3. ⢠Nonprofit
 Professionals
⢠Understanding
 Burnout
 and
 Self-ÂâCare
⢠Creating
 A
 Self-ÂâCare
 Plan
⢠Avoiding
 Collaboration
 Overload
⢠Nonprofit
 Organizations
⢠Leadership
 and
 Employee
 Engagement
⢠Culture
 Change
⢠Nonprofit
 Case
 Studies
What
 Iâm
 going
 to
 talk
 about
 âŚ..
15. Burnout
 is
 a
 state
 of
 emotional,
 mental,
 and
 physical
Â
exhaustion
 that
 occurs
 when
 we
 feel
 overwhelmed
Â
by
 too
 many
 demands,
 too
 few
 resources,
 and
 too
Â
little
 recovery
 time.
Â
16. The
 Symptoms
 of
 Burnout
Emotional
Â
Exhaustion
Â
Cynicism
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Â
Detachment
Fatigue
Â
Loss
 of
Â
enjoyment
Insomnia
Â
Pessimism
Forgetfulness
Impaired
Â
concentration
Â
Isolation
Detachment
Increased
 illness
Loss
 of
 appetite
Â
Lack
 of
Â
Accomplishment
Anxiety
Â
Apathy
Hopelessness
Depression
Â
Increased
 irritability
Anger
Â
Lack
 of
 productivity
Â
Poor
 performance
And
 burnout
 is
 sneaky!
17. The
 4
 Stages
 of
 Nonprofit
 Burnout
Passion
Â
Driven
Passion
Â
Waning
Passion
Â
Challenged
Passion
Â
Depleted
Take
 Assessment:
 http://bit.ly/np-Ââburnout
20. Self-ÂâCare:
Â
 Many
 Ways
 To
 Put
 On
 Oxygen
 Mask
Self-ÂâCare
 is
 about
 revitalization.
Â
 It
 includes
 any
 deliberate
 and
Â
consistent
 habits
 you
 create
 to
Â
 enhance
 your
 overall
 well
 being.
31. ⢠What
 is
 one
 self-Ââcare
Â
habit
 you
 want
 to
Â
build
 into
 your
Â
work/life
 starting
 this
Â
week?
Â
Â
Mindful
 Moment
32.
33. From  Self-ÂCare  to WE-ÂCare
â Culture
Â
â Employee
 Engagement
â Programs
 and
 Activities
â Nudges
 and
 Cues
â Policies,
 Strategy
34. Changing
 An
 Organizational
 Culture
 That
 Eats
 French
Â
Fries
 for
 Breakfast
Organizational
 leaders
 model
 self-Ââcare
 and
Â
donât
 ridicule
 it,
Â
 ignore
 it,
 or
 give
 lip
 service
When
 employees
 are
 engaged
 in
 creating
 a
Â
culture
 of
 we-Ââcare
 or
 else
 there
 will
 be
Â
either
 a
 steak
 and
 scotch
 rebellion
 or
Â
frequent
 self-Ââcare
 abusers
Not
 a
 quick
 fix
 with
 tactics
 or
 activities,
Â
requires
 patience
38. Crisis
 Response
 Network:
Listen
 and
 Engage
 Employees
 to
 Shift
 the
 Culture
Â
1:
 Functioning
Do
 people
 have
 what
 they
 need
 to
 do
 their
 job?
2:
Â
 Feelings
Do
 people
 feel
 appreciated
 and
 respected?
3:
Â
 Friendship
Do
 people
 feel
 connected
 to
 one
 another?
4:
Â
 Forward
Do
 people
 feel
 like
 they
 have
 opportunities
 for
 growth?
5:
Â
 Fulfillment
Do
 people
 feel
 like
 they
 are
 inspired
 and
 working
 towards
 a
Â
higher
 purpose?
Â
Â
Â
Â
Â
Laura
 Putnam
 â 5
 Fâs
 Framework
39.
40.
