What kind of manager do people need during menopause?
One of the questions I'm asked most often is how organisations can better support women through menopause.
With April 2027 fast approaching, larger employers (with 250+ employees) are already developing their Menopause Action Plans ahead of the planned mandatory requirements. While smaller organisations are recognising that supporting women through menopause is an essential part of their wider duty of care.
Time and time again, I see organisations begin with policies and awareness campaigns, and they worry if they don’t have them in place. While these are all important, and I understand the worry, they're only one part of the picture.
After working with hundreds of organisations and leading a mental health charity myself, I've learnt that lasting change isn't built through documents alone, it's built through everyday interactions and the psychologically safe culture an organisation intentionally creates.
More often than not, that culture is shaped by one person: a manager.
They're the person someone naturally turns to when they're struggling, questioning themselves or wondering whether to say anything at all. The way a manager responds in that moment can have a ripple effect, influencing not only an individual's confidence and wellbeing but the culture of the entire team.
This has led me to reflect on a simple question.
What kind of qualities does a manager need to actually support women during menopause?
In this article, I explore the leadership qualities I've seen make the greatest difference.
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Why managers matter more than ever during menopause
Over the past few years, I’ve noticed that the role of a manager has significantly changed. Managers are no longer expected just to deliver results and lead workplace performance. Now they’re expected to become the first point of support when someone is struggling. Whether that's mental health, menopause or another life event, these conversations are becoming part of everyday leadership.
If you stop and think about it, today's managers are having to navigate conversations that previous generations of leaders may never have experienced.
This shift reflects the changing workplace. Women aged 50-64 who are experiencing menopause are now one of the fastest-growing demographics in the UK workforce*, meaning menopause is no longer a niche conversation. It's something every organisation is likely to encounter, regardless of its size or sector. Despite the stats, menopause can start from the late thirties to early forties.
When someone is struggling, their first conversation is rarely with HR or a policy document. It's often with their line manager first, whether it’s an observation from the manager that leads to a conversation, or the employee asking for help and guidance. That interaction has the power to shape how supported someone feels, whether they ask for help again, and ultimately whether they remain engaged and confident at work.
From my practice, organisations should see managers as the bridge between policy and practice. Policies provide direction and protection, but it's managers who bring them into the organisation through the conversations and interactions they have every day.
Great managers don't need to become menopause experts. They need to become confident, compassionate leaders.
*https://www.bupa.co.uk/business/health-horizons/the-fastest-growing-demographic
No two menopause journeys are the same
One of the biggest mistakes I see organisations making is assuming every woman's experience of menopause is the same, or that a policy alone is enough to provide meaningful support.
For some women, symptoms have very little impact on their working life. For others, menopause can have a significant effect, impacting concentration, memory, sleep, anxiety, vaginal health, confidence and overall wellbeing.
Symptoms can also fluctuate from one day to the next, making them difficult to predict and even harder to articulate (especially if they feel embarrassed).
This is why comparison can be so unhelpful.
As an example:
Their cultural background may influence whether menopause is openly discussed or viewed as something that should be shared privately.
Neurodivergent women may experience hormonal changes differently, with symptoms such as sensory sensitivities, anxiety, or difficulties with concentration and extreme overwhelm.
Whereas some women may also be balancing caring responsibilities, long-term health conditions or significant life events alongside work.
These are all significant factors that can shape a woman's experience. Sometimes we may never know they're there, but they can still be an invisible weight she carries.
Research from the CIPD found that 84% of women said menopause symptoms had a mostly negative impact on them at work*.
Rather than trying to understand menopause as one experience, I encourage managers to understand the person in front of them. Instead of making assumptions, take the time to listen, understand their perspective and appreciate how their experience is affecting them.
When we lead with empathy and compassion rather than judgement, we're far more likely to offer support that feels meaningful.
*https://www.cipd.org/uk/knowledge/reports/menopause-workplace-experiences/
The most supportive thing a manager can do
Having led teams myself, worked alongside hundreds of managers across the UK and supported organisations through cultural change, I've come to believe that the best managers all have one thing in common.
They listen.
Not because they have all the answers, but because they understand that listening is often the most valuable place to begin. They don't rush to fix, minimise or compare experiences. Instead, they create enough space for someone to feel comfortable speaking honestly about what's going on and articulate their thoughts and feelings.
