Wellbeing Is Not a Perk
For anyone who has to decide what to cut this year.
The exit interview blind spot
A familiar scene plays out in leadership teams every year - a capable, committed colleague hands in their notice, and senior managers are blindsided.
At the exit interview, the feedback is uncomfortable. The departing team member speaks about chronic exhaustion, feeling unheard, and burning out under an unmanageable workload. The leadership team may be completely baffled. From where they sit, they worked hard to protect staff support and keep them in jobs despite difficult funding cycles. They point to the lunchtime mindfulness sessions, the employee assistance helpline, and the subsidised health and fitness memberships. They invested money and good intentions into those benefits, yet their best people are still walking out of the door.
This disconnect happens because nobody joined the dots between working conditions, structural pressures, and actual human wellbeing. Leaders often assume that providing these tools fulfills their duty of care. But when staff are routinely carrying the emotional weight of frontline work, absorbing vicarious trauma, or operating in under-resourced services, a class or an app doesn’t balance the ledger.
Third sector burnout: How can we build sustainable services and treat helping professionals as people first?
For leaders and managers in charities and public services.
Across the charity and public sectors, many professionals are at their edges, resources are strained, and the divide between leadership and frontline teams is widening. Staff are often asked to stretch caseloads and boundaries to breaking point. Words and phrases like ‘burnout’, ‘dehumanising’, and ‘taken for granted’ dominate conversations with exhausted, disappointed workers.
Charities and not-for-profits being asked to do more with less is not a new phenomenon. But the pressures have intensified, and a crucial aspect of how this plays out is the way that those in the driving seat choose to allocate resources, design workloads, and communicate with their staff. The picture can look bleak, but there are choices to be made and space to be taken: re-imagining how we work together to bring about sustainable, meaningful change for service users and the workforce alike.