The One Overlooked Support System in the Workplace? A Peer Network

Work has felt a little different lately. The environment has shifted as employer expectations change, quiet anxieties build around how economic uncertainty might impact company priorities, and, quite frankly, life is just a lot right now. In the midst of it all, 45 percent of women say they feel less supported by their companies, according to a recent InHerSight survey. 

Stricter return-to-office policies, culture-building efforts losing steam, and the departure of leaders who once championed flexibility have left a noticeable gap in culture and connection. 

It’s easy for morale to slip in moments like these. But a change in company-led support doesn’t have to mean the absence of support altogether. Systems will always shift as economies fluctuate, as leadership priorities change, and as employer expectations evolve. One thing we can control is how we equip ourselves with the support we need when everything else feels uncertain. We have the power to create our own anchors.

Often, that stability comes from leaning on your circle. When support we relied on begins to fade or evolve, networks can bridge the gap. Colleagues, organizations, and other direct or indirect connections can help you navigate change and remind you that you’re not alone.

Define what ‘support’ looks like for you

This seems simple, but it’s often the simple things that are most overlooked. With relationships, friendships, and job descriptions, we’re encouraged to define what we need from them to make us feel fulfilled or, at most, comfortable—and we’re constantly reminded that nothing is perfect. The same is true for your work environment.

Start by asking yourself what would make you feel supported right now: 

• What is affecting your day-to-day wellbeing? 

• What do you need to be able to sustain this position and not resent the work that comes with it? 

• What are your non-negotiables? The things that, if missing, might mean it’s time to look for a job elsewhere? 

Ambiguity in these areas only creates more chaos. Trust me, I know. 

Once you can name those things, you’ll start to see where your energy should go, what types of support are worth investing time to build, and which connections you may be able to lean on.

When you’ve become clear on those needs (I’d recommend creating a list that you can revisit), the next question to tackle is: Who, or what, can help you meet them? Sometimes that answer will be structural, but often it’s personal. 

Build micro-support systems for your specific needs

I’m a mom (Love Island fans cue… ‘mamacita’), and the only mom of a young child at work right now. My husband’s job is demanding and mostly outside the home, so mornings, evenings, and all the extracurricular chaos falls on me. When work feels most overwhelming, it’s usually because I’m juggling busy seasons in both worlds of leading a team and managing the nonstop logistics of family life. (There’s a point here beyond the therapy dump, I promise)

When both work and home reach peak intensity, it can feel isolating and fuel resentment in both spaces. What helps most is connecting with other women who carry similar responsibilities in leadership and in caregiving. There’s something grounding in knowing that I’m not “in it” all by myself.

Some of my best advice has come from women in similar positions. Mentors, leadership coaches, and peers have all shared recommendations and “permission prompts” that have helped me through some of the most difficult times. Having these personal conversations with professionals outside of my company helps me feel validated and empowered. They’ve been the ones to encourage things like taking mental health days to reset, setting boundaries around working time even when it feels impossible, and having solutions-focused conversations with my team. I’ve even had my circle help me with something as small as structuring an email so it lands better with senior leadership.

These groups of women didn’t just fall into my inbox. I had to seek them out through formal mentorship programs, leadership development courses, and initiating conversations with women in similar circumstances who speak openly about their challenges online. It’s a deliberate choice that takes effort, but has paid off so much in building confidence and clarity around acknowledging my needs as a professional and provider.

I encourage you to identify the areas in your life that sometimes feel lonely or most difficult. The circumstances that you’re convinced you’re dealing with alone. Are you a single parent trying to find work-life harmony? A person of an underrepresented community navigating barriers to leadership growth? Ready to make a career pivot but don’t know where to start? Whatever your circumstance, there’s a person, a group, an article, an organization, or some resource that aligns closely enough with your experience that you don’t have to navigate challenges completely alone.

If your company is large enough, you may be able to identify a person or two within it. But if not, take the time to find those external spaces, and then take the bold (and sometimes unnerving) step of initiating contact. Building support takes intention, but the reassurance that I’ve found is that most of the time it simply starts with a message that communicates ‘I see you, and I think we might understand each other.’ 

Speak up about what you need

Some of your specific workplace needs will likely require your manager’s help to stay engaged and effective. Keep in mind, though, that even the most well-intentioned leaders can’t advocate for you if they don’t know what you need. 

One of the best pieces of guidance I’ve received from a mentor is this: Senior leaders are often so focused on the big picture that they sometimes overlook the small, practical things that make a real difference day to day. Most managers want to help, but they’re also trying to meet their own milestones. 

With that in mind, and this part is critical, don’t just show up with a list of complaints. Make discussions about your needs feel collaborative rather than uncomfortable. In some cases, managers are most responsive when conversations tie back to impact. Don’t point fingers or dwell on what’s missing. Instead, share what resources, flexibility, or support would help you to do your best work.

As a recent example, my days had become packed with back-to-back meetings and overlapping campaign launches. I addressed my need for more focus time with my supervisor and received support to clear parts of my schedule to prioritize key projects. Speaking up helped me regain a sense of control at a time when I was most overwhelmed and made it easier to set boundaries that protect my time. In turn, I was able to give my best attention to the projects and people that relied on me.

Self-advocacy can feel intimidating, but good managers appreciate honesty especially when it’s paired with a desire to have the tools and clarity to keep showing up. More importantly, speaking up helps you stay ahead of burnout and resentment while protecting your energy so that you can live and work better. 

Strengthen how support shows up at work

Support doesn’t always have to come from leadership (though, I certainly won’t pretend it isn’t a big part of feeling valued at work). It can also come from how we show up for each other across teams, between peers, and in the consistent ways we strengthen the environment around us. That might look like giving and receiving lateral feedback, initiating regular check-ins, or suggesting new ways to make the workplace feel more supportive.

At one company, before I held a leadership role, I helped establish an Action Committee focused on improving engagement, communication, morale, and recognition. Simple initiatives like helping to set up an anonymous feedback program and creating employee highlight reels made a noticeable difference in helping people feel seen and heard. It also helped me to understand that I could make an impact regardless of my title. 

For some, that extra work right now is too much and it’s completely understandable. Fortunately, support doesn’t have to be a big initiative or formal committee. Team dynamics shift when people start checking in with each other more, when help is offered before it’s asked, and when there’s space for honest conversations about wellbeing.

Sometimes support looks like sending a quick message to a coworker after a tough meeting, publicly recognizing a peer’s efforts in a Slack channel, or encouraging ‘Start-Stop-Keep’ conversations with your team about workflows and projects. These steps normalize empathy, transparency, and encouragement and, over time, these are the actions that shape culture.

When we take initiative to model the care that we’d want to receive, we give others the permission and encouragement to do the same for us.