As mental health needs grow and statutory services shrink, charity staff are stretched thin. Here, Jane Hughes, CEO of Mental Health Matters explores how leaders can protect their wellbeing.
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Every day, charity workers answer calls, sit in rooms, and walk alongside people facing some of the most difficult moments of their lives. They do this with compassion and professionalism, regardless of the pressures they may face.

The charity sector continues to fill the gaps in statutory services, and with one in four adults experiencing a mental health issue each year, demand for support is rising faster than investment.

At the same time, the challenges people experience and bring to us are becoming increasingly complex. The result of a number of pressures, from growing inequality to long waiting lists for everything from housing to neurodiversity assessments.

It is our people who see and feel this every day.

They are passionate, purpose-driven people, and they are our biggest asset. For them to continue changing lives in these challenging times, we must be intentional about protecting and supporting their wellbeing. It is, therefore, sad to see that a 2023 research study found that only 12 percent of colleagues in the charity sector believe their organisation is well-equipped to tackle staff burnout.

Many roles in the sector are also at greater risk of compassion fatigue, known as ‘the cost of caring’, a form of exhaustion from prolonged exposure to the pain and suffering of others.

If we don’t act, the impact is clear. We risk losing the people who make our work possible.

So what can we do as leaders?

Listen to our people

Supporting wellbeing starts with listening. We need to regularly review the support we offer to ensure it continues to meet peoples needs. Are we truly responding to the challenges people face, or are we offering more of the same?

At Mental Health Matters, we introduced the Trauma Risk Management (TRiM) model, a peer support programme to help those who have experienced a potentially traumatic event, including vicarious trauma from delivering support. Trained colleagues are not therapists but understand the effects of trauma and can spot the signs, listen, and offer practical assistance. So far, five colleagues have accessed TRiM support, helping them to stay well and continue in their roles. We’ve also had Mental Health First Aiders in place for a number of years. Together, these peer-led programmes are low-cost, build empathy, and make support feel within easy reach.

Take a holistic approach

Many factors can affect our wellbeing and resilience in facing challenges at work, from financial pressures to grief. Our wellbeing offer recognises this, viewing people as people.

Recognition is also key. Building programmes that appreciate people and taking the time to say thank you can boost individual and organisational wellbeing.

If you’ve tried something that works, share it

Not every charity has a large budget for health and wellbeing. But every charity has people who care deeply about people. By sharing our experience and approaches, we can learn from one another, whether it’s a peer-led programme, a policy, or a culture of gratitude.

The wellbeing of our workforce is a core part of delivering effective, sustainable support services. By listening, taking a holistic approach, and sharing what works, we can build a sector where our people can thrive for years to come.

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