From tradition to transformation: The global journey of midwifery
May 22, 2025
Having a baby is the same everywhere around the globe, yet midwifery varies significantly around the world due to a complex interplay of cultural traditions, healthcare systems, economic resources, and government policies. In some countries, midwives are the cornerstone of maternal care, deeply respected and fully integrated into the health system. In others, they may have limited recognition, training, or support. These differences influence everything from the role midwives play in childbirth, to the level of autonomy they have, to the type of care women receive during pregnancy and birth. Understanding these variations offers valuable insight into global health disparities and the need for greater investment in maternal care worldwide.
This week, as we celebrate International Day of the Midwife, whilst the core role of midwives, to support women through pregnancy, childbirth, and the postnatal period, remains consistent, it’s interesting to explore how widely the delivery of this care is differs around the world:
Professional status and regulation
In some countries, midwifery is highly regulated, for example Australia, New Zealand and the UK. In these countries, midwifery is an autonomous, licensed profession and midwives are trained through degree programs, need to be registered, and are fully integrated into the health system.
In other less regulated or informal arrangements, on for example, parts of Africa, South Asia and Latin America, traditional birth attendants (TBAs) often play midwifery roles without any formal education or licensure. Some receive training from NGOs or ministries of health but are less likely to be officially recognised.
Models of Care
In a model of midwife-led care, prevalent in countries like New Zealand, Sweden and the Netherlands, midwives manage most low-risk pregnancies and births independently, often outside of hospitals, at home or in birth centres.
In physician-dominated systems, in for example the United States, South Korea and many Latin American countries, obstetricians oversee most births, with midwives often working only in certain settings like community clinics.
In the shared or dual model, the most common approach in Australia and Canada, women can choose between midwife-led or doctor-led care, with midwives increasingly integrated into hospitals and maternity units.
Cultural practices and levels of integration
In many indigenous and rural communities, especially in countries like Mexico, India and many places across Africa, traditional practices are most prevalent. Midwifery remains deeply tied to cultural rituals, herbal medicine, and spiritual beliefs. In countries like Guatemala and Peru, traditional midwives hold sacred status in many Indigenous cultures. Birth is seen as a spiritual transition, and midwives may use rituals involving herbs, massage, and prayer. Midwives are also honoured during Mother’s Day celebrations recognising their contribution to the community and motherhood specifically.
By contrast, in countries like Australia, a medicalised approach is the only approach, and birth is treated as a medical event. C-sections and hospital births are common, limiting midwives’ autonomy but maximising health outcomes for both mother and child.
Religion can also impact the role of a midwife. In many Islamic countries for example, female midwives are essential for maintaining cultural modesty during childbirth and the midwife’s role is often intertwined with religious rituals, such as reciting prayers or ensuring the baby hears the call to prayer after birth.
In some cultures, midwives are honoured through naming ceremonies, community feasts, or being given special status as “mothers to all.”
Birth Settings
Home and birth centre births are extremely common in some countries, notably the Netherlands and Japan, with many births occurring outside hospitals under midwife supervision, with strong systems for hospital transfer if required. Japanese midwifery places emphasis on a non-interventionist, holistic approach, often in birth centres or at home. Midwives (josan-shi) are recognised as licensed professionals with a strong focus on natural childbirth and emotional support.
In other places, notably, the US, South Korea, the UAE and Australia, most births occur in hospitals, and midwives often work with obstetricians or within hospital policies.
Despite the differences and nuances in the role of the midwife, there are some common and shared global themes, not least that midwives are deeply respected for their wisdom, trust, and nurturing presence. They are often recognised during birth ceremonies, community events, or public health days, or even through events like this week’s International Day of the Midwife, and there’s a growing global movement to blend traditional knowledge with clinical expertise, recognising both cultural value and health outcomes.
