Have you ever found yourself thinking, "This job just isn’t what I thought it would be?" Maybe you watched your leadership team make a decision that was supposed to help staff–and then you were shocked to see people’s negative reaction. Or, perhaps you were one of the staff members who felt deeply disappointed and confused by those decisions–wondering how these decisions are so misaligned with the organization you thought you were working for. In many cases, these experiences are the result of an invisible, unmet agreement: the psychological contract.

Even in nonprofit organizations, where people are typically seen as caring and compassionate, toxic behaviors of blaming and scapegoating can easily fester. When we become deeply passionate about our work and we’re faced with high demands, mounting pressure, and needs to perform well in an uncertain landscape, people will naturally start to point fingers when things slip through the cracks. But in times like these, our nonprofit workplaces need not mirror the divisiveness we see in the world. What we need is to come together and learn how to shift from blame to shared accountability.

While there are several factors that contribute to mitigating high stress and exhaustion for employees, prioritizing rest stands out as essential. When nonprofit organizations embed rest into their culture, they create environments where employees have permission to recharge, think creatively, and refuel their passion. Importantly, rest isn’t just an individual responsibility—it’s an organizational necessity.

As a nonprofit leader, you’re likely no stranger to the emotional demands of your work. The high-stakes and fast-paced nature of social impact work often leaves little time to slow down and process what’s happening in your communities and beyond. Sometimes, major events—such as political changes or environmental crises—directly impact your work and livelihood. In the wake of these moments, you and your teams are often asked to take action and quickly adapt to what's happening, leaving little time to pause, reflect, and process.

If you’re a nonprofit leader, you know your passion and commitment to making a difference are huge drivers in your work. But what happens when the workload becomes too much to handle? When your passion is overshadowed by overwhelming deadlines and stressful demands, how does that affect the impact you strive to create?