I left a role in part because one cross-functional relationship kept overstimulating me and I did not have a framework to understand my own reaction pattern. My ADHD diagnosis did not magically fix leadership, but it gave me language for what was happening and a path to own it before it kept damaging relationships. Before diagnosis, I would get intensely irritated in certain cross-functional dynamics, not with my direct team as much as in partner relationships where interaction style and pacing repeatedly overloaded me. I remember one relationship clearly. She moved from one topic to the next to the next to the next like Red Bull was her default operating system. I am not saying she was wrong. I am saying my nervous system was getting lit up every time we interacted, and that overstimulation created friction I did not manage well. Eventually it contributed to me leaving that role. That part is uncomfortable to admit, but it is true. It matters because leadership stories usually hide this part.…