At Candid, we often talk about trends we’re seeing in the social sector. Unfortunately, an undisputable trend these days is burnout. So, in this blog, I’m leveraging my PhD in Psychology to share a bit about what burnout is, why it seems to be everywhere in the nonprofit world, and what organizations, leaders, and individuals can do about it.

Burnout is a problem everywhere; however, there is reason to believe the nonprofit sector is being hit especially hard. Decades of research suggest that individuals in “helping” or “caregiving” professions (e.g., healthcare, human services, community support) are particularly susceptible to burnout. This description applies to many, if not most, nonprofits. On top of this, nonprofits are infamous for being expected to do more with less—which is literally the recipe for burnout. For example, the Overhead Myth essentially rewards organizations for heroically meeting demands without resources.

The global shifts and crises of the last few years have exacerbated these issues. On top of a deadly global health crisis, COVID-era job insecurity increased stress for many. COVID-related furloughs, downsizing, and resignations also often meant that remaining employees were expected to do more with less. Additionally, while the recent shift to remote work has decreased demands (e.g., a long commute) for many, the blending of work and home life has increased demands, as well (e.g., working while also helping your child with homework).

It’s no wonder that a recent report on the State of Nonprofits in 2023 by the Center for Effective Philanthropy found that 68% of nonprofit leaders are somewhat or very concerned about burnout.

How to beat burnout

The good news is that burnout isn’t inevitable or irreversible. The simple cure for burnout is to do less. Decrease demands. Take time off. Rest. Relax. Reset. Of course, this is easier said than done. So, here are some concrete steps to decrease our collective burnout:

  • Funders can help by recalibrating their expectations of nonprofit partners. Consider increasing resources by providing more funding to cover indirect costs and general operating support. Also consider easing demands (e.g., deadlines, reporting, grant applications) when possible.
  • Organization leaders and HR professionals can decrease burnout by ensuring employees have the resources needed to match the demands of their work. This could include developmental opportunities, paid time off, fostering inclusive and non-toxic work cultures, encouraging work-life balance, hiring extra help when needed, having sabbatical or leave policies, or offering flexible work hours.
  • Managers can prevent burnout by creating human-centered norms with their team. This means modeling work-life balance, expressing gratitude, and supporting growth. Managers also play the critical role of assessing team members’ workload—a major burnout factor.
  • Individuals can take steps to monitor their burnout out level too. Burnout may be a result of the environment, but individuals aren’t powerless.

Read the full article about burnout in the nonprofit sector by Cathleen Clerkin at Candid.