41. United
 Way
 in
 South
 Dakota:
 Moving
 Together
⢠Twice
 daily
 all
 staff
Â
walk
 or
 movement
⢠Started
 with
 listening
Â
and
 engaging
 with
Â
employees
⢠Wellness
 coaching
 and
Â
experiment
 10
 years
Â
ago
⢠Now
 part
 of
 culture
42. Hazon:
 Leverage
 Staff
 Champions
Wednesday
 Afternoon
 Weekly
 Walk
-ÂâAfter
 lunch
 for
 20
 minutes
 to
 energize
 and
 build
 community
47. ⢠Fewer
 absences
 and
 sick
 days
⢠Lower
 healthcare
 costs
⢠Higher
 employee
 work
 satisfaction
 and
Â
retention
Â
⢠Ability
 to
 attract
 top
 talent
 when
 recruiting
 for
Â
jobs
⢠Higher
 productivity
⢠Greater
 ability
 to
 handle
 stressful
 situations
⢠Ability
 to
 meet
 and
 exceed
 milestones
⢠Motivated,
 resilient
 workers
⢠Better
 brand
 ambassadors
⢠Responsive
 and
 engaged
 staff
Return  on  Investment
48. Get  Started  Now!
⢠Be open about self-care.
⢠Staff meeting to do
assessments and create
self-care plans
⢠Accountability buddies
⢠Make small changes and
offer reward/praise
⢠Does not have to cost a
lot of money
The
 Happy
 Healthy
 Nonprofit
http://bit.ly/happyhealthynpbook
49. ⢠Does
 your
Â
organizationâs
 culture
Â
amplify
 stress
 or
Â
nurture
 well-Ââbeing?
Â
How
 can
 you
 do
 more
Â
of
 the
 latter?
Â
Mindful
 Moment
50. Summary
⢠Self-Ââcare
 is
 not
 just
 about
 kale
 smoothies
 and
Â
massages,
 it
 is
 part
 of
 doing
 the
 work
⢠Bringing
 well
 being
 into
 the
 workplace
 is
 all
Â
about
 culture
 change
⢠A
 culture
 of
 well
 being
 requires
 leadership
 and
Â
employee
 engagement
⢠Quick
 fixes
 donât
 work
⢠Benefits
 include
 recruiting
 top
 talent,
 retention,
Â
reduced
 health
 costs,
 and
 more
⢠Start
 practicing
 self-Ââcare
 and
 start
 the
 discussion
Â
in
 your
 workplace
53. Collaborative
 Tech
 Overload
â Burnout
 from
 too
 many
 e-Ââmails,
Â
meetings,
 and
 collaborative
 tech
Â
tools
 that
 limits
 our
 ability
 to
 get
 stuff
Â
done
â More
 connectivity
 externally
 and
Â
more
 collaboration
 internally
 is
Â
positive,
 but
 can
 lead
 to
 being
Â
âoverwhelmedâ
â Research
 shows
 that
 todayâs
 office
Â
worker
 spends
 90%
 of
 their
 time
Â
engaged
 in
 tasks
 with
 other
 people.
Â
Â
Research
 Source:
Â
 Rob
 Cross,
 Adam
 Grant
54. â 15%
 of
 organization
Â
time
 is
 spent
 in
Â
meetings
â Four
 hours
 a
 week
 for
Â
status
 update
 meetings
â There
 are
 an
 estimated
Â
11
 millions
 a
 day
 in
Â
America
â US
 businesses
 waste
Â
more
 than
 $37
 billion
Â
year
 in
 unproductive
Â
meetings
Source:
Â
Â
NY
 Times,
 âMeeting
 is
 Murderâ
2/28/16
Fuze
 Infographic
 on
 Meetings
55. Is
 this
 familiar?
⢠Long
 work
 week
⢠Come
 home
 to
 realize
Â
you
 didnât
 get
 stuff
Â
done
⢠You
 start
 doing
 solo
Â
work
 in
 evenings
 and
Â
weekends
⢠You
 donât
 do
 it
 because
Â
you
 are
 too
 exhausted
57. Solution:
Â
Â
 The
 Four
 Pâs
Planning People
Priorities Present
58. Planning:
Â
 Structure
 and
 Rituals
Assessment
1. Our
 team
 has
 a
 clear
 sense
 of
 whatâs
 ahead
 each
 month
2. We
 stick to
 deadlines
 and
 commitments
 and
 rarely
 let
 things
 fall
 through
 the
 cracks
3. My
 team
 or
 organization
 has
 a
 clear
 policy
 about
 sending
 after
 hours
 emails
4. My
 team
 uses
 cloud
 software
 for
 collaboration
 and
 has
 a
 well
 mapped
 out
 workflow
Â
and
 training
 for
 all
 users
0-Ââ8
Whatâs
 your
 score?
