Reducing the chances of board burnout

Time and again we are told about the number of people who, while willing to support not-for-profit groups, end up leaving the sector because they are overworked or over-stressed.

Studies from around the world have told us that well-intentioned and well-meaning volunteers, as well as staff, can be driven from the sector in a hail of stress, low pay and low support.

Given this environment of heavy work burdens, an unwillingness to share responsibilities, low pay (if people are being paid) and pressure from internal and external parties, it is little wonder burnout and stress remain such issues.

This means boards must lead the way, be proactive and put in place measures to at least reduce the likelihood of stress and burnout, or their effects.

There are a number of tools and techniques you can put in your toolbox to help fight burnout; generally speaking they can be divided into two categories: group behaviour/culture and resourcing/training.

Group behaviour and culture

Group culture and attitudes can play a major role in reducing burnout. And in many ways, that culture and behaviour is driven from the top - at board level.

Some aspects of group behaviour and culture are also intrinsically linked with training and resourcing and can even inform future resourcing and training needs.

Lead by example

Your group can't attempt to reduce burnout if the board is unwilling or unable to lead by example. Group leaders must practice what they preach. If not, their words will have a hollow ring.

Develop job/position descriptions

One way to clarify what is expected of your organisation's people is to spell it out directly in position descriptions. These descriptions also allow boards to regulate the tasks for which people are responsible and help avoid overloading any single role or position with too much to do.

Make clear what you expect

A problem can occur when there is confusion over what is expected from people in a certain position or role in your group. Often people express a willingness to take on a role yet find themselves overwhelmed when the full extent of their responsibilities become clear.

Again, position descriptions clarify roles and responsibilities, and should be provided to people before they sign on. Encourage a culture where people can speak up: If your group's culture makes members and volunteers ill at ease about admitting to feeling stressed, or speaking up about issues, the stress will only build.

The board needs to make very clear its desire for people to speak up, as well as its willingness to both listen to reasonable concerns and to try to address them. Also, proper communication channels and procedures should be established to ensure any feedback is heard and acted on.

Offer variety in roles

Burnout isn't just caused by overwork. Monotonous roles where your supporters do the same thing over and over will very quickly cause dissatisfaction.

Maybe your people can share or swap roles occasionally, and ensure there is sufficient variety within each role to reduce the chance of burnout through boredom.

Have an attitude of "do, delegate or dump"

Everyone, from the board down, should remember the mantra of "do, delegate or dump". That means people either:

• Do the job or task;
• Delegate it or perhaps break it into smaller pieces for a number of people to work on, or;
• Dump it, or at the very least re-think both the task and how it should be done.

Entrust and empower others through succession and succession planning

To cater for the time when board members, senior staff, trusted volunteers and other supporters move on, succession plans should be developed to ensure smooth transitions between the outgoing and the incoming.

Groups also need to entrust younger board members, staff or supporters with greater responsibilities if they show a willingness to do them. This allows "newer" board members to progress into more important roles and improve their skills. It also allows older group or board members to gradually reduce their role while retaining a constructive presence, and passing on their knowledge.

Resourcing and training

As mentioned in the previous section, there is cross-over between aspects of resourcing and training, and those of attitude and group culture.

For example, it is impossible to empower younger or less-experienced group members to take responsibility unless there is adequate training and guidance to help them succeed. Some tools and techniques to consider include:

Clear job and position descriptions

Position descriptions ensure roles and positions are clearly defined and are not overloaded with too many responsibilities. This allows those joining your group, or moving within it, to have a clear idea of their role and your expectations.

Induction programs

Induction programs should play a major part in helping newcomers acquaint themselves with both your group and the role they will play. For some roles the programs will be longer than others. For volunteers helping in a small role there might only be the need for briefings.

But laying this basis again makes clear the roles and responsibilities newcomers will have, as well as your group's expectations. Clarity in these areas helps reduce the chances of burnout.

Training

Those with training will perform their role better. Logically, this should lead to more efficient, as well as less stressed, staff, volunteers and helpers simply because they know what they are doing.

For many groups training might just consist of an induction program. But sometimes a more intensive training regimen might be needed - including mentoring, external training or a role on a sub-committee to "learn the ropes".

Regular reviews

Constant feedback is a key part of showing that your group listens to its people and takes note of their opinions, as well as offering your own opinions and viewpoints in return.

Regular reviews also mean your group is actually talking with its staff, volunteers or board members, increasing the chances you will pick up on an issue which has the potential to cause bigger problems down the road if not addressed.

Resourcing

Adequate resourcing is a key to ensuring those who help you, work for you or volunteer are able to fulfil their role efficiently and confidently, as well as reducing the chances of burnout through stress. It also shows that your group is willing to invest in its "workforce".

Resourcing can cover a wide range of areas - from up-to-date information technology to good documentation and role descriptions, adequate training opportunities or even just comfortable chairs and half-decent coffee for the office!

Some aspects of resourcing come at a cost, others are relatively inexpensive. But most should be viewed as part of the price to ensure your people can do their job and help your fulfil your aims.