Avoiding Burnout
There is a story many nonprofit leaders tell themselves: If I am not the first one in and the last one out, I am not doing enough.
I understand where that thinking comes from. When you lead a nonprofit, the work is deeply personal. You see the needs in your community. You understand what is at stake. You know that people are depending on your organization, your team, and your ability to keep things moving.
So you push a little harder. You take on one more responsibility. You put your own needs aside because your team needs support, your board needs answers, and your mission needs attention.
But what happens when taking care of everyone else becomes a habit of neglecting yourself?
In a recent conversation on The Influential Nonprofit, I sat down with Sharri mcIntyre, founder of the McIntyre Collective, certified executive coach, and leadership strategist with 20 years of experience. We talked about something nonprofit leaders don't always give themselves permission to prioritize: rest.
We explored burnout, delegation, the assumptions that keep leaders overworking, and how organizations can navigate change without leaving their people behind.
One of the biggest reminders from our conversation was this: You cannot pour into your team and your organization when you are operating on fumes.
Rest isn't a reward for finishing everything. It's part of what allows you to lead well.
Nonprofit Burnout Often Starts With the Stories We Tell Ourselves
When Sharri works with leaders experiencing burnout, she often finds that the problem isn't simply the number of tasks on their plates. It's also the mindset behind those tasks.
Leaders may believe:
If I'm not the first one in and the last one out, I could be replaced.
Nobody else can do this as well as I can.
It's faster to do it myself than to teach someone else.
My team's development matters more than my own.
Saying no means I'm not committed to the mission.
These beliefs can become so familiar that we stop questioning them. We simply accept them as part of being a good leader.
But are they facts, or are they assumptions?
Sharri encourages leaders to examine where these beliefs come from. Why do you feel that you have to do everything yourself? Has someone actually told you that you're replaceable if you take a break? Have you tried delegating properly, or have you had a few disappointing experiences and decided that delegation doesn't work?
Sometimes our past experiences shape how we show up today, even when the circumstances have changed.
I shared an example from my own work with someone who constantly softened her statements. She would begin almost every sentence with a qualifier, saying things like, "I'm not sure if this is a good idea," or "I don't know if you'll like this."
She wasn't even aware of how often she was doing it.
When we explored where that habit came from, she connected it to growing up with a highly critical stepfather. She had learned to criticize herself before anyone else could.
That is how deeply our stories can influence our leadership.
The same thing happens when we assume we cannot rest, speak up, or ask for help. We may be operating from an old belief rather than the reality in front of us.
A useful question to start asking yourself is: Is this a fact, or is it a feeling I'm treating like a fact?
That question can open the door to a very different way of leading.
The Power of Rest: Why Nonprofit Leaders Need to Put Their Oxygen Masks On First
We hear the phrase "put your oxygen mask on first" all the time. But how often do we actually apply it to leadership?
Sharri made an important distinction during our conversation. Rest doesn't have to mean taking a two-month vacation or stepping away from your responsibilities entirely.
Rest can be much simpler.
It could be taking a short walk to your car and practicing deep breathing before driving home. It could be creating a little space between meetings. It could be allowing yourself to leave at a reasonable time because you've made sure someone qualified is handling the remaining responsibilities.
The goal isn't to abandon the work. It's to stop treating exhaustion as proof of commitment.
There may be seasons when an organization needs everyone to work harder. Sharri used the example of retail during the holiday season. Teams prepare throughout the year for a particularly demanding fourth quarter. During that period, working longer hours may be necessary and understood.
But you cannot operate at full throttle all year.
Nonprofits also have seasons. Fundraising campaigns, major events, reporting deadlines, and urgent community needs can create periods of intense activity. But those periods need to be balanced with opportunities to recover.
I think this is especially important in nonprofit work because the needs can feel endless. There is always another person to help, another donor to connect with, another grant to submit, or another problem to solve.
If you wait until everything is finished before allowing yourself to rest, you may never rest.
Rest is not a lack of commitment to the mission. It is part of sustaining your ability to serve it.
How to Delegate Effectively Without Losing Control
Let's talk about delegation, because this is where many leaders get stuck.
