Running your own business while preparing for a baby can feel as though you are expected to be everywhere at once. When I had my first child while leading the company I had built, I quickly realised that “having it all” does not mean “doing it all”. The only way to keep the business steady and enjoy those early months was to plan meticulously, delegate properly and accept help.

Whether you are a sole trader, a limited company director or the founder of a growing team, maternity leave is not just a personal milestone; it is a business continuity project. Here is what I focused on to make sure the birth of my child did not knock the company sideways.

Understand your maternity entitlements first

Before you plan the handover, know what you are entitled to. If you are self-employed or a partner in a business, you will usually claim Maternity Allowance rather than Statutory Maternity Pay. For 2024/25, the standard rate is up to £184.03 a week for 39 weeks, paid at either 90% of your average weekly earnings or the flat rate, whichever is lower. You normally need to have worked for at least 26 of the 66 weeks before your due date and paid enough Class 2 National Insurance contributions, or hold a small earnings exception certificate.

If you run a limited company and pay yourself a salary through PAYE, you may qualify for Statutory Maternity Pay as an employee of your own company. In 2024/25 SMP is 90% of your average weekly earnings for the first six weeks, followed by £184.03 a week or 90% of your average weekly earnings, whichever is lower, for the next 33 weeks. You must have worked for the company continuously for at least 26 weeks up to the 15th week before the due date and earn at least the lower earnings limit, currently £123 a week.

Both systems allow up to ten “keeping in touch” (KIT) days during your maternity pay period without losing your payments. These can be invaluable for board meetings, client introductions or simply checking in with your senior team. Check the latest rates and rules on GOV.UK well in advance, because the amounts change each tax year.

Get your whole team involved

I approached maternity leave like the kick-off meeting for a major project: I researched, set tasks and got everyone involved. If you are used to being the centre of every decision, this is the moment to change that habit. Start delegating tasks early, train your employees thoroughly and hand over as much responsibility as possible.

Give your team the skills and confidence they need to act in your absence. Set up a weekly briefing to run through clients, projects and decisions in the pipeline. Encourage feedback and ask them where they see risks or bottlenecks. The more questions they ask now, the fewer surprises there will be later.

Ensure a smooth operational transition

The devil really is in the detail. Make a list of every operational task that needs doing regularly, from invoicing and payroll to social media and supplier payments, and assign an owner for each one. Nothing should fall between the cracks because nobody knew it was their job.

Think through the practicalities: who will sign off payroll if you usually do? If the website goes down or a key client has an out-of-hours crisis, whose responsibility is it? Make sure those people have the logins, passwords and authority they need, and put a simple escalation process in place so problems are handled quickly without dragging you back in.

Stay in touch on your own terms

Maternity leave can feel like another planet, but you do not have to disappear completely. Create a communication plan so your team knows when and how to reach you. Appoint one or two senior people as your main points of contact rather than letting every question filter through to your inbox.

A weekly roundup email can relieve pressure on both sides. Be strict, though: limit yourself to genuinely critical decisions, especially around cash flow and major contracts. I put dashboards and automated reports in place so I could keep an eye on the numbers without being pulled into day-to-day noise. Use your KIT days strategically if you need to attend a board meeting or meet an important client face to face.

Let clients know early

Clients should hear about your plans several months in advance, not at the last minute. Giving plenty of notice lets them ask questions, troubleshoot concerns and get comfortable with the fact that you will not be available for a while. It also gives you time to introduce them to their new senior contact and help that relationship develop before you step away.

Rather than fearing being out of the loop, use the distance to reflect on the overall direction of the business. Stepping back can be surprisingly useful: it helps you spot what needs attention and understand where the company is thriving.

You do not have to do it alone

I have been back at the helm for some time now, and the business survived without me. There were no fires to put out, longstanding clients remained happy and new business kept coming in. Life changes enormously with a baby, but with a well-prepared team and clear boundaries, it is possible to balance motherhood with running a company.

Remember: even the most capable founder needs a support network. Build one before you need it, and your maternity leave can be the break you deserve rather than a source of stress.

Heather Baker is the founder and CEO of a UK B2B communications agency and a mother of one.