Thriving Cultures: Strategies for Creating Happier, Healthier NGOs

The world of non-governmental organisations (NGOs) is one driven by compassion, dedication, and a relentless pursuit of positive change. Internally, however, the sector faces particular challenges in creating a working environment in which everyone can thrive.

In this article we’ll share our experience of what’s made the biggest difference at the NGOs we’ve worked with, as well as lessons from the private sector. We’ll explore how adopting a more human-centric approach can drive engagement and long-term organisational success by putting the needs of employees at the heart of your leadership style. 

So what are some of the common cultural challenges that many NGOs face?

1. An External Focus: With attention understandably on making the biggest impact for their beneficiaries, the internal culture at NGOs often doesn’t get the attention it needs, which will impact an organisation’s ability to deliver on its core mission. 

2. Resource Constraints: Having less money to invest in competitive salaries and benefits than the private sector can make it challenging to attract and retain top talent. 

3. Skills Gaps: Often leadership or management development can be seen as a luxury, which leads to poor relationship and performance management skills and has a direct impact on culture and retention. 

4. Diversity and Inclusion: NGOs are often made up of individuals from many different backgrounds, cultures, and languages. Fostering an inclusive environment where everyone feels valued and respected is crucial but not always easy.

5. High Employee Turnover: All of these factors and more mean that working in an NGO can be emotionally demanding, contributing to burnout and high employee turnover. This brain-drain is time-consuming and costly, impacting both the culture and the continuity/effectiveness of projects.

Our work with organisations such as Open Society Foundations has revealed the impact that Human-centric leadership has had on fostering a positive and thriving work environment. By focusing on helping leaders to embrace more human-centric approaches, OSF were able to increase engagement by 57% and create a more inclusive culture across the globe. 

At its core, this leadership style prioritises the wellbeing, growth, and engagement of employees, recognising that an organisation’s success is intrinsically linked to the satisfaction and performance of its workforce. Our work with leaders at NEC helped them to adopt a more human-centric approach, building stronger relationships by focusing on  understanding individual needs, fostering a culture of trust and collaboration.  

A 2020 Gallup study found 54% of people quit their job to “get away from their manager.” A key benefit of human-centric leadership is its ability to strengthen the relationships between leaders and their teams. When employees feel recognised, valued and supported, they are more likely to commit to staying with an organisation for the long term. This leadership style also promotes innovation and creativity by creating a safe space for individuals to express their ideas and take calculated risks without fear of retribution.

Human-centric leaders prioritise wellbeing which ensures that everyone has the support they need to manage stress, enabling them to work more effectively and reducing the risk of burnout. They understand the importance of continuous learning and development and invest in the growth of their team members, providing opportunities for skill enhancement and career advancement. 

While NGOs might not be able to pay the highest salaries, by creating a positive working culture that people love, attracting new talent becomes much easier, and existing talent sticks around for longer. Recent research by Gartner suggests employees who operate in human-centric work models are 3.2 times more likely to remain in role than their counterparts in other organisations.

By acknowledging the intrinsic value of each employee and recognising that their collective wellbeing is the foundation for achieving long-term success, Human-centric leadership is a cornerstone of inclusive, sustainable and effective organisations. When it becomes an integral people management strategy within NGOs, it can make a significant impact on all the challenges we explored above.

So what are some practical steps towards human-centric leadership can individual leaders take?  

1. Build Self-Awareness: by taking time for self-connection, understanding their own strengths, weaknesses, and biases, leaders are able to become more authentic and make conscious decisions.

2. Demonstrate Empathy: Actively seeking to understand the experiences and perspectives of your team members helps to build trust and inclusivity.

3. Practice Active Listening: giving your full attention to what others are saying without judgment. This promotes effective communication and problem-solving.

4. Build Resilience: acknowledge the emotional challenges of NGO work and offer supportive strategies.

5. Continuous Learning: stay open to feedback and adapt your leadership style as needed.

It’s clear many NGOs face unique cultural and people management challenges. Adopting a more human-centric approach to leadership can be a powerful tool in addressing these challenges by promoting inclusivity, supporting employee wellbeing, enhancing communication and fostering mission alignment - ultimately enabling organisations to fulfill their vital missions more effectively.

To find out more about how we support leaders and NGOs please get in touch.