Rethinking Motherhood

Lunalab Matrescence Series @The Nine, Brussels

Becoming a mother is a profound personal transition — and a deeply professional one too.

Returning to work after having a child isn’t just about logistics or time management. It’s a full identity shift that reshapes how we see ourselves, how we lead, and what kind of impact we want to make.

This transition has a name: matrescence — a transformative life stage, just like adolescence, which still remains largely overlooked in society and profoundly misunderstood in the professional space. Too often, it’s thought of and treated as a disruption — a detour in a woman’s career, a pause, or even a setback — and rarely recognised for what it truly can be: a powerful leadership accelerator.

Matrescence makes women more self-aware, more resilient, and more purpose-driven. It deepens empathy, sharpens strategic thinking, strengthens relational intelligence, and hones prioritisation. These are not “soft” skills — they are strategic assets. When acknowledged and nurtured, they translate directly into stronger, more human-centred leadership.

A growing body of research backs this up. Studies show that mothers often return to work with enhanced emotional intelligence, time efficiency, and creativity — all highly valued leadership traits (Morgenroth et al., 2019; Torres et al., 2024). Mothers in leadership positions are also more likely to support employee wellbeing and foster inclusive workplace cultures (McKinsey & LeanIn.org, 2022).

Yet workplaces continue to lose highly skilled women after they become mothers. Nearly 43% of highly qualified women step back or leave their careers post-maternity — not because of diminished ambition, but due to unsupportive systems and internalised narratives that their ambition must wait (Torres et al., 2024).

This is a structural loss. Organisations that fail to support this transition miss out on retaining and promoting some of their most capable, values-driven leaders. The business case is clear: according to McKinsey’s Diversity Wins report, companies in the top quartile for gender diversity on executive teams are 25% more likely to outperform their peers financially (McKinsey, 2020).

So what if employers — and public institutions — supported women in ways that helped them apply the very skills they cultivate through motherhood, to the benefit of their teams, organisations, and society?

While flexible work policies, parental leave for fathers, and workplace cultures that normalise caregiving are essential, they are not enough. Effective interventions must go beyond these and focus on reintegration — helping mothers return to work as evolved leaders (Bowyer et al., 2022; Torres et al., 2024).

Research also highlights the importance of individual and peer group support during this transition. These services can help women navigate internalised stigma, societal expectations, and the emotional complexity of balancing motherhood and career. Beyond fostering wellbeing, they also play a critical role in boosting long-term talent retention and leadership development ((Franzoi et al., 2024;Torres et al., 2024).

Supporting mothers isn’t a perk. It’s a smart, strategic investment — and a cultural shift whose time has come. If we want more inclusive, resilient workplaces, we must stop asking mothers how they’ll “balance it all” — and start asking companies and institutions how they’ll harness the leadership already growing in their workforce.

We created Lunalab with this mission. Based in Brussels, Lunalab supports women through matrescence with a leadership programme that helps them reconnect with their values, strengthen their renewed identity, and bring enhanced clarity, creativity, and leadership back into their workplaces. We partner with organisations that want to retain and elevate their maternal talent — not just accommodate it. We invite companies, organisations, and institutions — in Brussels and beyond — to lead this shift with us.

Author: Roberta Nicotra, Co-Founder of Lunalab Community

References

1. Torres, C. J. C., Barbosa‑Silva, L., Oliveira‑Silva, L. C., Miziara, O. P. P., Guahy, U. C. R., Fisher, A. N., & Ryan, M. K. (2024) The Impact of Motherhood on Women’s Career Progression: A Scoping Review of Evidence-Based Interventions. Behavioral Sciences, 14(4), 275. 

2. Hewlett, S. A., et al. (2005) Off‑Ramps and On‑Ramps: Keeping Talented Women on the Road to Success. Harvard Business Review. Link 

3. McKinsey & Company(2020) Diversity Wins: How Inclusion Matters.

4. McKinsey & LeanIn.org (2022)Women in the Workplace Report.

5. Morgenroth, T., Ryan, M. K., & Peters, K (2019) The Motivational Theory of Role Modeling: How Role Models Influence Role Aspirants’ Goals. Review of General Psychology.

6. Franzoi, I. G., Sauta, M. D., De Luca, A., & Granieri, A. (2024) Returning to work after maternity leave: a systematic literature review. Archives of Women’s Mental Health, 27(5), 737‑749.

Workplaces Need Feminine Energy

Why Women's Leadership Drives Growth, Innovation, and Profit

The current backlash against diversity, equity, and inclusion (DEI) policies, along with moves by companies to dismiss these initiatives, is stifling creativity, economic growth, and missing out on the immense potential of diverse leadership.

The so-called "soft skills" — empathy, trust, and collaborative leadership — are the power skills of the future. These are forms of feminine energy, a attributes present in everyone, regardless of gender. Unfortunately, it often remains dormant, especially in male-dominated environments. Empowering women is crucial to unlocking this untapped potential.

The Data Speaks Loud and Clear:

• Higher Profits: Companies with the highest proportion of women in executive positions outperform their competitors by 47% in return on equity. Businesses in the top quartile for gender diversity are 27% more likely to surpass their industry's average profitability. These are not predictions — they are the findings of a decade-long McKinsey study.

• Economic Growth: According to a recent Bruegel article, women and men contribute complementary skills that enhance decision-making, innovation, and risk management. Boosting female workforce participation could increase GDP by up to 25% in advanced economies. These findings, moreover, are in line with the microeconomic evidence.

