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Forbes
12 hours ago
- Health
- Forbes
Why Nonprofit Leaders Should Prioritize Self-Care
Turcois Ominek is the chief operations officer of FreedomOrg. At many nonprofits, leaders have to guide their teams as they do their part to address social issues—many of which are complex and emotionally challenging. Simultaneously, nonprofit leaders have to juggle various priorities, such as fundraising, building grassroots campaigns and working on effective storytelling. I don't find it surprising that burnout is common in the nonprofit world. Consider this finding from a 2024 study by the Center for Effective Philanthropy (CEP): 'Burnout—for both nonprofit staff and leadership—remains a top concern for most nonprofit leaders, with half of nonprofit leaders feeling more concerned about their own burnout than this time last year.' I believe nonprofit leaders should prioritize self-care, and by doing so, they can help ward off burnout, maintain focus and clarity and model healthy behaviors for their teams. The Importance Of Self-Care Unfortunately, from my observations, some nonprofit leaders don't prioritize self-care due to various reasons, such as feeling guilty for taking time for themselves, not wanting to step away in light of resource constraints at their organizations and struggling to disconnect. But self-care, which the World Health Organization (WHO) defines as 'the ability of individuals, families and communities to promote and maintain their own health, prevent disease, and to cope with illness—with or without the support of a health or care worker,' is vital. It's not selfish. According to one study that focused on caregivers, 'self-care decreases stress, promotes coping, and improves mental health.' In my view, self-care should be a leadership imperative. If nonprofit leaders neglect themselves, they can become burned out and unable to properly support their teams and work toward advancing their organizations' missions. I learned the importance of self-care the hard way. I used to not prioritize self-care as a nonprofit leader because I thought there were others who were doing worse. I didn't feel comfortable practicing self-care when not everyone was able to. But the turning point for me was when I got sick with a Covid-like illness. It was one of those cases where I was sleep-deprived, my immune system was down and I fell ill. I had a conversation with my doctor, and she told me that getting enough sleep, eating healthily and managing my stress would help me. She also told me that if I wanted longevity, I had to reconsider some things. So, I started prioritizing my sleep, and my self-care journey started expanding from there. Key Ways Nonprofit Leaders Can Prioritize Practicing Self-Care Practicing self-care can take many forms, such as exercising, tapping into a creative outlet and meditating. Regardless of how nonprofit leaders choose to practice self-care, based on my experience, there are several ways they can prioritize doing so. First, I recommend setting boundaries. Nonprofit leaders should define their work hours and say 'no' when necessary. That way, they can carve out time for themselves to practice self-care. Additionally, nonprofit leaders should delegate tasks and empower their team members to handle them. In my view, if you can't trust the team you're working with, they're less likely to be able to trust themselves, meaning you'll have to work extra time to tackle their tasks on top of your own. It's also important to schedule regular breaks, be it setting aside 20 minutes each day for a walk, taking a few days off each quarter, etc. Scheduling regular breaks, I've found, helps you stick to a self-care routine. How Nonprofit Leaders Can Encourage Practicing Self-Care On Their Teams In addition to practicing self-care themselves, I believe nonprofit leaders should create organizational cultures where self-care is championed. Teams are integral to leaders' success. Practicing self-care will only get nonprofit leaders so far if their teams are burned out and stressed. There are different ways nonprofit leaders can encourage practicing self-care on their teams. For instance, they can make it easy for staff to access mental health resources, have open conversations about recognizing and managing burnout and make it easy for everyone to step away when they need to. An approach that's worked at my organization is that, outside of being off for the holidays, we also have a big shutdown for three or four weeks every year. This enables me, the rest of the leadership team and every team member to focus on non-work things and decompress. Why Nonprofit Leaders Should Talk About Self-Care With Their Peers Beyond building cultures where self-care is celebrated at their organizations, I also encourage nonprofit leaders to talk about self-care with their peers, fellow nonprofit leaders. Exchanging information can help nonprofit leaders discover new ways to help themselves and their teams navigate self-care. For instance, through a conversation, one nonprofit leader might learn that another has given their team members the option to sign up for art classes or a discounted gym membership. That information could inspire the leader to do the same. Additionally, by talking about self-care with their peers, nonprofit leaders can make it more widespread in the nonprofit world. When more nonprofit leaders and their teams recognize the value of self-care and practice it, I believe they can more effectively advance the causes they're working toward. Forbes Nonprofit Council is an invitation-only organization for chief executives in successful nonprofit organizations. Do I qualify?
