Leadership under pressure: creating the conditions for joy

Reflections on Peridot Partners’ cross-sector leadership event

Leadership across the social impact sector is under real strain, with rising demand, limited funding and heavier expectations of leaders.

Many are making complex decisions with limited time or space to step back. We’re hearing again that leaders feel isolated, and that’s affecting what they can realistically achieve.

We recently brought leaders together from across the arts, charity, education and social enterprise sectors to share ideas, consider their impact and connect with people they wouldn’t usually be in a room with.

Joy as a leadership advantage

What’s really stayed with me is the keynote from Gemma Sherrington, CEO of Refuge, who challenged us to think about leadership in uncertain times through the lens of joy.

Joy isn’t a nice-to-have. It’s a strategic advantage that sustains people and keeps them connected to the mission. Leadership in purpose-driven organisations can be dominated by pressure and urgency, and over time, that takes its toll. Without something that restores energy and focus, even committed leaders start to burn out.

How leaders bring this to life

She also spoke about the role leaders play in shaping energy. The tone a leader sets carries through everything, especially when people already feel stretched. The focus must be on creating an environment where people feel able to take risks and make braver decisions.

This led to the idea of trading control for clarity. Holding onto every decision can feel necessary when the stakes are high, but it often slows things down and puts more pressure back on the leader. Being clear about what matters, where responsibility sits and how people learn as they go makes it easier for others to step in and take ownership:

“It’s less about being the “hero” and more about being the “host”, asking the right questions rather than having all the answers.”

There was also a reminder about the importance of rhythm and reflection, making time to review, celebrate progress and recognise wins. These are often the first things to drop, but they’re what help people see progress and stay connected to the work.

This is all underpinned by how leaders show up day to day. Kindness and candour came up repeatedly, as communication shapes how people understand what’s expected and how safe it feels to speak honestly. That includes being open about challenges while recognising the pressure people are already under, and working through solutions with others rather than carrying everything yourself.

One of the most personal moments came when she asked us:

“Think about the last time you felt genuine joy. What’s one change you could make this month to feel that more often?”

It sounds simple, but it made us stop and reflect honestly, bringing leadership back to something human and real.

Creating the conditions for joy

So what stayed with me from Gemma’s keynote?

Be bold in ambition, focused in execution, choose your companions carefully and protect what gives you energy.

Joy comes when purpose, people and progress are aligned, and that doesn’t happen by accident.

If I’m taking one thing forward, it’s this: in challenging times, creating the conditions for joy isn’t indulgent, it’s essential.