In this chapter we draw on an Australian study of male and female executives to explore the seemingly irreconcilable tensions women in senior roles experience when managing what has been described as their ‘devotion’ to both motherhood and career. Individual women’s responses to these dual identities are shaped by generational differences, choices about whether or not to have a family, the impact of maternity leave and part-time work and the challenges of managing the domestic sphere. Through our respondents’ narratives we explore the personal and private dilemmas they face when making decisions about pregnancy and child rearing, particularly shown in their determination to be ‘a good mother’ as well as a ‘good executive’. At an organisational level we unpack the assumption that a successful career in senior management entails fulltime continuous work, a high level of commitment to the organisation and expectations of performance that embody a ‘long hours’ on-the-job culture. We examine the fundamental incompatibility of contemporary work/family and work/life balance policies and practices, and the expectations held of senior executives in Australian organisations. We show that even at the most senior levels it is women who are expected to accommodate motherhood, not the organisation.