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Dec 11

How nonprofit leaders treat burnout with belonging

By Sponsor Insight

by Barnes Dennig

During the recent 22nd annual Non-profit Leadership Summit, Alida Miranda-Wolff, CEO and founder of Ethos, gave insights about how nonprofit leaders can treat burnout with belonging. The summit was hosted by Barnes Dennig in conjunction with the Leadership Council for Nonprofits, and the Association for Fundraising Professionals with numerous sponsors: the Better Business Bureau, Chase Bank, Fifth Third Bank, Anne M. Maxfield LLC, Bricker Graydon, Eagle Bank Charitable Foundation, First Financial Bank, PNC Bank, and The Yunker Group.

Miranda-Wolff’s keynote presentation addressed ready-to-use tools for organizations, understanding your relationship with power, how to use that power responsibly, and how to share that power. She also presented a real-life example of what can help to create conditions for everyone to thrive at work.

Understanding organizational bias

Some of the most pressing obstacles and biases that non-profit organizations face include:

  • Race and ethnicity bias
  • Structural bias
  • Pay inequality
  • Decreased individual contributions
  • Balancing a remote/in-office workspace
  • Employee shortages
  • Increasing loneliness among employees in the workplace

To start addressing some of these issues, Miranda-Wolff recommends making sure that organization leaders and individuals understand the definition of belonging and the different types of belonging, including: self, foundation, group, societal. Each concept has a unique definition and can carry a different meaning or importance to each individual. Realizing the differences between each and understanding how to interact with everyone’s sense of self is critical to building a culture of belonging.

The relationship between stress and burnout

Some of the components that can lead to burnout are:

  • Exhaustion, or constantly feeling drained of energy due to overextension
  • Depersonalization, or the feeling those you are meant to serve are more problems than those you are meant to help
  • Lack of personal accomplishment, or feeling your work accomplishes or contributes nothing

It is important for everyone to recognize some stress is good. Similar to how exercising muscles can build strength, stress can lead to motivation, growth, building, and feeling satisfied. However, too much stress can lead to feeling tired all the time, exhaustion, anxiety, panic, anger, and in the worst case, a breakdown.
Treating burnout with belonging

Some recommendations to treat burnout with belonging include:

Understanding generational differences: Baby boomers, Generation X, Millennials, and Generation Z are all represented in the workforce. Different generations have different needs and expectations from their work, including feedback style, social rewards, and public versus private recognition. Understanding these differences can help an organization improve employees’ sense of belonging.

Understanding generational commonality: Just as important as recognizing differences, an organization should understand and leverage similarities, such as: levels of financial security, creating a dignified job experience, establishing purpose and meaningful work, how each generation experiences learning, and the types of growth opportunities each generation looks for.

Create belonging through the 3 R’s

  • Relationships
    • Checking-in versus checking-on
    • Creating social space where employees can connect and relax as a group
  • Resources
    • Establishing maximum hours
    • Training employees on the code of conduct and opportunities
  • Reciprocity
    • Building a team environment that supports helping out everyone
    • Institute community organization services

Additional Resources

Download the slides and worksheet, watch the recording, and learn more about Alida Miranda-Wolff here.

Barnes Dennig’s latest Non-Profit Compensation & Benefits Benchmarking Report, which features information and insights from non-profits of all sizes across our region outlines the latest trends in benefits, what various positions pay, and how non-profits are attracting and retaining talent in a tough market.

Other resources include the Non-Profit Toolkit, packed with resources to help your organization thrive, a video overview of Form 990 – and how to use it to tell your story and attract donors and grantors.

Aug 21

Understanding burnout and its impact on employees

By Sponsor Insight

by Christy Frazier Shepard, managing partner, Planning Plus, LLC

According to a recent survey, burnout is on the rise globally, but particularly in the United States. The Future Forum Pulse survey revealed that burnout among the workforce rose by 8 percent globally and by 16 percent in the United States between May 2022 and August 2022. The rates were higher among middle managers.