Â
Â
 0=No,
 1=Sometimes
 2=Yes
Add
 it
 up
 your
 answers
59. Tips
 to
 Improve
 Planning
â Make
 Solo
 Time
 Part
 of
 Your
 Team
 Culture
â Use
 Look-ÂâAhead
 Rituals
60. Tips
 to
 Improve
 Planning
â Clearly
 Define
 Workflow
 for
 Online
 Collaboration
Â
Platforms
 and
 Training
â Adopt
 Formal
 Practices
 Around
 Team
 Emails
61. People:
 How
 You
 Relate
 To
 Others
Assessment
1. I
 am
 comfortable
 saying
 no,
 negotiating
 requests,
 and
 making
 requests
 of
 others.
2. I
 stay
 away
 from
 gossip,
 office
 politics,
 and
 drama
3. Our
 team
 communicates
 precisely
 via
 email
 and
 online
 collaboration
 tools
4. Our
 team
 has
 an
 effective
 approach
 to
 integrating
 remote
 and
 on-Ââsite
 staff
 for
Â
meetings
 and
 collaboration
Whatâs
 your
 score?
Â
Â
 0=No,
 1=Sometimes
 2=Yes
Add
 it
 up
 your
 answers
0-Ââ8
62. Tips
 to
 Improve
Â
â Set
 a
 Statute
 of
 Limitations
 on
 People
 Frustrations
â Say
 NO,
 But
 Enforce
 Boundaries
 With
 Grace
63. Tips
 to
 Improve
 People
â Write
 emails
 that
 are
 precise
â Create
 a
 remote
 working
 charter
 for
 your
 team
Subjects
 w/Keywords
Â
[ACTION]
Â
Â
Â
 [SIGN]
[DECISION]
 [CORD]
[INFO]
Bottom
 Line
 Up
 Front
 (BLUF)
Fewer
 Words
Link
 to
 Attachments
64. Priorities:
 How
 You
 Spend
 Your
 Time
1. We
 spend
 time
 working
 on
 key
 priorities
 and
 goals
 that
 move
 the
 needle
 for
 our
Â
organization,
 our
 team,
 or
 my
 own
 performance
 and
 growth.
2. I
 complete
 tasks
 even
 when
 I
 donât
 want
 to
 do
 them.
3. My
 organization
 or
 team
 has
 clear
 rationales
 for
 how
 we
 use
 our
 time
4. I
 understand
 and
 accept
 the
 trade-Ââoffs
 that
 I
 make
 when
 choosing
 how
 to
 spend
 my
Â
time.
Whatâs
 your
 score?
Â
Â
 0=No,
 1=Sometimes
 2=Yes
Add
 it
 up
 your
 answers
0-Ââ8
65. Tips
 to
 Improve
Â
â Do
 A
 Trend-ÂâLine
 View
 Reflection
 with
 Your
 Team
â Rethink
 Status
 Updates
 Meetings
66. Tips
 to
 Improve
Â
â Donât
 schedule
 hour
 meetings
 by
 default
67. Being
 Present:
Â
 How
 You
 Focus
 and
 Pay
Â
Attention
1. Our
 team
 schedules
 work
 according
 energy
 levels
2. Our
 team
 is
 focused
 and
 engaged
 in
 meetings
 and not
 multi-Ââtasking
3. We
 have
 distraction
 free
 environment
 and
 time
 needed to
 complete
 the
 things
 that
Â
require
 focus or strategic
 thinking.
4. When
 I
 have
 free
 time,
 I
 know
 how
 to
 use
 it
 productively
 or
 restoratively.
Whatâs
 your
 score?
Â
Â
 0=No,
 1=Sometimes
 2=Yes
Add
 it
 up
 your
 answers
0-Ââ8
68. Tips
 to
 Improve
Â
â Team
 wide
 analysis
 of
 most
 productive
 times
 during
 day
â Have
 explicit
 team
 or
 organization
 policy
 about
 white
 space
 or
Â
maker
 time
69. Tips
 to
 Improve
Â
â Device
 free
 zones
 in
 your
 workplace
â Meeting
 policy
 about
 use
 of
 devices
 to
 avoid
 âtechnoferenceâ