Supportive Workplaces for Real Lives: From Parenthood to Wellbeing
by Daphne van Beek and Kirsten Buck
Gallup’s State of the Global Workplace report 2024 shows that only 23% of people feel engaged at work—a figure that, while matching an all-time high, reflects a troubling reality. Even more concerning is the rise in stress, sadness, anxiety, and other negative emotions over the past decade. As working mothers, these statistics hit close to home, especially when we consider how meaningful work and supportive work relationships can make a world of difference. The research shows that engagement at work is closely tied to thriving in life overall, and our experiences are just that.
In a world where diversity, inclusion, mental health, and varied life circumstances are increasingly in focus, companies have the opportunity to make work genuinely inclusive. True inclusivity goes beyond surface-level support—it’s about creating a work environment where everyone, from those with disabilities to new parents, feels equally empowered to contribute and thrive. Organisations that prioritise this kind of support recognise the unique challenges each individual may face and are committed to providing the resources and flexibility needed. By embedding policies that consider mental health, parenthood, and other personal journeys, companies can foster a culture that values every individual’s whole self, leading to a more engaged and fulfilled workforce.
In this article, we each hope to share with you our lived realities of fortunately finding a balanced life as new mothers who also strive to have a career, concurrently. Although working for different organisations- Daphne with Semco Style Institute (SSI) Global and Kirsten with People & Transformational HR (PTHR) – we are both proud proponents of self-management. Therefore, we have much personal interest and experience in how and why flexibility at work matters and how it can be actualized with deliberate organisation design.
Daphne’s reality.
As part of a fully self-managed company, I’ve discovered the power of autonomy, transparency, and trust. These aren’t just buzzwords—they’re the foundation of how we operate, especially in a global team spread across different time zones. Our asynchronous way of working allows us the flexibility to get things done when it suits us best without compromising effectiveness.
Of course, with freedom comes accountability. We rely on clear communication, aligned processes, and online collaboration tools to keep everyone on the same page. This infrastructure supports our transparent and flexible work environment, allowing me to balance my professional ambitions with my role as a mother. Semco Style practices such as ‘How You Work Is Up To You’ and the ‘Social Contract’ are deeply embedded in our approach, fostering the accountability and commitment needed to make this way of working truly effective.
Returning to work after maternity leave felt like rejoining my colleagues as a completely different person. I had new priorities, worries, and challenges. I tried to find a new balance while juggling all these things simultaneously. But I’ve realised that there’s no perfect balance—just the ability to navigate both roles without compromising either. Women can be professionally ambitious and deeply committed to their families at the same time if only we are supported and trusted. And that is exactly what I feel within Semco Style Institute. I feel empowered.
The self-managed way of working allows me to determine when to focus on what and how to prioritise, whether it’s business or personal. Our transparent and flexible way of working made room for discussions about what kind of maternity leave would work best for me, how I envisioned returning to the virtual office, and what my new life rhythm would look like. This approach gave me the confidence to make the right decisions. After three months of maternity leave, I confidently returned to work.
As a mother, I’ve found that self-management isn’t just a work approach—it’s a way of life. This mindset creates a seamless flow between my professional and personal roles, allowing me to be fully present in both without compromise.
Ultimately, it all comes down to another core practice within SSI, called ‘Treating Adults as Adults’: Many corporate cultures treat employees like children, stifling innovation and limiting their freedom to take risks. These workplaces often feel rigid and rule-bound, more like a boarding school than a place to grow and succeed. While this made sense during the Industrial era, when precision and minimal human error were paramount, today, such strict adherence to codes and manuals hinders intellectual growth, adaptability, and creativity. Treating employees like children who can’t think for themselves leads to disengagement and a lack of initiative. However, when companies trust their employees as capable adults, offering transparency and the freedom to make autonomous decisions—even those that might fail—employees respond with increased trust, responsibility, and a commitment to delivering their best work.
Looking at our own organisation, this way of working needs constant focus and continuous evolution to ensure we work together in the best possible way. One thing is for sure: it allows me to be the best version of myself—both in my personal and business life. And for that, I’m incredibly grateful.
Kirsten’s reality.
In our twelve years of operating, PTHR has only ever had one rule- that we are, and always will be, a self-managed team. With self-management our modus operandi, the Semco Style principles (inspired by the pioneering works of Ricardo Semler) of autonomy, transparency and trust run right to the core of who we are, and furthermore what I personally believe in.
This belief is manifested in our own principle at PTHR of “Energy & Wellbeing”. Under this sits our commitment to a four-day week, our employee assistance programme with YuLife, and our boldest declaration to date: to be the most life friendly micro-enterprise on the planet!
“Life friendly” means being considerate and adaptive to life’s highs, and lows; and for me, I am so very fortunate to have welcomed a healthy baby girl into the world in May 2024. I returned to work in September after a happy four months on maternity leave.
Four months may seem an atypical duration for maternity leave in the UK, where I am based. However challenging norms is something we are quite enthusiastic to do at PTHR!
This duration of leave as the primary caregiver to my daughter was “self-set” with my colleagues, This self-set approach was very much derived from the practice of self-set salaries where individuals propose the financial rate which an organisation then renumerates them; the idea being to better create a balance between personal financial needs and the health of the business. With PTHR being a small team where accountability is palpable, finding a duration away from the business that suited the team and also the immediate needs of baby Sabrina was paramount.
Not only was duration a key factor in this agreement, but also the number of hours which I would return to work. Prior to the birth of my daughter, I worked our full four-day week; however my new rhythm sees me return for 16 hours a week; two 6.5 hour days and 3 “flex” hours. I plan to ramp up my hours as Sabrina grows, something that PTHR knows and can also plan for. This openness has been imperative from discovering I was expecting. With transparency, the daunting return to work for mothers can be eased. I know that my colleagues care, have my back, and support me as I find my feet during this new and precious phase of life.
In this article, Daphne and I declared we would share our realities, so it would be false for more to claim that each working day is easy-breezy! As all parents will know, babies (toddlers and older children) are unpredictable. Little humans have their moments, and for me right now – as I write this – this means typing with one hand as I breastfeed! PTHR’s support for breastfeeding is documented in a policy, something that speaks louder than the words written. I know that I am trusted to get the task at hand done, even if it means I have to dip in and out more than I did before.
These times we have with our children are fleeting, and each age comes with a new phase. And this phase I am in right now, with a five year old son and five month old daughter is fully supported by the team around me. The self-managed rule at PTHR is, evidently, the most liberating structure I’ve experienced in my working life.
Looking back to where this blog started, with autonomy and transparency, there can be trust. With this trust, we can feel engaged in our work. With self-managed adaptability, we know we can shape our personal and work lives to find balance; but we also know this will evolve. And we are here to shape this evolution with our colleagues. We can show up as the best versions of ourselves as working mums. These roles do not need to be mutually exclusive.
The experiences we’ve shared as mothers balancing work and family highlight a broader truth about diversity and inclusion: it’s not just about ideals but about creating workplaces where everyone, regardless of their unique needs and circumstances, can thrive. Embracing diversity means going beyond rigid policies and adopting practices that honour each person’s individuality. By using the approaches and tools already available—like flexible work arrangements and self-management practices—any organisation can find its own way to become more inclusive. This mindset has empowered us to fully engage in both our personal lives and careers, showing that when people are supported, everyone benefits. Imagine the possibilities if more workplaces adopted this approach. For us, it’s the only way forward.