With rising rates of employees reporting symptoms of burnout, organization leaders have been grappling with how to address the syndrome in the workplace. One good place to start is by gaining a deeper understanding of burnout.

What is burnout?

Burnout can be difficult to describe. However, it’s not a medical condition. According to the APA Dictionary of Psychology, burnout is defined as “physical, emotional or mental exhaustion, accompanied by decreased motivation, lowered performance and negative attitudes towards oneself and others.”

Often, people do not know they’ve reached burnout until they cross the line between “really tired” and “too exhausted to function.” Other people might be the type of personality who likes to stay busy and might not recognize when they are doing too much. Burnout also happens when work-life balance gets too far out of sync. With the rise in remote work and technology in most aspects of our daily lives, this out-of-sync balance has been a common occurrence in the last few years.

The difference between burnout and stress?

While often used interchangeably, burnout and stress are not the same thing. Depending on your personality and DISC behavior type, you may react positively to stress. Some team members find that small amounts of stress help them feel more productive and motivated.

According to the APA Dictionary of Psychology, stress is defined as “a normal reaction to everyday pressures but can become unhealthy when it upsets your day-to-day functioning. Stress involves changes affecting nearly every system of the body, influencing how people feel and behave.”

While the benefits or detriments of slight stress vary from person to person, burnout is exclusively detrimental. Too much pressure and chronic stress can lead to burnout. These cases occur when someone has been so worn down by stress that you feel — as the name suggests — burned out.

Like stress, burnout manifests differently, depending on the person. Even though we commonly associate burnout with emotional exhaustion, it can impact all areas of your life — including your physical health.

Signs of burnout

Common causes of burnout?

Like the various signs of burnout, there are a variety of burnout causes. In general, each cause leads to a central tipping point: When work-related stress or pressure becomes too much or goes on for too long, it can lead to burnout.

You may be at risk of burnout if there is:

  • Little to no control over your workload.
  • Little to no recognition of a job well done.
  • Unclear job expectations.
  • Unreasonable or overly demanding job expectations.
  • High-pressure work environments.
  • Too much work — specifically when it leads to less time to do the things you enjoy outside of work.

How to prevent burnout on your team

One of the most impactful things you can do as a manager is support your team and recognize burnout before it happens. It’s much easier to prevent burnout than to fix it once it’s already happening — by the time you notice burnout, it’s hard to reverse. Instead, be proactive about your team’s workload.

  • Frequently checking in on their capacity and resource management to get ahead of burnout and ensure team members aren’t overwhelmed.
  • Workload management tools give you a bird’s-eye view of everyone’s tasks in one place. That way, you can get a sense of if anyone is overloaded and redistribute that work if necessary.
  • Create realistic and attainable goals. Figuring out how a task contributes to a bigger initiative can take mental energy.
  • Mapping out a clear set of goals for your team to work towards can reduce confusion or overwork.
  • Schedule weekly or biweekly 1:1 meeting with team members to check in on priorities, capacity, and other questions they might have.

Reverse burnout

There are several strategies you can use to reverse burnout. The one that works best for you depends on your situation and personality. Try implementing these strategies in combination with one another for the best results.

  • Scheduling breaks. Burnout happens because you’ve been too stressed for too long. You likely have a lot of work to get done and may be feeling a lot of pressure to do it. To start pushing back against burnout, schedule breaks throughout the day.
  • Setting boundaries. All the causes of burnout have one thing in common: external pressure. One of the best ways to reverse burnout is to set boundaries for yourself. Choose a time to log off from work every evening.
  • Taking time off (if you can). This might not be an option for you straightaway but taking time off is a great way to relax and recharge. Even if you only take a day or half day away from work, this is a chance to seek work-life balance. When you do take time off, make sure to confirm with your supervisor that you’ll be offline and unavailable.
  • Take care of yourself. Often, burnout happens because we are dedicating too much of ourselves to our work. Take time for self-care. Make sure you are getting enough sleep and spending time with friends or family. Try introducing mindfulness into your day through things like yoga or meditation. This can help you combat stressors and increase wellness.

