Thrive, not survive

The wellbeing threat to the charity sector

The charity sector in the UK is built on passion, dedication, and a deep-rooted desire to make a difference. But behind the scenes, there is a growing crisis, one that is all too often ignored as ‘just part of the job.’

The reality is that overwork is rampant, staff are stretched too thin, and the idea of taking a break feels like letting the mission down. It’s time to change this mindset.

Burnout doesn’t help the cause. It harms it.

In 2025, burnout continues to be a significant concern in the UK's charity sector, with some calling it the sector’s “biggest threat”. A 2024 survey revealed that 75% of charity employees had either personally experienced burnout or observed colleagues struggling with it in the past year. This has a huge impact on staff retention.

Charities need comprehensive strategies to address burnout, focusing on workload management, financial support, and robust mental health resources, to protect their staff’s wellbeing and keep them in their valuable roles.

The charity sector’s workload crisis

Most charities are operating with fewer resources. Given this, teams are often small, charities’ budgets are tight, and demand for services is higher than ever. That can mean staff members taking on multiple roles, working long hours, and skipping breaks because they believe the work simply won’t get done otherwise.

When someone takes annual leave or Time Off in Lieu (TOIL), their workload invariably piles up, and other team members are left to cover gaps they already don’t have the capacity for. The unspoken message? Rest and renewal isn’t an option! This is unsustainable.

Overwork leads to burnout, not impact

The irony is that the very people working tirelessly to support others often don’t invest that same care in themselves. But ignoring wellbeing is bad news for everybody.

The cost of burnout in the charity sector results in high staff turnover and a downward spiral. Once-passionate employees leave because they simply cannot sustain the stress. Then innovation decreases, as an exhausted, overworked team doesn’t have the capacity to think creatively. You get reduced productivity and low morale: tired employees are not as effective, and prone to making mistakes and missing opportunities. One person’s low morale can quickly affect the entire team.

The truth is, you can’t pour from an empty cup; if charities want to continue making a powerful impact, they need to change their mindset and prioritise more sustainable working practices.

Changing the mindset: rest is an investment - not a luxury

Taking time off isn’t a betrayal of the cause - it is imperative to delivering better results in the long run. We need to see a cultural shift across the charity sector where wellbeing is seen as a necessity, not a luxury. How can we achieve this?

• Leaders must lead by example. If managers and senior staff never take breaks, employees won’t feel they can either.

• Team members’ workloads must be realistic. If a team is constantly over capacity, something has to give. Either priorities need to shift, or resources need to be adjusted.

• Foster a work culture where time off means time off - not checking emails on a Sunday morning, not being “available just in case,” and not making employees feel guilty for taking what they are legally entitled to.

• Invest in staff wellbeing that offers employees mental health support, flexible working, and encourages a genuine work-life balance. These things are essentials, not extras.

• Celebrate sustainability, not sacrifice. Success shouldn’t be measured by how much people give up for the job but by how effectively they can do it while maintaining their wellbeing.

The truth is, most people who want to work for a charity are conscientious, passionate believers in the cause. This makes them prone to working themselves to burnout. For the charity sector to truly thrive in the future, that passion needs to be a driving force, not a destructive one.

If charities truly want to create long-term change, they need to start with their own teams. Overwork doesn’t lead to more impact — it leads to exhaustion, staff turnover, and inefficiency.

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We provide extra capacity for many small charities whose teams are overstretched. Get in touch to see if we could take some of the burden off your comms and fundraising teams.