Replacing the stigma of menopause with law firm support

This article was originally published by Law.360, and has been reproduced with their permission.

When the topic of menopause was first raised at an internal group meeting at my law firm's London offices three years ago, it was initially met with a wall of silence and uncertainty.

The overriding feeling among many present was that menopause was simply not something that was regarded as suitable to discuss in the workplace.

Even in the confines of the firm's gender balance network, an internal group that works to make the firm as inclusive as possible, there was a strong sense that because the topic had not gained traction within the firm before, it was off the table for further discussion.

At this point, employee experiences of menopause, a term used to capture perimenopause and postmenopause, were seen exclusively as personal matters — certainly not the concern of the legal industry.

But all this quickly changed. The group's hesitation around the topic was transformed instantly when I spoke up about my own experiences of menopause, and how those experiences had influenced my decision to leave a senior position with another firm.

As the discussion developed within the group, the collective hesitation and sense of unease suddenly gave way to a frank and open dialogue about the impact of menopause, and how a wider, institutional wall of silence could be affecting careers, as well as the firm's genderbalance aspirations.

Most women experience menopause between the ages of 45 and 55, though some start experiencing symptoms much earlier. Symptoms often last between four to eight years, but they can continue for longer.

Symptoms include sleeplessness, hot flashes, memory loss, poor concentration, headaches, fatigue, muscle and joint pains, depression, and anxiety.

The majority — 80%-90% — of those going through menopause will experience some of these symptoms, which can fluctuate. A quarter of those experiencing symptoms describe them as severe and debilitating.

Research from a leading charity, The Fawcett Society, shows that a significant number of women make career-altering decisions due to these challenges from menopause.

In the U.K., 1 in 10 women who have worked during menopause say they have left a job due to their symptoms. It has also led to 14% of women reducing their hours at work. While 14% went part-time, 8% stated it led them not to apply for a promotion.

This is a large proportion of the workforce that is forced to pull the brakes on their career aspirations, because of the taboo surrounding menopause, and inconsistency or absence of support available to them.

In many cases, women are silently stepping back from their roles, and, concerningly, doing so at a time when they are at the very height of their careers.

In light of the pervasiveness of these experiences, law firms should recognise the urgency of addressing this and the duty to create a workplace where menopause discussions are normalised and encouraged.

A little over a year after that first group meeting, my firm had a formal menopause policy in place in the U.K. Fast forward to 2024, I'm proud to say not only have we further developed this policy, we have also seen some positive changes in terms of culture and attitudes within the firm.

Today, while there is still some way to go, the issue is approached more openly, and acknowledged and discussed by colleagues of all backgrounds.

So how do we get there? What can law firms do to bust this workplace taboo, and what should a menopause policy include?

The first step is one of education. There is a deficit in terms of knowledge and awareness about menopause and the challenges it can bring.

Hosting webinars, inviting medical experts to speak on the topic and establishing a central online resource with information for employees is a good first step.

The second step is to listen. Seek feedback from colleagues on the type of workplace policies they want to see, and what the firm can do to ensure that menopause is not a peripheral issue. The support on offer can be genuinely effective.

These steps lay the groundwork for formulating a sound menopause policy. Although it may evolve, a policy should encompass a range of support and adjustments for colleagues experiencing menopause, including flexible working arrangements and rest breaks. For some the reallocation of work may also be considered.

The policy may also provide for physical adjustments to the workplace for those who require them — such as easy access to rest facilities, temperature controls and electric fans. Colleagues may also be given a range of specialised medical support and advice.

As well as support to help alleviate physical symptoms, a policy may also allow employees to access mental well-being support.

All these steps can be complemented by the designation of what we've called "menopause champions," who are available to provide additional support to anyone who may require assistance and need someone to talk about their experiences. Training sessions and guidelines should also be available for partners and managers at the firm.

Reflecting on our journey to date, here are some further practical considerations other law firms looking to set up their own menopause policies should be aware of, to ensure they are effective.

Amplify existing support. Firms should identify what support may already be in place. Adding a central resource can help members of the firm access such resources.

We created a firmwide intranet page, called "Mastering the Menopause," that pulled all existing resources to one, accessible location that we could easily (and repeatedly) signpost so employees immediately knew where to go.

Listen in smaller numbers. As part of any wider listening exercise, we would recommend setting up informal focus groups early on. This can help identify the type of support thatpeople within the business want.

We organised informal drop-in sessions attended by a specialised medical practitioner. In that smaller space, conversations flowed.

Gain early buy-in from leaders at the firm. This is key to setting the tone from the top. Work with incoming and outgoing senior partners to ensure that their names are connected with the work, and organise training for the most senior leaders.

Connect the dots. Law firms should consider linking this activity into their purpose and business objectives — such as gender targets and commitments to well-being — remembering that the support we provide to women in our workforce will have a ripple effect on family members. This integration can help to move menopause support from an initiative into the mainstream within the firm.

Look beyond the firm. Tapping into external media and resources to keep your efforts relevant can also be effective.

For example, as part of our awareness program, we made employees aware of a recent TV documentary series on menopause, along with research being published by The Fawcett Society and the U.K.'s Financial Services Skills Commission.

The firm was also an early signatory to the Menopause Workplace Pledge, a growing employer initiative in the U.K. that commits firms to take positive action to ensure those going through menopause are supported.

Find opportunities to partner with other organizations. Learning from the expertise or work of business partners can help accelerate your work. Talking with clients as well as peers to learn from their experiences is also important.

To improve education across the board, we worked closely with our medical providers to run webinars and awareness-raising sessions. This also helped build content for our central resource hub.

Be prepared for pushback. Firms should also be responsive to sensitivities and opposing views they encounter along the way, including the fact that not everybody will want or need to talk about their experiences with menopause.

As we developed our policy, we encountered some pushback from employees who felt that opening up about their experience within the firm would be seen as a sign of weakness or present another barrier to hiring women.

Measure impact. Consider measuring the effects of your policy or other initiatives, so continual improvements can be made.

Our aspiration was to make the firm a safe place to talk about menopause, so it was important to measure awareness a year after our policy was established.

The changes in attitudes seen among international law firms in recent years, particularly in the U.K., is encouraging.

Beyond the need to support their employees' basic physical and mental well-being, many firms are beginning to grasp the significant business cost of maintaining an uncomfortable silence around menopause. Lack of support risks losing talent.

Despite the progress we've seen over the last three years, it's important to state that the firm has much work to do to fully break down workplace barriers. As we broaden what started as a U.K.-focused initiative, we must be mindful of regional cultural and legal differences, and the views of all our employees.

For any law firms at the very beginning of their journey — far from the point of getting into the more practical considerations — we would encourage them to simply start with an open conversation.

Instigating a cultural shift around menopause within a firm begins with increased awareness, and then having in place the right spaces where colleagues can partake in a safe discussion.

It only requires one voice to bring the topic out into the open. Once a dialogue is established, firms will have taken a crucial first step toward confronting this long-standing workplace taboo.