It’s almost 5 p.m. The workday is nearly over, and you’re getting ready to shut down your computer. But then, an email pops up from a coalition partner, asking a “quick question”. You know you should just close your laptop but you think to yourself, “If I just respond quickly now, I won’t have to worry about it tomorrow.”
Fast forward 40 minutes. You’ve cc’d your colleague, hit send, and are finally packing up to leave. Then your colleague replies, “Thanks for sending that!” You banter back and forth a bit. It’s now 6 p.m. and you’re still here, wrapped up in “just one more thing” – again.
Sound familiar? That phrase, “I’ll just do this one more thing, so I don’t have to do it tomorrow,” is an all-too-common trap. It’s deceptively innocent but can lead to burnout, both personally and organizationally. Especially in the nonprofit sector, where the workload often feels endless, the temptation to do “just one more thing” can feel overwhelming.
The Unseen Consequences of Constant Overwork by a Leader
As a leader, how you approach your workload doesn’t just affect you — it sets the tone for the entire organization. Your team watches you closely, and your actions often dictate their own behaviors. When they see you staying late to tackle “one more thing,” they may feel pressured to do the same. The result? A culture of overwork, stress, and ultimately, burnout.
Too often, burnout is treated as an individual problem. We assume that if we just manage our time better, delegate more effectively, or “be more strategic,” we’ll avoid it. The truth is, there is simply too much work for one person to handle — especially in nonprofits. There will never be enough hours in the day, and trying to fit everything in is a losing game. The only real control we have is how much time we dedicate to our work and, most importantly, what we choose to prioritize or let go.
Trusted local non-profits play a pivotal role in supporting democracy!
Get all the info on permissible activities, the role of NGOs and what you can and can’t say here
They have an easy, non-partisan link for registering (and confirming your registration) to vote that you can share with your communities, as well as a report on the power of non-profits.
Check out TREC’s resources on all the in’s and out’s of election year work as a non-profit here
Leadership’s Role in Shaping Work Culture
As an Executive Director (ED) or team leader, you have the power — and the responsibility — to create the structural changes necessary to reduce your team’s workload. Your role is pivotal in guiding the organization toward realistic expectations, balanced workloads, and a culture that values both productivity and well-being.
An ED in a recent leadership program shared that their staff are finally using their sabbatical policy, after years of having it on the books but dusty. “What changed?” someone asked. “I took my sabbatical,” the ED said.
Often, staff hesitate to say “no” to additional tasks for fear of how supervisors or the ED might react. It’s a tough dilemma when everything feels urgent and important, but someone must make tough calls about what truly deserves attention. And that responsibility likely falls to you.
Prioritization: The Key to Sustainable Workloads
One of the most powerful tools at your disposal is prioritization. It’s easy to say “yes” to every new opportunity or request. However, EDs must remember that not all tasks carry equal weight. When you’re faced with competing demands, ask yourself: “Does this task move us closer to our goal or what we outlined in our strategic plan?” If the answer is no, it’s time to say “no” and preserve your time and energy for the initiatives that matter most. Setting the pace for healthy work lives is a core responsibility of leaders, one that’s especially challenging for leaders who feel the weight of the responsibility to take care of their organization and team by doing more. By staying aligned with the organization’s long-term goals, you help staff focus on what truly moves the needle, cutting down on unnecessary work. But you need to be the one to say “no” as staff may not feel they are able to.
And we all know that one of the biggest time sucks is answering emails. They likely take up about 30% of your day. At the same time, probably half of the emails we receive either don’t need to be answered (are not urgent or are not important) or don’t need a reply (are for information only). When we give into those temptations (“New Message” alerts), we set the expectation for others that we should all urgently reply to everything no matter what the content or function. Setting specific times in the day to manage email, and sticking to that timeframe, models strong leadership and sets clear expectations and reasonable boundaries.
The 70% Rule: Creating Space for the Unexpected
Another effective strategy some leaders are using is the “70% rule” — where each staff member allocates only 70% of their time to scheduled tasks. The remaining 30% is reserved for sick days, holiday time, and unanticipated opportunities. This approach ensures that there is always room for the unexpected without overwhelming your team.
Loss of the BLM Public Lands Rule
You may have heard the unfortunate news about the rollback of the BLM Public Lands Rule. If figuring out talking points is another item on your “one more thing” list, the Conservation Lands Foundation, has a great briefing note already prepared that you can use.
