Imagine this. You’re a manager, and one of your team members shares the news that they’re expecting a baby. You congratulate them, tell them you’re thrilled, and assure them that they have your full support. But as their maternity leave approaches, you start making decisions about how to manage their absence—and their return.
Without even realising it, unconscious biases might start shaping those decisions. You assume they won’t want to travel for work anymore. You decide not to bother them with emails while they’re on leave because “they’ll be too busy with the baby.” You mentally put them in a different career category—less ambitious, less available, less engaged.
The problem? These assumptions aren’t necessarily true.
And even if they come from a place of care, they can create barriers that undermine a parent’s confidence and career progression.
As a maternity return coach, I work with organisations to create environments where returning parents feel safe, supported, and understood. And a huge part of that work is helping managers recognise and challenge unconscious bias. So, let’s unpack some of the most common assumptions managers make when it comes to maternity leave and return—and what to do instead.
Assumption 1: "They won’t want to be contacted during maternity leave."
Many managers worry about intruding, so they take a hands-off approach—sometimes to the point of radio silence. While this might seem respectful, it can leave employees feeling out of sight, out of mind, and disconnected from their role.
What to do instead:
Rather than assuming, ask: “How much contact, if any, would you like while you’re on leave?” Some employees appreciate a check-in email or an invite to team socials, while others prefer a complete break. Give them the choice.
One client of mine, Emma, was devastated to return from maternity leave and find that a major restructure had happened without her knowing. “I felt like I’d disappeared,” she told me. “I wasn’t asking for daily updates, but being included in key changes would have made my return so much easier.”
Assumption 2: "They won’t be as committed to their career now."
There’s an unspoken narrative that becoming a parent, particularly a mother, means taking a step back. Promotions might be put on hold, high-visibility projects given to others. But parenthood doesn’t erase ambition—it often fuels it.
What to do instead:
Rather than deciding for them, have a conversation: “What are your career aspirations over the next year? How can we support your progression?”
I’ve seen this work both ways, where a client returned full of energy and ideas only to find she’d been quietly side-lined and also where before maternity leave there had been talk of promotion on her return, but it just didn’t feel like the right time in reality. Having clear, open and honest career conversations at the point of return, helps to manage everyone’s expectations.
Assumption 3: "They won’t be able to travel or take on demanding projects."
It’s easy to assume that parents—especially mothers—will need to scale back work travel or big projects. But making that decision for them can be damaging.
What to do instead:
Instead of assuming, have an open conversation: “What kind of work commitments feel manageable for you right now?” Some parents will appreciate adjustments, while others will want to keep all options open.
One manager I worked with assumed his team member wouldn’t want to go to a client conference because she had young children. When she found out she’d been left out, she was frustrated. That was a career opportunity and she wanted to make the call about whether she could manage it.
Raising Your Awareness: What Can You Do?
Recognising and challenging unconscious bias takes intention. Here are a few ways to start:
Self-reflect: Ask yourself, “What am I assuming here?” Catching assumptions in the moment is the first step to changing them.
Check language: Are you using phrases like “She’s off with the baby” instead of “She’s on maternity leave”? Small shifts in language matter.
Seek feedback: Ask employees returning from leave, “What’s working well in our approach? What could we do better?” Their insights are invaluable.
Get curious: Every parent’s experience is different. The best thing you can do is stay open, ask questions, and listen.
Final Thoughts: Creating a Culture of Understanding
Managing someone’s maternity leave and return is more than just a process—it’s an opportunity to create a workplace where people feel valued, understood, and safe to thrive.
By questioning assumptions, having open conversations, and committing to fair and inclusive practices, you can make a profound difference in a parent’s career journey.
If your organisation is ready to take maternity return support to the next level, let’s talk.
Comments