For many media leaders, the daily grind extends far beyond deadlines and story pitches. The pressure to steer an organisation where every decision can impact livelihoods is a relentless test of mental resilience. Self-doubt and the anxiety of looming uncertainty become unwelcome companions, especially in environments lacking a safety net. For me, this strain is an unending battle.

Personal and institutional debts blur into one another, compounded by family struggles that refuse to stay at home. Even as my mental health teeters on the edge, the world around me expects unwavering strength. Words of praise for our impactful work can feel like a cruel reminder of the gap between what is celebrated and what is endured. My health suffers, my fears are loud, but to those around me, I must remain a superhero.

Beyond the mental strain lies the challenge of managing a revolving door of young talent. In a sector where opportunities are seen as stepping stones rather than callings, each new face brings fresh energy but also fresh challenges. Training, nurturing, and aligning a constantly changing team demands a pace few can appreciate.

Reconciling these short-term ambitions with the long-term vision of the organisation often creates a silent but persistent tension. Many on the team see the next story, the next assignment. I see the next five years, the next generation of journalists who must carry this work forward. It is a balance that is both necessary and exhausting.

Compounding these internal challenges is the harsh reality of a limited talent pool. Applications flood in, some from those who see this work as merely a job, not a mission. Outside the newsroom, family and community members expect opportunities to be handed out like candy, even when dedication and skill are lacking.

This external pressure only fuels the quiet war within—a thousand voices pulling in different directions, demanding more than can be given.

Yet none of these challenges compares to the existential question that haunts every newsroom: how do you keep the lights on? In a market where revenue models are broken and external funding is shrinking, the burden of sustaining good working conditions and fair salaries is immense.

Here, many media outlets pay little or nothing at all, while the public expects high-quality, reliable news for free. Even as donor support grows more unpredictable, the commitment to fairness and professionalism must never waver. Job security is non-negotiable, regardless of the bottom line.

And yet, there is a reason to keep going. There is the chance to serve communities that are too often ignored. There is the thrill of nurturing young journalists who will one day demand answers from those in power. There is the quiet but profound satisfaction of bridging fragile regions to the world’s conscience—of telling stories that might otherwise remain untold.

This work is not about personal triumph. It is about standing firm, even when the foundation shakes. It is about being a candle in the shadows, a stubborn flicker of hope in an environment that too often chooses to look away.

Ahmad is the Founder/CEO of HumAngle Media and HumAngle Foundation

Views expressed by contributors are strictly personal and not of TheCable.