One of the key words above is “schedule”. Put tasks on your calendar. Allocate time in your day. If there isn’t space, it means something must go.
It’s true, limiting workloads to 70% isn’t easy. It requires difficult decisions about what the organization will do and how it will prioritize its efforts. It requires clarity in your strategy, helping you move beyond a mere “to-do” list and toward a focused, impactful approach. Remember, being busy is not a strategy.
Managing Expectations: Setting Realistic Boundaries
For EDs, one of the toughest challenges is managing expectations, both within the organization and externally. Clear boundaries are essential. This means setting realistic deadlines, knowing when to turn down new projects, and ensuring your team isn’t over-committed.
It’s equally important to communicate openly with staff, funders, and stakeholders about the organization’s capacity. When you’re transparent about workload limits, it helps everyone adjust expectations accordingly and avoids the dangerous cycle of constant overwork.
Modeling “No” as a Leadership Skill
Your behavior as an ED directly influences the culture of the organization. If you model how to say “no” constructively, you set the stage for your staff to do the same. This creates an environment where team members feel empowered to speak up when they’re overwhelmed and need support or need help deciding what’s in or out. It also fosters a healthier work-life balance across the team.
Encourage staff to be honest about their workloads and offer support when needed. Creating a culture of openness, where “no” is seen as a responsible and necessary part of managing workload, will lead to better resource allocation and more sustainable operations.
Regular Check-ins: Keeping Well-Being a Priority
Ultimately, saying “no” isn’t about rejecting opportunities — it’s about preserving the health and longevity of your organization and your staff. EDs should make it a habit to check in regularly with staff about their workloads and overall well-being. This allows you to adjust as needed and ensures that everyone is supported and engaged.
Offering flexible work arrangements, encouraging time off, and providing mental health resources are all important ways to prevent burnout. These practices help keep your team functioning at its best, without sacrificing long-term sustainability.
Offering flexible work arrangements, encouraging time off, and providing mental health resources are all important ways to prevent burnout. These practices help keep your team functioning at its best, without sacrificing long-term sustainability.
Offering flexible work arrangements, encouraging time off, and providing mental health resources are all important ways to prevent burnout. These practices help keep your team functioning at its best, without sacrificing long-term sustainability.
In support,
Leading During the Polycrisis
Executive Directors (EDs) and non-profit leaders in the North America are facing a “polycrisis” characterized by intense financial instability, severe workforce burnout, and rapid political and regulatory changes. For some, this looks like operating on thin margins or facing deficits due to rising costs and declining, unpredictable funding. For others it looks like not being able to strategize because the boundaries or targets keep changing. Caught in the middle are staff trying to keep up with the ever-growing workload.
While much of this pressure is rooted externally, there are a few things leaders can do to support their organization to navigate these pressures. This worksheet will help you identify key areas for consideration or focus to help shift you from reactive leadership to strategic leadership.
Tools for Workplanning
Work plans are essential for setting employees up for success- they
bring clarity to expectations, enrich feedback and review processes, and
help align each staff member’s work with the overall operating plan of
your organization.
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Bruce Passmore
Contract Consultant – Organizational Development
What excites you most about your work?
I think what excites me most about my work is getting to support
incredible people doing amazing work in so many different parts of the ecosystem. It’s a small way I’m contributing to the positive change in the world, particularly in spaces I wouldn’t usual be able to reach. It fills my heart up when I read a note from someone saying that they were better able to navigate a challenge or felt more able to face something difficult after working with TREC.
What’s something you’re learning or exploring right now—professionally or personally?
Something I am learning right now is the cello. I played for a couple of years when I was in elementary school but then stopped. Looking back on it, I realize now (sadly) that I succumbed to peer pressure (cello wasn’t cool as a teenager). I switched to the drums for high school (go figure). Throughout my 20s and 30s I could feel the draw back to the cello. A part of me really missed the deep sound and resonant feeling. Fortunately, a couple of years ago I picked it up again. I still sound like an elementary schooler learning to play the cello, but I don’t care – I love it. What’s more, I love being in a learning mindset. I love struggling along and then having mini breakthrough moments. I can feel the changes when they come. My poor neighbours though… I think I should buy them earplugs!