10 Toxic Behaviours That Derail Your Mission
Leadership in the NGO space comes with a unique kind of pressure. You’re often navigating tight budgets, finite resources, and a team driven by deep passion for the cause. This dynamic demands trust, collaboration, and clear communication. But, like any workplace, habits that erode relationships can creep in, sabotaging not just your team but also the mission you’re all working toward.
Toxic behaviours like jealousy, attention-seeking, constant arguing, and overly critical thinking wreak havoc on relationships. When adopted by nonprofit leaders, these same behaviours can lead to burnt-out teams, disengaged volunteers, and stalled progress.
Here are ten examples of toxic leadership behaviours within an NGO environment, illustrated by anecdotes that show their impact. We’ll also explore how you can lead with integrity and purpose.
1. Jealousy That Stifles Contributions
NGOS attract passionate, driven individuals. Occasionally, their enthusiasm can outpace even that of leadership, leading to potential jealousy. For instance, Ahmed, a program officer in a community development NGO, proposed an innovative funding event involving live storytelling by beneficiaries of the program. The idea created a buzz among donors. Instead of supporting him, his supervisor, Priya, began pointing out unnecessary flaws in his proposal, from logistics to budget constraints. Priya later presented a watered-down version of the idea as her own during a board meeting, leaving Ahmed disheartened.
How to fix it: Lead by multiplying your team’s strengths instead of curbing their enthusiasm. Amplify their voices and ensure their contributions are recognised.
2. Hogging the Spotlight When It Matters Most
Credibility and recognition are priceless in the nonprofit world, but being the sole face of success can strain the team. Picture this scenario: A small education nonprofit runs a successful literacy campaign, largely thanks to its field team’s tireless efforts. During a press conference, the executive director, Jason, highlights his strategic oversight as the reason for the campaign’s success, making no mention of the field team. The demotivated team begins to question whether their commitment is valued.
How to fix it: Share the spotlight. Highlight the efforts of everyone involved, especially those working on the ground. A culture of appreciation fosters trust and loyalty.
3. Arguing Over Details Until Progress Stagnates
Nonprofit work requires collaboration, but excessive nitpicking paralyses progress. For instance, during a housing NGO’s meeting to plan a community engagement strategy, the director, Manu, spent 45 minutes debating the font size on event flyers. The team’s energy sank as they struggled to align on critical deliverables, like engaging partners or defining session topics.
How to fix it: Focus on the larger mission. By directing conversations toward impactful outcomes, you can avoid trivial disputes and keep the team moving forward.
4. Punishing Mistakes Instead of Empowering Growth
A culture of fear stifles creativity, as was the case for Lisa, a logistics director at a disaster response NGO. After a supply delivery was delayed due to her team’s planning oversight, her manager, Vikas, called her out in a team-wide email, listing her mistakes in brutal detail. Subsequent logistical decisions became slower and lacked innovation because Lisa and her team didn’t want any more public reprimands.
How to fix it: Promote growth over punishment. Mistakes can be opportunities to improve systems and innovation rather than reasons for blame.
5. Withholding Opportunities Due to Fear of Losing Influence
Maria, a skilled field officer, worked for years without receiving leadership opportunities because her manager, Dev, was hesitant to relinquish oversight of field operations. When a high-profile donor expressed interest in visiting the projects Maria oversaw, Dev intervened, taking charge of every aspect of the visit. Over time, Maria lost her motivation and eventually left the NGO to lead a similar program for another organisation.
How to fix it: Trust your team’s potential and provide opportunities for growth. Delegating tasks and empowering others helps the organisation thrive.
6. Blaming Others Instead of Owning Shortcomings
When a fundraising gala for an arts-focused NGO had low attendance, the director, Amara, publicly blamed the events team during a staff meeting. She made no mention of her last-minute changes to the promotional timeline, which created confusion. The events team felt humiliated, and morale declined.
How to fix it: Take responsibility for setbacks. By owning your part, you set the example for a culture of accountability and collaboration.
7. Passive-Aggressiveness That Diminishes Communication
Imagine this scenario in a wildlife conservation NGO. Sarah, a long-time volunteer, missed her shift during a critical event. Instead of addressing her absence, her supervisor, John, commented during a staff meeting, “It’s nice when everyone shows up on time, isn’t it?” Sarah felt targeted but was unsure how to address the situation. The next week, she didn’t return.
How to fix it: Address concerns directly and respectfully. Private, clear conversations prevent misunderstandings and foster resolutions.
8. Favouritism That Breeds Division
Sam, a reliable staff member, consistently steps up for challenging assignments. While this is commendable, his supervisor, Emma, overly favours him, constantly singing his praises and giving him more visibility than others. Dev, a newer team member with similar skills, feels left out. Over time, he disengages, assuming opportunities will continue to bypass him.
How to fix it: Balance recognition and opportunities across the team. Inclusivity strengthens morale and encourages long-term growth.
