How Do I Talk to My Manager About Menopause Affecting My Performance?

Changes in concentration, disrupted sleep or persistent fatigue can make familiar responsibilities more difficult to manage. For someone experiencing perimenopause or menopause, these changes may raise questions about whether to speak with a manager, how much to disclose and whether asking for support could affect how their performance is perceived.

The decision is personal. Some employees are comfortable naming menopause; others prefer to explain the impact on their work without discussing the underlying health issue. Neither approach should be treated as a measure of commitment or professionalism.

This guide explains how to prepare for a confidential conversation, identify practical adjustments and agree on next steps. It is written for employees across African workplaces, where access to formal HR support, flexible work arrangements and workplace health policies can differ considerably.

Can menopause affect your performance at work?

Perimenopause and menopause can involve sleep disruption, hot flushes, changes in mood, fatigue and difficulties with concentration. Experiences vary: some women have few difficulties at work, while others find particular tasks or working conditions harder to manage. Similar symptoms can have other causes, so a healthcare professional can help assess persistent or concerning changes.

A UK-based CIPD employee survey published in 2023 found that 67% of women aged 40 to 60 who had experienced menopause symptoms said these had a mostly negative effect on them at work. This is evidence from a UK sample, not a measurement of prevalence across Africa. It does, however, illustrate why the relationship between symptoms and working conditions deserves attention.

Research from African settings adds important context, although the available studies do not represent the continent as a whole. A 2026 qualitative study in Ghana described how symptoms could affect income-generating work and caregiving, while stigma and barriers to healthcare made some experiences harder to discuss. A 2024 study of women working in public hospitals in Kiambu County, Kenya, found associations between menopause-related symptoms, absenteeism and reduced work productivity. Its findings concern the healthcare workers studied, not all Kenyan employees.

Daliah’s 2022 South African menopause benchmark survey also found that 66% of its 1,126 working respondents reported no menopause-specific support from their employers. This is a survey result rather than a national estimate. Taken together, these findings suggest that the conversation is not only about individual symptoms. Workplace culture, access to support and the nature of a person’s job can shape what options feel possible.

The difficulty may be less about a person’s ability than about the circumstances in which a task must be completed. A poorly ventilated workplace can make hot flushes more uncomfortable. Early shifts can be difficult after repeated nights of interrupted sleep. Long meetings without breaks may be challenging when fatigue is pronounced. Identifying the particular barrier is more useful than assuming overall performance has declined.

Should you tell your manager you are experiencing menopause?

You can choose whether to name menopause when you ask for support. It may help a manager understand the context, but you may feel safer describing the work-related difficulty first. Before sharing personal information, consider how confidential health discussions are handled in your organisation and whether another trusted contact is available.

For example, you might say: “I have been experiencing a health-related change that is affecting my sleep and concentration. Could we discuss an adjustment to my morning schedule?” If you prefer to be more specific: “I am experiencing perimenopause symptoms, and I would like to discuss a few ways to manage their impact on my work.”

You do not need to provide an extensive medical history in an initial conversation. However, an employer may have a formal process or evidence requirements for certain adjustments or leave arrangements. These requirements and any legal rights depend on the country, contract and workplace policy.

Guidance from Acas, a UK employment advisory body, recommends private conversations in which the employee controls how much to share. It also recommends agreeing how information will be kept confidential. This is a useful practice principle, although it is not a statement of law for African countries.

How can you protect your privacy during disclosure?

Before the meeting, consider whether you want your manager to know the underlying health issue or only the work-related effects. Ask who will record the discussion, whether information may be shared with HR and what colleagues would need to know to implement any adjustment. It may be possible to explain a schedule change to colleagues without revealing the medical reason.

Confidentiality is important, but it should not be promised as absolute. Some formal leave or adjustment processes may require limited information to be shared with authorised staff under applicable rules. If you are unsure, request the organisation’s privacy or health-information policy before submitting documentation.

How to prepare for the conversation

• Identify the work situations that have become difficult

Think about recent examples rather than trying to describe every symptom. You might have struggled to follow a lengthy meeting after a night of poor sleep, needed more time to check a complex report, or found an overheated work area uncomfortable. Note when the difficulty occurred, which task was involved and whether it is a recurring pattern.

A short personal record over one or two weeks may help you see patterns. You can keep medical details private and bring only the examples relevant to the discussion. The aim is not to prove that you are unwell, but to identify where support could make a practical difference.

• Review available support and choose one or two requests

Check the employee handbook, leave and flexible-working policies, and any wellbeing or employee assistance arrangements. In a smaller organisation without a dedicated HR team, you may need to discuss options directly with the person who manages schedules or work assignments. For wider guidance, see MAWA’s article on menopause support for small businesses without formal policies.

Select one or two adjustments linked to the difficulty you have identified. A specific, achievable request is easier to discuss than a general appeal for understanding. You can also suggest a trial period and a date to review whether it helps.

How do you start the conversation with your manager?

Request a private meeting rather than raising the subject in a crowded workspace or during a rushed performance discussion. Begin with the work-related challenge, explain as much personal context as you choose and invite a discussion about possible solutions.

Example if you want to disclose menopause

“I wanted to speak with you about something that has recently affected parts of my working day. I have been experiencing perimenopause symptoms, particularly disrupted sleep and difficulty concentrating after a poor night. I remain committed to my responsibilities, but I think a temporary change to the timing of some tasks could help. Could we discuss what might be workable for the team?”