Build resilience

Burnout can happen to anyone, and just because you beat burnout once doesn’t mean it can’t creep up on you again. Here are some steps to developing resilience.

  • Build your work relationships. Many times, burnout can happen when you are isolated at work while simultaneously being under a lot of pressure. One way to build resilience against future burnout is to build and foster your work relationships. When pressure starts to mount, you have colleagues that can provide support and assistance to address the stress before it becomes burnout. You are not in this alone.
  • Align work with performance goals. Aligning work with goals means you’ll have a clear sense of why your work matters. When you understand how the work you are engaged in is contributing to the bigger picture and strategic plan, it is easier to understand and prioritize projects and tasks, even when the pressure starts to build. If you must change direction or reprioritize, you can effectively prioritize your most important tasks without worrying you won’t hit your goals.
  • Balance your work life with your personal life. In addition to getting enough sleep and connecting with loved ones, make sure you’re dedicating time to your interests outside of work. Do things you enjoy, whether that’s reading a book, seeing friends, being creative, doing a sport, or something else. Think of it like diversifying your investments—but in this case, you’re investing in your interests.

From burnout to balance

Burnout can fly under the radar. Given enough time, these symptoms can build up and impact the well-being of your team members. The best way to ensure your co-workers aren’t burning out is to spot it before it happens. That’s where workload management comes in.

May 01

Is your nonprofit suffering the effects of secondary trauma?

By Feature, Mental Health

Local nonprofit leader stresses the importance of understanding mental wellness among employees

by Shari Finnell, editor/writer, Not-for-profit News

“Burnout.” “Compassion fatigue.” “Secondary traumatic stress.” “Vicarious trauma.” More than likely, you’re somewhat familiar with these terms, especially if you work or volunteer for an organization that supports individuals struggling with addiction, abuse, unemployment, food insecurity, homelessness, damaged relationships, or grief.

In the aftermath of the COVID-19 pandemic outbreak, the term “burnout,” in particular, gained increased attention as nonprofits disproportionately face an exodus of employees, along with an increased demand for services.

However, many people are using the terms interchangeably — which can make organizations vulnerable to other ways that various mental health conditions among their employees can undermine their mission, according to Dr. Cara Berg Raunick, the director of clinical quality at Health Care Education and Training (HCET), a nonprofit organization based in Indianapolis. Berg Raunick also is a former sexual assault nurse examiner (SANE) consultant for the Indiana Coalition to End Sexual Assault and Human Trafficking.

As leaders seek to support mental health programs, it’s important to gain a deeper understanding of each of the conditions and how they can impact an employee differently and, as a result, the organization, said Berg Raunick, who conducted extensive doctoral research on the vicarious trauma experienced among sexual assault nurse examiners.

Berg Raunick said the focus on “burnout” as a concept can be related to its perceived connection to a high voluntary turnover rate in the workforce. According to Nonprofit PR, 45 percent of nonprofit employees surveyed said that they would be seeking new employment by 2025 — which could further exacerbate disproportionately high voluntary turnover rates in the nonprofit sector.

While those concerns can be legitimate from an institutional and workforce perspective, employers also need to address the various types of secondary trauma that nonprofit and healthcare workers often face, Berg Raunick said.

“Burnout can be the easiest one to figure out why it matters,” she said. “People quit when they experience burnout, which can cost us money in training time, staff deficits, and a loss of institutional knowledge and expertise. However, unlike secondary trauma, burnout isn’t strictly trauma related. It can be caused by any challenging work scenario.

“While it certainly can be linked to working with folks who have experienced trauma, it’s important to recognize that people who experience any kind of secondary trauma have an increased risk of burnout,” she added.

In many cases, symptoms of secondary trauma — which is an umbrella term that describes what happens to people who are peripherally impacted by another person’s direct trauma — amy not be readily addressed in the workplace because they may appear to only impact the employee, Berg Raunick said.

Yet, secondary trauma can result in disconnected employees who are ineffective in supporting the organization’s mission, she noted.  According to the U.S. Department of Health and Human Services, symptoms of secondary trauma can include isolation, depression, anxiety, physical ailments, disassociation.