I often hear leaders say, "I could just do it myself. It would be faster than teaching someone else."
And in the short term, they may be right.
But in the long term, that decision can leave them responsible for the same task over and over again. They never create the capacity for someone else to take ownership, and they remain the person everyone depends on.
Sharri pointed out that when delegation doesn't work, we need to look at how the task was delegated in the first place.
Telling someone what to do and walking away is not always enough.
She shared a simple four-step learning process from her time working at Target that she still uses today.
The Tell, Show, Do, Review Method
Tell: Explain what needs to be done. Be clear about the task, the desired outcome, and your expectations.
Show: Demonstrate how the task should be completed. Give the person an opportunity to see the process rather than relying on verbal instructions alone.
Do: Allow them to complete the task themselves. Give them the space to practise and apply what you've shown them.
Review: Look at the outcome together. Provide feedback, answer questions, and clarify anything that needs improvement.
This process takes more time at the beginning, but it gives people a much better chance of succeeding independently.
It also changes the conversation around delegation. Instead of saying, "I tried delegating, but nobody does it properly," you can ask, "Did I give that person the information, support, and resources they needed to succeed?"
That is a much more useful question.
Allow People to Work Differently
There is another part of delegation that I think leaders need to consider: not everyone will complete a task the way you would.
And that doesn't automatically mean they're doing it wrong.
In our conversation, I shared an experience from working with a team made up of very different personalities. Our strengths, communication styles, and approaches were not the same. But we learned to respect those differences and allow people to contribute in ways that worked for them.
Sharri shared an example of an inclusion exercise where people were asked to look at an image of three people in a boat searching for a lighthouse. One person had binoculars, another was pointing, and the third was looking around. They were all trying to find the same lighthouse, but each was approaching the task differently.
I love that image because it captures something important about leadership.
Your team doesn't need to think exactly like you to achieve the same goal.
Of course, there are standards, responsibilities, and outcomes that matter. But if someone can deliver the required result using a different approach, perhaps there is room to let them.
Delegation isn't about creating a team of people who do everything exactly as you do. It's about building a team that can contribute its own strengths while moving toward a shared outcome.
Why Nonprofit Leaders Need to Get Better at Managing Change
Nonprofits exist to create change. We want to change communities, improve systems, address social challenges, and create better opportunities for people.
But how well do we manage change inside our own organizations?
One of the things we discussed was how often people say they want change until change actually arrives.
A new system is introduced. Responsibilities are restructured. A familiar process disappears. Suddenly, the people who supported the idea in theory are uncomfortable with the reality.
Sharri explained that change management needs to begin before the change itself happens.
People need to understand what is coming, why it matters, what it means for them, and what they can expect. Leaders also need to recognize that not everyone will respond at the same speed.
Some people will embrace change immediately. Others will need more time. Some may resist because they are comfortable with the old way, even when they can see the benefits of doing something differently.
There is no single timeline that guarantees everyone will be ready.
Overcommunicate During Organizational Change
Sharri's advice was simple: you cannot overcommunicate when implementing change.
People need to hear:
What is changing and what is staying the same.
Why the change is necessary.
What benefits the change is expected to bring.
When the change will happen.
How the change will affect their roles and responsibilities.
But communication is only one part of the process. Leaders also need to make room for different reactions.
During our conversation, I shared a story about a weekly trivia night that has become a meaningful ritual for my friends and me. After 13 years, the host announced that he would be stepping away at the end of the year.
One of my friends immediately wanted to solve the problem. Where would we go? What would happen to our regular evening? How would we keep the tradition going?
My response was different. I understood that we would miss the experience, but I also knew we had time to figure out what came next.
Neither response was wrong. We were simply experiencing the uncertainty differently.
The same thing happens in organizations. One team member may want answers immediately, while another is comfortable waiting to see how things unfold.
Good change management doesn't require everyone to turn the page at exactly the same time. It requires leaders to recognize those differences, communicate consistently, and support people through the transition.
