Nonprofit Nation with Julia Campbell

Episode: "How to Lead When the Work is Heavy"

Guests: Bridgette Stumpf (CEO and Co-Founder, Volare) & Lindsey Silverberg (Executive Director, Volare)
Date: November 19, 2025

Episode Overview

In this honest and insightful episode, Julia Campbell sits down with Bridgette Stumpf and Lindsey Silverberg of Volare—a leading nonprofit providing trauma-informed legal advocacy and therapeutic services to crime survivors. They explore the emotional weight of trauma-centered work and share strategies for sustainable, compassionate leadership in deeply challenging environments. The conversation dives into trauma-informed organizational culture, tackling burnout, ethical storytelling, fundraising for hard conversations, digital wellness, and the importance of community-care—offering both practical guidance and inspiration for those leading or supporting nonprofits in sensitive fields.

Key Discussion Points & Insights

1. Introduction to Volare and Personal Journeys

[02:35–06:06]

• Bridgette's Path:

  • Entered law via journalism, aiming to empower marginalized voices.
  • "Trauma education changed me not only as a lawyer, but also as a leader." (Bridgette, 04:12)
  • Co-founded Volare (formerly NVRDC) after identifying service gaps for crime survivors.

• Lindsey's Path:

  • Started as a campus sexual assault survivor advocate.
  • Personal experience confronting a friend's hidden role as an offender inspired dedication to the work.
  • Values the "incredibly resilient" people she serves.

2. Defining and Embedding Trauma-Informed Practices

[06:06–10:16]

• Emphasis on embedding SAMHSA's six pillars (safety, empowerment, peer support, collaboration, etc.) into organizational DNA.
• Simple practices can build psychological safety—e.g., clear communication codes in emails for people with trauma backgrounds.
• Key Insight:
  • Trauma-informed culture is not a “box-checking” exercise but an ongoing commitment.
  • "You have to go into the organization with a flexible mindset that what felt trauma informed yesterday… might look different under the conditions we're operating today." (Bridgette, 08:30)
• Clarifies that trauma-informed leadership is compatible with accountability and excellence—being "kind" means honest, boundary-setting feedback.

3. Building Resilience for Leaders and Teams

[10:16–14:41]

• Resiliency is both policy and culture:

  • "Excessive" PTO, sabbaticals for tenured staff, therapy, and professional development.
  • Small, discretionary funds to support staff through personal crises.
  • Accountability partnerships: Example—Bridgette and Lindsey serve as support and reality checks for one another.

• Notable Quote:

  • "We can't build resilient teams if we are not building the resiliency in the leaders that really model that for them." (Bridgette, 12:20)
  • Leadership, especially in trauma-heavy work, can be "a really lonely space" and requires intentional peer support. (Lindsey, 13:26)

4. Fundraising for Sensitive Causes

[14:41–17:50]

• Fundraising narratives around trauma are challenging—people instinctively distance from topics of harm or violence.
• Reframe donor conversations as a gift—a chance for them to make communities safer instead of focusing on deficits.
• Highlight outcomes: "How does investing in trauma supportive care actually build stronger, more resilient communities?" (Bridgette, 17:15)
• Acknowledge the loneliness of fundraising in these fields, compared to higher camaraderie in direct service roles.

5. Storytelling: Ethics, Empowerment, and Safety

[24:55–28:35]

• Struggles with ethical storytelling are common in the nonprofit sector.
• Approach survivor storytelling as a service—never forced, always consent-based, and empowering.
  • "Our job is to be the Google Maps for them… ultimately, they get to make the decision about how and what they share." (Lindsey, 26:47)
• Developed a Survivor Advocacy Council to let clients shape and share their stories, with staff facilitating and ensuring safety.
• Standardize consent—everyone is given the option, as "it's actually a disservice… to assume they don't want to do it." (Bridgette, 27:48)

6. The Challenges of Social Media and Digital Wellness

[28:35–31:49]

• Social media's polarizing environment can retraumatize both staff and audiences.
• Volare remains values-driven in all digital engagement. Focus: community caretaking and accessible resources.
• Recognize that marketing/engagement teams face vicarious trauma and need inclusion in resiliency plans.
• Set clear boundaries on what is and isn't engaged with online, maintaining a safe/positive organizational presence.
• "It is a responsibility to make sure that people know we exist… and uplift the way that we can." (Lindsey, 30:57)

7. Podcasting as a Tool for Connection and Change: "Trauma Ties"

[18:54–23:52]

• "Trauma Ties" podcast launched as an intimate, accessible space to expand conversations about trauma beyond obvious contexts.
• Surprising guests: Sandy Hook teacher, trauma-informed architects.
• Main goal: "We want people to see themselves in a conversation they never thought they would be a part of." (Bridgette, 21:51)
• Podcasting fosters internal and external connections, demystifies trauma, and showcases everyday resiliency.

8. Organizational Growth and Rebranding

[32:41–34:34]

• NVRDC rebranded to Volare to reflect expanded national reach and mission ("Volare" means "to fly").
• Maintained original phoenix symbol to show rising through recovery.
• The change was well-received and aided by a pro bono team from Capital One.

Notable Quotes & Memorable Moments

• Bridgette:

  • "Trauma education changed me not only as a lawyer, but also as a leader." [04:12]
  • "You don't wake up one day and think like, I did it, I'm here. The work is always happening, like every single day…" [08:18]
  • "We give people a gift when we allow them to know the places they can invest around issues they care about." [16:33]
  • "Isn't it actually a disservice… to assume they don't want to do [storytelling]? That is way more harmful than giving them the choice." [27:48]

• Lindsey:

  • "Honestly, the like funny story is I got into all of this because I loved watching Law and Order, which is hilarious… I don't watch it anymore as a protective mechanism for myself." [04:33]
  • "Our job is to be the Google Maps for them… ultimately, they get to make the decision about how and what they share." [26:47]
  • "This can be a really lonely space for leaders… at our own expense of really like burning ourselves out to make sure that the really important work happens." [13:26]

• Julia (Host):

  • "We need to really be shedding light on it and talking about it authentically and sharing that these are problems that are not isolated… it really affects everything in our community." [17:56]
  • "Storytelling is incredibly powerful… they struggle to walk the line between, you know, elevating survivor stories, but also being ethical and prioritizing dignity…" [24:55]

Timestamps for Key Segments

• [02:35] – Introductions, personal stories, entry into trauma-informed work
• [06:37] – Defining organizational trauma-informed practices
• [10:51] – Building resilience for staff and leadership
• [14:41] – Fundraising for trauma and crisis organizations
• [18:54] – Launching the "Trauma Ties" podcast, impact, and audience
• [24:55] – Ethical, empowerment-driven storytelling with survivors
• [28:35] – Navigating social media, digital wellness, and outreach
• [32:41] – Volare's rebrand: process and meaning

Resources & Further Connection

• Volare Website: volare-empowers.org
  • Trainings, resources, and trauma-informed education available
• Podcast: "Trauma Ties" (available on major platforms)
• Connect with Julia: @JuliaCampbell77 on Instagram

Episode Tone & Takeaways

Warm, real, and generous, this conversation underscores that leadership in trauma-centered nonprofits demands continual learning, deep empathy, and systems of peer support. Rather than turning away from difficult topics, Bridgette and Lindsey show how to face them with humility, build resilient communities (internally and externally), and provide hope for those who need it most.

For leaders everywhere, their core message resounds: Compassion and accountability are not opposites but partners in transformational organizational culture.