

On good days, you get away with it, although you’re completely depleted by the time you get home. On bad days, your corporate costume malfunctions, and you pay the price. And then you compound the stress by beating yourself up for allowing it to happen.

After carrying this burden for decades, I decided that once I had a formal diagnosis, I would no longer hide it. I shared openly on LinkedIn and freed myself from this secret, not only for my personal freedom, but to help shift the conversation. I'm sharing my story so that others will share theirs, because in creating a chorus we can no longer be ignored. It's time for misconceptions about autism and ADHD to be put to rest.

Based on my experience working in three Fortune 100 companies and now in professional development consulting, I believe there are a few truths worth elevating, especially for leaders shaping workplace culture.

Organizationally:

• Lead with curiosity. Assume credibility and untapped contribution in your colleagues. Neurodivergent employees often bring strengths that aren’t immediately visible, and this mindset benefits everyone.

  
  

• Design work with neurodivergence in mind. When systems are built for neurodivergent employees, they become better for all employees—not just a few.

  
  

Personally:

• Know your body and energy. Pay attention to when you’re most productive and when recovery is needed. I intentionally block time not just for focused work, but for recovery, even in the middle of the workday.

  
  

• Name the “best of me / worst of me.” Tools like CliftonStrengths can support confident vulnerability by clarifying how you work best and what conditions undermine your effectiveness. This kind of self-knowledge is valuable for all employees, and essential for neurospicy leaders.

  
  

My invitation to you is simple: add your voice to the chorus. Understanding your own neurodivergence is powerful and freeing. Using that understanding to change the conversation and re-shape awareness is transformative.

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About the Author

Craig Isaak is a leadership and professional development consultant with over 25 years of experience across three Fortune 100 companies. Diagnosed later in life as autistic and ADHD, Craig focuses on helping organizations move from deficit-based thinking to talent-centered approaches to neurodiversity. He is passionate about reshaping workplace culture through curiosity, inclusion, and authentic leadership.

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A Gentle Invitation

If this reflection resonates, you don't have to navigate this alone. NeuroSpicy Leaders supports autistic, ADHD, and otherwise neurodivergent adults in reclaiming their energy, unlearning deficit narratives, and leading with authenticity. Through coaching and community, we make space to pause, reset, and build leadership practices that actually work for how your brain works. If that sounds like what you need, we’d love to connect.

About NeuroSpicy Leaders

NeuroSpicy Leaders (NSL) supports ADHD, Autistic, and other neurodivergent leaders, entrepreneurs and change-makers who are ready to lead differently—on their own terms, and in alignment with their brilliance. Through one-on-one coaching, community, and creative tools, NSL helps leaders build systems that work with their brains, not against them. At its heart, NSL is about creating a world where neurodivergent authenticity isn’t an exception to leadership—it’s the evolution of it.

Learn more or sign up for The Spark! newsletter at www.neurospicyleaders.com

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