Sometimes the most supportive response isn't offering advice at all. It's asking thoughtful questions.
Examples include:
"How have things been for you recently?"
"How is this affecting you at work?"
"What has felt most challenging?"
"What support would make the biggest difference right now?"
"Is there anything you'd like me to understand about what you're experiencing?"
"How can we work together to help you feel able to perform at your best?"
Those questions communicate something far more important than expertise. They communicate trust and psychological safety.
For more questions like this, I've created a free Listening Tool for Managers. To receive your free copy, simply email me and include "Free Listening Tool for Managers" in the subject line.
Why confidence is often the hidden symptom
When we talk about menopause, we often focus on the physical symptoms, such as hot flushes. Yet after supporting more than 500 women through our MenoMinds programme, one of the biggest changes I hear women describe is a loss of confidence.
Women who have spent years building successful careers and managing everything alongside their employment suddenly begin questioning themselves. They worry they're forgetting things, they second-guess every decision, and then they stop putting themselves forward for opportunities.
Not only is this increasingly sad, but we also should never mistake a lack of confidence for a lack of capability or expertise.
A supportive manager understands this distinction. They don't reinforce self-doubt by lowering expectations or making assumptions. Instead, they remind people of their strengths, recognise their contributions and help rebuild or build confidence through encouragement and open conversations.
This not only impacts the employee, but it’s fantastic for organisational growth too. The Fawcett Society found that one in ten women left work because of menopause symptoms*, which just goes to show how important workplace support is for retention and talent.
The small changes that have the biggest impact
It's important to remember that support isn't about saying yes to every request. It's about having an open, honest conversation to understand what is reasonable and proportionate for both the individual and the organisation.
The most effective solutions are the ones that are agreed together, balancing the needs of the employee with the needs of the team and the business.
The best managers don't arrive at conversations with a checklist, either, they begin with a conversation. They ask what support would be helpful, what has worked before and what feels realistic for both the individual and the organisation. They set clear expectations whilst also providing support.
What creates a psychologically safe workplace?
Psychological safety is one of those phrases that's become increasingly common in leadership conversations, but at its core, the idea is actually very simple, and it’s at the heart of the work I do at Minds That Work.
Psychological safety is about creating an environment where people feel safe enough to speak honestly without fear of judgement or negative consequences.
When psychological safety exists, people ask for help earlier. They admit when they're struggling. They contribute ideas and build innovation, share concerns, and feel able to be themselves at work.
Research by Professor Amy Edmondson* has consistently shown that psychologically safe teams are more engaged, innovative and effective because people aren't spending energy hiding difficulties or worrying about how they'll be perceived, instead, their energy goes into their work.
If someone feels able to say, "I'm finding things difficult at the moment," before they reach crisis point, support becomes proactive rather than reactive, and that benefits the entire organisation.
I’ve also created an evidence-based checklist that gives you the opportunity to score your organisation against key psychological safety measures, helping you identify strengths and opportunities for improvement. You can download your copy here.
*https://pmc.ncbi.nlm.nih.gov/articles/PMC9819141/#B9-ijerph-20-00406
Why investing in managers changes everything
Throughout this article, I've spoken about the responsibility managers carry, but one thing we can't overlook is the importance of supporting them too. We ask managers to navigate increasingly complex conversations, yet many have never been given the confidence, skills or even the practical guidance to do so.
Whether you're a manager looking to support your team more confidently or an HR professional committed to creating a more supportive workplace, investing in evidence-based training isn't just about menopause. It's about equipping managers with the knowledge, confidence and practical skills to lead with compassion, build psychological safety and create high-performing teams.
As Maya Angelou so powerfully said:
"I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel."
That's exactly what great leadership looks like. People may not remember every policy their organisation introduced, but they'll remember how their manager made them feel with reasonable adjustments.
Ready to build more confident managers?
If your organisation is developing its Menopause Action Plan, reviewing its approach to workplace wellbeing or simply wants to equip managers with the confidence to support their teams, my Menopause Awareness for Managers training will help.
The accredited and evidence-based training programme gives managers everything they need to create a psychologically safe team and make reasonable adjustments with confidence.
Whether you're taking your first steps or building on the work you've already started, I’d love to help.