'Mums who manage' - the case for coaching for those returning to work

Most business leaders would acknowledge, even if only privately, what a tricky transition it can be, both preparing for a valued employee to take maternity leave (or in fact any other form of career break, including paternity leave or a sabbatical), and then helping them settle back into role afterwards. 

The impact isn’t confined to the individual concerned, but usually includes the team around them at work, and of course often a new family unit at home – they all need to adapt to a new way of working – which has its challenges.   It’s right of course that adjusting to this is now a normal part of working life and an accepted cost of running a successful and diverse business, but in my view, supporting that wholeheartedly doesn’t mean we should be afraid of being honest about the challenges it represents – quite the opposite in fact. We help no-one to succeed if we, as either employers or workers, deny they exist, even if we do so for noble motives of equality, but yet for some years we have perhaps been doing just that.

Now increasing numbers of skilled workers are delaying becoming parents, and so are approaching the peak time in their careers, and operating in key senior roles within businesses at just the point they need to take leave.  They also no longer feel they necessarily have to choose between a truly fulfilling career and family life, and are looking to negotiate to work more flexibly and combine the two parts of their life in more creative ways.

Many progressive organisations are therefore finally acknowledging the challenges of this transition more openly, and tackling them head-on.  Instead of leaving all parties struggling to adjust in silence – sometimes fearing they will be judged if they dare to ask for help - they are at last looking for proactive ways to acknowledge the transition and support those involved.   

Specifically badged “maternity” or “returners” coaching is one way some organisations are now starting to do this.  This can be offered to the employee before, during (e.g. as a practical use of “keeping in touch” days), and after their leave, can be used to help them reflect on, and then plan for, what they want to do in order to smooth their return to the office.   Typical issues addressed might include: re-building confidence ahead of their return to work, achieving clarity on long term values and career objectives, and articulating what a good balance between work and home now is for them.  As some concerns are common to many going through this stage, they can also be covered in small group sessions, with one-to-ones added where necessary.

Whilst it’s early days, and often confined to those working in senior roles in large blue-chip firms at the moment, there is strong feedback from organi

sations involved that where they are supported in making the transition successfully, they are seeing an increase in the retention of key talent, and a reduction in the number taking backwards or sideways steps for non-career reasons.   Anecdotally there are also wider benefits emerging for the well-being and effectiveness of wider teams and the organisation as a whole.   So, what is your organisation doing to support its female leaders (and in fact all those) returning to work? If you are in this position, could this be a good way to use some of your “Keeping in Touch” days? Have you had experience of coaching around returning to work, and how has it worked for you and your team?