Menopause can significantly impact people in both life and work. While some people experience minimal disruption, others face substantial challenges that can alter their careers and health. For far too long, menopause has remained a taboo topic in Australian workplaces. However, recent shifts have brought this crucial life stage to the forefront, with progressive organisations now recognising the positive impact coaching can have in supporting employees through this transition.

Menopause Transition Coaching offers a personalised approach to support women at work during perimenopause, menopause, or post-menopause to empower women to navigate this phase and thrive at work. Delivered by our national team of registered psychologists, our coaches provide personalised support that helps people navigate this natural life change while maintaining their career trajectory and wellbeing.

The Impact of Menopause in Australian Workplaces

Recent Australian research clearly demonstrates the significant connection between menopause and workplace performance:

• Workplace Engagement: A comprehensive 2014 La Trobe University study identified that more frequent and severe menopause symptoms are directly associated with lower engagement, reduced organisational commitment, and stronger intentions to leave employment.
• Career Disruption: According to Jean Hailes’ 2023 National Women’s Health Survey, 17% of midlife women in Australia reported taking leave or extended breaks from work specifically due to menopause symptoms.
• Economic Implications: With nearly 80% of Australian women aged 45-55 actively employed, organisations face significant risks of losing experienced talent due to inadequately supported menopause transitions.

Addressing Common Workplace Concerns

People who experience menopause frequently express these anxieties about managing menopause at work:

Feeling Overwhelmed and Unsupported

Our menopause transition coaches acknowledge the challenges many experience during this life transition, offering practical tools to manage work responsibilities alongside other demands.

Concerns About Manager Understanding

Many women worry about discussing menopause with younger or male managers. Our program addresses these communication barriers directly, providing strategies for productive conversations.

Fears of Workplace Discrimination

Our coaching emphasises creating psychologically safe workplaces where menopause can be discussed without stigma or career penalties.

Harnessing the advantages

Our coaching goes beyond basic symptom management to leverage the unique strengths associated with this life stage:

Enhanced Emotional Intelligence

Women often experience heightened ability to understand and manage emotions, fostering improved workplace relationships and leadership capabilities.

Increased Resilience and Adaptability

The challenges of navigating menopause cultivate exceptional resilience and adaptability—increasingly valuable skills in today’s dynamic workplace environments.

Career Clarity and Purpose

Many women report greater clarity about career priorities and personal values during this transition, leading to more meaningful professional contributions.

Organisational Benefits of Menopause Transition Coaching

Beyond supporting individual employees, our transition coaching offers significant advantages for organisations:

• Talent Retention and Succession Planning – By supporting women through this transition, organisations preserve institutional knowledge and reduce the substantial costs associated with replacing experienced employees.
• Enhanced Productivity and Engagement – Our coaching helps reduce absenteeism and presenteeism while improving overall workplace engagement among midlife women.
• Stronger Inclusive Culture – Organisations offering this type of support demonstrate commitment to inclusion, creating competitive advantage in Australia’s talent market.
• Reduced Legal and Compliance Risks – Proactive transition support helps organisations meet evolving workplace health and diversity requirements across Australia.

Our Evidence-Based Program

Our comprehensive program is specifically designed for the Australian workplace context:

• Research-Informed Approach: Based on our Transition Coaching Model, developed and evaluated over more than 10 years of Australian workplace implementation
• Expert Delivery: Designed and facilitated by qualified workplace psychologists with specialised menopause transition expertise
• Personalised Support: Five hours of individualised coaching tailored to specific workplace contexts and personal needs
• Organisational Integration: Optional manager education sessions to create holistic organisational support systems.

For More Information

Our evidence-informed program is based on our Transition Coaching Model that we have been implementing and evaluating for over 10 years. It is designed and delivered by qualified workplace psychologists, and includes five hours of personalised coaching tailored to individual needs. Further, manager sessions can also be incorporated for a holistic organisational approach. 

Our program empowers women and fosters open communication, creating a win-win situation for both employees and employers. By providing a supportive work environment, this coaching helps women navigate this life stage and continue to thrive in their careers.

Click here to learn more about the Menopause Transition Coaching Program, contact Transitioning Well at www.transitioningwell.com  1300 824 808 or email:  info@transitioningwell.com.au 

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Part 1: How women can prepare themselves.

Thea O’Connor

“I feel ripped off that no one talked to me about it.”

