Merlinda Abrahams, Board Secretary, Inyathelo

Culture is not something that organisations can opt in or out of. Whether shaped intentionally or left to emerge by default, culture always exists. It is reflected in the ways we work together, how we make decisions, and how we hold one another accountable.

It is the soil out of which organisational life grows. And, just as poor soil makes it difficult for plants to thrive, an unhealthy culture limits the capacity of individuals to sustain their wellbeing.

For civil society organisations, this reality carries particular weight. The sector is often tasked with meeting urgent community needs under significant resource constraints. Staff and leaders are expected to show up with resilience, creativity, and commitment, even while navigating uncertainty. In this context, organisational culture is not a “soft” concern. It is what sustains the people who carry the work, and therefore what sustains the work itself.

Inyathelo has long been a trusted voice in this space. Many organisations turn to it for guidance on governance, leadership, and sustainability. By elevating the conversation about culture and wellness, Inyathelo signals something vital: that effectiveness is not measured only in outputs or funds raised, but in the health of the organisations that serve our communities.

So, what does a healthy culture look like? At its core, it is one that creates space for honest yet kind reflection, where people can speak openly without fear of reprisal. It is a culture where individuals are encouraged to express themselves, to learn, and to grow, while being held accountable to the same values their leaders consistently embody. Such a culture does not demand perfection, but it does insist on integrity. It asks leaders to model what they expect from others.

When leaders live their values and create conditions of trust, accountability, and psychological safety, the organisation becomes an ecosystem of health. In such an ecosystem, people are not merely coping; they are thriving. They find the resilience to deal with pressures, the courage to voice concerns, and the energy to contribute fully to the mission of the organisation.

For civil society, the stakes are high. Organisations are often the bridge between vulnerable communities and the resources or advocacy that can change lives. If those who carry this responsibility are themselves depleted, the entire chain of impact is weakened. But when organisations cultivate cultures of wellness and integrity, they multiply their ability to serve.

Inyathelo’s role, then, is not only to strengthen organisations structurally, but to help them recognise that culture is part of their infrastructure. By choosing the kind of soil they cultivate, civil society organisations can ensure that their people, and therefore their missions, thrive.

 This article was first published in Inyathelo's 2025 Annual Report