The sustained upheaval of COVID-19 has led from the “Great Resignation” to “Quiet Quitting,” and now the “Great Exhaustion.” Employees are fatigued, with engagement hitting an 11-year low at 30%.
In the nonprofit sector, leaders face unique stressors like funding uncertainties and high emotional labor, exacerbated by increased service demands post-pandemic. Burnout is a top concern, with three-quarters of leaders saying it hinders mission achievement due to turnover and unsustainable workloads.
The path through the Great Exhaustion lies not in groundbreaking strategies but in embracing the foundational leadership practices that are often sidelined when things get busy. Nonprofit leaders can steer their organizations away from overwhelm by fostering a high-performance culture — one in which people stay engaged and productive, both as individuals and as a team.
Read the full article with NonProfit PRO where Maura Koehler-Hanlon shares how strengths-based leadership can help you effectively lead your people.
