For many professional women, leadership preparation begins early, yet few are fully prepared for the tension between career growth and motherhood. Pregnancy and motherhood are described as blessings, though each woman’s experience is unique. ALSO READ: The power of women’s leadership, mentorship For a woman building her professional path, this season can also be demanding, requiring emotional strength, planning, and structured support. ALSO READ: Rwanda awarded for empowering women leaders From my own experience and conversations with fellow mothers, I have come to understand that this phase carries a dual reality. You can be grateful for your children and still feel stretched. You can love your work and still experience divided responsibility. Both emotions can coexist. ALSO READ: Why breastfeeding support is crucial for working mothers Years ago, I heard public messages encouraging parents to consider spacing between children. At the time, it sounded like general advice. As a young girl, I did not fully grasp its meaning. Having siblings close in age seemed ideal. The bond appeared natural and strong. Motherhood changed that perspective. When a new baby arrives, the older child is affected whether prepared or not. Children are sensitive to changes in routine and attention. Without intentional reassurance, they may temporarily regress or become more demanding. This is not misbehaviour; it is adjustment. In many households, managing this transition falls largely on the mother. She must recover physically, nurture the newborn, and protect the emotional stability of the older child. When fathers are actively involved, the transition becomes healthier and more balanced. There is growing evidence of men becoming more present and committed in caregiving roles, and this involvement is reshaping parenting positively. Engagement in caregiving is not assistance; it is shared responsibility. The way caregiving responsibility is modelled at home can influence how future generations understand shared parenting. While the emotional transition at home is significant, the professional transition can be equally demanding. Women contribute significantly to family financial stability across formal and informal sectors, and many households depend on dual incomes. Maternity leave and breastfeeding breaks are essential protections, but they do not remove performance expectations. Deadlines remain. Targets remain. Leadership responsibilities remain. Returning to work after childbirth involves navigating physical recovery, sleep disruption, emotional adjustments, and identity shifts while maintaining competence. I remember attending a meeting after a sleepless night, fully prepared but physically exhausted. On another occasion, I moved from a strategic discussion directly to a paediatric appointment within hours. The shift between roles was immediate and demanding. This invisible workload is rarely acknowledged. Support systems are therefore essential, from present partners and extended families to employers who understand that temporary flexibility strengthens long-term productivity. For mothers raising children without the father’s involvement, the need for structured support becomes even more critical. Their responsibilities are not divided; they are multiplied. The realities of support differ across economic and geographic contexts. The conversation must therefore extend beyond corporate offices. In rural areas, many women combine caregiving with farming, small businesses, and informal work. It is common to see mothers carrying their children on their backs while working in fields or markets. Their support systems often rely on extended family and community networks rather than formal workplace policies. As economic participation grows, ensuring that these women also have access to safe childcare, community support, and inclusive economic programs is equally important. As highlighted in a recent Forbes article, women are not leaving work because they lack ambition; many are stepping away from systems that were never designed to accommodate caregiving realities. This shifts the conversation from individual resilience to structural responsibility. This is not only a family matter; it is a leadership issue. As we mark Women’s Month, it is important to move beyond symbolic celebration and reflect on the systems shaping women’s daily realities. Recognizing women’s contributions must include examining whether workplaces, policies, and family structures genuinely support them, especially during pregnancy and early motherhood. Many organizations began implementing parental leave, flexible work arrangements, reintegration programmes, and inclusive leadership practices years ago, while others are now accelerating their efforts. The expansion of paternity leave in some institutions reflects this evolution. These developments demonstrate that progress is possible when leadership intentionally reviews and strengthens existing structures. Organizations committed to sustainable performance must continue this review. Flexible arrangements and emotionally intelligent leadership are not acts of generosity; they are strategic investments. Motherhood is not a barrier to career development. But it requires planning, communication, and shared responsibility. From my own experience, motherhood did not reduce ambition. It refined it, strengthened resilience, deepened empathy, and clarified priorities. Motherhood and career growth are not opposing forces. They are parallel journeys that demand intention. As we celebrate women this month, the real question is not whether they are capable of balancing both roles; it is whether our families, workplaces, and policies are structured to support them sustainably. Christine Biraro is an International Coaching Federation (ICF) certified coach and Customer Experience Manager at Bank of Kigali.