Sharri also recommended making change management training an annual practice. Change is not a once-off event. Organizations are constantly adapting, and teams benefit from regularly developing the skills to navigate it.
What to Do When You Start Recognizing the Signs of Burnout
One of the most important parts of our conversation was Sharri's reminder that burnout is not something leaders should simply accept as normal.
Sometimes we become so accustomed to being overwhelmed that we stop noticing how much it is affecting us.
You might find that you're no longer showing up as your authentic self. Things that used to bring you joy don't feel enjoyable anymore. You're constantly stressed, emotionally exhausted, or experiencing physical and mental symptoms.
When that happens, the first step is to acknowledge where you are.
Here are a few ways to begin:
Recognize the signs. Pay attention to changes in your energy, mood, motivation, and ability to show up at work.
Question the expectations you're carrying. Ask whether you genuinely need to do everything yourself or whether you've simply become accustomed to taking it all on.
Talk to someone you trust. Find someone who can listen without judgment and help you explore possible ways forward.
Take one practical action. Start with something manageable, whether that's delegating a task, setting a boundary, taking a short break, or asking for support.
Don't wait until you're completely depleted. Once you recognize that something isn't working, give yourself permission to respond.
You don't have to figure everything out alone, and getting support doesn't mean you've failed as a leader.
Sharri shared that when she launched her coaching and consulting firm, she expected leadership development and career transitions to be the most requested services. Instead, burnout became the topic people wanted help with most.
That tells us something about the environment many leaders are working in.
People are navigating responsibilities and expectations that no longer feel sustainable. The important thing is to recognize it and take action rather than continuing to push through.
Building a People-Centered Nonprofit Starts With Leadership
One thing I took away from this conversation is that creating a healthy workplace requires leaders to be willing to do their own work.
We cannot expect our teams to embrace growth if we are unwilling to grow ourselves. We cannot encourage people to speak up if we don't create an environment where they feel safe doing so. And we cannot build a sustainable organization if its leadership depends on one or two people constantly sacrificing their wellbeing.
A people-centered workplace doesn't happen by accident.
It takes intentional decisions about how we communicate, delegate, manage expectations, respond to change, and support one another.
It also means accepting that people are different. They bring different strengths, perspectives, experiences, and ways of approaching challenges. When leaders make room for those differences, they create opportunities for stronger collaboration and more creative problem-solving.
I loved Sharri's tagline: "Where growth feels grounded and leadership feels human."
That is a beautiful way to think about the kind of workplace we should be creating.
We want people to grow, but not at the expense of their humanity. We want high-performing teams, but not teams that are constantly running on empty. We want meaningful change, but we also need to support the people experiencing it.
And that starts with us.
You Don't Have to Burn Out to Be a Good Nonprofit Leader
If you're a nonprofit leader who feels like you're constantly running, I want you to consider something.
What if being a good leader doesn't mean being available every minute of the day? What if it means building a team you trust, creating clear expectations, and allowing others to take responsibility?
What if rest is not something you earn after you've done enough, but something you need in order to keep doing meaningful work?
You can care deeply about your mission and still have boundaries. You can be committed to your team and still make time for yourself. You can lead through difficult seasons without expecting yourself to operate at full capacity every single day.
You don't have to be the person who does everything.
You have to be the person who creates the conditions for the work to get done, the team to grow, and the mission to continue.
If you're feeling overwhelmed, start by acknowledging it. Ask for support. Look at what you can delegate. Question the assumptions that keep you overworking. And give yourself permission to rest.
Because sustainable leadership isn't about how much you can carry alone. It's about what you can build together.
Continue the Conversation
If you're ready to look at how you lead, how your team works together, and how you can create a healthier, more sustainable organization, I encourage you to connect with Sharri McIntyre and explore the work of the McIntyre Collective.
Sharri offers complimentary consultations so you can talk through your organization's needs and determine whether her approach is the right fit.
And if you're ready to strengthen your donor relationships and create more movement in your fundraising, book a Donor Flow Call with me. Let's look at where your donors are, where they may be getting stuck, and how you can create a more intentional path forward.
Remember, the people behind your mission matter just as much as the mission itself.