Steminist blog

Rewired

Shreyasi Mukerji

There’s a quiet assumption that often sits in the background of workplace conversations about maternity leave. It’s the belief that when a woman becomes a mother, she returns as two people — the employee and the mother — and that the two will inevitably be in conflict.

I'm returning to work after giving birth to my first child 12 weeks ago, and I believe that women don’t come back divided: they come back rewired.

Pregnancy, birth, and those first months of caring for a newborn haven't felt like a pause from professional growth, to be honest. They have felt like an intense period of adaptation, decision-making, and resilience building. These experiences can sharpen skills in ways that are often overlooked: the ability to prioritise under pressure, to recognise patterns in complex systems, to shift between tasks with agility, to lead through uncertainty.

In those early months, life becomes a constant cycle of rapid assessments and resource allocation. Sleep is not guaranteed, needs are high, and time is broken into small, fiercely guarded windows, and the brain fog is definitely real. But a new mother learns to distinguish between what’s urgent and what’s truly important, which in itself is a skill many workplaces spend years trying to teach.

This is why the idea of a “soft landing” when rejoining the workforce can be a missed opportunity. While flexibility and understanding are essential, so too is recognising that the employee returning from maternity leave is not less capable. She has been operating in a high-stakes environment, building capacity for focus, problem-solving, and emotional intelligence. The transition back to work is an ideal moment for companies to work in tandem with the employee to explore where her new instincts and evolved priorities might add the most value.

Working in partnership with returning mothers doesn’t just support them — it benefits the entire organisation. Many may bring a heightened awareness of efficiency. Some may find a deeper empathy for colleagues. I personally hope to bring clarity about purpose that can strengthen decision-making at every level. Surely these are not “soft skills” in the diminishing sense. They are hard-earned, experience-driven abilities.

It will always be true that expanded (parenting) responsibilities may occasionally take precedence, just like any other personal priority. If women are able to navigate these shifts alongside partners who share the load equally, an balanced approach to work and life that benefits workplace culture as a whole can be achieved.

When workplaces approach a returning mother as a partner — not a risk — they gain access to a perspective forged in one of life’s most demanding environments. They retain not just an employee, but a leader who has learned to operate with precision, adaptability, and purpose.

I am excited to resume my career and hope I can bring my newly learned skills to the collective.