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Menopause Is a Leadership Issue, Not Just a Women’s Issue

Nigel Girling
Head of Professional Development and Qualifications
Nigel Girling
Menopause-Day

A few days ago, I had a conversation over coffee, with a friend who was uncertain how best to support his wife as she navigates menopause. It reminded me just how many times I’ve had that same conversation with other men at work or socially. I can also remember just how lost I felt some 25 years ago when I was in that same position.

Despite the inevitability of this situation, it seems that many men simply aren’t prepared. They don’t understand menopause, they aren’t ready for its impact on their female colleagues and partners and they really don’t know how to respond when it arrives. Many that I speak to don’t even believe that it’s anything to do with them or that they have any part to play, apart perhaps from keeping their head down and waiting for it to end.

Let’s take that further: The great majority of our workplaces and organizations have been designed by men. It’s still fairly common for parental responsibility to be seen as a ‘female problem’, nothing to do with a job role and therefore for organizations and managers to make little or no provision to support those impacted by parenthood.

Which, by the way, is most of the population.

If something as natural and blindingly obvious as people often have children can be ignored or treated as an irrelevance in the workplace, what chance do women have of getting supported through menopause?

So why might this be such a blind spot in organizations?

  1. The aforementioned original design of the hierarchical organization, which assumed that it was filled by men, that their career and their job role was their primary concern and that anything else was a problem that should be left at home.
  2. Embarrassment and a fear of saying or doing the wrong thing. In the conversations I’ve had with other men, most were reluctant to discuss it even in a conversation arranged for exactly that purpose. It may seem trivial as a reason to avoid the discussion, but many men feel that it isn’t their place to discuss it, don’t understand very much about it from either a biological or behavioural standpoint and see it as dangerous territory.
  3. Perhaps most significantly of all, there is very little information or training given to men about what happens, why, how it affects women and what can be done to provide the right support.

In a world where men still fill so many of the leadership roles, this subject has to move into the mainstream. Men need to know far more about menopause and be far better prepared to support and help. Adjustments and adaptations to workplaces and working lives need to be commonplace, to enable women to continue to use their talents and capabilities for the good of their organizations.

Menopause tends to affect women just at a critical point in their careers. The absence of effective adjustments and support often means that they withdraw from the front line just when they are at peak impact and influence.

In a time when organizations are often crying out for talent, desperate to innovate and struggling to manage the mental health and capability of workforces under pressure, we need to enable our female colleagues to bring their best selves to work and to perform at their peak.

This isn’t going to go away. We need to act.

Build the capability to respond

Nigel’s point is that managers are rarely given the knowledge or the confidence to respond. None of our programmes is about menopause specifically. They build the leadership capability that decides whether someone going through it is supported or left to cope alone.

Looking After Your Team (1 day)
Builds the skills to recognise stress, listen actively and create a psychologically safe working environment, so leaders can support their people and sustain performance.

Having Crucial Conversations with Confidence (1 day)
Builds the skills to address sensitive topics, manage emotions and create the open dialogue leaders need when a conversation feels difficult.

The Inclusive Leader (½ day)
Helps leaders recognise unconscious bias, promote equitable opportunities and build a team culture where diverse perspectives are heard.

Empowered Female Leaders (1 day)
Gives female leaders the confidence, practical tools and networks to address barriers to advancement and strengthen the leadership pipeline.

Looking for evidence? Read the Tenacity case study: more than 600 participants worldwide, with 50% achieving upward progression after the programme.

Start a conversation about supporting your managers.

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