Image credit: WaterAid and Shahriar Rupam
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In today’s world of work, careers are no longer linear. Roles evolve. Industries shift. Skills that mattered five years ago may not be enough today. This is where a growth mindset becomes one of the most valuable tools you can bring to your career. What is a growth mindset? A growth mindset is the belief that skills, capability, and confidence can be developed over time. People with a growth mindset: Stay curious Seek out learning opportunities View challenges as part of progress Learn from feedback and setbacks In contrast, a fixed mindset assumes that ability is static, that you’re either “good at something” or you’re not. The concept comes from the work of Dr Carol Dweck, a world-renowned psychologist who studied how people respond to challenge and failure. Her research showed that long-term success is driven less by innate talent, and more by how people approach learning, effort, and growth. In simple terms: It’s not about where you start, it’s about how you respond. Why a growth mindset is so valuable in the workplace Workplaces today are constantly changing. New systems, new expectations, new ways of working. A growth mindset helps individuals navigate this change with confidence rather than fear. Here’s how it shows up in practice: Greater resilience and adaptability - People with a growth mindset see setbacks as temporary. Instead of internalising failure, they ask: What can I learn from this? This makes it easier to recover, recalibrate, and move forward. Stronger learning and development - A growth mindset encourages continuous skill development. Whether that’s learning new technology, stepping into leadership, or expanding your commercial thinking. Increased innovation and creativity - When people aren’t afraid of getting things wrong, they’re more willing to experiment, contribute ideas, and think differently. Better collaboration - Growth-minded individuals are more open to feedback and knowledge sharing, which strengthens teamwork and trust. Improved performance over time - Rather than chasing perfection, a growth mindset focuses on progress, and that’s what sustains performance. Dr Dweck’s research also shows that employees in growth-oriented cultures are: More likely to trust colleagues More committed to their organisation More willing to take smart risks More likely to experience innovation What this means for you as a candidate Whether you’re actively job searching, exploring your next step, or simply thinking about what’s next, a growth mindset plays a key role in how you show up. Hiring managers aren’t just assessing what you’ve done. They’re assessing how you learn, adapt, and grow . A growth mindset helps you: Talk confidently about skills you’re developing Frame challenges as learning experiences Show curiosity rather than defensiveness Demonstrate potential, not just past titles Practical ways to build a growth mindset in your career 1. Reframe challenges - Instead of “I’m not good at this,” try: I haven’t mastered this yet. 2. Ask for feedback…and use it - Feedback isn’t criticism, it’s information. The strongest candidates use it to refine, not retreat. 3. Focus on progress, not perfection - Career growth is iterative. Waiting until you feel “ready” often delays momentum. 4. Value effort and learning, not just outcomes - What you learn along the way often matters more than the immediate result. 5. Be open about what you’re developing - You don’t need to have every skill, but you do need to show willingness to learn. A final thought A growth mindset doesn’t mean ignoring challenges or pretending everything is easy. It means believing that your career is something you can shape - through learning, reflection, and action. And in a world of constant change, that belief is one of your greatest assets. If you’re navigating your next move and want support along the way, working with a recruiter who understands both capability and potential can make all the difference. Your career isn’t fixed. And neither is what’s possible next.
We recently welcomed Greg to the Talent Quarter team, where he specialises in senior and executive appointments across the Welfare and Not-for-Profit sector. With more than 25 years’ recruitment experience across London and Sydney, Greg brings deep search expertise, a strong commercial background, and a genuine passion for purpose-driven organisations. Here’s a quick Q&A to get to know him a little better: Q: What attracted you to working in the Welfare and Not-for-Profit sector? I wanted my work to have a more direct social impact. The organisations in this sector do incredible work, and placing strong leaders who can drive meaningful change is incredibly rewarding. Q: What areas do you typically recruit for? I focus on senior and executive appointments across Child, Adult and Family Services, Domestic Violence, Mental Health, Aged Care and Disability Services. These are complex environments where leadership really matters. Q: What do you look for in great leaders within this sector? Great leaders in this sector combine strong strategic thinking with genuine empathy. They understand the complexity of working within community services and can balance operational demands, regulatory requirements, and the human impact of their work. I look for leaders who can build resilient teams, create safe and inclusive cultures, and make thoughtful decisions in high pressure environments. The best leaders are those who stay connected to the purpose of the work supporting vulnerable individuals and communities while still driving sustainable organisational outcomes. Q: From your perspective, what insights can you give us from the Welfare and Not-for-Profit sector right now? The sector is seeing a significant increase in demand for services, particularly