Resilience in Leadership: Reflections from the Charity Front Line

Catherine Marchant, CEO, Impact Family Services and Charity Consultant, explains why leading in the charity sector is not for everyone. It demands unwavering belief in the cause and the mission, emotional strength, and the ability to lead through uncertainty—time after time.

In a sector where resources are often stretched and the work is emotionally charged, resilience isn’t just an asset—it’s essential.

Unlike many other sectors, charity leaders are driven by purpose, not profit. This makes the work deeply meaningful—but also deeply personal. As leaders, we must frequently:

• Balance empathy and accountability—supporting staff and beneficiaries while maintaining high standards of performance.
• Advocate for change—often with very limited resources and against systems of inequality.
• Remain hopeful—despite hearing stories of trauma, poverty, and injustice on a daily basis.

Being a resilient leader in the charity sector is not about being tough and untouchable—it’s about bending without breaking and showing others how to do the same. It’s about leading with vulnerability, courage, and total commitment to your charity’s vision.

How do you personally define resilience as a leader?

To me, resilience is the ability to remain focused on the vision and purposeful despite the challenges. It’s about being able to manage disappointment without letting it derail progress and staying clear on your values.

What’s the biggest challenge you’ve faced as a leader?

Navigating unexpected funding cuts while trying to protect frontline services has been one of the toughest experiences. Balancing sustainability with our duty of care to staff and service users has forced me to make some difficult decisions in the past —but it has also taught me a lot about transparent communication and shared ownership.

How do you maintain focus and motivation when things don’t go as planned?

I always go back to the “why.” Our work changes and saves lives every day, so even on the hardest days, remembering the need and the impact keeps me centred. My team is also a great motivator. The work they do is phenomenal, supporting people in crisis every day, and they do it incredibly well; I’m motivated to make sure they have the support and resources they need to keep doing exceptional things.

What strategies do you use to manage stress and pressure in challenging situations?

I make space to take stock and breathe. Sometimes the best thing is to walk away from something for a few minutes, an hour, or even overnight. As a leader, it’s important not show your team how stressful things are for you, as this can be unsettling, but you can’t ignore the impact on yourself.

How do you help your team stay resilient during uncertainty or major setbacks?

I try to create a calm, honest environment. I don’t hide things from the team or sugarcoat situations but I always approach things with positivity; for any setback we face I always follow with “…and this is what we’re going to do to get around it”. People cope better when they understand what’s happening and know that there is a plan to overcome the challenge. There is usually always a solution. I also make a point of celebrating small wins—it helps to remember we’re still moving forward.

What habits or routines do you rely on to build resilience?

I try to protect my time off; I don’t work late into the evening or ridiculously early in the morning, and my weekends are precious. That’s not to say I don’t keep an eye on things from afar when I’m away for more than a few days, but I don’t routinely log on to my laptop every day when I am off. I also talk to people; my husband is a great sounding board but I also speak to my Chair regularly so I know there is a shared responsibility.

How do you ensure setbacks don’t erode your confidence or the confidence of your team?

I see setbacks as learning opportunities. I try not to see them as failures, but as lessons we can use to grow stronger. I talk openly about challenges and encourage feedback—it shows that resilience isn’t about perfection.

What’s the most valuable lesson failure has taught you as a leader?

That failure isn’t the end. In fact, it’s often the best teacher.

How do you balance resilience with empathy—staying strong while still being understanding?

Listening and validating someone’s experience builds trust and connection, which in turn builds collective strength. I’ve learned that showing some level of vulnerability can actually strengthen my credibility, not weaken it. However it is a fine balance – as a leader people do want to feel you are a person of strength to keep everything together, someone they trust can get things back on track. The ability to regulate your own emotions while being attuned to those of others builds trust and strengthens team culture.

What’s one thing you’ve learned from your team about emotional resilience?

That sharing can be a powerful coping tool. My team face some incredibly tough situations every day. They talk to each other constantly and help each other through it. Even with clinical supervision, my team do this as a group and have developed an incredibly supportive and trusting environment. But it is a fun one too and laughter is always there.

How do you build trust so that your team feels safe being open about challenges?

By being honest and open myself. If I’m feeling stretched, I ask for help. I always tell my teams that there is a solution for everything and sometimes we all need help to find the solution. Honesty about challenges fosters psychological safety and shared problem-solving.

I never admonish staff for mistakes, rather we talk through them and find a solution. This means people know that if they have an issue, they can always talk to me about it without feeling they are failing.

What’s your approach to self-care as a leader—so you can show up strong and empathetic?

I believe self-care is a leadership responsibility. I make time for me, for walks or swimming, and connection outside work. You can’t lead effectively if you’re exhausted or stressed. I encourage my team to make time for themselves too— I want my team to see that taking care of yourself is not a luxury, but a necessity.

If you could give one piece of advice to a new leader about resilience, what would it be?

Don’t try to do it alone. Build your circle, seek mentors, and ask for help if you need it.

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