In a recent session on menopause in the workplace, one woman shared that she was relieved - genuinely relieved, that she hadn't been working during the hardest stage of her perimenopause.

That says everything about why leadership matters here.

I've worked in environments where a conversation like that could never have happened. Where the culture was loud, the banter was constant, and anything beyond surface-level felt out of place before you'd even opened your mouth.

And I've worked somewhere where my manager brought genuine curiosity, empathy without intrusion, and quiet understanding. The difference was significant. It’s psychological safety in practice

For many organisations In industries like maritime, energy and other traditionally male-dominated sectors, the women’s health conversations already sit in uncomfortable territory. People often weigh up the same questions before saying anything at all:

Will this change how I'm seen? Will I be viewed differently? Will this affect opportunities?

By the time menopause enters the conversation, someone has often already decided whether it feels safe to speak.

That places more responsibility on managers than many realise.

A manager doesn't need to become a medical expert. A manager shapes the environment around the conversation. They influence whether someone feels able to raise an issue early, whether support is available, and whether changes in behaviour are explored with curiosity rather than assumptions.

Menopause is not one experience.

Perimenopause. Menopause. Post-menopause. Premature ovarian insufficiency. Early menopause. Treatment-induced menopause.

Symptoms can show up at work as fatigue, disrupted sleep, brain fog, anxiety, reduced confidence or difficulty concentrating. In fast-paced environments these changes can easily be interpreted as disengagement, attitude or performance issues.

Formal accountability is coming in some markets, and policy without manager capability is just paper.

Leadership signs off plans. Managers bring them to life.

This week I heard someone describe the goal simply: a 35-year-old manager should feel comfortable sitting across from a 50-year-old woman and holding that conversation with confidence, empathy and respect.

That feels like a good place to start.

I've created a simple manager toolkit as a starting point and I also run workshops for organisations wanting to build manager capability in this area. DM me for details.

Torild Boe Stokes