Changemakers have shared with us their feeling of awkwardness and undeserving when receiving funding, especially when it’s given without the rigorous processes they're used to undergoing. Many changemakers feel they haven’t done enough to earn the funding, akin to imposter syndrome. They believe that without proving their worth through a detailed process (even more compounded when recommended), they aren’t truly deserving. Drawing comparisons with peers who go through rigorous application processes, while they receive funds more easily, can create a sense of unfairness or inadequacy. This is perhaps no surprise as we’re living in a dominant funding system based on scarcity and competition which feeds off and breeds these dynamics. This is what a capitalist system does to us - forces us to individuals and internalise these things - rather than see things as a wider system dynamic and pattern. This fund's existence is trying to challenge these dynamics, and in the process makes it a counter cultural act - which could be difficult to accept and invite into, given it being so different to the norm.

They can experience an emotional feeling of being a fake or a phony, despite the genuine successes they have achieved through their work. It may hold them back from the self-confidence they have earned and deserve to feel in the acknowledgment of their unwavering commitment to social change and impact. The irony is, that these changemakers are often highly accomplished, impressive individuals, with no apparent reason for them to feel like imposters.

We also recognise that a fund supporting individuals may be in direct contradiction to your leadership approach of being relational and collaborative, and in itself could risk creating new tensions or challenges. After all, money can often be conflated with power and influence. It takes a village - and many people to create change at the scale and magnitude that you’re doing - and goes well beyond you and your capacity.  So it might not feel appropriate for you to invite the possibility - and at the same time- those playing elder roles can feel alone and lesser supported when supporting so many. Who is caring for the care givers? Accepting this support could be role modelling valuing and taking the space you and others need to continue this work.

It's essential to proactively address the feelings of undeserving-ness, that can accompany changemaker funding, and foster a supportive environment together with multiple ways to access a wider network of like minded engaged individuals that emphasise the trust and recognition inherent in such funding, whereupon changemakers can better appreciate and utilize the resources available to them.

Thirty Percy’s response to this

The perception of an individual's contribution to change is often subjective and can be influenced by various factors. Thirty Percy’s approach, which emphasises trust and support for changemakers, can significantly impact their journey and help overcome the self-fulfilling prophecy of feeling feelings of emotional undeserving.

At Thirty Percy we’ve been thinking through how our own process can address and overcome some of these dynamics. We’re sharing these in the spirit of transparency and learning and will continue to evolve these:

Which may include:

·         The value of the Co-design, recommendation, and consideration process. Remind changemakers that being recommended for funding is a testament to their work and impact. Recommendations often come from respected individuals, organizations, and peers validating their efforts.

·         Accountability: The lack of guidelines or expectations can make recipients feel uncertain about how to use the funds effectively and responsibly.

·         Peer Support: Encourage discussions among recipients about these feelings. Knowing others share similar sentiments can alleviate feelings of isolation and inadequacy.

·         Celebrate Achievements: Regularly celebrating and recognizing the achievements of funded changemakers can reinforce their sense of worthiness and accomplishment.

·         Feedback Loops: Establishing informal feedback loops where changemakers can share their progress and challenges can provide a sense of accountability and validation without the burden of formal reporting.

·         Explicit Communication, clearly communicating the changemaker Who, What and Why. Their proven impact and potential emphasise the absence of a rigorous application process as a vote of confidence in their capabilities.