"This. Is. Not. Sustainable."

How often have you thought those words or found yourself saying, "I love my work, but I’m exhausted," or “I love the mission, but I can’t keep putting my family second,” or "I love my organization, but the stress is impacting my health?”?

These are the whispers of a soul and body that might be burning out.?

I understand these troubling thoughts and feelings all too well. As a non-profit leader, I often ignored and pushed through them, driven by a motivation to serve a noble cause. Unfortunately, in doing so, I fueled the fire of my declining spiritual, physical, relational, and emotional health.

If I could go back in time, I would listen to the whispers before they became shouts that forced me to make decisions and changes I never thought I’d have to.

If we go further back in time and explore the origins of burnout theory, we find a story that’s deeply human and profoundly relevant today. ?What I discovered at the beginning of my research jumped off the page, grabbed hold of me, and wouldn’t let go: the term ‘burnout,’ as we know it, was born out of non-profit work.

In 1974, psychologist Herbert Freudenberger coined the term burnout after experiencing it firsthand while regularly volunteering at a free clinic in New York City. His regular work at the clinic, which focused on youth experiencing homelessness, gave him a profound purpose AND pushed him beyond his capacity to function. I was stunned when I learned this, as I also burned out while fundraising for this beautiful community of young people.

Freudenberger described burnout as “a state of mental and physical exhaustion caused by one’s professional life, where a staff member’s emotional circuits become increasingly overloaded from constant excessive demands on their energy, responsibilities, and resources, leading the individual screeching to an inexplicable halt.”

His groundbreaking research highlighted three key dimensions of burnout:

1. Exhaustion – The depletion of emotional, physical, and mental energy.
2. Cynicism – A sense of detachment or negativity toward work and the people you serve.
3. Ineffectiveness – The feeling that your efforts are no longer making an impact, no matter how hard you try.

Freudenberger observed that these symptoms were especially prevalent among highly motivated individuals in “helping professions”— healthcare, first responders, education, and nonprofit work. The people most vulnerable to burnout weren’t those who didn’t care enough; they were the ones who cared too much without adequate resources or support.

The Non-profit Paradox

50 years later, the 2023 & 2024 State of Nonprofits Survey by the Center for Effective Philanthropy reported that nearly all nonprofit leaders who participated prioritized staff burnout as their top concern.

Why? Because high demands?and?low resources drive many non-profits.

We ask ourselves and our teams to solve some of society’s most complex problems, often with limited tools and support. And while the mission fuels us, the relentless pace, emotional labor, and lack of balance can lead to burnout—a fire that consumes and destroys rather than illuminates and inspires.

The irony of burnout theory originating in non-profit work is not lost on me. But Freudenberger's work also offered solutions—solutions I believe are still relevant today.

Modern Application for Non-Profit Leaders

Freudenberger emphasized that burnout isn’t just an individual problem; it’s deeply tied to the systems we work within. He proposed a blend of clear (yet exceedingly complex) individual and collective actions to address it:

1. Recognize the Signs: Burnout often creeps in unnoticed. Freudenberger urged individuals and organizations to pay attention to symptoms like exhaustion, detachment, and a loss of effectiveness before they become overwhelming.
2. Set Boundaries: Freudenberger acknowledged that many in helping professions tend to over-commit. He stressed the importance of saying “no” to tasks or roles that stretch us too thin.
3. Cultivate Self-Leadership: Freudenberger believed in the power of self-reflection and intentional practices to sustain energy and focus. For nonprofit leaders, this means stewarding your health—spiritual, physical, relational, and mental.
4. Foster Shared Leadership: Burnout isn’t just a personal issue; it’s a systemic one. Freudenberger advocated for workplaces that distribute responsibility equitably, support staff holistically, and prioritize mutual care.
5. Stay Connected to Purpose: Freudenberger noted that reconnecting with the core mission—the “why” of the work—could reignite passion and commitment.

Stewarding the Flame

Freudenberger’s work taught us that burnout results from an imbalance: too much output and not enough replenishment. But it also revealed a profound truth—burnout isn’t inevitable. The same flame that consumes can also illuminate if we steward it wisely.

During the holidays, I watched as a single candle lit hundreds of others at a Christmas Eve service. The flame spread, lighting up the dark and vast space without diminishing its own light. When our energy is cultivated properly, it can inspire, illuminate, and support many people around us. Conversely, a flickering flame can ignite a devastating wildfire under the wrong conditions.

For nonprofit leaders, I believe this stewardship requires two key practices:

1. Self-Leadership: Protect your own light by prioritizing health, pacing your passion, and setting boundaries. Recognize that your role isn’t just about achieving goals—it’s about sustaining yourself for the long haul.
2. Shared Leadership: Create systems that allow your team to thrive. This means fostering a culture of care, clarity, and collaboration. When we steward each other’s light, we all burn brighter.

A Call to Action … over 50 Years Later

Freudenberger gave us the language to name burnout. Today, it’s up to us to respond.

Burnout doesn’t have to define our sector in 2025. Today, we possess the knowledge and tools to embrace a new path. The question for us all to consider as staff, boards, volunteers, and donors is, do we have the courage and capacity to do things differently??

I certainly hope so.?

Too many critical missions are at stake.

(Thank you for your comments and questions - to be continued).