YWCA staff hit a wall last October, Linda Tissiere says.
“It was before vaccines were announced, before the election, when winter was starting to set in, [a division head] came and said everyone is exhausted mentally, physically and emotionally,” she says. “The staff had leaned in quickly, with the mission of continuing to be able to provide programs and services seamlessly, but it took a tremendous toll on them individually.”
Tissiere responded by bringing in mental health professionals for staff, encouraging team members to take time off and suggesting they find places other than their homes to work. She also began a weekly email that included links to resources as well as a “spot of humor” — a song she’d heard or a personal story that might bring a smile.
“The biggest lesson I learned was how to give myself and others grace and space,” she says. “Sometimes, you don’t even realize how hard you’re working or how stressed you are until you get to a breaking point.”
At the same time, Tissiere says, the YWCA continued with its capital campaign, which included a “major transformation” of its downtown building. “We had good momentum and were able to get the preschool opened only a couple of months later than anticipated,” she says.
Another bright spot: “I was impressed by the generosity and compassion of the region we live in,” she says. “No sooner had we entered the dark days of the pandemic, the philanthropic community rallied, reaching out to nonprofits that provided safety nets. I’m not sure all these nonprofits could have made it through.”
