A Heartfelt Message to Middle Managers: Finding Balance and Compassion
Hey there, Middle Managers,
How’s everyone holding up? If you're still hanging in there, hats off to you—because I didn’t quite make it through unscathed.
Let me be clear; I loved being in leadership. I thrived on the challenges, the tough conversations, and the constant hustle. But then, stress took its toll and landed me in the hospital. That forced me to take a long, hard look at my life. Compassion fatigue and burnout had taken over, leaving me numb, sleepless, and completely disconnected. I started doubting everything—my skills, my experience, my worth. And yet, I still loved my job (cue the eye roll).
So, I made one of the hardest decisions of my life: I resigned from my leadership position and decided to strike out on my own.
I want to pause here and acknowledge how incredibly privileged I am to have had the means to take a break and reassess my life. Not everyone has that luxury, and I’m deeply grateful for the chance to start over.
Now, I am dedicated to supporting others in similar positions—especially middle managers navigating the intricate landscape of non-profits. Middle management in non-profits is often a high-pressure environment where we strive to keep teams engaged and productive while meeting demanding quotas.
What sets non-profit middle management apart from the for-profit sector? The profound emphasis on compassion and empathy. These qualities are not mere buzzwords but essential components of our work, even as non-profit workers face personal challenges and systemic discrimination. The mantra "Always Be Compassionate" extends from frontline staff to the highest levels of leadership.
However, it's crucial to recognize that compassion and empathy are finite resources. They are often stretched thin as we confront our own struggles, including financial stress and health issues. We can only give so much.
In his book, Reducing Compassion Fatigue, Secondary Traumatic Stress, and Burnout, William Steele points out the stark differences between for-profit and non-profit approaches to employee well-being. In non-profits, staff care often takes a backseat to client care, despite the growing need for support. “Organizational change can be a complex process, especially in the non-profit sector because of overseeing funding sources, compliance management groups, licensing agencies, leadership styles, and old mindsets of those in the role of policy making and organizational leadership. However, the argument can be made that the mindset of leadership related to staff well-being has not been a priority equal to that of the care provided clients”(Steele, 2020).
Middle management is uniquely positioned at the intersection of serving clients and supporting staff. Yet, is it possible to achieve a balance where both receive the dignity, respect, and care they deserve? Must working in a non-profit inevitably lead to burnout due to insufficient funding and resources for staff care?
The tide is turning. With Gen Z entering the workforce, there’s a fresh demand for self-care, burnout prevention, and psychological safety. Relentless hustle culture is fading, and working outside of regular hours is no longer seen as a badge of honor but rather as poor time management.
For those raised in the hustle culture, shifting this mindset begins with self-compassion and empathy. Reflect on your well-being:
How is your sleep?
How is your health?
How are your compassion levels for those you serve and supervise?
How are your work boundaries?
Are you finding fulfillment outside of your career?
Your responses to these questions indicate where you stand in that spectrum between a fulfilled work-life balance and burnout.
If you find yourself overwhelmed, please reach out for support. Seeking help was a transformative step for me, and it can make a significant difference for you as well.