in areas like mental health, domestic violence, housing and disability support. At the same time, organisations are facing funding constraints and workforce shortages, which is putting pressure on teams and leadership. As a result, there’s a growing need for leaders who can navigate complexity balancing strong governance and financial sustainability with a clear focus on purpose and impact. Organisations that invest in capable leadership and resilient teams are the ones best positioned to meet the increasing demand and continue delivering meaningful outcomes for the communities they serve. Q: A quick personal one – how do you like to spend your time outside of work? Outside of work, I’m usually balancing early mornings and late nights following Arsenal (often heartbreakingly), walking everywhere with my hyper-active dog, and trying to keep up my swimming laps. I’m also a keen BBQer and a strong interest in a good wine and a great restaurant. If you’re an organisation looking for senior or executive leadership in the Welfare and Not-for-Profit sector, or a candidate exploring your next leadership opportunity , Greg would love to connect. 📩 Feel free to reach out to start the conversation with Greg here: Phone number: 0482 077543 Email: greg.forster@talentquarter.com.au
This blog marks the second instalment in our Leadership Series with Catherine Harris from Project ROAR . If you haven’t already, we recommend starting with our first blog, How to Quiet Self-Doubt in Your Career, which explores practical ways to build confidence and navigate uncertainty at work. Over the coming weeks, we’ll continue sharing a new blog each week in the lead-up to Catherine’s upcoming masterclass, The Art of Delegation. This session will focus on how to delegate with clarity and confidence-by setting clear outcomes, defining ownership, and empowering your team to take responsibility. Catherine will expand on these ideas in her webinar on 29 April, sharing practical, actionable insights to help leaders delegate more effectively and build high-performing teams. ____________________________________________________ At different points in your career, the context changes. You might be between roles. Exploring options quietly while still employed. Or positioning yourself for a step up. But the underlying truth stays the same - your next opportunity often comes from how clearly you articulate your value, who knows your story, and how intentionally you manage your next move, not just what’s written on your resume. Applying for roles is part of the process. It’s rarely the whole strategy. The people who gain momentum faster tend to approach their careers with intention…not urgency, but direction. Below are three practical strategies that consistently help people feel clearer, more connected, and more in control of what comes next. 1. Use Your Network With Purpose - Your network isn’t a safety net, it’s a working asset. Not in a transactional way, but in a relational one. Strong networks create visibility, context, and advocacy. They help people understand where you’re headed, not just where you’ve been. A few grounding principles: a) Start where you are - If you’re employed, strengthen internal relationships. Talk with leaders, peers, and teams adjacent to your own. If you’re exploring externally, reconnect with former colleagues, clients, and industry contacts. b) Be clear about what you’re exploring - Clarity helps others help you. “I’m exploring Clinical Services Manager roles in Sydney” is easier to respond to than “I’m open to something new.” c) Stay visible in low-effort ways - Sharing an article, congratulating someone on a role change, or making an introduction keeps you present without needing an ask. Practical prompt: This week, reconnect with three people you haven’t spoken to in a while. Share a brief update and ask what they’re working on. 2. Get Clear on Your Positioning - If someone asked you to describe what you do, and where you’re heading, could you do it simply and confidently? A positioning statement isn’t about impressing. It’s about helping others quickly understand your value. Think of it as the bridge between your experience and your next step. A useful structure: · Current: What you’re currently doing (or most recently did) · Past: The experience and strengths you bring · Future: The kind of opportunity you’re moving toward When this is clear, conversations become easier. Introductions become more relevant. And opportunities feel less accidental. Practical prompt: Write a short positioning statement and practise saying it out loud. Use it in conversations, interviews, and internal discussions about growth. 3. Manage Your Career Like a Project - Careers benefit from the same thinking we apply to meaningful work. Clear goals. Defined actions. Regular check-ins. Instead of holding everything in your head, treat your next move as a project with structure. Start here: a) Clarify the goal - Are you aiming for progression where you are, a move to a new organisation, or a broader shift? b) Break it into actions - Resume updates. Conversations. Skill development. Interview preparation. c) Create accountability - Set regular time to review progress - with yourself, a mentor, or someone you trust. d) Adjust as needed - If something isn’t working, refine the approach rather than questioning your capability. Practical prompt: Create a simple 30-day plan with a small number of weekly actions. Progress builds confidence when it’s visible. A final thought Careers rarely move in straight lines. Momentum comes from clarity, not pressure. When you approach your career with intention, rather than waiting for the right moment, opportunities tend to surface more naturally. Your experience already has value. Managing it thoughtfully is how others come to see it. And that’s often where the shift begins.
