The balance between entrepreneurship and motherhood presents significant challenges, particularly given societal expectations. Female business owners often face ‘working mum guilt’ as they juggle these demanding roles.
- 43% of female entrepreneurs return to work shortly after childbirth, feeling pressured by business demands.
- Sarah Kauter, CEO of a marketing firm, shares her strategies to manage business and motherhood effectively.
- Seeking help from family or nannies can alleviate pressures of childcare for entrepreneurial women.
- Implementing workplace training can create a self-sustaining business environment, reducing reliance on the owner.
The pressure of balancing entrepreneurship with motherhood is a formidable challenge, exacerbated by societal expectations that women manage both roles seamlessly. Many female business owners, approximately 43%, find themselves back at work only weeks after childbirth due to pressing business needs. This situation often results in ‘working mum guilt,’ as women struggle to meet the demands of both childcare and their businesses.
Sarah Kauter, a mother of three and the CEO of a multi-award-winning marketing and PR firm, Veriberi, exemplifies the struggle to balance these roles. Despite returning to work shortly after the birth of each child, she has continued to successfully expand her business. Her experiences highlight the intense pressure from competing business and childcare demands. Kauter candidly discusses her journey and how she has learned to manage these challenges.
In Kauter’s experience, seeking assistance is crucial. She emphasizes that managing both a business and family effectively requires help, dismissing the notion that women must handle everything independently. ‘As much as we’d like to be superwoman, challenges are inevitable,’ she notes. For Kauter, family support, particularly from her mother during rapid business growth periods, was invaluable. She advises other women to similarly seek help, whether from family or nannies, recognizing it as a necessary support system.
Implementing a comprehensive training scheme at work is another strategy Kauter advocates. For business owners seeking a balanced work-life dynamic, delegating responsibilities is essential. Kauter suggests entrusting the business operations to others, creating a structure that functions independently of any single individual. ‘Realistically, a business should never rely on just one person,’ she explains. By investing in employee training, entrepreneurs not only ensure continuity but also minimize stress, safeguarding the business against unforeseen circumstances such as illness or resignation.
Self-doubt often plagues working mothers, further complicating their journey. Kauter stresses the importance of acknowledging one’s capabilities and the unique challenges of their path. She recounts her own experiences of judgment from other parents, which led to moments of reflection on her roles as a mother and a businesswoman. Her advice is clear: embrace the dual identity and recognize that being a mother does not diminish one’s professional ability. Instead, these roles can coexist, each enhancing the other’s value. Working mothers are reminded to focus on providing for their families as a source of motivation.
Balancing business and motherhood requires strategic planning and support, proving that women can excel without forfeiting one role for the other.
