Psychological safety breeds success

Last month, I shared some of the challenges in our work that can lead to secondary trauma. This month, as we’ve started preparing for next year’s budget, I’ve been reaching out to former employees to better understand why they left FMF. What has struck me most is not why they left, it is what they remember most about working here.

Like many nonprofit organizations, we are not always able to compete with salaries offered by the private sector or state agencies. We wish we could provide more training opportunities and stronger benefit packages. We do the best we can with the resources we have. So, what keeps people here?

I have asked myself that very question for many years, and my answer is always the same: the flexibility when life happens, the families and children we serve, and the people I have the privilege of working beside. Those I’ve heard from so far have shared a similar sentiment. In fact, I’ve provided two references this week, and both employers commented on hearing great things about our teams.

This work can be incredibly hard. But it is a shared burden. We lean on one another during the toughest moments, laugh together when we can, and challenge each other to become the best versions of ourselves. Even others are aware of this. We are currently collaborating with Partners for Impact (PFI) on staff and leadership development, and one important observation has stood out; we genuinely like each other. That may seem simple, but it matters. It makes showing up on the hardest days a little easier.

Over the past 10 years, FMF has experienced tremendous change—a new shelter model, a global pandemic, our transition to a lower-barrier approach to align with HUD’s guidelines, and multiple leadership changes. Those aren’t small shifts; they reshape organizations and test teams. Yet one thing has remained consistent: FMF employees care deeply about each other. That is the foundation of psychological safety.

We ask questions, share ideas, admit mistakes, disagree respectfully, and ask for help without fear of embarrassment or retaliation. Not all of our conversations are easy, but we want everyone to feel respected and heard. As we work with PFI, we will continue to refine our employee values and culture—strengthening psychological safety will be one of my priorities. This aligns with FMF’s third strategic imperative, making FMF a great place to work. I want to do my part to ensure we create a workplace where people feel supported, valued, seen, and safe enough to do their best work, for each other and for the families we serve.