Berg Raunick stressed the importance of recognizing and addressing secondary trauma symptoms among employees — both to support employees’ overall well-being and the organization’s mission.

“In nonprofit and healthcare environments, working as a unit and supporting each other matters immensely,” she said. “It can lead to a decreased connection to patients, clients, and other team members.

“We’re losing a lot of our leaders over time to burnout,” she added. “But those who are staying may be disconnecting and losing their ability to have compassion and empathy. There’s a prevailing attitude that we should be strong, and we should be able to just carry on. We must approach not only our patients and clients and from a trauma-informed lens, but our workforce as well.”

Addressing secondary trauma in the workplace

Based on Berg Raunick’s research on vicarious trauma, which includes cognitive changes that occur with prolonged exposure to trauma, employees supporting traumatized people are likely to experience the highest levels of detrimental effects if they also have a personal history of trauma. 

However, as the research revealed, nurses without a personal history of sexual trauma but who examined sexual assault victims scored similarly in cognitive changes as obstetrics nurses who did have a personal history of sexual trauma — but did not work with sexual trauma victims in their roles. 

It’s important to create trauma-informed organizations and practices, including opportunities for self-care, in the workplace without setting the expectation that lack of resilience is a personal failure, said Berg Raunick.

“A huge part of it is learning about it, prioritizing it, and trying to create space to address it,” she said. “In some ways COVID taught us the importance of addressing it. We experienced immense trauma on so many levels, and the world slowed down for a bit.” 

Since there are many terms that have been associated with secondary trauma, understanding of the differences among them can be confusing, she noted.

“For example, compassion fatigue originated as a less stigmatized term for secondary traumatic stress, but now it is defined as a combination of secondary traumatic stress and burnout,” she said. “Compassion fatigue (as a description) makes a lot of intuitive sense. When we say compassion fatigue to someone, anyone who does any caring or any work in nonprofits, health care, or education, intuitively understands what that means.”

“With vicarious trauma, the changes aren’t pathologic,” she said. “They are normal and expected with this type of work. But while the changes themselves are normal, the effects can be harmful. We need to stress, ‘There’s nothing wrong with you. This isn’t a deficit if you’re experiencing this.”

Employers also should consider increasing awareness around the varying secondary trauma concepts as part of the onboarding process and continual employee engagement, Berg Raunick said. “By nature, most people who head into these kinds of fields have great resilience,” she said. “But it’s important to create trauma-informed organizations and practices, including opportunities for self-care, without setting the expectation that lack of resilience is a personal failure.

“A huge part of it is learning about it, prioritizing it, and trying to create space to address it,” she added. “In some ways COVID taught us the importance of addressing it. We experienced immense trauma on so many levels, and the world slowed down for a bit so that we can focus on it.”  

Ideas for practicing self-care

According to the Substance Abuse and Mental Health Services Administration (SAMHSA), self-care tips to prevent and mitigate the impact of secondary trauma, such as those experienced by teams responding to a natural disaster.

  • Focus on the four core components of resilience: adequate sleep, good nutrition, regular physical activity, and active relaxation (e.g., yoga or meditation).
  • Get enough sleep or at least rest. This is of great importance, as it affects all other aspects of your work—your physical strength, your decision making, your temperament.
  • Drink enough fluids to stay hydrated and eat the best quality food that you can access.
  • Complete basic hygiene tasks like combing your hair, brushing your teeth, and changing clothes when possible. Wearing clean clothes can make you feel better.
  • Try to wash up, even just your hands and face, after you leave your work shift. Think of it as a symbolic “washing away” of the hardness of the day.
  • Make time to learn about the people with whom you work. Taking time for conversations will help foster feelings of positive regard toward yourself and others.
  • Engage with your fellow workers to celebrate successes and mourn sorrows as a group.
  • Take time to be alone so you can think, meditate, and rest.
  • Practice your spiritual beliefs or reach out to a faith leader for support.
  • Take time away from the work when possible. Removing yourself from the disaster area can help you remember that not every place is so troubled.
  • Try to find things to look forward to.
  • Communicate with friends and family as best you can. If you do not have Internet or cell phone access or ways to mail letters, write to loved ones anyway and send the letters later.
  • Create individual ceremonies or rituals. For example, write down something that bothers you and then burn it as a symbolic goodbye.
  • Focus your thoughts on letting go of stress or anger or on honoring the memory, depending on the situation.
Jul 25

Part 2: Is it time to take a break?

