Running an NGO is a labour of love, but let’s be honest, it can also be exhausting. Between juggling day-to-day operations, managing your kaimahi / team, and ensuring your organisation stays true to its mission, the pressure can build up quickly. As an NGO leader, it’s crucial to acknowledge when you’re feeling the weight of stress. One of the best ways to address this is by having an open and honest conversation with your board about what you’re going through.
Here’s a high-level look at how you can approach this sensitive subject with your board, while keeping things constructive and solutions-focused.
Acknowledge Your Reality – Without Guilt
First things first: it’s okay to feel stressed. In fact, it’s entirely normal! Running a nonprofit comes with unique challenges that can take a toll on even the most sustainable leader. The key is to acknowledge the stress without guilt or shame. You’re not letting anyone down by admitting you’re overwhelmed—instead, you’re taking a vital step toward ensuring your wellbeing and your organisation’s success.
When speaking with your board, frame the conversation as a proactive move. You’re not just venting; you’re seeking their collaboration to find solutions that benefit both you and the organisation.
Approach the Conversation with Openness
As NGO leaders, we often feel like we have to carry the weight alone, but your board is there to support you. You can start by opening up about your current experiences in a way that feels authentic but not too overwhelming. It’s important to share what’s really going on, but you don’t need to dive into every detail.
For example, you could say something like, “I’ve been feeling the weight of everything on my plate lately, and I think it’s starting to affect my ability to lead effectively. I want to make sure I’m at my best for the organisation, and part of that is addressing the stress I’m feeling.”
Remember, your board may not be aware of everything you’re dealing with day-to-day. By giving them insight into your situation, you allow them the opportunity to step up and help.
Propose Solutions, Not Just Problems
While it’s important to share what’s going on, you don’t want to leave the conversation feeling like a burden has been placed on the board. Instead, come prepared with a few potential solutions. This shows you’re not just looking for sympathy—you’re actively working on ways to manage the stress.
Could some operational tasks be delegated? Is there room for additional kaimahi / team support, volunteers or external support? Maybe a small shift in priorities could help alleviate some pressure. Whatever the solution might be, presenting it with a positive, problem-solving mindset will keep the conversation focused on action rather than just challenges.
For instance, you could suggest, “I think one way to ease the load would be to look at delegating some of the day-to-day tasks so I can focus more on strategic leadership. Could we explore bringing in additional help or redistributing responsibilities?”
Make Wellbeing a Priority
One of the best outcomes of these conversations is that it can lead to long-term changes in how your board supports leadership wellbeing. Suggest introducing leadership wellbeing as a regular part of your board discussions. This not only normalises the conversation around stress but also shows that your organisation values sustainable leadership practices.
A good approach is to ask, “Could we add leadership wellbeing as a recurring agenda item? I think this would help ensure we’re all operating at our best.”
Follow Up and Build Momentum
Don’t let the conversation end at the board meeting. Follow up with agreed action points and set up regular check-ins to assess how things are going. This will show the board you’re serious about finding sustainable ways to manage stress and improve your leadership effectiveness.
It’s also essential to express gratitude for their support. A simple “Thank you for being open to this conversation and for your ongoing support. I truly appreciate it,” can go a long way in building a positive, collaborative relationship with your board.
Remember: You Don’t Have to Do This Alone
Talking about stress with your board is a courageous step. It shows strength, not weakness, and opens the door to support systems that can benefit both you and the organisation. The NGO sector needs leaders like you to thrive, not just survive. By taking the time to have these conversations, you ensure that your leadership can remain sustainable and effective in the long run.
If you’re feeling uncertain about how to start this conversation, reach out for guidance—there’s always someone who’s been through it and can offer insights. You’ve got this!
Looking for More Guidance?
Starting the conversation about stress with your board can feel daunting, but it doesn’t have to be. I’ve created a Talking Toolkit for NGO Leaders to help guide you through these crucial discussions. The toolkit is packed with practical tips, conversation starters, and strategies to ensure you’re heard and supported in your role.
Get your free copy of the Talking Toolkit today and take the first step toward leading with more balance and less stress. You deserve it, and your organisation will benefit from it too!
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