The Dark Side of Purpose-Driven Work. Part 2: What It Means for Your Culture

A couple of weeks ago I wrote a blog about the dark side of purpose driven work and what that means for individuals, you can find it here if you missed it. This week I’m sharing part two, what this means for your charity’s culture, and what can be done to create a culture which not only mitigates this, but also supports impact. 

If you haven’t had a chance to read the last blog, here’s a quick summary. Work we find to be meaningful and give us a sense of purpose has been shown to be beneficial for our mental health and our wellbeing. Yet despite this, sector research suggests we’re facing a burnout crisis. What brings us to the sector, our desire to make a difference, and our values which reflect this, and how this shows up in our sense of who we are, is what places us at risk, because when we feel we’re acting in a way which is out of sync with this sense of identity, it’s uncomfortable. It means if we’re not working as hard as we think we should be, if we haven’t achieved enough, if we’ve not got through the to do list, if we think by saying no, or not dropping everything to help a member of staff, we’ve let them down, and we feel guilty.  

And this is a view shared by those who research the concept of work as a calling, they suggest that when we see our work as a calling, when it gives us this sense of purpose we are at greater risk of overwork, organisational exploitation and burnout, because they are more likely to be willing to sacrifice their wants for the mission or purpose, put work first, experience guilt and strive for perfection. 

And this is important for leaders in the sector because this helps us understand why the typical advice of setting boundaries, saying no, and prioritising self-care is difficult to implement (for us and our staff) - the issue isn’t understanding that these things are important, it’s that it’s difficult to put into practice because of what work means to us and who we are. 

Add to this the real pressure we’re experiencing across the sector in terms of funding, resources and capacity, and it is no wonder our staff at all levels are absorbing more than they can sustainably do. But if we want to be able to have a long-term impact in the sector we need to consider what we can do at the organisational level to mitigate these risks for our staff, because ultimately working longer hours with little time to rest and recover makes us less efficient, not more. 

So, what can we realistically do? 

If we know that our staff are at greater risk of workaholism, exploitation and burnout, I would argue this gives us even greater responsibility to ensure we are nurturing a workplace culture which promotes wellbeing. So below I will outline the key areas leaders should consider, and over the next two weeks I’ll share what this looks like in practice and the signs of an unhealthy culture to look out for. 

Meaning & Vision 

This is more than just a mission statement, your Mission, Vision and Values need to work through the whole organisation, your policies and procedures need to reflect these, but also your day-to-day ways of working. But this also means a clear strategy, with realistic targets which filter down into individual targets, so everyone understands how their role no matter what it is relates to the organisations mission, and they can actually achieve it. A combination of feeling like your work is a calling and unrealistic targets are the perfect storm for the workaholism, exploitation and burnout. 

Psychological Safety & Trust 

Creating an environment based on trust and safety enables the other components below develop, they all build from this. When staff don’t feel safe, they won’t be honest, open, admit mistakes, or ask for help. This is particularly pertinent when we think about work as a calling, they are less likely to say they are struggling, because of the fear of letting others down or needing to take a break, therefore we need to ensure that they feel safe to do so, so other steps can be taken to facilitate honest communication.  In this instance, psychological safety isn't just a nice cultural aspiration, it's a specific antidote to this risk, and therefore needs to be actively cultivated. 

Honest Communication & Respectful Debate 

We often see in the charity sector a surface niceness that glosses over the issues, indirectly addresses them or actively sweeps them under the carpet. The majority of the time this comes from a place of wanting to make life easier for staff, addressing small issues feels like we’re picking at already overworked staff. But not addressing the small performance issues, or voicing disagreements, can lead to a simmering frustration and resentment under the surface, which can lead to unhealthy relationship dynamics where staff are complaining about each other behind their backs. 

But this also lays the path for bigger problems, where no one addresses the big issues, everyone agrees, no one raises the elephants in the room, and no one says when something isn’t working. This doesn’t just impact on the individual, this has a significant impact on the charity’s ability to do its work. 

Connection & Collaboration 

When organisations’ focus on the relationships and the connections in their teams, these individuals are more supported, but it also means they understand how their different roles and departments are working together to deliver the mission. This makes collaboration easier, and reduces the risk of cliques forming.  

But beyond this, it makes for a happier working environment, which protects our staff from burnout. 

Emotional Literacy 

When we’re busy, exhausted and overwhelmed at work, it’s easy to find ourselves on autopilot, we simply react to the next problem thrown our way, and we can be completely unaware of how we’re feeling, and how these impacts on our behaviour and performance at work. 

Organisations which ensure that their staff are able to understand how they feel about their work, and deal with that emotion are more able to address the risks of workaholism, exploitation & burnout. Staff are more able to make a balanced assessment of whether they need to stay late to complete something – is it really urgent, or are they staying because they feel guilty for example. This in turn enables them to be better rested, and so able to make better decisions at work, in turn enabling them to better fulfil their roles. In other words, instead of staying stuck in firefighting and panic, they can make good assessments of where best to focus their time and attention, and get on with the job. 

A Culture of Learning 

Organisations which focus on building a culture of learning treat mistakes as opportunities to learn, they are curious, they challenge the status quo, and are able to take more calculated risks, because they see the bigger picture and can plan for this.  

This is particularly important when we fear letting others down or making mistakes, because when staff believe mistakes are a problem they are less likely to ask for help, admit there is a problem, or try creative solutions to problems. 

It’s important to note, that seeing mistakes as opportunities for learning and growth doesn’t mean that performance issues aren’t addressed or misconduct is accepted. where staff are intentionally breaching policies or engaging in unacceptable behaviour this is addressed quickly and depending on the severity dealt with appropriately. 

It means that organisations are clear about expectations, staff are given the information and skills they need to do their roles. We understand that in the course of our time in a role, we will need to learn, as we make decisions we might make the wrong ones, or we could do things differently, and where things don’t go as planned or expected, this is approached with curiosity and reflection so we learn. 

A Positive Environment 

We cultivate an environment which feels positive, we ensure that there are opportunities for fun, joy, achievement and connection through the work. This is important because we are naturally drawn to see the negatives in our experiences, as a mechanism to keep us safe, and so when we know that the work can be stressful, making sure as an organisation we intentionally create opportunities for enjoyment is important for a couple of reasons.  

Firstly, experiencing positive emotions (and connection) is protective for our wellbeing and mental health, so when we know there is a risk of burnout, this will help to mitigate this for our staff. But secondly, positive emotions and experiences helps us to think more broadly, problem solve, and find creative solutions to problems, exactly the things which will help our staff manage their workload (if it’s realistic) and mitigate the risk of workaholism. 

Finally it’s important to note, this isn’t about ‘toxic positivity’, were not pretending everything is great, that there are no issues, or that everyone at work is happy. We’re making space for all the emotions in relation to work, but taking action to encourage and cultivate positive experiences. 

In conclusion 

The difficult irony at the heart of the charity sector's burnout crisis is that the people most likely to sacrifice themselves for the work are the people whose passion, commitment, and values the sector depends on most. And the cultures most likely to allow that sacrifice are the ones built on dedication and good intentions, where no one set out to create an unhealthy or toxic culture, but one developed anyway. 

Developing a culture which supports staff wellbeing can break that cycle, not by caring less about the work, but by recognising that a team which is sustainable, supported, and working well is what enables the mission to be delivered, year after year. That isn't a nice to have, it's what creates the legacy you and the charity want to have. 

Over the coming weeks, I’m going to explore what this means in practice for you as a leader, and the signs to look out for in your culture. 

And if this resonates, please get in touch to find out how I can help.