By Feature

Lilly Endowment’s nonprofit renewal program highlights benefits of rest

(As nonprofits seek ways to encourage employee retention, enhance recruitment and minimize burn out, Not-for-profit News explores the benefits of Lilly Endowment’s renewal grant programs in this second part of a two-part series. Read Part 1)

[Headline] Part 2: Is it time to take a break?

[Subhead} Lilly Endowment’s nonprofit renewal program highlights benefits of rest

[Byline] by Shari Finnell, editor/writer, Not-for-profit News

(As nonprofits seek ways to encourage employee retention, enhance recruitment and minimize burn out, Not-for-profit News explores the benefits of Lilly Endowment’s renewal grant programs in this second part of a two-part series. Read Part 1 https://charitableadvisors.com/is-it-time-to-take-a-break/)

What would you do with $10,000? How would you rekindle your passion?

Those are the types of questions posed by the Indy Arts Council to applicants of its Creative Renewal Arts Fellowship Program, an initiative funded by Lilly Endowment, Inc., to ensure that artists and art administrators have an opportunity to replenish and reignite their creativity.

For one applicant, the answer to that question resulted in her traveling to Nigeria, recalled Nikki Kirk, director of community investment for the Indy Arts Council.

“As a dance teacher, she had been teaching various African dances but had never been to Africa,” said Kirk, who oversees the arts fellowship program. “While in Africa, she took three classes a day, learning from the folks who are from the region where it started. It re-energized her teaching by allowing her to really get to the heart of what the dance form is all about.”

Jean Luc Howell, director of historic preservation at Newfields, used part of his renewal grant funds to travel with his girlfriend during an extended road trip. Along the way, they visited historic destinations, including the Biltmore Estate in Asheville, N.C., the Winterthur Museum in Winterthur, Del., and Stan Hywet Hall and Gardens in Akron, Ohio. In addition to exploring the historical sites, Howell made wax rubbings of historical manhole covers he came across.

The award came at a time when nonprofit organizations are under intense pressure to come up with new ways to attract visitors, Howell said.

“Having a break was phenomenal, especially now,” said Howell, noting that many organizations operate on a year-round schedule to remain competitive. “We don’t have quiet times like we may have had in previous years, where you can take a breath, clean your office and catch up on other things.”

“With our current seasonal programming, the schedule can feel unrelenting. You must put something out that’s the best or the newest to get people’s attention,” he said.  “You’re competing against people going to the movies or even staying home to stream movies. And there’s pressure to raise money as a nonprofit through income-generating programs. You can lose the passion for why you wanted to work in a museum or a nonprofit in the first place.”

Giving nonprofit employees an opportunity to step back, whether through the renewal grant programs, paid time off or other benefits, has become increasingly important in today’s climate, Howell added.

“There’s so much more pressure,” he said. “Things like this are going to be more important as we move through issues of DEI and other heavy things we’re dealing with at work. You need an extra break from trying to navigate all of that as well.”

Exploring goals through the process

With up to 200 applicants vying for 40 grants through the renewal program, only a fraction of them will be able to take advantage of a renewal, Kirk pointed out. However, she said, the grant application process itself can be therapeutic.

“Some of the individuals that I’ve spoken to have said that even writing the grant application has been renewing for them because it’s about answering questions like, ‘What do you want to do?’ ‘Why do you want to do it?’ ‘How is this going to impact you?’ ‘What’s inspiring to you?’,” Kirk said.

“For the folks who do receive the grant, it’s really impactful and powerful, eEpecially during these times of COVID and excessive burnout,” Kirk added. “But beyond that, for the folks who aren’t selected in this round they get some form of renewal by writing down what they want to do. That type of creative writing style has an impact.”

