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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.

Nov 08

Delegation vs. micromanagement: It’s a delicate balance

By Sponsor Insight

by Jan Frazier, Planning Plus, LLC

As much as I hate to admit it, I have often been accused of being a micro-manager, something all consultants preach is a big no-no. But as with anything, there certainly is a time and place for this style.

Delegation is revered as a managerial approach to empowering employees, improving efficiency in day-to-day operations, and is considered a “best practice.” The Rules of Delegation dictate that this approach only works if the “delegatee” has the knowledge, skills and experience to get the job done. And we do want to assume our employees have those requisites or they wouldn’t be there (right?). But an employee’s view of the outcome — what the end result should look like, both in style and substance — may be very different than that of the delegator. It’s not a question of skills; it’s a question of definition. And if a common definition of what a completed project looks like is not created, it will be hard to fix on the back end.

Managing for a successful outcome

What are your expectations for the work — as to both what and how? If you have a checklist in mind of how the work will be completed, it’s imperative you share that checklist. Otherwise, both parties could be in for a huge disappointment. Providing this picture of expectations is often called out as micro-managing but that is not always the case. Company culture can have a key aspect.

It may be OK in your organization that as long as the project gets done, we’re happy. But it may be that your culture dictates that projects are completed ahead of the final due date so that there is ample time to review, make edits, and ensure that all I’s are dotted and T’s are crossed prior to final completion.

In this Covid culture when a significant amount of time is spent off-site and not in the same room, e.g. Zoom, group emails, multiple texts, etc., at the end of the discussion have you specifically agreed who is going to do what and by when? And when will everyone follow up? When these pieces are missed, someone needs to step in and ask those questions. This may be considered micromanaging to some but thank goodness someone is stepping up to fill in these blanks.

A culture of performance-based management can go a long way to avoid these types of delegation vs. micromanagement conflicts.

Ensuring that all employees clearly understand what must be done, the expectations of performance (both what and how), and how their work will be evaluated is the first step in a performance-based management culture.

Too often, we are all moving so fast that we make a number of assumptions about how much employees understand what we want and our level of expectations. But that is a dangerous assumption to make.

In those cases, you may find yourself inevitably becoming the dreaded micromanager.

Sep 20

From manager to mentor: Taking leadership to the next level

By Sponsor Insight

by Allie Petty-Stone, firm administrator, Alerding

If you think about how many job titles there are in the world, your head could spin. Yet, out of all of them, many employees aspire to achieve the title of “manager.” That simple designation comes with a sense of accomplishment and purpose, and checks off a big milestone in your career. It indicates that your bosses recognize your qualifications and skills to lead people and/or processes for company endeavors.

So, you finally get that promotion to manager. How exciting! You’ve finally achieved that rung on the ladder — all of the hard work, dedication, and perseverance has finally paid off. However, it means so much more. Being a member of management not only means that you have a higher responsibility for the delivery of services and guidance of people within your organization, it also means you have the opportunity to make an impact beyond the work — mentoring other people.

Managing on its own is challenging as your new title means you’re taking on new tasks with your peers and subordinates looking on. The pressure can be great. How do you manage employees who were previously your peers? You are now a part of a group of decision-makers that can impact the organization and could ultimately be deemed responsible for the success or failure of your team. Responsibilities are greater as you are now guiding the ship, and your mates need to know how you will lead them. Will this new title change how you work and will this impact them? Will you evoke change? Will you be available?

It breaks down to a manager’s capacity to be more than just another authority figure. The position presents an opportunity to go beyond an authoritative presence by serving as a mentor. Great mentors are confident in their own abilities. They are not intimidated by the skills of others, are resourceful in meeting needs, offering employees opportunities to grow, and allowing room for error. It may be difficult and time-consuming at first, but the end goal should be a team that has evolved stronger as a result of your efforts. Being accountable and resolving issues together helps build critical thinkers which, down the road, also can result in more innovative and effective solutions. Overall, everyone learns in some capacity and a happy mentor finds fulfillment by witnessing those successes.

Making a long-lasting impact

I often reflect on those supervisors I had in my early career and how it impacted my work ethic and interactions with others. Although I had some dreadful managers, I was fortunate to have some impactful ones who also became my mentors. I called them my “mother hens” and still speak of them to this day. They were patient and taught me all they knew, passing on invaluable skillsets . Those interactions shaped me into a better employee and gave me a sense of passion for my work. I would not have the patience I have today if it weren’t for their kindness. I’m so grateful for them and, due to their generous nature, I have committed myself to seeking ways to pay it forward.

Keep in mind that people are always watching and listening. Your ethics and integrity are revealed in your interactions and how you manage can be memorable.

