Welcome to the first edition of my monthly newsletter. Each month, I’ll share one reflection on leadership and life – something to pause and sit with, think about, and apply in your own way.

We begin with two timely questions: Why are so many women stepping away from the workforce while others are staying longer than ever? What does this shift mean for leaders, for families, and for the future of work itself?

In the first half of this year, women’s participation in the U.S. workforce has fallen, most sharply among those in their 30’s and 40’s who are raising young children. The percentage of women aged 25 to 44 with children under five dropped from 69.7 percent in January to 66.9 percent in June 2025. That is the lowest level in more than three years.

It may sound unsurprising that women balancing jobs and young families face the greatest strain. What is new, and what leaders must recognize, is the speed and scale of this retreat. Women are not stepping away for leisure. Many are doing so under duress, squeezed by the high cost of childcare, the relentless pace of full-time work, and the constant pressure to meet both professional and caregiving demands. Research also shows this age group sits at the lowest point on the happiness scale. This is not simply attrition. It is a stress fracture in the workforce.

At the same time, women over 65 have become the fastest growing segment of the workforce. Some stay because they must, others because they want to, and many because they see work as a source of vitality, purpose, and connection. Far from winding down, this group is often redefining what longevity in work can look like.

This generational contrast raises urgent questions.

• What does it mean when younger women are pressed to step back, while older women are stepping in with energy and commitment?
• What does it signal about the structures of work, the supports families lack, and the choices women are forced or freed to make?

For leaders, the message is clear. When women leave, organizations lose more than productivity. They lose perspective, adaptability, and the kind of intelligence that steadies teams in moments of uncertainty. It is true that this is a national social and economic issue. Affordable childcare, paid leave, and family support systems are weak in the United States. Yet it is also an organizational issue. Leaders decide whether to offer flexibility, whether to create career paths that work for parents of young children, and whether to measure performance by hours or by outcomes.

That is why leaders cannot dismiss these exits as private choices that women alone must solve. To do so is to miss a critical responsibility. Supporting and retaining women is not charity. It is essential to the vitality and sustainability of the workforce.

So the question remains: if half your top talent walked away, would you see it as inevitable, or would you recognize it as a call for leadership?

Thank you for reading. If this piece sparked a thought, I’d love to hear it. Feel free to reply, share, or pass this along to someone who might find it useful.