The risks of operating on ‘Good’ Vibes’ (Copy)
Working in social change is amazing and messy all at once.
We start out full of passion, shared values, and a real desire to make a difference. And sometimes, that’s enough to keep us going…for a while.
But here’s the thing: passion and good vibes alone don’t keep the work or the people healthy.
In fact, when we rely only on the “we’re all in this together” mindset, it can quietly create confusion, tension, and burnout.
I want to share three common assumptions I see again and again that trip up even the best-intentioned teams and why they’re worth thinking about differently.
1. “If I stay on top of everything, it’ll all work out”
"If I stay deeply involved, things will stay on track"
If you’ve helped start something from the ground up, it can be really hard to step back. You know the history. You care deeply. You feel responsible.
It might even feel like the mission depends on you holding it all.
But when one person (even with the best intentions) tries to hold everything, it can slowly push others out.
People stop making decisions. Things get stuck. You end up overwhelmed.
Not because you’re doing it wrong—because you’re trying to do too much.
The truth is that letting go well is part of leading well. It means making space—for others to lead, for the work to grow, and for you to rest.
If you're a founder of a social impact organisation feeling this tension, you're not failing. You're evolving.
The question isn’t “How do I stay across everything?"
it’s “What am I ready to let go of?”
2. “We’re not just coworkers, we’re like family”
Sounds warm, right? But for many people working in social change spaces, this phrase quietly erodes boundaries and puts people at risk.
When an organisation acts like a family:
- Disagreements can feel like betrayal
- Boundaries are unclear
- Leaving feels like abandonment
Organisations need clarity.
That doesn’t mean losing care or connection.
It means building agreements and structures that protect people and relationships.
If you’ve said “we’re a family” before, pause and ask:
What are we really trying to name?
And is there a more just, spacious way to create belonging?
3. “We’re all in this together, so we don’t need structure”
It sounds great, right? If we share values and passion, why bother with rules or roles?
But without clarity, people either step on each other’s toes or don’t step up at all.
Hidden power dynamics pop up, and tension grows quietly.
Caring isn’t enough to keep things running smoothly.
The real question isn’t “Do we need structure?” It’s:
What would change if we clearly named who does what and how we make decisions?
Why this matters
These assumptions aren’t bad—they’re human. But if we don’t name them and do something different, they can quietly break the very work and relationships we care so much about.
Good vibes are great. But what we really need are good agreements.
Organising well isn’t about control or bureaucracy — it’s about making sure we can do our best work together, for the causes we care about. When we build clear, caring structures, we create space for everyone to contribute, feel safe, and grow. That’s how social change happens, by working better together, with intention and respect.
Clear roles, fair processes, and honest conversations aren’t the opposite of passion, they’re the foundation it needs to last.