• A Competitive Advantage: Data from the European Institute for Gender Equality shows a stark divide between northern European nations progressing toward leadership diversity and others stuck in single-digit female board representation. Failure to adapt is a competitive disadvantage in a fast-evolving global economy.

This isn't about swapping one type of leadership energy for another — it's about embracing balance because the evidence overwhelmingly supports diverse leadership as the better performer.

Despite the politicized language surrounding DEI initiatives, workplace experts suggest that most companies are striving to find a middle ground rather than abandoning these programs altogether. Instead of dismantling DEI efforts, organizations should focus on practices that effectively elevate women to leadership roles. This includes investing in women's personal and professional development, addressing gender biases in hiring and promotion, and fostering mentorship and leadership opportunities.

By adopting these actionable strategies, companies can unlock the immense potential of diverse leadership, fuel innovation, and secure a competitive edge in the evolving global economy.

Author: Agata Spissu, Co-founder of LunaLab

Refences:

• McKinsey & Company: Diversity Wins: How Inclusion Matters (2020). Link

• McKinsey & Company: Women in Workplace report (2024) Link

• Bruegel: Jonathan D. Ostry, The Economic Case for Workplace Gender Diversity (2023). Link

• European Institute for Gender Equality (EIGE): Positions held by women in senior management positions (2024) Link 

• The Financial Times: The DEI backlash: employers ‘reframing not retreating’ (2024) Link

"From Potential to Performance: Why Investing in Women’s Growth Matters"

We would expect that a better education translates into more career opportunities. Yet the numbers in Europe reveal a starkly different reality. While 46% of women complete higher education compared to only 35% of men [1], this achievement does not translate into leadership positions. Currently, only about 30% of senior management roles are held by women [2] , leading us to wonder: Where do all these educated women go?

The answer often lies in the “rush hour” of life, where the demands of parenthood create significant barriers for women in the workforce. Many women find themselves at a crossroads, facing the difficult decision to step back or limit their ambitions. This phenomenon is part of matrescence [3] — the profound transformation and identity shift that accompanies motherhood. During this transition, women often reevaluate their roles and aspirations, leading to feelings of uncertainty about their place in the workforce. In contrast, men typically continue their professional journeys with fewer disruptions, contributing to a disheartening reality where women in Europe earn, on average, 14% less than their male counterparts. [4]

While governmental support measures, such as parental leave for both parents and accessible childcare, are critical, organizations must also play a vital role. They should implement flexible work options, mentorship initiatives, and tailored skills training. Equally importantly, they should invest in women's personal development for helping female employees navigate the complexity of the interplay between their professional responsibilities and personal realities.

Research shows that when women are supported in their growth, especially in times of transitions, they thrive. This contributes to creating more nurturing and inclusive environments for everyone, enhancing creativity, innovation, and collaboration. Organizations investing in employee development see 11% greater profitability and are twice as likely to retain their employees. [6]

Personal development is an ongoing process of self-actualization that encompasses six essential pillars: self-awareness, self-care, mindfulness, mindset, social fitness, and purpose.[7] Each pillar enables women to unlock their full potential:

• Self-Awareness: Understanding strengths and aspirations lays the foundation for career growth.

• Self-Care: Prioritizing health leads to lower burnout rates. Gallup research indicates that employees able to balance their workload and personal life are 31% less likely to experience burnout. [8]

• Mindfulness: Enhancing focus and decision-making skills empowers women to manage work and family pressures effectively.

• Mindset: A growth mindset encourages women to embrace challenges and learn from setbacks.

• Social Fitness: Networking and mentorship are vital for career advancement; organizations with strong mentorship programs see a 15% increase in promotions for women. [9]

• Purpose: Connecting work to personal values enhances motivation and satisfaction, with companies aligning roles to individual purposes experiencing up to 53% higher employee satisfaction. [10]

By investing in workshops and coaching that focus on these six pillars, organizations can enhance employee performance while fostering a more inclusive and resilient workplace. Women who feel empowered in their personal development are more likely to thrive in their careers, leading to enhanced organizational outcomes. [11]

Ultimately, prioritizing women's personal growth is not just a moral obligation; it is a strategic decision that positions organizations for a brighter, more inclusive future. By nurturing the potential of women, organizations transform themselves, while enhancing lives, workplaces, communities, and society as a whole.

Author: Roberta Nicotra, Co-founder of LunaLab

References:

[1] European Commission. (2020). She Figures 2020: Key Figures on Gender Equality in Science and Technology. Retrieved from European Commission

[2] Catalyst. (2021). Women in Management. Retrieved from Catalyst

[3] American College of Obstetricians and Gynecologists (ACOG). (2020). Matrescence. Retrieved from ACOG

[4] European Commission. (2022). Gender Pay Gap Statistics. Retrieved from European Commission

[5]  Gallup. (2020). The Real Future of Work. Retrieved from Gallup

[6] Gallup. (2021). Why Employee Development Matters. Retrieved from Gallup

[7] Hurst, J. (2018). The Value of Personal Development: How It Can Make a Positive Impact on Your Life.

[8] Gallup. (2022). The Power of Wellbeing: How Organizations Can Support Employee Well-Being and Performance. Retrieved from Gallup

[9] Gallup. (2019). What Women Want at Work: A Gallup Study on Women and the Workplace. Retrieved from Gallup

[10] Gallup. (2021). State of the Global Workplace: 2021 Report. Retrieved from Gallup

[11] Gallup. (2020). The Future of Work: What Leaders Need to Know. Retrieved from Gallup