“Why didn’t anyone tell me?  This is a change of life I was not prepared for at all.”

“Before I had my period at 13, I was told some stuff, but no one sat me down to have the ‘time of life’ conversation.”

These are the voices of the Australian working women I interviewed just over a year ago, about their experience of menopause.

I can certainly relate. In 2018 I noticed my short-term memory and concentration were faltering and I had no idea that this ‘brain fog’ could be a symptom of perimenopause – the years leading up to the final cessation of periods. I hadn’t heard a thing, not a squeak – not from my mother, not from three older sisters, not from my older female friends and certainly not from other professional women.

‘Sssh, don’t talk about it’ seemed to be the default position, especially amongst many working women who feared being perceived as not up for their jobs, if they did talk about the M word.  

The high cost of this silence is that too many women don’t know what to expect during the menopause transition and therefore don’t know how best to support themselves. 

Knowledge is power. So here are my key tips for women in their late 30s to early 40s to increase the chances that the menopause transition will be an empowering one.

Be aware it can start younger than you think

The average age of menopause, (defined retrospectively as when a woman has not had a menstrual period for 12 months) is 51. The range, however, is from 45 years to 55 years and it’s actually during peri-menopause, the years leading up to menopause, when symptoms can be the most difficult. Peri-menopause lasts about four to eight years.  Some women could therefore start experiencing symptoms in their late thirties.

Educate yourself about the early signs of menopause

Here’s a list of quality sources of information to get you started. 

Don’t blame menopause for all your woes

Sure, the increased exhaustion and  irritability many women feel during midlife,  could be an early sign of menopause. But it’s just as likely to be due to saying ‘yes’ one too many times. And the weight gain? Research tells us it’s due to metabolism slowing down with age, rather than hormones. 

Prioritise your health and wellbeing, now

Healthy living can help reduce symptoms. For example, alcohol, caffeine, stress and smoking are common triggers for hot flushes, and cutting down on these will help. Don’t wait until you are in the thick of symptoms and feeling drained to try and tackle addictive tendencies and create new habits. Start now. 

Address any back log of unresolved issues, now

Menopause offers women a great opportunity to re-assess their lives and ask – what needs to change? It’s not called “The Change” for nothing! I truly believe that some of menopausal symptoms, such as outbursts of anger, are in-part fuelled by women putting up with stuff for way too long. If ‘stuff’ is building up in your life, start addressing it sooner rather than later. Otherwise, as one interviewee said, “if you don’t do the [inner] work, menopause will bring you to your knees.” 

Find a great women’s health doctor, now

Many women complain about the long time (sometimes years) it took them to find a good practitioner to support them. If you don’t already have one, ask around to help you find a great doctor who specialises in women’s health who can support you now, and who is also well-educated about menopause, for when the time comes. Note: GPs do not receive specific education about menopause in their training – they need to do their own education about it.  

Don’t freak out about the negative stuff

Bad news travels further and faster than good news which is no doubt why so many articles about menopause in the media focus on how menopause is ruining women’s careers, marriages and youthful bodies.  Remember that while about 20 per cent of women do have severe, long lasting symptoms, another 20 percent don’t have any symptoms at all and the remaining 60 per cent experience mild to moderate symptoms. 

Try looking forward to it!

Did you know that the upsides of transitioning into your ‘third act’ can include an increasing sense of liberation, steadiness and authority? 

Given that women who have more positive attitudes towards ageing and menopause, experience fewer severe symptoms, it makes sense to examine your beliefs and create a supportive mindset for yourself.

Thea O’Connor is a wellbeing and productivity advisor to workplace leaders and teams. She is creator of The Change – a confidential online program, empowering working women through menopause, and Menopause@Work: Training for Managers .

*All italicised quotes come from women interviewed by Thea for her Women, work & menopause research.  You can download the report at thea.com.au/menopause.

The post How To Navigate Menopause at Work (Part One) appeared first on Transitioning Well.

At Transitioning Well, we use this tool to help people ‘get out of auto-pilot’ so they can make more conscious choice about how they want to integrate work and life. As we navigate the uncharted waters of COVID-19, getting clear on what is most important – our values – is a valuable way to prioritise our precious time and energy.

Another helpful way to think about this is to use a time collapse technique and ask ourselves, “Thinking about my team/family in a year’s time, when I look back at what we’ve all been through, what do I want their experience to have been? What are the things that I most want them to remember about the way we were as a team/family during this time?”

