Leading with care

Written By Katrina Green

Author: Aly McNicoll - LEAD Director

Leading with Care: Why Coaching, Mentoring & Supervision Are Essential in Preventing Vicarious Trauma

Working in the not-for-profit sector is often a calling rather than just a career. People come into these roles with deep compassion, a drive to make a difference, and a willingness to walk alongside those experiencing hardship, trauma, and systemic injustice. But while the mission is meaningful, the emotional toll can be significant.

Vicarious trauma - also known as secondary trauma - occurs when staff are repeatedly exposed to the traumatic stories, pain, or suffering of others. Over time, this can lead to emotional exhaustion, burnout, compassion fatigue, and even PTSD-like symptoms. The cost isn’t just personal; it can impact workplace culture, client outcomes, and organisational sustainability.

As a leader in a not-for-profit, your role is not just to manage people - it’s to safeguard their wellbeing. One of the most effective ways to do this is through structured coaching, mentoring, and supervision practices.

The Invisible Weight Staff Carry

Imagine a youth worker hearing stories of abuse daily. Or a domestic violence counsellor supporting a survivor while grappling with their own personal challenges. Or a refugee case manager trying to hold hope in the face of repeated stories of trauma and displacement.

These professionals are strong, resilient, and passionate - but they are not invincible. Without proper support, the accumulation of emotional exposure can erode their mental health and job satisfaction. That’s where you come in.

Coaching: Developing Resilience and Capability

Coaching is not about giving answers; it’s about unlocking potential. In the not-for-profit context, coaching helps staff identify goals, develop coping strategies, and improve their own problem-solving skills. It’s especially powerful when tailored to individual development, helping people find purpose and direction amidst emotionally demanding work.

Regular coaching fosters resilience. It encourages reflection, builds emotional intelligence, and supports staff to manage boundaries - key factors in protecting against vicarious trauma. Coaching conversations create a space for staff to voice struggles, explore solutions, and stay connected to their values. For leaders, investing in coaching also sends a clear message: We care about your growth and your wellbeing.

Mentoring: Building Trust and Belonging

Mentoring provides a relational anchor, especially for new or early-career staff. It connects less experienced team members with seasoned professionals who can share wisdom, encouragement, and a sense of perspective. In a sector often stretched thin on resources and high on emotional demand, having someone to turn to - who gets it - can be a lifeline.

But mentoring is not just about passing on technical skills. It’s about holding space for honest conversations, validating emotions, and modelling healthy coping behaviours. It helps staff feel less alone in their experiences and more confident in their role.

When staff feel seen and supported, they’re more likely to stay - and to thrive.

Supervision: Holding the Ethical and Emotional Frame

Supervision is the formal, structured space for reflection, accountability, and professional development. In the therapeutic or case management context, it’s essential. But its value goes beyond clinical roles - anyone working closely with human suffering can benefit.

Effective supervision isn’t just a tick-box exercise. It’s a crucial touchpoint to explore emotional responses, ethical dilemmas, and case complexities. It allows staff to process the impact of their work in a safe, supportive setting.

Done well, supervision helps staff:

  • Decompress emotionally

  • Identify signs of burnout or trauma exposure

  • Reflect on practice and boundaries

  • Reconnect with professional values and standards

As a leader, ensuring quality supervision is a critical duty of care. It demonstrates a proactive approach to staff mental health and models a healthy culture of reflection and growth.

A Culture of Care Starts at the Top

Leaders set the tone. If coaching, mentoring, and supervision are seen as optional or reactive, staff will feel pressure to “soldier on” in silence. But when these practices are embedded in the fabric of the organisation, they create a culture of care, safety, and sustainability.

Here’s how you can start:

  • Prioritise training for supervisors, coaches, and mentors to ensure they are skilled

  • Allocate time and resources for regular, meaningful sessions -not rushed or “when things get bad.”

  • Model vulnerability yourself - leaders need support too, and sharing your own learning journey can empower others to engage.

  • Evaluate and adapt your support systems regularly. Are they working? Are staff using them? What could be better?

The Cost of Not Acting

Neglecting the emotional wellbeing of staff doesn’t just affect individuals - it weakens the whole system. Burnout leads to high turnover, absenteeism, reduced effectiveness, and diminished client outcomes. It erodes the very mission your organisation is built on.

By investing in coaching, mentoring, and supervision, you’re not only preventing harm - you’re nurturing the very heart of your organisation: your people.

Final Thoughts

In not-for-profit work, your staff are your greatest asset - and your most vulnerable. The work they do matters. So does the way we support them to do it. Embedding coaching, mentoring, and supervision isn’t just best practice - it’s essential. Not just to prevent vicarious trauma, but to build thriving, resilient teams who can continue their vital work with strength, compassion, and clarity.

Lead with care. Lead with intention. Because when you care for your people, they can care better for the world.

Aly McNicoll, LEAD Director also runs courses in coaching, mentoring & supervision. The following courses are coming up:

Plus LEAD has a team of trained, professional coaches who have been vetted by us and are all experienced not for profit leaders themselves. Email sandy@lead.org.nz for details and bios.

Katrina Green
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