Lilly Endowment has numerous renewal programs that are designed to help rejuvenate professionals in various sectors, including teachers, pastors, youth workers and human service workers. The program for artists and art administrators was implemented in the late 1990s.

“People experiencing burnout don’t necessarily turn out the most creative work because their minds are in so many different places,” Kirk said. “Being able to take that time for yourself helps you invest further and more heavily in the work as you come back into the space.”

Jul 18

Is it time to take a break?

By Feature

Lilly Endowment renewal programs highlight benefits of rest

by Shari Finnell, editor/writer, Not-for-profit News

(As nonprofits seek ways to encourage employee retention, enhance recruitment and minimize burn out, Not-for-profit News explores the benefits of Lilly Endowment’s renewal grant programs in this first part of a two-part series.)

As a long-time dedicated nonprofit employee, Angie Hoskins understands first-hand the symptoms of employee burnout. In 2019, her stress levels hit a peak as she took on additional responsibilities at Easter Seals Crossroads during a critical transition in roles.

“I was juggling two different positions with no end in sight,” said Hoskins, who is a benefits specialist technical assistant for the nonprofit organization. “I was being pulled in several different directions and working a lot of extra hours during a transition.”

Her concerned supervisors urged her to apply for a grant through United Way of Central Indiana’s (UWCI) Human Services Professional Renewal Program, Hoskins recalled. Under the program, which is now in its 20th year of being fully funded by Lilly Endowment, offers up to $10,000 each to up to 25 human service professionals each year to pause from their day-to-day responsibilities to explore their passions and new ideas. Lilly Endowment funds similar programs for teachers, clergy, artists and art administrators.

Hoskins’ grant request to explore her genealogy by touring Ireland was approved. However, COVID-19 travel restrictions related to international travel in 2020 forced her to make a change in plans. This year, she traveled to Alaska with her husband, Shane Hoskins, for a cruise and land tour. 

After returning to Indianapolis, Hoskins said, she experienced a renewed sense of purpose. “This trip was much needed. I came back not expecting how revived I would feel. I was excited to do my job again,” she said. “It also gave me the opportunity to step back and recognize how many people I’ve been able to help.”

Going beyond recognition

Julie Koegel, program coordinator for UWCI’s Human Services Professional Renewal Program, said that the benefits of the program extend beyond acknowledging an employee’s dedication to their nonprofit work. They can prove to be a motivating factor for retention and innovation among employees in the field, she said.

Nonprofit work can be demanding for many employees, Koegel pointed out. “They’re often working long hours. Some of them are on call 24/7. Some are missing their own kids’ activities because they’re going to the activities of the children they serve,” she said. “People get burned out. During COVID, in particular, it’s been really hard because these individuals have been first responders; among the first ones being called for assistance.”

“We wanted to make sure people who have been working in this field for 20, 30 or 40 years are able to experience renewal,” Koegel added. “We also want to recognize those who are younger, who haven’t been working in the field as long. We want to keep them in the field.”

Recognizing nonprofit employees at all levels

According to Sara VanSlambrook, chief impact officer for UWCI, the grant renewal program is an important way to recognize nonprofit employees who often don’t qualify for other recognitions. 

“Too often, frontline managers and staff are overlooked,” VanSlambrook said. “Awards and recognition are often targeted to executive directors. This program is for anyone at any level within an organization. About 45 percent of the grantees over the years have been frontline staff.”

Renewal grant recipients have included employees ranging from executive directors, vice presidents and managers to receptionists, cafeteria workers and correctional officers, she said. 

VanSlambrook also said that these types of benefits in the workplace can be critical for retention.

“It communicates to human service professionals that they are essential workers, and that we value them,” she said. “It reduces stress levels for those who receive it. It brings new energy and creativity to the work upon returning from an investment like this. They usually come back with new ideas and new knowledge that will enhance their work.”

