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Wynn refers to mothers as “tightrope walkers” trying to balance personal and professional responsibilities under the conditions of everwork, with the potential to fall at any time. Worse still, mothers who try to reconcile their personal and professional obligations by leveraging flexible working options are with and lost opportunities for professional development.

The simultaneously increasing demands of motherhood and professional life are untenable. Women are expected to work in spaces where performance expectations are simply inconsistent with the reality of family life. Naturally, this is taking a toll: they’ve reached their “breaking point,” meaning they feel overworked, overwhelmed and undervalued.

Struggling to fit into workplaces

Not only do many women believe workplaces are hostile to motherhood, but many also feel that their bodies are not welcome there. Societal norms dictate how and .

This stress only intensifies during pregnancy. explains how pregnant women oscillate between concealing their bodies in early pregnancy to learning how to deal with unwanted comments and uninvited touching in later maternity.

Many pregnant women are expected to endure this uncomfortable behaviour as a form of , a term coined by U.S. sociologist Arlie Hochschild to describe the way women are taught to manage their emotions to make others feel better.

Although laws exist to protect pregnant women from discrimination, this doesn’t prevent colleagues from engaging in practices that make pregnant women feel like they .

Many mothers also struggle with the physical realities of having a postpartum body in the workplace, such as dealing with from engorged breasts, unpredictable menstrual cycles, and other postpartum changes. While some workplaces , this is far from the norm, leaving women to adapt to the rhythms and spaces of the office on their own.

Even long after giving birth, women must remain attentive of their appearance at work. that women who look too “mothering” risk being taken less seriously at work. Dressing like a mom is sometimes to describe women who choose an easy to manage hairstyle, don’t wear makeup, or prioritize comfort over fashion when choosing their clothes.

Women are expected to control and manage their bodies to conform to workplace norms before, during, and after pregnancy — expectations that are at odds with their biology.

Making workplaces work for mothers

As experts in motherhood and mothers ourselves, we are adamant that things need to change. Our recent research outlined a three-pillar call to action to make workplaces more inclusive and equitable toward mothers.

1. Enlist allies and resist negative attitudes about motherhood. Much of modern motherhood has become a logistical battle. Workplaces should implement institutional policies that recognize these logistical challenges, such as a four-day work week or flexible hours. Mothers must also build strong support networks, especially in places like the workplace where positions of power are often occupied by those who aren’t mothers.
2. Recognize the physical toll of mothering and normalize maternal bodies. Workplaces must break down taboos surrounding maternal bodies by creating dedicated spaces for breastfeeding and breast pumping, and running awareness campaigns to normalize these needs. Workplaces should also hire more women — particularly mothers — into leadership roles. When maternal bodies become a common and accepted presence at work, they will no longer be a subject of scrutiny.
3. Recognize the emotional cost of mothering. The emotional burden of parenting, like and guiding their decision-making, is the most taxing part about being a parent. Workplaces should acknowledge this by redesigning performance evaluations to account for the time and energy needed for caregiving. This could also mean considering parental and caregiving roles in annual performance evaluation criteria.

Mothers and those who care about them must come together to demand better workplace conditions, not just for mothers, but for others as well. Only through collective action can we create lasting change.

, Assistant Professor, Smith School of Business, and , Professeur Associé en Comptabilité Contrôle Audit,

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