Burnout and Secondary Trauma in the Nonprofit Sector: Time to Prioritize Emotional Well-Being

In the nonprofit sector, the vast majority of us are driven by the work because we are passionate about people and justice. We work in communities, help people in need when they're down, struggle for change, and bear witness to some of the worst troubles society has to offer. But all that passion and commitment come with a cost: burnout and secondary traumatic stress (STS) are fast becoming commonplace issues among nonprofit professionals.

What Is Secondary Traumatic Stress?

Secondary traumatic stress is the emotional upset a person experiences after learning of someone else's direct experience of trauma. It can result in symptoms that are comparable to post-traumatic stress disorder—such as anxiety, sleep disruption, irritability, and emotional numbing. For nonprofit workers who serve survivors of violence, hunger, displacement, or institutional oppression, STS is often part of the job, even when it is rarely acknowledged.

The Cost of Caring Too Much

Most nonprofit professionals work with modest resources, heavy caseloads, and the unstated mandate to be always on call or otherwise emotionally committed. Throw in the stress of quantifying impact, satisfying funder requirements, and wading through systemic obstacles—and burnout becomes a near certainty.

Burnout is not the same as tiredness. It's an emotional, mental, and physical state of exhaustion caused by long-term stress and overwork. It can lead to detachment, reduced performance, and a loss of passion for the job we used to love. If not addressed, it does not only hurt people—it hurts entire organizations, from staff turnover to the destruction of trust and morale.

Young Professionals Are Especially Vulnerable

New workers in the nonprofit field come in with idealism, only to be faced by organizational cultures that are boundary-less, productivity-based at the expense of people, and ignoring the emotional toll of the work. We feel compelled to "prove" ourselves, do too much, or keep quiet about mental health concerns out of fear of being branded ungrateful or incompetent.

This cycle is not sustainable. And it's not a personal failing—it's organizational and sector-wide.

A Call to Action: Caring for Ourselves and Each Other

Join YNPN Phoenix as we call on our peers and employers to take collective responsibility for building healthier, trauma-informed nonprofit workplaces.

To fellow professionals:

• Know your boundaries and respect them. Your compassion should not cost you your well-being.

• Set boundaries. Saying no or stepping away isn't selfish—it's necessary.

• Build community. Connect with peers who understand and are able to hold space with you.

• Seek support. Whether through therapy, supervision, or peer processing, prioritize your emotional health as much as you do your impact.

To nonprofit leaders and employers:

• Acknowledge the emotional labor of this work. Normalize talking about burnout and secondary trauma.

• Create trauma-informed workplaces. Offer training in STS and provide reflective space for staff to process the impacts of their work.

•  Invest in the well-being of employees. Mental health days, flexible work schedules, and benefits that include therapy and wellness support are not luxuries- they’re necessities.

•  Model healthy boundaries. Leadership sets the tone. When executives prioritize balance and transparency, it gives others the permission to do the same.

Let's Make This Sector Sustainable

If we want to leave a lasting legacy in our communities, we need to ensure that those doing the work can stay in the work—emotionally sound, rooted, and cared for. Let's shift the culture from silent suffering to shared responsibility. Because caring deeply shouldn’t break us. It should connect and sustain us.