CvH Blog

It’s no secret that many nonprofit professionals are running on fumes right now. Facing one crisis after another, teams have had little time to recover from the devastating impact of the pandemic—and burnout is rising. For some, the idea of taking time for themselves when their communities are suffering can seem unthinkable. But the longer burnout goes unaddressed, the less engaged and productive will employees become and the less good they can do until, eventually, it feels like the only option is to step back entirely. 

To support their staff and ensure their organizations’ critical work can continue uninterrupted, nonprofit leaders and managers must prioritize employee engagement and well-being right now, even with everything else going on. That’s easier said than done when they themselves may be struggling with burnout. But rather than putting on a brave face, people leaders should consider embracing the opportunity to practice radical vulnerability and make it a core component of their organizational culture. 

If a nonprofit positioned itself as an infallible, invincible force that never faced any obstacles in driving its mission, donors would rightly get the sense that they weren’t hearing the whole story, discouraging them from engaging with the organization. The same thing happens when leaders try too hard to remain upbeat for the sake of their people during difficult times; staff may be left feeling like their leaders are disingenuous, or that they simply don’t understand what the team is going through. 

It’s okay to say that you’re having a difficult time, to talk about steps you’re taking, and to encourage team members to share what has helped them. Employees will appreciate the honesty and the acknowledgment that things are tough—it gives them permission to open up about their struggles, too. Their engagement with your organization will be renewed and, together, you can begin the journey to recovering from burnout. 

from LinkedIn : #Leadership hashtag#LinkedIn