Burnout is a pressing issue in the nonprofit sector, where employees and volunteers often juggle demanding workloads, limited resources, and high expectations while striving to make a difference in their communities. A report by the National Council of Nonprofits found that over 50% of respondents said burnout caused difficulty recruiting and retaining employees1. To maintain the well-being of nonprofit staff and to ensure the effectiveness and sustainability of organizations, it is imperative to recognize and address burnout. In this article, we explore how nonprofits can adopt a transition-based approach to managing burnout effectively.
Burnout is a state of emotional, physical, and mental exhaustion caused by prolonged exposure to stress and overwork. Factors such as high workload, lack of resources, role ambiguity, and limited support can contribute to burnout. In nonprofits where staff and volunteers are driven by a strong sense of purpose and commitment to their organization's mission, it can manifest as feelings of disillusionment, low performance, and decreased job satisfaction. Addressing it is essential because it significantly impacts individual well-being and productivity and can lead to increased absenteeism and turnover if left unaddressed. One way to successfully navigate burnout is through a transition-based approach.
The transition-based approach to burnout management draws on principles from the Bridges Transition Model2, which emphasizes the human side of change and the importance of supporting individuals through transitions. This approach recognizes that burnout is not simply a result of external factors such as workload or organizational culture but also involves internal processes of adaptation and adjustment. The process of transitioning from burnout follows three phases:
Endings: Burnout often begins with a sense of disillusionment, emotional, and physical fatigue due to prolonged stress and overwork. Recognizing the signs of burnout is crucial during this stage, as it marks the end of the current state of well-being. The Bridges model encourages individuals to acknowledge and accept these endings as a necessary step in the transition process. Nonprofits can create a supportive environment where all involved feel comfortable discussing their struggles and seeking help when needed. This may involve encouraging open communication and providing support through stress management workshops and peer support groups.
Neutral Zone: Burnout can be likened to the neutral zone in the transition model, where individuals experience uncertainty, disorientation, and struggle to find meaning and purpose in their work. In this phase, it is essential to help individuals navigate the challenges of burnout and explore new coping strategies. While seeking external expertise may be inaccessible due to resource limitations, organizations can aim to build a community of interest and develop internal resources over time. This may include flexible work arrangements, clearly delineating roles and responsibilities, providing the right tools, setting realistic expectations, scheduling team check-ins, and recognizing individuals for their contributions. The goal for organizations is to build a repertoire of resources that convey care and inspire action. Ultimately, care and action are the main reasons individuals join nonprofit ventures in the first place.
New Beginnings: The new beginnings phase in the transition model aligns with the process of recovery and renewal from burnout. It involves establishing new patterns of behavior and coping mechanisms. In this phase, individuals begin to reframe their relationship with work and establish healthier boundaries and practices. Organizations can facilitate this transition by promoting work-life balance, fostering a supportive culture, receiving mentorship from senior members, and providing opportunities for professional development and growth. By empowering employees to prioritize self-care and well-being, nonprofits can help them emerge from burnout stronger and more resilient.
Overall, the transition model provides a valuable framework for understanding the process of burnout and guiding individuals through the journey of recovery and renewal. Coping with burnout requires a multifaceted approach that addresses both individual and organizational factors. By recognizing the importance of endings, supporting individuals in the neutral zone, and fostering new beginnings, nonprofits can effectively address burnout and create a culture of well-being and resilience in the workplace.
If you would like to discuss these ideas and others, visit the CLASS Consulting Group.
CLASS has been a trusted advisor to board and leadership teams of nonprofits since 2002. Learn more and reach out today.
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