What you will find in this document

The social impact sector faces a paradox: the mission meant to protect others frequently exhausts those who carry it. With 40% of impact leaders reporting poor mental health, this conference examined how burnout and insularity form a single, self-reinforcing system rooted in organisational culture, structural power dynamics, and the myths of impact leadership.

This learning document gathers the four speakers' perspectives, from audacity as a lever to organisational justice, human needs at work and social homophily, together with the rich community exchanges on inclusion, leadership, capitalism and the burden on young people, and the cross-cutting insights that emerged.