Applicants of the UWCI Human Services Professional Renewal Grant program must meet the following criteria:

  • Must be an employee of a UWCI agency, UWCI, or an invited human services organization that is actively engaged in a UWCI collaborative activity
  • Must have been employed eight or more consecutive years by a human services nonprofit agency as of the application deadline
  • Must have been employed by their current organization five or more consecutive years as of the application deadline
  • Must serve clients in the UWCI areas of service: Boone, Hamilton, Hancock, Hendricks, Marion and Morgan counties
  • Must intend to remain in human services work for at least two years after the renewal experience

Over the years of administering the program, Koegel said, she has seen it accomplish its mission among the participants. “They come back to their jobs renewed, with new perspectives,” she said. 

She also said an evaluation revealed that numerous participants said they probably would have left their jobs if they had not experienced the period of renewal offered under the grant.

“They had reached that point where they were so burned out that they were looking at other opportunities,” Koegel said. “This gave them a chance to take a step back, to have permission not to answer their voicemails, not to look at their emails, and to really disconnect for a period of time and really focus on themselves.”

Oct 27

“Doing more with less” often means burnout for nonprofit staff

By Sponsor Insight

By Stefanie Krievins, coach and founder, Radiancy Coaching Partners |

Nonprofit employees are a mission-driven bunch and sometimes help until it hurts, often doing this work at the expense of our families, health and mental wellbeing.

In a 2011 study, Opportunity Knocks, a national nonprofit job and career services group, found that over 50 percent of the nonprofit employees they surveyed were burned out or were in danger of becoming burned out. In part, the survey found that when an individual leaves a nonprofit, the organization often redistributes the duties.

As positions are eliminated or people leave, according to this study, the nonprofit sector is extremely unlikely to refill those positions, even with temporary help or consultants. We simply spread the work out among the existing employees. The cliché, “Do more with less” is a truism in our work.

Burnout is most often related to how organizations are staffed. The marketing manager is a one-person department in charge of social media, print material, public relations, appeals, volunteer projects, working with the Board’s marketing committee, website technology, planning special events, and marketing for new clients, volunteers, and donors. This is done in the name of those the mission serves. In other sectors, this would be at least four people’s jobs (minus the volunteer management, of course).

It’s time that these practices stop.

We need (and deserve) a resource to avoid burnout, to teach those of us serving the hungry, homeless, refugees and abandoned children how to also take care of ourselves. As the studies show, and we’ve experienced, we can’t be great professionals and continue to serve otherwise.

Radiancy Coaching Partners is that resource. Coaching and group workshops are available for nonprofit staff, boards and volunteers. These services can help with advancing the mission through one-on-one consultations, team trainings, and retreats:

  • Managing time and productivity: saying “No” more often and “Yes” to the right things that advance the plan
  • Understanding communication and work styles individually and as a team
  • Training staff to implement strategic plans
  • Managing for accountability and follow thru
  • Reducing stress

An Indianapolis nonprofit program director and client shared the power of coaching. She said: “I’d always assumed that coaching was for high-powered executives, not regular people. Boy, was I wrong. I began working with Stefanie at a time when I was facing some daunting personal and professional challenges.

“I felt overwhelmed by the choices, and was becoming increasingly unhappy. She derailed my path of unhappiness, helping me to stop and look at things in a new way. I came away from the experience feeling more relaxed and much more flexible about my life. The challenges didn’t go away. It’s just that I have more tools available to meet them.”

I faced this same burnout on more than one occasion in the 10+ years I worked for charities. This is how I found coaching and a new way to contribute to organizations’ missions. Radiancy Coaching Partners provides coaching and consulting exclusively for nonprofits. Learn more about how this resource can help you and your organization at radiancycoaching.com.

stefanie Stefanie Krievins is the founder, coach and trainer at Radiancy Coaching Partners. She has a master’s degree in nonprofit management from SPEA at Indiana University, completed credentialed coaching training from Erickson International, and has more than a decade of employment and volunteering in the charitable sector in Central and Southern Indiana and nationwide. She lives in a low-income neighborhood in Indianapolis as a way to stay connected to the causes she’s most passionate about: homelessness, food insecurity and helping each person get the resources he/she needs to be their best self.