The Power of Peer Spaces in Times of Disruption

In less than a calendar year, the international humanitarian and development sectors, along with many nonprofits in the United States, have experienced significant shocks to their operating environment. Without warning, U.S. government assistance was slashed, forcing some organizations to cut large percentages of staff and programs, and others to shut their doors entirely. At the same time, political space within the United States has shrunk, increasing uncertainty and risk.

In this rapidly evolving context, organizational leaders are navigating far more than goals and deliverables. They are carrying the weight of reorganizations, shrinking teams, stalled initiatives, a workforce stretched by stress and uncertainty, and new risks to staff and the communities they serve. Many leaders are discovering that traditional leadership playbooks no longer apply.

In February, KonTerra hosted a one-day peer learning event, “Leading When the Ground Shifts: Practical Approaches for 2026.” The gathering was designed to support leaders navigating restructurings, layoffs, conflict, and workforce transitions during a time of profound disruption.

One participant noted that this year has been, “a time when leading amidst chaos has put me at a tipping point with burnout and overwhelm.” Leadership in the international and domestic nonprofit sectors is demanding even in stable times. The shocks of the past year have taken a profound toll on leaders’ wellbeing, judgment, and effectiveness.

Another leader reflected, “so many people who attended today were vocal about feeling alone navigating leadership of their teams… when leaders can’t rely on internal organizational support (or when they are themselves the people providing that support), this type of external space is invaluable.”

This is something KonTerra hears frequently across the community. Senior-level leaders are often isolated and feel they lack trusted peers within their own organizations to turn to for advice, empathy, and perspective. As a result, peer relationships across organizations become even more essential. Yet, as another participant observed, those external relationships have also been weakened:

The upheaval across the foreign aid community has had many consequences, but one of the most significant, that we have seen and experienced, is the erosion of our professional connections. Ours is/was a community built on relationships, the sharing of information, experiences, and expertise that makes each of our organizations stronger and enhanced our collective world in the international development/foreign aid community. When those connections are disrupted, something real and important is lost. This is significant and would only really be experienced by those of us “on the ground” still affiliated, directly or indirectly, with the work we have always done.

In short, many leaders are feeling burned out, isolated within their organizations, and increasingly disconnected from their broader professional community. This creates risk not only for individual wellbeing, but for the resilience of organizations and the sector as a whole — including the potential loss of leaders who carry deep institutional and sectoral knowledge.

At the same time, these shocks have left organizations with limited time and scarce resources to invest in leadership support. More low-cost, low-barrier spaces for peer connection, reflection, and practical problem-solving are essential. One participant validated the demand for similar peer supported spaces, “For me, it was a safe space to brainstorm among peers that I don’t have elsewhere.” Another commented, “the structure really forced/allowed me to be present and being tuned into other people’s experiences was both affirming and I think helped break down some of the tunnel vision I have developed in thinking about the problems I’m confronting with both my supervisees and leaders.”

In times of instability, leadership cannot be a solitary endeavor. Creating intentional spaces for connection is not a luxury, it is a necessity.

The KonTerra Group provides organizational development services through a resilience lens. These Organizational Resilience (OR) services help leaders, teams, and organizations navigate challenges so they can emerge stronger than before. We use proven strategies to strengthen individual relationships, foster team cohesion, support leadership development, enhance employee satisfaction, and build cultures that support transformational growth and achievement of mission-critical goals. KonTerra OR Advisors also partner with KonTerra’s mental health clinicians to address trauma, loss, and conflict and help restore individual and collective wellbeing. For more information, please contact info@konterragroup.net or Alison Giffen at agiffen@konterragroup.net.