Why Men’s Involvement in Managing the Menopause Matters

Why Men’s Involvement in Managing the Menopause Matters

by Alma Sheren, Greenacre Group

That’s a lot of ‘M’s. But in order to catch the attention of people who are not always directly affected by an issue, nowadays, branding and catchy words matter.

We’ve by necessity been banging some respectably loud drums recently about how the menopause is impacting women in the workplace. There are more women than ever making up our collective workforce (53% in the UK and nearly 50% globally), with factors such as lifestyle, economic, societal and physiological evolution impacting how women have experienced the menopause differently over the years.

Understanding how the menopause and peri-menopause (which can often begin as early as mid-30s or as late as mid-50s) impacts women in the workplace is one thing, however, with women still facing a plethora of inequity across our workspaces, it can often feel taboo, or even disempowering to talk about things which may be perceived as a workplace weakness. But is it?

Dispelling the myths

When we look at the global pandemic, widespread media seemed to suggest that female leaders handled the collective crises affecting their countries more effectively and efficiently than their male counterparts. According to Leadership Strategist Greg Orme, women leaders rated higher in competencies valued in a crisis, including taking initiatives, acting with resilience, practicing self-development, and displaying integrity. And when it came down to the crunch, empathy, compassion and social cohesion were the top leadership traits which helped countries secure the lowest fatality rates and fastest recovery times.

However, as more data emerged, it became apparent that the qualities of those leading the countries with highest success rates were not gender driven at all, but led by the traits themselves, which had traditionally been most associated with female leaders. In essence, there was no disparity between genders when leading with success, it came down to leadership style and ability to cope during a crisis. So what does this tell us, and what does it have to do with the menopause?

Almost very female leader who had the strongest governing success rates during the pandemic would have likely been experiencing either the perimenopausal, or menopausal phase of their lives. Not only were these women just as competent at tackling a global emergency, but in several cases outperformed their male counterparts. These women were arguably ahead of their time in terms of evolutionary leadership traits, which are now considered to be the gold standard in modern leadership.

Highlighting the positives

So now we have established that the menopause and perimenopause does not stop women from leading and performing effectively, are there any positive impacts we can look forward to? According to Bright Horizons, yes, considering the age women are most affected by the menopause is often when they are stepping into serious leadership roles. “Many post-menopausal women find they have a new confidence to speak their minds, as the conventions that may apply to younger women no longer feel relevant.”

Women at menopause stage also bring with them a wealth of knowledge, experiences and diversity of strengths in dealing with life and work challenges, which have equipped them with the ability to lead in a more collaborative, inclusive way, which statistically brings across the board organisational dividends.

Inclusivity in conversation matters

Those women who have had the pleasure of attending any of the WISH networking events, either nationally, or across their region, will know that the network regularly holds empowering discussions about the menopause, which does not exclude younger women, or men, from the open conversations. This is hugely important, as these are often the subgroups who are a part of the drive needed for equity and fairness across our workspaces for women going through these life changes.

Equipping younger women with knowledge and power in advance, and providing awareness and guidance to men who may not have previously been cognisant of what their colleagues are going through, is an important piece of the menopause mindfulness strategy.

It should be noted that many women are not impacted negatively by menopause and perimenopause. But for those who are, knowing that their colleagues and peers have a level of understanding can often mean the difference between feeling able to ask for support, or suffering in silence.

There are a plethora of symptoms women can experience during peri and menopausal stage, including (but not limited to) hot flushes, dizziness, insomnia, and muscle and joint stiffness. These symptoms can severely affect the experiences of women in the workplace if not supported or managed properly, yet many women are finding it difficult to speak up about what they are going through.

According to the Fawcett Society, one in ten women who worked during the menopause have left a job due to their symptoms, which rises to 25% for those experiencing more severe symptoms. That’s a quarter of the female talent pool dropping out of the workforce, at a time when the country is struggling to attract and retain skilled workers.

In short, this is everyone’s issue, and everyone needs to be a part of the drive for change. The menopause is not a dirty or scary word. It can be an incredibly empowering time for women, with the right support networks, policies and strategies in place. It can also be an important part of the solution for the entire workforce in tackling the employment deficit issues and gender leadership gaps currently being faced across our industries. To find out how you can be a part of the drive for positive change in your organisation, visit the Fawcett Group’s Menopause and the Workplace page.