My entire life, I’ve struggled to be a savvy young entrepreneur, project manager, musician, theatre kid, traveler, writer, reader, workout enthusiast, friend and a daughter. If possible, I had to do all at the same time. And those who know what I’m talking about are very familiar with the struggle of wanting to do everything.
In the world of non-profit leadership, the management of time is pivotal for impactful change and sustainable organisational structure. I’ve wondered countless times about the abilities of the leaders I admire – how can it be that we attain the unimaginable dream of work-life balance, while growing our organisation and the same time, supporting our staff and improving day by day? Surely there must be a way – with enough time management tools and tricks, the impossible can be made believable.
Recently I’ve been reading the book “Four thousand weeks: time management for mortals” by Oliver Burkeman, wondering about the possibilities of actually doing everything I set my mind to do – and achieving more in less time.
But is it really possible? And how does it work in the context of running non-profit organisations? Let’s dive in and explore the topic a bit further.
Embrace the Finite Nature of Time
Burkeman’s exploration of the finite nature of time serves as a reminder for non-profit leaders. Recognizing that time is limited can be a powerful catalyst for prioritization. Our lifespan is rather short, Burkeman says, and an average human gets to live about 4000 weeks in a lifetime. The truth is, some of us are already halfway there.
Oliver Burkeman argues that since hard choices are unavoidable, what matters is learning to do them conciously, deciding what to focus on and what to neglect, rather than believing that with the right time management system, we will be able to squeeze in as much as possible of “productive time”.
It’s all about accepting that time is scarce, and this is exactly what makes our deliberate choices valuable – and it also means having to accept that we may never have the cleanest house if we’re busy taking care of business, or we may never advance to that promotion if what matters is spending time with family. And that’s okay – because in the end, it all comes down to personal choice.
Align Actions with Core Values
For the biggest part of my life, I’ve struggled with the idea that I have to do absolutely everything because if I don’t, I might be missing out on something really important – I just wanted to keep my options open in case something even better comes up.
And then I remembered one of the principles of nonviolent communication – our feelings are a pointer to our needs.
And then I thought – what does it actually mean, keeping my options open? Is it something else trying to disguise itself as a need for freedom?
Because it’s not a need for freedom. It’s a need for control.
Because the truth is, I want to be an exemplary member of society – this need for control is often linked to a desire for external validation or societal expectations. Society often places value on those who appear to have their lives meticulously planned, creating a culture that prizes control and certainty, disguised as “freedom of choice”. We now have more options than ever to choose a career, partnership or a hobby.
And then, ironically, we find it harder than ever to commit to difficult decisions which in the end might turn out to be more rewarding and fulfilling. We hop from one stone to the other, “keeping our options open”. But you know what’s the best part about having two options? If you choose one and stick to it, you will never know what the other might have brought you to.
Non-profit leaders are often faced with a a gigantic pyramid of tasks vying for attention. The idea of aligning actions with core values echoes loudly in the non-profit sector. So what is the next step? Identifying and prioritizing initiatives that resonate with the organization’s fundamental values so that leaders can ensure that their time investments contribute meaningfully to the grand scheme of things.
Strategic Use of ‘No’
In the non-profit world, opportunities and requests are sometimes all over the place – and we’re often running to grab them all. Burkeman’s advice on the strategic use of ‘no’ is particularly relevant for leaders who act with no clear direction or purpose. Often times, it’s not about us writing a grant proposal just because there is an open call of a program we like – it’s about creating a project and then working to find a solution to fund it. No matter how many times we’d love to take on bigger risks and go after bigger opportunities, sometimes we come to the realisation that life is not about choosing what to do, but rather what not to do.
So, let’s revise what we have so far:
- Time is finite – and that’s why we cherish it.
- Time is, in fact, a concept developed by humans to organise large groups of people – not to make us its slaves.
- Keeping your options open does not come from a need for freedom, rather a need for control.
- Do yourself a favour and say “no”.
— Toni Lyubenova