Forbes
15-07-2025
- Business
- Forbes
Rethinking Leadership Development For The Social Sector
Executive Director, Miller Center for Social Entrepreneurship at Santa Clara University, accelerating hope for a world without poverty. Being a leader of an organization propelling social and environmental change means engaging in difficult, often isolating work. Problems such as poverty, systemic racism, public health inequities and climate justice are entrenched, volatile and complex. They involve tangled stakeholder networks, ever-evolving constraints, labyrinthine funding journeys and the constant balancing act between mission impact and organizational sustainability. These thorny issues generally lack clear, straightforward technical solutions. Instead, they require adaptive problem-solving skills. Where can leaders of nonprofits, social enterprises and other impact-first organizations turn for answers and help? We're finding that one of the best sources is each other. Why Peer-To-Peer Networks Work Impact leaders face challenges that don't exist in traditional businesses, where so many experts and consultants have gained their experience. Too often, outside consultants, speaker-driven conferences and rigid, pre-packaged training programs fail to address the reality of impact-first organizations. Peer settings offer a welcome alternative, making room for more candor and less posturing. Fellow leaders can provide advice and examples grounded in lived experience, not generic theory. Individuals are more likely to share what didn't work, the pivots they made and the emotional realities behind their decisions with others in similar situations. Within the space of peer networks, leaders can solve problems collaboratively. They can test ideas, get feedback and work through possible solutions together rather than struggling in isolation to find answers. For nonprofits and social enterprises working in rural or isolated areas, or in regions lacking a strong support infrastructure, access to experts of any kind can be limited or nonexistent. Leaders might participate in accelerator or incubator programs at the outset of their ventures, but finding sustained support and training can be difficult. Community lies at the heart of every successful peer network. As the Stanford Social Innovation Review has said, 'What distinguishes peer-driven change ... is that it emphasizes people's mutuality, where peers share information, connections, and funding to achieve their goals.' Building community is crucial for creating the mutual support and trust that allow peers to truly listen to and learn from one another. A Peer Network In Action I had the privilege of witnessing a powerful example of peer-driven change last March at our organization's inaugural Entrepreneur Summit in Nairobi. The summit brought together a group of distinguished entrepreneurs from 15 countries around the world who are building successful, impactful organizations. Peer-led sessions focused on leadership, scaling and navigating current funding challenges. Participants built valuable connections with like-minded individuals who shared a passion for innovation, entrepreneurship and mission-driven impact. One of the most unexpectedly fun and powerful sessions at the summit was on 'Biggest Failings Stories.' Three seasoned social entrepreneurs, all considered success stories, each shared one of their most painful recent failures—not an early-career failure, but something that happened within the past year. Following this brave demonstration of vulnerability, they invited others in the room to share their stories and even offered a small prize for 'the most impressive failure.' At least 15 entrepreneurs stood up to describe their 'best' failures, with the 'winner' telling a harrowing story of how relying on a verbal funding agreement with a high-net-worth investor went disastrously wrong. In another peer-led session, based on the Brain Trust concept originated by Pixar, breakout group members presented a business challenge, then voted on which issue to focus on more deeply. One entrepreneur, who had been experiencing serious setbacks and was considering giving up, talked in depth about the challenge. Others in the group listened attentively, then asked questions, intended to inspire further exploration rather than offer specific advice. The entrepreneur was able to think about the problem from different angles. Her peers' perspectives helped her approach investors with renewed focus and confidence, which helped her secure funding soon after the summit. What made this event different from typical conferences for entrepreneurs? • It was co-created by and for entrepreneurs of impact-first organizations. • It focused on personal leadership, shared challenges and collective wisdom. • It used peer-led sessions and deep listening to surface insights and forge connections. Rethinking Leadership Development The Entrepreneur Summit wasn't a one-off event. It reflects a broader movement toward decentralized, leader-driven learning and action. And it points the way toward an ongoing support system—a vibrant, multifaceted community—able to drive changemaking leaders' social and environmental impact at scale. Every player in the nonprofit and social enterprise ecosystem has a role to play in making peer-driven leadership a core feature of our mutual efforts. Here are some concrete steps to consider: • Reframe leadership from the lone hero archetype to a model of community-based support. • Integrate peer coaching or reciprocal mentoring programs into existing fellowships, accelerators and incubators. • Convene regular gatherings of leaders who are working on similar issues, and include structured peer learning protocols. • Fund relationship-building as a strategy, not a side effect, by allocating funding for cohort formation, peer retreats and travel stipends that allow leaders to meet together in person. • Leverage digital platforms (secure chat groups, video calls, dashboards) alongside in-person activities to maintain consistent communication, especially for geographically dispersed organizations. Investigate the development of digital tools specifically designed for impact sector peer learning. I invite all nonprofits, impact funders and other ecosystem participants to rethink how we approach leadership development and support for leaders of impact organizations. We need to create more opportunities for those closest to the work to learn from each other—not as a nice-to-have extra or left to the whims of serendipity, but as a strategic imperative. Forbes Nonprofit Council is an invitation-only organization for chief executives in successful nonprofit organizations. Do I qualify?