Example if you prefer not to disclose the cause

“I have been dealing with a health issue that has affected my energy at certain times of day. I have noticed that I work more effectively on detailed tasks later in the morning. Could we explore whether I can adjust the order of my tasks for the next few weeks and review how it goes?”

These examples are starting points, not scripts you must follow. You can also ask what information your manager needs to consider an adjustment, and who would have access to any personal details. If the conversation concerns a recent performance review, distinguish between the work outcomes that need attention and the conditions that may help you meet expectations.

How to respond when your manager raises concerns

A conversation may involve questions about deadlines, evidence or the effect of an adjustment on colleagues. You can acknowledge those concerns without abandoning your request. For example: “I understand the team needs consistent coverage. Could we try a different task order for three weeks and review the results?” If medical evidence is requested, ask what is required, why it is needed, who will see it and whether a less detailed confirmation would be sufficient under the applicable policy.

What workplace adjustments could help?

The most useful adjustment depends on the symptoms, the role and the organisation’s operational needs. Office-based, customer-facing, shift-based and physically demanding jobs may offer different options. The following table gives examples to discuss, not guaranteed entitlements.

Workplace difficulty	Possible adjustment	Potential benefit
Disrupted sleep or morning fatigue	Adjusted start time or temporary shift change where feasible	Schedules work around periods of greater alertness
Difficulty concentrating	Protected focus time, written instructions or meeting summaries	Reduces interruptions and supports accuracy
Hot flushes or temperature discomfort	Better ventilation, access to water or a fan	Improves comfort during the working day
Fatigue during long meetings or shifts	Short breaks and more predictable scheduling	Provides opportunities to rest
Symptoms that fluctuate	Short-term flexibility with an agreed review date	Allows support to change as needs change

These options are consistent with examples in CIPD manager guidance. In settings with limited resources, even small changes to break schedules, access to drinking water or the order of tasks may be worth discussing. Employees should not be expected to solve structural problems alone; managers also have a role in considering safe and workable arrangements.

What if your manager is uncomfortable or unsupportive?

A manager may be unfamiliar with menopause or uncertain about what they can authorise. You can ask for time to consider options and arrange another discussion. If your concerns are dismissed, document the date, what you requested and the response you received. Keep your account factual.

Where available, consider speaking with HR, a more senior manager, an employee representative or an occupational health professional. If there is no formal HR function, look for the person responsible for employee welfare or workplace grievances. MAWA’s guide on how leaders should talk about menopause and disclosures at work offers useful context for what a supportive response can look like.

If you believe you have experienced discrimination, harassment or retaliation, seek advice appropriate to your country and employment situation. Avoid assuming that procedures or protections described in UK or US guidance apply automatically in your jurisdiction.

What should happen after the meeting?

Send a concise written summary of any agreed actions: the adjustment, who is responsible, when it begins and when it will be reviewed. You can also confirm what information, if any, may be shared with colleagues. A review after several weeks may be useful, although the right timing depends on the arrangement.

A useful follow-up note can be brief: “Thank you for meeting with me. We agreed that I will trial an adjusted task schedule from Monday for three weeks, and we will review its effect on deadlines and workload on [date]. Please let me know if I have misunderstood anything.” Keep private medical details out of the summary unless they are necessary and you have chosen to include them.

During the review, discuss whether the adjustment is helping you complete the relevant work and whether further changes are needed. The purpose is to create a workable arrangement, not to make assumptions about how long symptoms will last. For more employer-focused context, see Menopause at Work: How Employers Can Support Workers.

What about workplace rights in different African countries?

There is no single employment law that applies across Africa. Rules about discrimination, disability, sick leave, privacy, flexible working and grievance procedures differ by country and may also depend on the type of employer and employment contract. A menopause-specific policy may not exist even where broader protections are relevant.

For employees in Nigeria, Kenya, Ghana, South Africa and elsewhere, the practical first step is to review the applicable workplace policy and local employment framework. If a formal dispute arises, seek advice from a qualified local employment professional or relevant labour body. International guidance can suggest good practice, but it should not be presented as a substitute for local legal advice.

Frequently asked questions

Do I have to use the word menopause when asking for support?

Not necessarily. You can begin by describing the effect on your work. Whether a formal request requires medical information depends on the employer’s procedures and applicable local law.

What if my manager is younger or male?

You can keep the conversation focused on work-related effects and practical options. A manager does not need personal experience of menopause to listen respectfully, protect confidentiality and consider a request.

Can I raise the issue during a performance review?

Yes, although a separate private discussion may allow more time. Explain the specific challenges, ask about support and agree how performance expectations and any adjustments will be reviewed.

What if my organisation has no menopause policy?

You can still ask about available flexibility, wellbeing arrangements and existing processes for health-related concerns. A request does not guarantee a particular adjustment, but the absence of a dedicated policy need not prevent a conversation.

Should I also speak with a healthcare professional?

Yes, particularly if symptoms persist, worsen or interfere with daily life. Sleep difficulties, fatigue and changes in concentration can have several causes, and a qualified professional can help assess them.

Conclusion

Talking about menopause at work should not require someone to choose between their privacy and their professional contribution. The most constructive conversations recognise both: employees can explain the barriers they are facing, and managers can work with them to identify reasonable, practical responses.

Whether you decide to disclose menopause or speak more generally about a health-related difficulty, prepare a few examples, ask for support that fits your responsibilities and agree how the outcome will be reviewed. For organisations, these conversations are also an opportunity to build a workplace in which health-related needs can be discussed with dignity and care.