Expanding Beyond the Mission

Florida’s nonprofit sector plays an integral role in the overall support of our local communities. And as many of us are aware, there is much room for growth in the sector. To dive into the issues that nonprofits face today, the Florida Nonprofit Alliance recently published Giving in Florida – a compilation of data regarding research on nonprofit funding in the state. Additionally, the National Council of Nonprofits (“Council”) published The Scope and Impact of Nonprofit Workforce Shortages, focusing on the challenges nonprofits face in retaining staff and filling vacancies. 

A review of each report demonstrates various trends both within and outside of Florida, including some alarming ones—namely, that while giving is on the rise, so is director burnout. The nonprofit burnout rate is an urgent issue that must be addressed sooner rather than later. In fact, it must be addressed now. 

 

Why Nonprofit Directors are Even More Vulnerable to Burnout

For many, the driving force behind joining the nonprofit sector is based in emotion. Most enter the space with high hopes of making a difference in their community or even the world. They are optimistic and enthusiastic about the change they can help effectuate. This lasts for some time until they start to realize the magnitude of the problems faced. Suddenly, their impact seems very small, and that feeling of hope begins to morph into hopelessness. 

This type of emotional engagement can be extremely stressful on a person, especially at a time where stress and uncertainty have permeated every aspect of our lives. As one professional in The Scope and Impact of Nonprofit Workforce Shortages noted, “The nature of the work we do … and the hours we operate, take a toll on staff, during the best of times. During a pandemic, where staff have to juggle personal and professional challenges in new and wildly different ways, the rates of burnout are exponential.”

On top of the emotional vulnerability involved, there are often very real disparities in benefits between nonprofit and for-profit organizations. Whether those disparities are based in compensation, career advancement, time off, professional development, healthcare, or retirement plans, their effect is the same—feelings of being underappreciated and undervalued. And then there is the trickle-down effect. With most directors feeling emotionally drained and just trying to climb out of the unending mountain of work, there is little time to develop employees, leaving them feeling underappreciated and undervalued, as well. 

An overall lack of resources is another aspect of nonprofit burnout. Automation tools and technology take time, work, and, of course, money. And while they are valuable and can help increase efficiencies (and decrease stress), many nonprofits are not in a financial position to provide these resources. Combined, these factors make many directors wonder what they are doing there and why. And when they can’t answer those questions, they decide it’s time to move on.

 

The High Costs of Burnout

There’s no doubt that a nonprofit’s most valuable resource is its people. Yet, a large portion of our nation’s workforce in this sector is feeling overworked, under resourced, and disengaged. As such, nonprofit directors are staying in their position an average of only eighteen months, citing burnout as one of the primary reasons for leaving. And with high turnover comes high costs and even higher stress for those left behind.

Interviewing, hiring, onboarding, and training all cost money, not to mention an extraordinary amount of time. This is true across all industries, but worse for nonprofits, where turnover is ever higher. In fact, the Society for Human Resource Management (SHRM) reports that the nonprofit turnover rate is 19%, compared to the overall labor market turnover rate of 12%. 

It’s also no surprise that burnt out directors and employees will not perform efficiently—they simply don’t have the capacity to do so. Not only will it be reflected in the quality of their work, but also in their declining relationships with donors, community partners, and others. Inefficiencies cost real dollars that could be better spent on fundraising and improving relationships, not hampering them. 

Additionally, there are significant impacts to the nonprofit’s mission itself. With more time devoted to recruiting and training, there is less time to focus on the organization’s mission, fundraising, and donor relations. When a director walks out that door, those who remain have to pick up the slack. There is more work, more pressure, and more stress on them, leading to more burnout and even more turnover. This is a dangerous cycle for any nonprofit.

 

It’s Time for Action

Nonprofits must take action now. They are so apt to rush to anyone’s need outside of the organization, but what about inside? Where’s their mission then? When leaders notice that a director (or anyone else) in the organization is struggling, they must address it immediately and empathetically. It’s no longer enough to hold an annual picnic and check in with employees over a cool drink on a lazy afternoon. Instead, there must be more consistent and regular check-ins and support—and the time is now. Here are a few ways to get started – 

• Increase Director Engagement 

If directors are more engaged, it follows that their teams will be, as well. And increased engagement means increased productivity, and consequently increased retention and decreased costs. This is where a strong work culture proves its incredible value. Encourage feedback, regularly share the core values and vision of the organization, collaborate more on projects, and ensure the lines of communication remain open. There is no way around it, leaders must be intentional about supporting engagement.

• Balance Workloads 

Research has found some common factors in those directors who suffer burnout. Specifically, they tend not to delegate and don’t clearly communicate strategic direction. If they are burnt out, they can’t see beyond their own survival mode. But what is that saying to the rest of the team? It’s time for nonprofit executives to dust off their coaching skills and help these directors. Meet with them regularly to discuss what their responsibilities are, along with time management, prioritization, and delegation skills, and ensure they have everything they need to do their jobs well. Once they feel some relief from the constant stress, they will begin to see the bigger picture again and start delegating and communicating better, balancing workloads in the process. 

• Emphasize Personal and Professional Development 

For many, self-care seems like a waste of time or even self-indulgent. In an industry based on giving, they want to serve. However, without serving themselves first, they won’t be able to continue in this capacity. We just can’t give what we don’t have. One way to help them prioritize self-care is to implement an organizational wellness program, as well as offer coaching, peer networks, and leadership development programs. Help them see that it is not selfish, but rather necessary for their own wellbeing and for their jobs, the team, and the organization overall. 

• Get Help 

Nonprofits are in a unique position to get more help without paying more dollars. The reason? They have volunteers who want to serve. Nonprofits can (and should) use volunteers to the greatest extent possible to help balance workloads and take some pressure off the team. Increasing technology to automate workflows and other resources will also help streamline processes and buy back some of their spread-too-thin time. Ensuring that directors have the resources they need, including technology and professional development, will go a long way in alleviating burnout.

• Maintain a Connection to the Mission 

Remember to focus on the “why” to help directors stay motivated and inspired. Provide reminders of why they do what they do each day. Celebrate each of their wins, no matter how large or small, to remind them that they are in fact making a difference, even if they feel like it’s a no-win situation. Focus on the “marathon, not a sprint” approach. 

 

More nonprofits need to realize is that it’s not enough to be a mission-driven force in the community if they are burning their own people out. What about putting an internal mission in place? Simply, they must understand that if they don’t invest in a strong organizational infrastructure, they won’t have an organization left to move that mission forward within the community. It’s time for change … and the time is now.

At The Win Woman, we focus on funding opportunities for nonprofits and Corporate Social Responsibly for organizations of all sizes. We work with boards and C-Suite executives to help develop the right solutions for their specific situation in their specific industry. For more information, please contact us. 

 

Until next time, keep Building Your BADASSERY.