Forbes
19-05-2025
- Business
- Forbes
The Budgeting Mistake That Could Be Costing You Millions
Helping nonprofits scale gen-ops dollars to fund the infrastructure they need to grow. Sherry Quam Taylor, CEO of QuamTaylor. Do your donors know you need more money? It may seem like a ridiculous question. After all, you run a nonprofit—of course you need money! Here's a surprising reality: Many donors don't actually know the level of financial support your organization requires to keep driving change. Time and again, nonprofit leaders assume their donors understand their organization's overall financial need. Yet, I've seen that when donors who have consistently given $15,000 per year suddenly understand the true financial picture, their giving often increases—sometimes into six figures. Why? Because no one ever explained the overall need and then asked them to give their best gift toward that need. Many donors make assumptions about how nonprofits are funded, often believing that gala sponsorships, gifts, earned revenue or government grants cover all operational costs. Without clear communication from the organization, they may not realize that these funds are often restricted, temporary or insufficient to sustain long-term impact. Donors often think: • Don't my tax dollars cover this? • I saw that big grant announcement—aren't they set for a while? • They have all these big corporate sponsors—do they even need my money? Nonprofits often unintentionally reinforce these misunderstandings. By celebrating big grants or high-profile donations without explaining their full financial picture, organizations risk giving the impression that they don't need additional support. This is where budgeting comes in. Your budget isn't just a financial document—it's a communication tool. When done right, it helps donors understand your annual needs and positions your organization to raise the right level of funding year after year. Let's dive into nonprofit budget best practices that can help you ensure your donors understand your true financial need—and give accordingly. When most nonprofits build their budget, they focus their time heavily on the expense side—how much programs will cost, staffing needs and operational expenses. But that's only half of the equation. A strong nonprofit budget dedicates equal attention—50%—to high-ROI revenue planning. Yet, many organizations spend 95% of their time nitpicking expenses with little strategy on how they will generate the revenue they truly need. If you're not spending significant time on the income side, it's not surprising that meeting or exceeding your revenue goals feels impossible. Your income plan must go beyond 'what's committed so far, plus a little more than last year.' To improve fundraising outcomes, nonprofits have the opportunity to avoid the following common budget mistakes: Many nonprofits set their budget based only on revenue that's already pledged—government contracts, grants and expected event revenue. While this approach provides a sense of security, it can also limit growth. If your organization needs $6.5 million to thrive but only has $5 million pledged, you must ask: • What do we need to start doing to close the gap? • What do we need to stop doing that's no longer working? • Are we investing in fundraising strategies that align our hours with dollars? Bottom line: It's a mistake to only budget based on what is already pledged. Instead, budget based on what you actually need and shift into high-ROI activities that yield a greater number. Some nonprofits detail their expenses meticulously but oversimplify income projections. They might list 'charitable gifts' as a single lump sum, without breaking down revenue segments. This lack of specificity makes it difficult for leadership and board members to engage in meaningful fundraising strategy discussions. Instead, a budget should outline income by donor segment, broken down by gift size. When board members and fundraisers see exactly how the money will be raised, they are more likely to take ownership of their role in securing those funds. Another common mistake is structuring your income budget around how you raise money through events and appeals rather than donor relationships. If your budget lists fundraising activities—galas, 5Ks, Giving Tuesday and direct mail campaigns—but doesn't focus on donor segments, you're likely leaving hundreds of thousands of dollars on the table. This transactional-focused approach keeps staff busy on the wrong things and doesn't encourage higher-ROI activities like relational fundraising. Transactional fundraising, like events and appeals, has its place but should only yield 25% of your budget. When board members only see activities in the budget, they focus on helping with events instead of strengthening relationships with major donors. This can leave your team stretched thin and unable to focus on high-impact fundraising efforts. A well-structured nonprofit budget isn't just a financial road map—it's an expectation-setting tool. It should: • Clearly define both expenses and income strategies. • Ensure board and leadership buy-in on fundraising goals, not just spending plans. • Provide a framework for engaging major donors and long-term funding sources. For example, when a donor asks, 'What do you need this year?' your response should be confident and clear: "This year, we have a $12.5 million budget. Let me share how we plan to fund it and what impact your gift could have." This financial clarity builds donor trust and positions your nonprofit to receive larger gifts. For nonprofits to grow, the question isn't just how much money is pledged but rather, 'What do we need to stop doing so we can start focusing on strategic fundraising?' Moving away from a transactional model to a relational, donor-segmented fundraising strategy requires intentionality. It means prioritizing: • Relational steady cultivation over transactional events and appeals. • Long-term revenue planning over short-term fixes. • Strategic investment in fundraising capacity over cost-cutting. Nonprofit leaders who embrace this budgeting shift while equipping their teams with relational fundraising skills will see transformational results. By ensuring your donors understand your true financial needs and structuring your budget accordingly, you can empower your team to raise more money, sustain your mission and make a greater impact. It all starts with a budget that tells the full story. Forbes Nonprofit Council is an invitation-only organization for chief executives in successful nonprofit organizations. Do I qualify?
