The real scenarios managers face with working mothers.
Each week, we’ll feature real scenarios managers face with working mothers on their team and how to navigate towards a solution.
Victoria has been at your organization for almost five years, excels in her role, and serves as a strong mentor to others within the organization. In the past, when the topic of promotions and moving up was brought up, she expressed hesitancy in taking on more responsibility while having young kids. Her manager, Paul, thinks it’s important that parents are leaders within the organization, but also understands what she means when she says that moving up means more responsibility. A leadership role is opening up soon that she would be perfect for. What role can he play in supporting this employee’s career development journey? How can he make her feel more supported when/if she takes on additional responsibilities?
What a great problem to have! Make the opportunity work for her, rather than asking her to make it work. Paul’s role is to champion Victoria’s growth, communicate why she’s a strong fit, and partner with her to identify what she needs to succeed. Rather than assuming she isn’t interested in advancement, he should explore her goals and concerns and help create a path to leadership that feels achievable and sustainable. He should also help foster an organizational culture where leadership is sustainable for parents and be prepared to respect her decision and continue supporting her growth if the answer is no.
Victoria is a strong candidate, and investing in her benefits both the organization and the team. Paul should clearly communicate why she would excel, help her see what’s possible without pressuring her, and identify other leaders who can advocate for her and help create the conditions for her success.
Explore what can be adjusted to support Victoria, including compensation, benefits, workload, flexibility, hours, and responsibilities. Be transparent about what is negotiable and look for creative solutions where possible.
Tell Victoria directly that you see her in this role and want to explore how it could work. Don’t take it for granted that she knows how valued she is. A clear, genuine expression of confidence in her abilities can go a long way. Be specific about her strengths and the value she would bring, then create space for her to share her goals, interests, and hesitations. Ask what would help her feel successful, explore her concerns together, and avoid making assumptions about what is possible for her as a parent.
Consider the broader organizational culture Victoria would be stepping into. Are there other parents in leadership roles she can learn from and lean on? Are they having a positive experience? What messages do their experiences send about the realities of balancing leadership and life outside of work? Word travels fast. If employees see leadership as incompatible with family responsibilities, they may be reluctant to pursue advancement, regardless of how supportive their managers say they are. Paul can help challenge that perception by advocating for realistic workloads, clear expectations, flexibility, and meaningful support. Ultimately, the organization needs to demonstrate that being a leader doesn’t have to mean taking on an unmanageable job.