Once we have built our lighthouse, it’s vital that we don’t leave it on the horizon. We need to bring it into the here and now so that it can guide our everyday behaviours. For example, if staying healthy is one of our values, then what actions can we take each day to stay well – like going for a walk, or prioritising sleep over ‘one more’ Netflix episode! 

Give it a try – you can find more information about building your lighthouse here. You may even find it valuable to build a family or team lighthouse.

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Being based in Melbourne and having worked longer and harder during COVID-19 than ever before, it’s not often that Sarah (my work wife and business partner/co-founder in everything Transitioning Well!) get a chance to stop and have a personal reflection – but something today sparked a candid conversation during one of our many daily on-the-run, catch-ups. 

We each have school-aged kids returning to school next week. For Sarah, both her children are now returning on Monday – now that her son, in Year 7, is included in those able to return. I still have one of my three kids who will be at home as she is in Year 8. 

Sarah mentioned that she’s feeling really mixed about her kids going back to face-to-face learning. She’s trying to prepare them, and herself, for what next week will bring: physically in the actual logistics of the return, and emotionally for what it will mean for their family. 

I realised from this brief reflection that I hadn’t actually stopped to get my head around next week at all. I am usually a highly organised, prepared person yet I think a part of me is in denial for what next week may bring. Whilst there is a part that is thrilled my sons will get to return to face-to-face learning (which is where they should be) I am sad for my daughter who will now be alone without her siblings for an extra few weeks. 

It’s the nature of transition and the way in which we have all adjusted to a somewhat solitary life in lockdown that has created new norms and ‘safe’ ways of living. For our family, our kids have actually welcomed the time they have spent together and we have relished the lunchtime chatter at the kitchen table. My daughter has taken on the role of preparing lunch for her brothers whilst they have cleaned up. There’s no doubt it’s going to be a lonely few weeks for her without them. 

The comfort and safety of lockdown while an oxymoron in itself – means that the pathway out and return to school is scary. No doubt it’s a great step forward, and the announcement that many Victorians have been waiting for, but for many it’s going to require a period of adjustment. 

For kids, they’re likely to be exhausted and potentially overwhelmed with the routine of the physical school day, while for parents the return to the school routine is also unsettling – like so many moving parts in this COVID-19 transition it means that some will struggle more than others.

For working parents in particular it’s important that we take the time to reflect, be kind to ourselves and allow ourselves to move through the next phase with the acceptance that this round of transition will take time and the ‘next new normal’ needs to be defined. 

Leaders will need to – like so many other times during this pandemic – show compassion, do your best to know your people and provide real support for those that may feel overwhelmed, anxious and just not quite sure how to navigate the next few weeks ahead. Encouraging patience, reminding each other to find moments to take a short break to breathe, check-in with each other, or a minute spent in the fresh air – all of these things will help leaders and their teams manage the various emotions that will be very likely present.

 We all need a psychological roadmap to help navigate the next exit on the highway. Organisations have a key role to play in that. Fortunately for me, and for Sarah, we have this knowledge and skillset because of what we do. We would love to help Leaders and your teams – so if we can help you manage this path forward better, whether it be a team Wellbeing Webinar, Leadership and Team Coaching to assist with Transition, or Webinars that help validate how you and your teams are feeling, please get in touch!

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The COVID-19 pandemic has caused a major shift in how Australians will work for the foreseeable future. For many organisations, having employees work remotely is entirely new. Not so long ago, only one in three Australians regularly worked from home. As we all adapt to this way of working, it’s important to recognise that many of us are also adapting to working from home with others in the household. The additional pressures of home learning, social distancing and state restrictions can also hamper the strategies we normally use to manage our work-family wellbeing. By taking the time to think strategically about how to work well from home, we can set ourselves up for success and sustainability. 

While we recognise that everyone’s situation will be unique, we propose five practical strategies to help you navigate this transition. 

Strategy 1: Clear Spaces

Clearly established boundaries help us to take care of our ourselves and our relationships, and to prioritise what’s most important. First, create a clear physical workplace using ergonomic principles (see WorkSafe Victoria’s Working From Home Guide). Next, make your boundaries visible. For example, a closed door or red STOP sign means “do not disturb”. To draw a mental boundary between work and home time, consider a deliberate ‘transition-in’ and ‘transition-out’ of each phase. Start your workday with a team call to say good morning, or end it with a brisk walk around the block with the family. Finally, routines provide us with a sense of familiarity and certainty. Think about what routines you could keep, add, relax, replace or avoid.

