Hacking Leadership: Leveraging Neurodiversity in Startups

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My NoSmalltalk session with Midhun Noble

by Albert Schiller

The standard leadership playbook often feels inadequate for the dynamic, often chaotic, environment of a startup. Conventional wisdom prizes consistency, meticulous planning, and unwavering focus. Yet, my conversation with Midhun Noble presented a compelling counter-case – a leadership model apparently shaped, and arguably enhanced, by neurodivergent traits, specifically the ADHD he openly discussed. This wasn't about ignoring challenges, but about consciously building systems – or hacks – to manage them, turning potential liabilities into operational variables, sometimes even assets.

Authenticity as a Core Operating Principle

Midhun traces a key part of his leadership evolution back to a simple, yet profound, directive from a former CEO: be authentic. He described his earlier tendency towards diplomacy, holding back honest feedback, particularly with older colleagues. His CEO framed this not as politeness, but as a costly delay, pushing the organization back months. This reframing – from social nicety to operational inefficiency – catalyzed a shift towards what Midhun now calls "brutal honesty".

It’s a commitment to direct feedback, delivered without the buffer of excessive diplomacy, rooted in the belief that clear, immediate communication is essential for rapid iteration in a startup. While he acknowledges the need to refine this, especially with newer generations entering the workforce, the core principle remains: authenticity, even when uncomfortable, is operationally superior to obfuscation.

Systemizing Strengths, Outsourcing Deficits

Midhun exhibits a high degree of self-awareness regarding his own operational parameters. He identifies as an "ideator," strong on conceptualizing and strategic thinking, drawing parallels to Richard Branson's model of leadership. He recognizes, however, potential deficits in operational execution, day-to-day management, and the impulsivity associated with his ADHD. His solution isn't to force himself into a mold he doesn't fit, but to build systems around these traits.

Firstly, he hires strategically, seeking complementary skills rather than mirroring his own. If he's the creator, he needs builders; if strong on vision, he needs operational focus in his team. This extends to actively bringing in trusted figures, like his best friend, to run day-to-day operations, consciously removing himself from short-term decisions where his anxiety or impulsivity might negatively impact the organization.

Secondly, he externalizes executive functions. His strong recommendation for neurodivergent founders to hire an Executive Assistant (EA) isn't just advice; it's his own practice. His EA functions more like a chief of staff, managing his schedule, email, and even acting as an information conduit, filtering organizational discussions so he can focus his energy strategically. This isn't mere delegation; it's outsourcing a specific cognitive load he identifies as a personal bottleneck.

"Just have an EA because your critical problem is you don't have executive function skills. You're going to struggle with organization. You're going to struggle with delegating to people."

Embracing Productive Chaos

Midhun seems to consciously leverage the high-energy, idea-generating aspects of his neurotype. He thrives on balancing different ventures – one more operational, one more creative – finding that the stimulation from new ideas keeps him energized. He focuses his own efforts on new initiatives, the "start" rather than the established "cash cows," accepting that his strength lies in initiating rather than steady-state management.

He acknowledges that his constant push for new ideas and connections can inject chaos into the organization. However, he views this not purely as disruption, but as a necessary force for change, tempered now with the understanding that implementation takes time. His leadership fosters an environment where ownership is paramount, demanding that his team, often young and inexperienced, take responsibility and make decisions, even in his absence – a concept he terms "collapse in leadership". This approach, combined with his "brutal honesty" and intolerance for mediocrity ("That's bullshit" ), seems designed to rapidly accelerate his team's capability and decision-making skills within this dynamic environment.

Midhun Noble's approach offers a fascinating case study. It suggests that effective leadership, particularly in startups, isn't about conforming to a single neurotypical standard. Instead, it can involve a rigorous, analytical process of understanding one's own cognitive wiring and deliberately building operational systems, team structures, and communication styles that mitigate weaknesses and amplify strengths, ultimately shaping the organization itself.

5 lessons with practical value