Meet Sarah, a dedicated 24-week-pregnant upper manager at a small family-owned company with just 14 employees. The pressure is mounting for her as the due date approaches, and she finds herself increasingly anxious about her maternity leave. Sarah’s boss, Tom, relies heavily on her to manage the bulk of the company’s tasks, often expressing that her role is crucial for the team’s success. However, while he vocally appreciates her contributions, there seems to be a disconnect when it comes to understanding her maternity leave expectations.

Over the course of her pregnancy, Sarah has had numerous conversations with Tom about how she envisions her maternity leave. Each time, she outlines her expectations: two weeks of complete rest with zero contact to allow her body to heal, followed by a transitional phase where she would be available part-time. After the first six weeks, she plans to go remote and gradually take back responsibilities. Finally, after twelve weeks, she aims to return to her role full-time. Despite all the discussions, Tom seems to forget or misinterpret what they talked about, leaving Sarah feeling frustrated and anxious about her future at the company.
Just today, a familiar pattern unfolded. Sarah approached Tom to reconvene on their previous discussions about her maternity leave. To her dismay, he appeared genuinely shocked and somewhat frustrated as if this was the first time they were discussing the terms. For Sarah, this wasn’t a one-off occurrence; it had become a pattern that intensified her anxiety. It felt to her like a constant battle to reinforce that her maternity leave wasn’t just a vacation; it was a necessary time to prepare for the arrival of her child and to recover post-delivery.
In an effort to put an end to this ongoing miscommunication, Sarah suggested they put everything in writing. This way, there would be a documented agreement that both parties could refer to. While she believed it was a reasonable step, Tom reacted with surprise, as if the need for this documentation hadn’t crossed his mind before. As the conversation progressed, Sarah found herself trying to reassure him that she wasn’t trying to create problems for the company. After all, she genuinely wanted to ensure that everything would run smoothly in her absence, and she had even gone as far as to create multiple Standard Operating Procedures (SOPs) for her role, as well as training someone to handle her responsibilities while she was away.
All of Sarah’s efforts to prepare for her leave seemed to go unnoticed. She felt as though Tom viewed her maternity leave as an inconvenience rather than an essential period for her well-being and that of her baby. As a result, the anxiety she was feeling only intensified, prompting her to reflect on whether her expectations were unreasonable.
In the back of her mind, she questioned if she was being selfish by wanting clear guidelines for her maternity leave. Was it wrong to want to ensure her health and balance her responsibilities as a new mother while still being a committed employee? On some level, she felt guilty for wanting to change the dynamics of her role temporarily, especially in such a small company where everyone was so intertwined.
Now, as they prepare to draft a written agreement based on her expectations, Sarah is left wondering if her needs are too demanding or if she’s justified in wanting clarity on her maternity leave. She’s looking for validation—as well as advice—as she navigates this challenging period. Will her boss finally respect her terms, or will this continue to be a source of tension leading up to her leave?
In the end, Sarah feels torn between her responsibilities as an employee and her needs as a new mother. She hopes that once it’s in writing, there will be no further misunderstandings, but the road ahead feels fraught with uncertainty. Just like her pregnancy, this situation is a journey of its own, and Sarah is left to ponder what it will look like when she finally steps back into the office with her newborn.
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