Strategy 2: Creative Management

Now is the time to throw out the rulebook and get creative about how to manage working from home with kids and/or your partner. Brainstorm, try different ideas, and be prepared to change tack if something isn’t working. Above all, hold realistic expectations about what can be managed during this period of upheaval. For lots of ideas on managing creatively with kids and partners during COVID-19, see our Resource “Transition To Home: What Do I Need To Know About Working from Home With Kids and Partners through COVID-19?”  

Strategy 3: Concentration

Apart from the more obvious issue of having others in the home who demand your attention, there are other factors that can reduce your concentration such as lack of sleep, hunger, anxiety and excessive stress. To improve concentration, take the time to decide on your priorities at the beginning of each day. Build in time for inevitable distractions, and limit disruptions where you can (e.g., use noise cancelling earphones, regulate news intake and turn off email notifications). When all else fails, get out of your seat and move – go for a walk, dance around the living room or do some stretches.

Strategy 4: Compassion

More than ever, caring for our mental and physical health and wellbeing is essential. While compassion is defined as concern for the suffering of others, it starts with compassion for oneself. Practise self-compassion by staying physically and mentally well, reaching out for help when needed and being mindful about the expectations you are putting on yourself. Being compassionate towards others can include helping them stay well and safe, encouraging them to seek help if needed, and encouraging them to respect the boundaries of others.

Strategy 5: Connection

Social connection is protective for our physical and mental health. We may have to socially distance or isolate, but that doesn’t mean we have to disconnect. Find ways to stay connected visually (e.g. video conference), through shared experiences and achievements, and stay connected with your kids’ schools and your fellow parents. At work, communicate openly – express what you need, communicate the demands you have and exercise control where you can. Be prepared to flex, and recognise that everyone’s needs may continue to change over time.

For more tips and ideas about transitioning through COVID-19, take a look at our expanded resource “Transition To Home: What Do I Need To Know About Working from Home With Kids and Partners through COVID-19?” at www.pwwp.org.au/covid-19 

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Here at Transitioning Well, we specialise in navigating life transitions in the workplace. Our national team of psychologists develop and promote best practice strategies and tailored solutions across the employment life cycle. Recently, we spoke to Noble Oak to share some expert advice on how to make a successful career transition in your 40s and beyond.

Top 3 things to do when considering a career change

Self-reflection

Whether you grab a journal or scour the internet for tools to guide your reflection – think about your values and strengths, and what you want to achieve by making this change.

Leverage your network

Go beyond your immediate friends and family and find out who they are connected with; diversity is key in both exploring options and landing something new.

Be open

For most people there are many ways to achieve what they want; so stay open to less obvious paths to get what you want out of your career.

Mistakes to avoid when making a career change

Waiting too long

“The biggest mistake is waiting too long to make a change. Delay leads to several problems” (Holmes et al, 1994):

• Changing jobs becomes harder: whether the changes are functional or radical, previous job mobility is strongly related to future mobility.
• The focus becomes leaving: often people stay in a job long after they’ve stopped loving it. The motivation then revolves around getting away from the pain rather than excitement about what’s ahead.
• External drivers take over: moving sooner keeps you in control rather than being pushed out by changes in the company, industry or economy.

Failing to plan

The other big mistake people make is failing to plan. Like any other life transition, research tells us that planning is key to making a successful career change. (Schlossberg, 2007).

How easy is it to upskill for a new career?

There are challenges to upskilling, particularly as you get older, however, it is important to note that challenges for older people are NOT declining cognitive ability or motivation as stereotypes would have us believe. Older people can learn new skills when they see the relevance and the training is designed using adult learning principles. In fact, the ARC CEPAR (2019) reported that more than 90 per cent of mature employees surveyed were actively developing their capabilities.

External challenges include:

• Employers not providing older workers with training opportunities (ARC CEPAR report 2019).
• Companies being reactive in their training, rather than investing in skills that set their people up for the future.
• Focus on formal training rather than leveraging other options such as mentoring.