9. Overreacting Instead of Calming the Waters
During a grant renewal phase, a major donor changed their funding criteria. Instead of calmly strategising a response, the NGO’s director, Carla, panicked, sending a string of frantic emails to her team. Her erratic behaviour caused confusion and fear, adding to an already tense situation.
How to fix it: Lead steadily. Crisis moments require clear communication and a collective effort to find solutions.
10. Resisting Feedback That Could Improve the Mission
During a review of an advocacy campaign, a junior team member suggested re-evaluating the messaging to resonate better with beneficiaries. The campaign manager dismissed the idea as unnecessary, preferring the approach they’d used for years. The team felt unheard, and innovation stalled.
How to fix it: Stay open to suggestions. Periodic reflection and adaptation keep NGOS relevant and practical.
Toxic Behaviours Are Choices–Choose Better
Leadership is about unlocking your team’s full potential and creating a legacy of empowerment and collaboration. By replacing toxic behaviours with trust, transparency, and respect, you inspire a ripple effect of growth and success throughout your organisation.
Tackling Performance-Related Do’s and Don’ts for NGO Leaders
Here’s a guide to handle common performance challenges with grace and clarity, with examples to bring each point to life.
Do: Have a one-on-one discussion to understand the reasons behind missed deadlines, and work collaboratively to create realistic timelines.
Example: During a community health campaign, Priya notices that Rahul, one of the project coordinators, frequently misses reporting deadlines. Instead of publicly reprimanding him, she schedules a one-on-one meeting. Rahul shares that his workload has doubled due to overlapping responsibilities. Together, they adjust timelines and reassign tasks to balance the work. This approach helps Rahul get back on track without impacting his morale.
Don’t: Publicly shame team members or assign blame in group settings.
Example: At a weekly team meeting, the director of a literacy NGO berates Sara, a program manager, for delays in a donor report in front of the team. Embarrassed and upset, Sara grows defensive and disengaged. The team also becomes cautious, fearing public humiliation for their own mistakes.
Do: Respectfully address concerns by discussing workplace conditions and potential stressors. Offer support and resources to improve well-being.
Example: When Anya starts arriving late to workshops, her manager, David, takes time to chat with her privately. Anya reveals she’s been struggling with family responsibilities, which are impacting her punctuality. David introduces flexible hours and provides tips for managing tasks, showing empathy while maintaining accountability.
Don’t: Dismiss it as laziness, poor attitude, or lack of motivation or avoid the conversation altogether.
Example: If David had ignored Anya’s lateness or dismissed it as “just being unmotivated,” the issue would have likely escalated, leaving both Anya and the project in a tougher spot.
Do: Engage inactive team members by asking what barriers they’re facing and how you can help them feel more connected to the mission.
Example: During a team check-in, John notices that Rachel, a volunteer who was once extremely active in fundraising efforts, has become less involved. He schedules a coffee chat to understand why. Rachel explains that she feels disconnected from the impact of her work and overwhelmed by fundraising targets. John invites her to a field visit and helps refocus her role toward her strengths, reigniting her passion for the cause.
Don’t: Ignore the disengagement or assume they’re not interested.
Example: If John had overlooked Rachel’s lack of involvement, she might have eventually stopped volunteering entirely, taking her valuable skills and experience with her.
Do: Set clear KPIS and check in regularly to ensure alignment on goals.
Example: During quarterly meetings, Aisha, a programs manager, sets specific, measurable objectives for the water access projects her team leads. She ensures check-ins happen at midpoints, helping the team pivot strategies if progress is slow. When a goal is accomplished, Aisha celebrates the success openly to keep everyone motivated.
Don’t: Wait until performance reviews to express dissatisfaction.
Example: Harish, who manages a conservation NGO, skips regular check-ins to provide feedback. By the time the performance review arrives, Harish expresses disappointment in the staff’s outputs over the last six months. The employees, shocked that issues weren’t raised earlier, feel blindsided and lose trust in the process.
Do: Foster open dialogue to identify underlying concerns affecting participation or output.
Example: Kavya, a country director for an education NGO, notices her senior team is unusually quiet in meetings about a new strategy. Instead of assuming disinterest, she schedules a roundtable session, encouraging them to share candidly. Kavya discovers that the team is unclear on implementation details and hesitant about the allocated budget. Adjustments are made, and their enthusiasm returns.
Don’t: Jump to conclusions without seeking context or clarity.
Example: Assume Kavya had dismissed her team’s quietness as resistance to change. The unaddressed concerns would have worsened implementation, leading to delays and lost momentum in the initiative.
Lead with Empathy and Decisiveness
Performance issues can be tricky, but with consistent communication and support, you can rebuild trust, improve contributions, and strengthen your team’s connection to the mission. Every decision and interaction moulds the culture of your NGO. Will you choose better today?
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