Maternity Leave Challenges for Managers: Practical Approaches and Lesson Learned
Maternity leave in Israel typically lasts 3.5 months, but it can be extended to six months or even a year. As a mother of three boys, I’ve experienced this situation multiple times, each presenting its challenges. The most difficult was taking leave from a managerial position, which is challenging regardless of your organizational level.
Recently, I had the opportunity to speak with several managers who faced a similar problem. They took extended maternity leaves of six months or more and encountered difficulties upon their return. One manager found that her role had changed during her absence, resulting in reduced responsibilities. Another had to navigate an organizational change that significantly impacted her team. A third manager discovered that her tasks had been delegated to others in her absence, and everything was running smoothly without her, making it challenging to regain her previous position.
All the managers I spoke to believed their issues were personal and isolated, but it’s a common and understandable phenomenon from the organization’s perspective. When a manager goes on an extended maternity leave, the managerial vacuum must be filled for the organization to function effectively. The organization must find a solution; the longer the maternity leave (which is completely legitimate), the more established and functional the temporary solution becomes. In other words, returning to the previous position after extended maternity leave will be accompanied by difficulties, frustrations, and challenges.
The assumption is that vacuums, especially managerial ones, tend to fill. No one will wait for you while you are on maternity leave, and your team/department will move forward. Sometimes, even better. Yes, that’s the harsh truth. Another hard truth is no matter what you choose to do — you will be critisized. Another hard truth is that you will be criticized no matter what you choose. It might be for being a lousy mother prioritizing her career over her children or for not leaning in enough and slacking her career for her children. There is a double standard these days, and you need to have it all, but you can’t, and society will have a say on that…
You have several choices to prepare for this problem:
- Continue to manage the team during maternity leave. Be aware that it is a very challenging solution. Those who choose to do so are usually highly senior managers or self-employed individuals who cannot afford to lose control over matters. Sometimes, they even shorten their maternity leave even further. Malissa Mayer is an example that pops into mind. I do not judge this choice, but I didn’t choose it myself (I dont think it was feasible). Please be kind to yourself and consider the problems and the amount of help you need to accomplish this.
- Taking the minimum maternity leave of 3–4 months is a relatively short period for the team to manage with a temporary solution that is not sufficiently established. It is also desirable to stay in contact with the company to ensure that critical decisions for the team are made with your input. For example — if there are new hires in this period, be part of the hiring process. I didn’t choose this option either. Each one of my leaves was six months or more.
- Preparing in advance a replacement from within the team who is both competent enough and does not wish to replace you permanently. Maintaining contact during maternity leave is essential to preserve your role as the manager and support critical decisions. This is an ideal solution, but such a suitable replacement may only sometimes be available. This option was my savior in one of my leaves and had significant advantages, as long as the replacement is fully aware of the situation and there is accurate alignment on the replacement scope (for example — which decisions should be run by you in this period).
- Going on an extended maternity leave and returning to the previous position, understanding what was before may not be the same anymore, and mentally preparing yourself to cope with the new situation. If you want to be left to yourself to invest your time in your newborn fully, it’s your right, but you should clear this point with your employer before leaving.
- Pre-negotiating with the company that you will not return to the previous position but instead take on a new managerial role. It is possible to discuss in advance what the new role will entail or rely on the company to offer you something to retain your services. This solution is more suitable for larger or growing companies but carries a certain risk that another position may be unavailable, resulting in the need to leave.
- Extending maternity leave for as long as desired and then seeking new employment.
Any combination of the options might be possible also, and there might be other creative ideas that I should have thought of. I encourage you to choose according to your values and avoid the criticism. No matter what, you are the best mother for your child and will make the best decision for your family. Voice your position clearly to your organization and sit down with your manager to talk about your expectations from your maternity leave.
And now to the manager side — one essential advice for managers is to create an environment where women feel safe and supported when taking maternity leave. It is crucial not to make assumptions about how a woman will behave or what she will need during this significant time in her life. Instead, managers should actively engage in open and honest communication, asking about her preferences and needs and being willing to accommodate her requests.
Maternity leave is a crucial period — a woman requires time to care for herself, recover from childbirth, and bond with her newborn child. However, the experience and needs of each woman can vary significantly. Some may prefer to take the entire duration of their leave, while others may wish to return to work sooner. Managers need to recognize and respect these individual choices — whatever it is.
By fostering an environment that encourages open dialogue and understanding, managers can help establish a culture where women feel comfortable expressing their needs without fear of judgment or negative consequences. Providing a safe space for discussing maternity leave is essential, where managers actively listen to women’s concerns and aspirations.
Furthermore, providing a supportive environment for maternity leave is the right thing to do and makes good business sense. When women feel valued, supported, and understood, they are more likely to return to work with enthusiasm and dedication. By accommodating their needs and preferences, managers can retain talented employees and create a positive reputation for their organization, attracting more diverse talent in the future.
I would love to hear your stories in the comments.
