Sabbaticals have been part of our culture since biblical times. The concept of taking a sabbatical originates from Leviticus, which emphasized that in the seventh year, “the land is to have a year of rest.” Deuteronomy expanded on this notion by declaring that every seven years, all debts should be erased. Fast forward to 2024 and we find ourselves burdened with debts and devoid of proper rest.
While the tradition of academic sabbaticals is well-established among university faculty, most corporations and nonprofit entities do not extend this privilege. However, the recent phenomenon known as The Great Resignation has prompted a growing number of nonprofits to explore sabbaticals as a strategy for attracting and keeping talented personnel.
Challenges of nonprofit burnout
During optimal circumstances, nonprofit employees frequently find themselves overwhelmed and undercompensated. Much of the work in this sector is emotionally taxing, whether it involves directly aiding individuals, collaborating with communities, or advocating for policy changes to transform systems.
This issue intensified during the pandemic: A national survey conducted in 2021 by the Federal Reserve and the National Council of Nonprofits revealed that 75% of nonprofits “indicated that demand for their services had increased compared with pre-pandemic levels,” while 40% cited a decrease in workforce.
The pandemic’s pressure, coupled with job-related strain, pushed many nonprofit workers to seek higher-paying positions that offered improved work-life balance.
“Everyone has experienced heightened stress levels. Much of this can be attributed to the fact that we are still operating under outdated systems that are not built to support leaders sustainably over time,” says Vu Le, a highly regarded keynote speaker, nonprofit leader, and the author of the widely read blog Nonprofit AF.
A survey from December 2021 by the National Council of Nonprofits indicated that “one in three nonprofits (34%) reported vacancy rates of 10% to 19%, while a concerning 26% stated that they had job openings for 20% to 29% of their positions.” When nonprofits experience staff turnover, the impact is twofold: the expense of recruiting and training new employees as well as the potential disruption to community services or programs due to staffing gaps.
What I discovered on sabbatical
In December 2019, after persistent requests for a sabbatical, my board approved a 12-week paid leave scheduled for June 2020, following our legislative session. We postponed my sabbatical for two years so I could navigate the organization through the pandemic and ensure safe travel. My sabbatical took place from Memorial Day through Labor Day.
Prior to my leave, I envisioned what my experience might entail—how I would feel after three months away from work without financial worries. I imagined returning as a rejuvenated champion, invigorated, in excellent shape, with new achievements and insights to share. Unfortunately, I must confess that I did not shed the pandemic weight and haven’t yet established a consistent fitness routine. On the upside, my monthly migraines have diminished from three days to merely five hours. I now possess more energy, reduced stress levels, and have banished my insomnia.
The duration of my sabbatical enabled me to finish a work-oriented project, travel with my son, delve into creative writing endeavors, and undertake necessary home improvements. I also engaged in a significant amount of leisure time. The unexpected advantage of unstructured time proved invaluable. Like many nonprofit leaders, my tasks often exceed the time available. I operate on strict schedules governed by multiple alarms, to-do lists, and calendars. Having time to relax, to read, to nap, and to let my mind drift was a true blessing. I returned to work infused with fresh ideas for programs and a determination to restructure my efforts to sustain a healthier work-life balance.
My personal revelations reflected those of my peers in nonprofit leadership. In a joint study by Third Sector New England and CompassPoint Nonprofit Services, 75% of leaders acknowledged that their time off allowed them to solidify an existing vision for their organization or help forge a new one. Furthermore, around 50% of these leaders were able to execute their vision upon returning.
How sabbaticals benefit nonprofits
The duration and specific requirements of a nonprofit’s sabbatical policy significantly shape how employees utilize their time away. While many sabbaticals last approximately 12 weeks, others are shorter—only four weeks. Some policies mandate that the time off should directly benefit the organization, whereas others value the absence simply for its restorative qualities.
While there are evident personal advantages for employees who embark on sabbaticals, organizations themselves also reap rewards. Enhanced organizational capacity is a clear advantage. Research conducted by both The Durfee Foundation and The Third Sector found that in 60-85% of cases, nonprofit staff noted that leaders and directors restructured roles and delegated tasks effectively. Additionally, The Third Sector reported that “60% of awardees and 53% of interim leaders observed that the board of directors became more effective due to the planning and insights gained from the sabbatical.”
Sabbaticals can serve as practice runs for leadership transitions. Preparing for a sabbatical often clarifies which responsibilities are essential for the executive director to maintain and which duties can be entrusted to others. Despite the prevalent concern among nonprofit boards that a sabbatical may cause a leader to depart the organization, research demonstrates the opposite; one-third of nonprofit leaders indicated that their sabbatical motivated them to commit to their roles for a longer duration than initially intended, according to findings from Third Sector New England and CompassPoint Nonprofit Services.
What happens if an employee doesn’t return
Leadership changes following a sabbatical can still yield positive outcomes for both the organization and the broader sector. Colin Stein, the former executive director of the BC Cycling Coalition, found that his sabbatical facilitated his pathway out of the organization. After 18 months of leading the BC Cycling Coalition, during which he expanded fundraising efforts and developed a new strategic plan, Stein proposed a six-month unpaid sabbatical to finish a book about the sector.
Though he vowed to return, the coalition subsequently divided his responsibilities into two new roles to cover his absence during the sabbatical. At the conclusion of his sabbatical, Stein realized he was not prepared to return. “Continuing my work on the book and pursuing other contracting opportunities aligned better with my goals, and the new hires allowed the coalition to thrive,” he states.
Stein’s sabbatical ultimately catalyzed significant changes, including succession planning, staff expansion, and organizational restructuring. “The sabbatical positioned us for a healthier, growth-oriented future for both myself and the organization,” Stein reflects.
What to consider when initiating a sabbatical policy
If you are leading a nonprofit and contemplating a sabbatical policy, consider the following points:
- Will the policy apply to all staff or strictly to C-suite executives? Most nonprofit leaders agree that the policy should be inclusive of all employees.
- What responsibilities need coverage while the employee is on sabbatical? Will you delegate these tasks to a staff member as the interim executive director, or will an external interim executive director be appointed? Appropriate compensation should be allocated to either internal staff or external consultants fulfilling these additional roles.
- Can external funding be secured to facilitate the sabbatical? A small number of funders explicitly offer grants to support nonprofit leaders’ sabbaticals. If you are able to apply for and receive such funding, that’s excellent. If not, is there enough general support funding to finance the sabbatical and compensate for internal or external assistance?
- Is the board of directors ready to assist and provide support to the interim executive director?
- What measures are established to support the executive director’s reentry and facilitate the staff’s adjustment?
The Durfee Foundation has provided a DIY sabbatical guide for nonprofits, which includes draft policy language along with recommendations for planning and considerations before, during, and after a sabbatical.
