It’s no secret that front-line fundraisers are leaving their roles at an alarming rate. Many are walking away from causes they care deeply about because the work environment isn’t sustainable.
As non-profit leaders, it’s time to stop and ask: Why are our best people leaving, and what can we do to create a culture that keeps them engaged, valued, and fulfilled?
In my conversations with fundraisers across the country, I hear the same themes again and again. Poor management, a lack of support, and a toxic work environment are driving people out. And while bad management can be addressed, it’s often a reflection of something bigger: unhealthy leadership and a toxic culture that allows dysfunction to thrive.
So how do you know if your organization’s culture is part of the problem? Chances are, you already sense it. But here are a few warning signs—outlined in a great piece from 6Q—that I’ve seen firsthand with many non-profits we work with at Veritus:
- Low morale. When smiles are rare, energy is low, and joy feels absent, something’s wrong. People are drained, and that cloud of negativity is hard to ignore.
- Poor communication. In toxic workplaces, communication only flows top-down. Staff don’t feel safe asking questions, and that fear creates confusion, wasted time, and resentment.
- Fear-based leadership. When employees avoid their boss or stay silent in meetings out of fear, trust breaks down. That fear trickles down to every level, setting the tone for how people treat one another.
- Policies over people. Rules matter, but if leadership is quick to punish every mistake instead of supporting people through them, employees will stay in a constant state of stress. People need grace and space to do their best work.
These are just a few of the signs of a toxic culture, and sadly, they’re all too common. But the good news? Culture isn’t fixed. It can be improved quickly when leaders commit to making it better.
One of the most helpful articles I’ve read on this subject comes from Scott Mautz at Inc., who surveyed thousands of employees about workplace toxicity. Here are some of the highlights from his research, with real takeaways you can apply today:
- Push work down. Micromanagement kills morale. Let your team do what they were hired to do. Trust them and give them autonomy.
- Deal with underperformers. High performers lose motivation when weak links aren’t addressed. Set expectations, offer support, and if needed, move on.
- Resource your team. Stop expecting more with less. Give your people the tools they need to succeed—and they’ll do even more with them.
- Foster openness. Share information, be transparent, and invite honest feedback. If people feel heard, they won’t have to vent during side conversations.
- Show that you care. Recognize effort. Value people. Take an interest in their growth. This one’s simple, but too often ignored.
- Clarify how to advance. Don’t let favoritism or vague promotion paths undermine your culture. Be clear, fair, and consistent.
- Communicate a clear vision. Toxicity thrives when people don’t know where the organization is going. Craft a vision, share it often, and make it something people can rally around.
- Balance reality and hope. Be honest about challenges, but give people something to believe in. Realism and optimism can coexist.
- Encourage smart risk-taking. If your team is punished for every failed idea, they’ll stop trying. Define what a “good risk” looks like and give people permission to take it.
The bottom line? A healthy culture isn’t built overnight, but every day is an opportunity to improve it. Whether you’re in leadership, management, or on staff, you can help create an environment where people feel respected, supported, and connected to something meaningful.
Because here’s the truth: your mission can’t be achieved without your people. And if your culture isn’t serving them well, you’re putting that mission at risk.
Let’s commit to creating workplaces that are life-giving, not life-draining. Your fundraisers and your donors deserve nothing less.