Here is an example of how leadership impacted my daughter, who was employed as a barista for a global coffee chain. She worked with a supervisor named Katie. She loved Katie for her spirit, tenacity and unwavering desire to do a great job. Katie led her shift teams with enthusiasm and was a high performer while expecting the same from her team. Here is the real clincher: When Katie was promoted to manager, she asked that she be placed in the worst performing store. You see, it is one thing to move to a successful store, thereby initially inheriting someone’s else’s accomplishments and endeavoring to continue it. However, taking on a known failure with a desire to transform it is quite another. That’s what sets managers and leaders apart. And people notice and carry that forward.

My daughter noticed and admired Katie for this pursuit. Katie left her mark. She made an impression. It transformed what my daughter thought about leadership, too. Now, I do not know if Katie had success in that new role, but I do know that she achieved a level of respect and admiration from my daughter and others upon hearing this story.

She impacted people she wasn’t even aware of. And THAT is the impact of great leadership qualities … you wind up impacting more than just those you know directly.

Sep 13

Board of governance or board of management?

By Sponsor Insight

by Jan Breiner Frazier, owner, Planning Plus, LLC

A not-for-profit board of directors can play one of two roles — that of a board of governance or a board of management. Both are valuable and can be highly effective. What type of board does your organization need?

Much of this depends on the current reality of your organization in this volatile time. But, more often than not, it depends on the strength, skills and expertise of the CEO/executive director. When we have been asked to assist with CEO/ED searches, one of the initial questions we ask is “What is the relationship you want to have between the board and the CEO?” Of course, the general response is that of collaboration, open and honest communication, transparency, etc.

When we think about board governance, we generally refer to the “10 Basic Responsibilities of Non-Profit Boards,” the seminal piece by BoardSource. For the majority of our clients, the board of directors is one of governance, ensuring the adoption of a mission statement, overseeing the financial health of the organization, promoting the organization, etc., and — most importantly — hiring the CEO and giving that individual the responsibility for all personnel decisions. In an established organization, a board generally serves in a governance role, using board member skills to fill in gaps with varied experiences and expertise to help advise and guide staff.

A very strong CEO — one who is independent, focused and driven — may often desire a board that is more than willing to stick to governance and stay out of operations. Enough information is shared so that board members understand the general finances, challenges, and priorities — but the less involved the better.

A board of management is generally more hands on, becoming intricately involved in making and often implementing operational decisions and contributing a great deal of time to the organization. We generally find this type of board with new non-profits, start-ups, in-crisis situations, and in organizations going through significant leadership transitions. Over time, with the right people in place, the board of management can slowly evolve into a board of governance.

Unfortunately, we have seen CEOs who abdicate their responsibilities to the board due to the fear of making decisions, a reluctance to engage in controversial discussions at the board level, or an inadequate level of skills necessary to ensure the organization’s success, leading to boards of governance slowly evolving into boards of management whether they intended to or not. And it’s hard to retreat from that position.

The one constant, however, whether a board of governance or board of management, is the requirement to assist with resource development for the organization (yes, fundraising).

The recommendations we offer below are nothing new and may seem simplistic, but implications to the board are far reaching:

  1. Be very scrupulous in hiring the CEO of the organization in terms of the relationship desired between CEO and the board. Be clear on the expectations of the new hire; carefully identify the needed experience, skills, and behaviors; be diligent in reference checking, including reaching out to board members of the previous organization; and ensure the entire board is on the same page as to the leadership needs of the organization and the level of autonomy it will give its new leader.
  2. Be equally scrupulous in selecting a board chair. Too many organizations have a pre-determined hierarchy, i.e., the vice president automatically becomes president and other officers line up for future succession. The board chair must be someone who meets a similar set of standards you would require in the CEO: strategic in thinking, visionary, strong and effective communicator, ability to manage change and conflict, etc.

Whether your organization has a board of governance or board of management depends on the needs of the organization as it continues to evolve. Just be sure you know which one you want.

Sep 08

Lack of money hampers expansion, study finds

By Feature, Fundraising

By Nicole Wallace, senior writer, The Chronicle of Philanthropy

Nonprofit organizations that want to spread their programs are having a hard time raising the money to expand, according to a new report.

The report is based on a survey of 436 nonprofit leaders, 325 of whom said their organizations were in the process of expanding. Yet only 24 percent of those groups have started fundraising campaigns to finance their planned growth, and those that have are raising an average of only 17 percent of what they say they need to carry out their expansion plans.

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Jul 27

Changing language of nonprofits

By Feature, Governance, Leadership

By Louise Lee, reporter, Stanford University Graduate School of Business

Terms like “data” and “framework” are commonly used by science and health organizations. Nonprofits tackling civil and social justice issues refer to “empowerment,” while more business-oriented nonprofits often use the terms “performance” and “impact.”

But new research by Stanford GSB professor Walter W. Powell shows that there is a fourth group that incorporates and recombines the languages of civil society, science, and management, creating a new discourse combining the language and thus the ideas of various kinds of entities.

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