EVERY year on October 18, the world recognises World Menopause Day — a global effort to raise awareness, break stigma and support women and all people experiencing and affected by menopause.
It is a time to shine a light on an important life stage that impacts half the world population, yet is still too often overlooked or misunderstood.
Menopause describes the stage of a woman’s life when her menstrual periods stop permanently and she can no longer get pregnant.
This on average occurs between the ages of 45-55. Menopause is not a disease or disorder; it is a normal part of aging for women.
The time leading up to menopause, between 35-45 years usually, is called the menopausal transition or perimenopause.
Traditionally, in Africa, including Zimbabwe, menopause is seen as the point at which a woman retreats from the public eye, resigning herself to a quieter, often invisible role within the household.
In some homes, these women are seen primarily as caregivers for their grandchildren or as the keepers of family traditions.
While respected in these roles, their personal desires and ambitions are often ignored or considered irrelevant.
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Menopause is also framed as an end, not just of a woman’s fertility but also vitality and social relevance. The African culture, which places a premium on youth and fertility, often leaves older women feeling sidelined. This cultural attitude is even more pronounced in rural areas, where access to healthcare and information about menopause is non-existent and where talking openly about this natural transition is discouraged.
Why menopause awareness matters
Menopause is a natural biological transition, but its symptoms can deeply affect quality of life. From hot flashes, night sweats and sleep disturbances to changes in mood, memory and bone health — the experience can feel overwhelming without the right support.
For some, the journey begins earlier with perimenopause, which can last years before periods officially end.
Despite how common it is, too many people suffer in silence, unsure of what is happening to their bodies or where to turn for care. That is why awareness and education are essential, so that no one feels alone in their journey.
In the words of business leadership author, Doug Conant: “We must have the courage to make our business deeply personal.”
How can leaders better approach the incredibly personal matter of menopause in a way that empowers women, instead of shaming them?
For many years, women experiencing menopause in male-dominated workplaces have felt dismissed. With little acknowledgement from leadership and limited understanding from colleagues, symptoms like fatigue, anxiety or cognitive shifts are still misinterpreted or quietly judged.
In the absence of open dialogue, women have faced pressure to conceal their struggles, work harder to maintain credibility and in some cases, step back from career ambitions.
Breaking silence starts at the top
Menopause symptoms can be physically and emotionally taxing. From night sweats and disrupted sleep to mood swings, brain fog and anxiety — these are more than minor inconveniences.
Yet, many women feel the need to push through silently, afraid of being perceived as less capable or less professional.
As a result, many of the world’s most experienced workers and leaders are caught up in quiet suffering and declining confidence.
A United Kingdom survey conducted by the Women and Equalities Committee in early 2022, found that 31% of women experiencing menopause symptoms took time off work, while over two-thirds felt unable to disclose what they were going through.
Creating menopause-inclusive workplaces is not about making exceptions to all policies. It is about acknowledgement and removing outdated expectations.
Companies must normalise the conversation and that starts with leadership being willing to demonstrate openness and empathy.
Training is a good first step, but it cannot end with a slide deck. Awareness must translate into cultural shifts: flexible policies, informal support structures and access to practical resources.
Many organisations already have wellness programmes in place, including mental health, yet, if no one talks about them, they often go unused.
It is time to stop viewing the physical and mental impacts felt by those experiencing perimenopause and menopause as just a woman’s issue and rather as a workplace issue that can be supported by policy.
Key elements of a menopause policy may include:
l Dedicated training and guidance for managers to understand menopause impacts and start sensitive conversations early;
l Provision of reasonable adjustments such as flexible working hours, temperature control and workload adjustment planning; and
l A proactive approach to reduce stigma by encouraging open dialogue, affirming that menopause is a shared leadership responsibility, not just a personal issue.
Internationally, workplace legislations require that companies have a range of human resources policies, such as sick leave, maternity leave, family responsibility or disability and injury on duty.
Yet generally, there is still no formalised approach to menopause, despite this being a profound physical and emotional disruption to mature women who hold key roles in the global workforce.
Should each country’s regulating body not be at the forefront of defining the minimum support that women need during this time of their lives?
How can women empower themselves during menopause?
l There is no one-size-fits-all journey through menopause. Every woman experiences her own version of it and that’s why self-awareness is key;
l Menopause is not an excuse to treat others badly or abuse a policy system. With empowerment comes responsibility. While symptoms may be beyond a woman’s control, it’s the way that she responds that matters. Self-compassion and accountability must go hand in hand; and
l Knowledge is power. Understanding the biology, phases and symptoms allows women to seek the proper support, whether that is through medical advice, therapy, lifestyle adjustments or peer networks. It also gives them the language to advocate for themselves at work.
This is also a pivotal moment for women to redefine how they lead, how they collaborate with others and how they approach their own well-being.
With the right knowledge and support, menopause can open the door to greater self-understanding and a more intentional approach to how affected women engage with their work and their peers.
Paradigm shift
Despite the headlines and the stereotypes, menopause is not all misery and mood swings. Research shows that menopause can also unlock powerful traits that serve women well in leadership and life including:
l Increased assertiveness: As estrogen levels drop, many women report feeling more decisive and less concerned with people-pleasing. This enables them to speak up with clarity and confidence;
l Sharper priorities and purpose: This phase often prompts a reassessment of values, leading to more focused decision-making and a stronger alignment with what truly matters, both personally and professionally; and
l A rise in creativity and problem-solving: Some studies suggest that hormonal recalibration experienced during menopause may enhance divergent thinking and emotional resilience. This fuels innovation and fresh perspectives in the workplace.
Clearly, menopause is not a decline but a turning point. Great leaders know that human experiences, however personal, shape professional journeys. By opening space for real, vulnerable conversations around menopause, we are doing more than supporting the women in our teams; we are raising the emotional intelligence and overall potential of our organisations.
For business leaders navigating the age of diversity and inclusion, it should no longer be an option to ignore the topic of menopause and how it affects their workforce.
Rather, create compassionate, informed environments where women can flourish despite what they are going through.
Mpakula is a midlife coach and educator leading a groundbreaking initiative that holistically addresses menopause, andropause and ageism issues. These weekly New Horizon articles published in the Zimbabwe Independent newspaper and coordinated by Lovemore Kadenge, an independent consultant, managing consultant of Zawale Consultants (Private) Limited, past president of the Zimbabwe Economics Society (ZES) and past president of the Chartered Governance & Accountancy Institute in Zimbabwe — [email protected]/ +263 772 382 852.
