This work has been a personal journey as much as a professional one. I’ve been exploring a question that feels relevant not only for nonprofit leaders, but also applicable for all other sectors, and to the collective communities we aim to serve:

Often times there is a lot of emphasis and resources that are focused on measuring impact in the nonprofits. While understanding the impact the cause promotes and elevates is important, it is only half of the equation. The second part of the equation that is often missing, or limited resources are allocated towards, is organizational infrastructure sustainability. And here’s the hard truth: When we struggle to recruit, or neglect to retain people, our communities feel it. It causes a ripple effect that spans far and wide. Having a workforce deficit can cause programs to stall, services disrupted, and public reputation and trust can be impacted.

What’s behind the turnover?

Sure, compensation matters. But it’s not the whole story.

The research goes deeper than just compensation. It is the invisible measures that are less easy to quantify, related to workplace culture, organizational investment in the individuals doing the work, and clarity to the mission-driven work. Remember, people stay where they feel seen, heard and valued. It boils down to one word: belonging.

Five pillars that make a difference

Across all the conversations and data, five themes came up again and again. These are the pillars we need to build a stronger, more resilient workforce:

1. Mission-driven work: A clear, compelling mission gives people something to anchor to. Embed it in hiring, onboarding and day-to-day decisions.
2. Non-monetary benefits: From flexible schedules to wellness stipends, simple acts of recognition go a long way. Culture is a form of compensation.
3. Workplace culture: Belonging matters. We need feedback loops, inclusive practices and everyday moments that say “you matter here.”
4. Professional development: Hire for potential, then invest in people’s growth. Offer leadership pathways, mentorship and skill-building opportunities.
5. Work-life balance: Burnout is real. We need to be honest with funders, set realistic expectations and build rest into our systems that are responsive and reflective of true capacity.

This isn’t just about addressing the gap and pushing forward. It is a culture of a way of being that will in turn support and promote workforce resiliency that is culturally responsive and elevates equity in action and is developed with human-centered approaches. Fostering a workplace where people feel connected to purpose, supported in growth, and safe to show up authentically not only promotes a thriving workforce, it’s good for the mission. If we’re serious about impact, we need to be just as serious about the people behind it. Because when we care for the workforce, the mission takes care of itself.

Danisa McLean (she, her) is a 2025 graduate of the Master of Nonprofit Leadership and Management program at Arizona State University and has worked in the field of  nonprofit and public funding for close to two decades. She is passionate about mission-driven work and developing responsive systems, addressing barriers, and doing so sustainably. She leads through equity-centered approaches and appreciates the opportunities to learn within communities and shared experiences.

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