When organizations think about their leadership pipeline, they tend to focus on who is ready for the next promotion, who has the right skills and where the next generation of leaders will come from. But that begs the question…are we doing enough to retain the experienced leaders we already have?
For many organizations, some of their most valuable people are women in their 40s and 50s. They may have decades of industry knowledge, established relationships, leadership experience and a deep understanding of how their organization operates. Yet this is also the stage of life when many women experience perimenopause and menopause, and the workplace is not always designed with that reality in mind.
That matters because the consequences can extend well beyond individual wellbeing. CIPD research found that 17% of respondents had considered leaving work because of a lack of menopause support, while a further 6% had actually left. The research also found that 27% said menopause symptoms had negatively affected their career progression.
These figures should prompt us to think differently about menopause. This is not simply a health or wellbeing issue, as it can quickly become a talent, leadership and succession issue too.
Imagine an experienced senior leader who has spent 15 years building a team and developing client relationships. If symptoms such as disrupted sleep, anxiety or difficulties with concentration are affecting their working life, they may need some adjustments or additional support. Without those conversations, however, the organization may simply see a change in performance or confidence.
That is where good management matters.
The answer is not to lower expectations or make assumptions about what someone experiencing menopause is capable of. In fact, doing so could be just as damaging as offering no support at all. The objective should be to create an environment where experienced employees can continue to perform, develop and progress without feeling that they have to choose between their health and their career.
Workplace context can significantly influence women’s experience of menopause, with lower levels of control and less supportive working environments associated with greater disruption to work.
This gives employers an opportunity to look at the fundamentals of good leadership: flexibility, autonomy, meaningful conversations, reasonable workloads and managers who are confident discussing health and wellbeing.
It also means thinking about succession differently. If an organization is identifying future leaders, it should not assume that progression stops at the point someone reaches mid-career. Experienced employees should continue to have access to development, stretch opportunities and promotion.
There is encouraging progress. In 2026, the UK government announced measures to introduce menopause action plans for larger employers, with the wider aim of helping women remain and progress in the workforce.
But the most effective organizations will go beyond compliance. They will recognize that supporting menopause is part of the much bigger objective of retaining experienced people and allowing them to continue contributing at their highest level.
The best leadership pipeline is not necessarily the one that constantly replaces people at the top. It is the one that gives talented people reasons to stay, develop and lead for longer.
Menopause should not be seen as the point at which a career begins to narrow. With the right culture and support, it can simply be another stage of a long and valuable leadership journey. If you would like to discuss the support we can offer in ensuring that all aspects of your business are menopause-friendly, please get in touch with me at therese@orgshakers.com