Personal challenges include:

• Developing the wrong skills; ones that will become less relevant in the future or that don’t build on your existing strengths and interests.
• Finding sufficient time, money and energy to invest so that you can fully master new skills.
• Waiting for employer funded training instead of taking ownership of your own development.

For more expert advice how to plan for a successful career transition, take a look at the full article on the Noble Oak website.

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How does navigating this transition change across the three main stages (baby/toddlers, primary school kids, tweens & teens) of working parenthood? 

Transition is the challenging time in between what’s known, to what is new. For working parents the challenges of each transition point are quite different based on what stage the kids are at, and each raises new challenges as far as work life integration goes.

In the early years, the focus is on the initial separation between parent and child, managing the logistics of childcare, as well as the emotional challenges this period brings (e.g. guilt, anxiety, stress). In primary school, parents are juggling the transition to school and all that brings with it – i.e.. shorter school hours, school holidays, extracurricular activities and school admin. By the time the kids are in high school, the challenges for parents centre around helping teenagers navigate puberty, increased independence, and the pressures of senior year studies.

What strategies can organisations employ to support parents as their family matures?

• Know who your working parents and carers are
• Implement policies that support Parental Leave and flexible working arrangements 
• Promote awareness and focus resources on the ongoing key transition points
• When employees ask for support, adopt a ‘where there’s a will there’s a way’ attitude   
• Encourage employees to use leave as needed 
• Promote the Employee Assistance Program (EAP) and how it can help with transition points 
• Facilitate connections within the business and external partners as required 
• Pay special attention to employees with caring challenges or change of circumstances 
• Remain inclusive by considering non-parents in initiatives where possible 

Through our work with the Perinatal Workplace Wellbeing Program (PWWP), what we heard from our research participants was that, although organisations are increasingly interested and engaged in supporting new parents, there is a real need for ongoing support as children get older. 

The good news is, it’s often not hard to start making a big difference simply by asking your employees what they would most value in terms of organisational support. 

It’s very encouraging that workplaces are supporting new parents, but it can’t just stop there – working parents need support throughout the ongoing seasons too.

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Parents in Politics: 

Work-family integration challenges and strategies

Dr. Angela Martin

The release of the The Melbourne Institute’s HILDA Report has sparked much interest and conversation around how can we do things better in terms of integrating work and life and balancing gender roles.

‘Family friendly’ jobs and those associated with the ideal of a positive work-life integration is highly topical – yet one area barely spoken about are the challenges facing those working in politics. The resignations of Federal Minister Kelly O’Dwyer¹ and Member Tim Hammond², both citing family reasons, raises the question of how family-friendly political careers are.  Ms O’Dwyer was quoted as saying “I no longer want to consistently miss out on seeing my children when I wake up in the morning and when I got to bed at night.” 

Internationally, there are many similar stories. For example, in the United States many female state legislators continue to be primarily responsible for housework and childcare even after they are elected to public office³. Even in more egalitarian contexts such as the Scandinavian countries, female politicians describe coming up against the boundaries of ‘the feasibility of their own lives’⁴ and continue to experience work-family conflict⁵. 

New Zealand Prime Minister Jacinda Ardern has demonstrated that having a baby can be combined with a work role representing the highest office of government. Despite her success in achieving this position, a considerable amount of media commentary has focused on the ‘role reversal’ of her partner being the primary carer of their child. In Australia, the ‘who is looking after the baby?’ question has also been posed to Tasmanian Labour leader Rebecca White⁶. Indeed, much of our media highlights the contradictory ways in which Australian male and female political figures have been reported with regard to their family responsibilities. For example, fatherhood is deployed to humanise male politicians, whilst the dominant discourse related to motherhood of female career politicians relates to their male partners and children being viewed as neglected. 

Travel and separation are common challenges for politicians and their families. Travelling regularly away from your family for work can be a source of frequent psychological distress. The parent who is away worries about issues such as not doing their fair share; missing out; not being able to be there whilst their kids are ill or injured and being seen as an outsider. Business travel has also been associated with emotional stress, physical illness and problems with workload management for the traveler⁷. Regular separations and reunions impose demands on the partnership and family which are exacerbated by both longer and more frequent trips and for parents with young children⁸.

It is generally believed that parenting status or the desire to become a parent is a barrier to entering politics, particularly for women. However, whilst women’s participation in politics has been an area of increasing research attention, there is very little related to how family roles affect attraction to, and the retention/duration of political careers. 

