(Image: Violeta Stoimenova)
Motivation in uncertain times isn’t about forced positivity or pretending everything is fine. It’s about creating stability and purpose when the ground feels shaky beneath everyone’s feet. Of course, that’s one of the advantages of the purpose-driven sector: The work we do is inherently meaningful.
Here, we’ve compiled motivation advice from several discussions in an anonymous online forum for managers, tailored for this moment in the sector.
Two core issues: Uncertainty and powerlessness
According to one contribution, “there are two things that are hardest on people: uncertainty and a feeling of powerlessness.” This rings especially true in nonprofits, where funding uncertainty doesn’t just affect organizational planning – it directly impacts our ability to serve the communities counting on us.
But you can address both issues through intentional leadership.
For powerlessness, give people agency and meaningful preparation to focus on. Even small actions – like cross-training staff to increase flexibility, scenario planning around funding decisions, or preparing advocacy materials – can help team members feel they have their “hands on the wheel,” rather than being passengers in an out-of-control situation.
For uncertainty, transparency is key: “Share what you know, share what you don’t know, share when you expect to know more,” the comment continues. In nonprofits, this transparency takes on added importance because staff are often emotionally invested in the work.
When discussing funding challenges, for instance, be honest without creating panic. Instead of saying “We might have to cut programs,” try, “We’re waiting to hear about three major grants that would fund our work through next year. I’ll know more by Friday and will update you immediately.” This acknowledges the uncertainty while providing a timeline and demonstrating your commitment to keeping them informed.
As another manager suggests, “acknowledge people’s feelings, whether they align with [yours] or not,” but remember that “there is such a thing as toxic positivity.” If there genuinely isn’t a silver lining to organizational upheaval, “it’s okay to acknowledge that” while making space for dialogue and support.
Reconnect staff to purpose, impact, and each other
Help staff remember why their individual contributions matter, even when organizational structure feels chaotic. Share recent client success stories. Post impact metrics in common areas. When someone seems demoralized, remind them specifically how their work connects to your mission.
Highlight personal goals as well. As another manager noted, sometimes the message is about building career opportunities: “Do good work not for the organization, but for your resume.” This helps staff see their current efforts as building toward a better future for themselves as well as for clients.
It’s also important to maintain close ties internally, rather than let teams “coast” in an effort to reduce pressure. One top comment warns that “disconnection tends to compound over time.” Focusing on making sure people feel “seen, heard, and valued amidst uncertainty” is especially important in nonprofit work, where staff often experience vicarious trauma from serving vulnerable populations.
Create regular check-ins that go beyond project updates. Ask how people are handling the emotional weight of the work, and acknowledge when someone has dealt with a particularly difficult client situation.
Rituals that reinforce your shared values can also go a long way. That may be starting staff meetings with a client success story or dedicating time for people to acknowledge each other’s contributions. These small practices help maintain connection to mission and each other when everything else feels unstable.
Offer non-monetary benefits and growth opportunities
When salary increases aren’t possible, get creative. Another top-ranked comment points out, “If you can’t pay them more, give them more paid time off.” Consider implementing summer half-days on Fridays, offering flexible scheduling for parents, or providing mental health days without requiring staff to use sick leave.
Professional development becomes even more valuable during uncertain times. If training budgets are tight, consider partnering with other nonprofits to share training costs or seek value through professional associations. (Work for Good’s parent company, for instance, offers an economical training subscription for entire teams.) Encourage staff to attend virtual conferences. Create mentoring relationships between departments. When an employee expresses interest in learning new skills, find ways to incorporate that learning into their current role. (Read more about cost-effective career development here.)
These investments signal that you’re committed to your team’s growth even when organizational resources are tight. They also help staff build skills that serve both your mission and their career development.
Leading through uncertainty
The bottom line, as noted in the forum, is this: “Your team doesn’t need relentless positivity; they need a leader who is real, present, and thoughtful.” In the nonprofit sector, we have the advantage of meaningful work that naturally motivates people, but we still need to be intentional about how we lead during difficult times.
When you combine radical transparency with genuine care for both your team and your mission, you create the conditions for resilience that will serve your organization long after the current uncertainty passes.
Marc Schultz is communications editor at Work for Good.
This article was fact-checked and updated in December 2025.
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