Returning to Work as a Career Development Opportunity

Reset habits. Revisit expectations. Rethink direction. 

Returning to work is often treated as a moment in time: a date in the diary, a return to normal. 

But in reality, it rarely feels that simple. 

Whether someone has been away on maternity leave, parental leave or another extended break, returning to work is not just about getting back up to speed. It’s a transition, and, done well, a powerful development opportunity. 

At VB&A, we see this time and time again. When approached thoughtfully, return to work can help individuals reset habits, rethink expectations and make more intentional decisions about how they want to contribute going forward. 

Things rarely stand still 

One of the biggest assumptions people make is that everything will feel the same when they return. 

It won’t. 

The individual has changed. The organisation has likely changed too…teams, leaders, priorities and pace. I often think back to when my organisation had changed name when I was off on maternity leave with my twins! 

That means returners are often stepping back into something that looks familiar on paper, but feels different in reality. And that’s exactly why this moment matters. 

For the individual: pause before you dive back in 

There can be a strong pull to prove yourself quickly. To slot straight back in. To pick up everything as it was before. 

But often, the better approach is to pause and think. It might be uncomfy, but it’s so important to be honest with yourself as a first step. 

My top tip is before returning (or in those early weeks) ask yourself: 
· What feels different for me now, personally and professionally? 
· What am I expecting of myself, and is it realistic? 
· What might the organisation expect of me, and where do I need clarity? 
· What support will help me return well, not just quickly? 

There’s also an important career question here around stretch. 

Before time away, you may have thrived on taking on more…saying yes, stepping up, pushing forward. (This was definitely me). 

That may still be true. But it may not. And that’s okay! 

Stretch isn’t one-size-fits-all. It can range from: 

· doing your core role brilliantly with no additional stretch 
· taking on a small amount of additional/new work in areas you enjoy 
· stepping into something new with clear boundaries and goals 
· or actively pursuing high stretch and progression 

The key is to decide consciously what’s right for you now, not default to what worked before. 

Make the conversation count 

When you return, don’t just focus on ‘catching up’. Create space for a proper, high-quality 121 with your line manager. This is your opportunity to share what’s different, what you need, and how you can work together effectively. 

That might include: 
· how you’re approaching your return 
· what support or cadence works best 
· what kind of stretch feels right 
· how you define success in the short term 
· specifically what you need help with from them 

Staying close to your manager early on isn’t a weakness, it’s a smart way to navigate change and build momentum. 

For leaders: don’t assume, lead 

For organisations and leaders, this is a critical moment. Too often, returners are expected to pick up exactly where they left off. Same workload. Same expectations. Same leadership approach. 

But good leadership isn’t about sameness, it’s about responsiveness. The person returning may need something different from you now. They may need more direction. More check-ins. More coaching. Or simply more clarity and reassurance while they rebuild confidence. 

And while many returners will say, ‘I’m fine’, that isn’t always the full picture. That’s why leaders need to stay curious, ask better questions and adapt their approach. 

Ask yourself: 
· Have I created space for a meaningful conversation? 
· Do I understand what’s different for this person now? 
· Am I leading who they are today, or who they were before? 
· Am I paying attention to how they’re doing…keeping my eyes open? 

And ask them: 
· What feels different as you return? 
· What support would help you most right now? 
· What kind of stretch feels right for you? 

Why this matters to the business 

There’s a clear business impact here. When returners are supported well, they re-engage faster, perform better and are more likely to stay. They feel valued, understood and set up to succeed. 

When they’re not, confidence can dip, engagement can fall, and organisations risk losing talented people. Not because they lack capability, but because they weren’t supported through the transition. We hear it in our coaching sessions all the time. 

Return to work is not just an admin process. 

It’s a talent moment. A leadership moment. A development opportunity. 
Handled with intention, it can unlock stronger performance, better retention and more sustainable ways of working. 

A more intentional return 

At VB&A, we support both individuals and organisations through this transition. From 121 coaching for returners to leadership development that equips managers to lead them well. 
Because the goal isn’t just to return. It’s to return in a way that works, for the individual, the leader and the organisation. 

If you’re navigating this yourself, or supporting others through it, we’d love to talk.

Victoria Buckenham 2026