A series of interviews conducted with former Canadian MPs⁹, found that although they endorsed the idea of a political career, they cautioned that the toll on family life is both “severe and unanticipated.” Among the conclusions drawn from these interviews was the recognition that “if parties want the people they target for votes to actually get involved in the political process, they need to stop making them choose between engaging in politics or family time and instead, look to better integrate the two”.  They argued that introducing ‘small nudge changes’ will also help “increase the likelihood that the issues families and working parents face will become a collective priority and not just a personal one”. 

Strategies that help our politicians better integrate work and family roles are needed at the national, workplace and household and personal levels.  However, as noted in a study of Norwegian female politicians¹⁰, recognition of the “competing and sometimes contradictory policies, practices and discourses at multiple levels” and “gendered social expectations” is critical. 

Finding solutions and strategies for reducing work-family conflict is challenging in many industries, not just politics, and Australian Senator Linda Reynolds¹¹ has recently asked “is there a way we can do our business better? How can we attract those people and demonstrate that they can still manage? 

Her suggestions include sitting in longer and more intensive blocks in Canberra so that MPs get more time at home with their families and in their electorates; scheduling Senate committee hearings on parliamentary sitting days and making better use of teleconferencing; and easing up criticism of family travel so MPs with take their children/partners to Canberra more easily. Labour leader Rebecca White says if she becomes premier, she would make politics more attractive to young parents by imposing a far higher threshold of what constitutes “urgent” legislation to justify parliament sitting after 7pm. “If we are going to attract new people … to stand for public office — men and women — they need some reassurance that the working conditions are going to support them to do that.” 

Personal strategies also need to be explored. A recent international study¹² suggests that women in politics usually remain the manager of the household, which reinforces traditional gender roles. Strategies used to reconcile work, family and politics included communication with family, recognising priorities within the political sphere, consciously creating time for family moments, and downsizing/segregating the life spheres. Katherine Rich’s advice¹³ (a former member of NZ Parliament) is to “not aim for perfection. Keep going and keep turning up, game face on.  Accept imperfection as long as you’re moving forward – this took me years to learn!”

As Senator Reynolds says, ‘it’s time for a tough discussion on politicians’ work hours. Australians have to think about the type of people they want in Canberra, including politicians’ staff.”  

1. https://www.theguardian.com/australia-news/2019/jan/19/kelly-odwyer-announces-shock-resignation-ahead-of-election
2. https://www.abc.net.au/news/2018-05-05/tim-hammond-resignation-family-reasons-shines-mirror-on-society/9727494
3. Thomas, S., Herrick, R. & Braunstein, M. 2002. Legislative Careers: The Personal and the Political. In Women Transforming Congress, Cindy Simon Rosenthal (ed). Norman: University of Oklahoma Press, 397– 421.
4. Ribberink, Anneke. 2017. Career or Family? The Fight of Two Prominent Scandinavian Feminist Politicians. Gender Forum, 61, 37-52.
5. Selerstad, C. 2015. Having it All: Women in High Commitment Careers and Work-life Balance in Norway. Gender, Work & Organization, 22, 290-304.
6. https://www.theaustralian.com.au/national-affairs/state-politics/new-tasmanian-labor-leaders-aim-familyfriendly-politics/news-story/f257c768d5ebcc23d6c0d7636c4377b8
7. Jensen, M.T.  (2014). Exploring business travel with work–family conflict and the emotional exhaustion component of burnout as outcome variables: The job demands–resources perspective, European Journal of Work and Organizational Psychology, 23, 497-510.

8. DeFrank, R. S., Konopaske, R., & Ivancevich, J. M. (2000). Executive travel stress: Perils of the road warrior. The Academy of Management Executive, 14, 58–71

9. http://www.ottawacitizen.com/life/Family+politics+balance/9846416/story.html

10. Selerstad, C. 2015. Having it All: Women in High Commitment Careers and Work-life Balance in Norway. Gender, Work & Organization, 22, 290-304.

11. https://www.goondiwindiargus.com.au/story/5864847/time-to-talk-about-political-working-hours/

12. Emery, L., Meier, P. & Mortelmans, D. 2018. Juggling three life spheres: reconciling work, family and politics, Community, Work & Family, 21, 226-242.

13. https://www.linkedin.com/pulse/whats-like-being-working-mum-parliament-we-interview-rich-gallardo

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