In the world of international development, organizational health is measured not only by the magnitude of their impact but also by their ability to nurture their most valuable asset — their people. The health of an organization goes beyond its financial stability or the number of projects successfully executed. It permeates into the wellbeing of its employees, the vibrancy of its culture, and the strength of its systems and policies to support sustainable growth and prevent burnout. True organizational health is reflected in how well an organization supports its staff in achieving a work-life balance, encourages continuous learning and development, and fosters an environment of trust and respect. In the quest for social change, the well-being of those driving that change cannot be overlooked; it is, in fact, fundamental to an organization's long-term success and resilience.

Also essential? The fundraising and business development teams who make programs happen from the get go. When the vast majority of International Non-Government Organizations (INGOs) and social enterprises receive funding from institutional donors (foundations, governments, etc.), the pressure to sustain or grow the scale of the organization's impact often rests on their shoulders. Unfortunately, these business development staff feel the pressure. Under the high-pressure environments that define business development, it's common for the fire igniting passion to inadvertently fuel the dangerous blaze that we call 'burnout.'

Dancing with the Deliberate Beast

In an age where rapid results seem to hold more sway than methodical, deliberate maneuvering, it's easy for INGOs to become ensnared in a cycle that values output over the wellbeing of their teams. We have spent years adopting team and organizational management practices from the private sector with the aim of greater efficiency, program quality, and impact. Alongside the (admittedly many) benefits, we've picked up some bad habits that can lead down a dangerous path.

Sprawling across diverse sectors, from public health to education, INGOs often face an intensity of competition and complexity unseen elsewhere. What I've found, in my tenure working with INGOs across diverse continents, is that there exists a dichotomy—a fundamental misalignment between the movement of business development and the pace at which sustainable growth can be achieved. Burnout, more than just a buzzword, has quietly seeped into the fabric of these critical groups.

A Foundation of Resilience

To build a future that doesn't crumble under all-consuming stresses, INGOs must reimagine their business development strategies as not only engines for immediate success but also architects of enduring resilience. This requires re-engineering the very DNA of our organizational business development strategies to ensure that we aren't putting an unrealistic burden on the individuals who will be delivering results. When the growth goals and ambitions of an organization necessitate putting out 50 high quality proposals every year with a business development team of only two dedicated staff, there is a fundamental strategy misalignment. Organizational leadership must begin to understand what is realistic to achieve without the shadow of burnout looming.

The Chemonics Fallacy

Not to call any individual out, but we've had a bad influence when it comes to whether we prioritize the whole human beings who work for our organizations or the results they deliver. Chemonics, often esteemed for its ability to force results under Herculean conditions, has set a dangerous precedent. The oft-cited model – one based on a strategy to "bid on everything" with a rapid employee turnover system at its back – is idolized for its capacity to deliver results, but its premise is deeply flawed. It worked for them, but at what cost?

The archetype of the indefatigable business development professional, immortalized in our collective psyche, is a double-edged sword. While it glorifies the relentless pursuit of funding, it conveniently glosses over the depletion it inflicts.

What works for the behemoths in our field is not a mold to be blindly followed. Instead, it should stand as a cautionary tale—a reminder that sustainable growth in INGOs requires a different narrative, one that's predicated on human sustainability as much as financial reward.

Changing the Conversation

It's time for a fundamental shift in the way INGOs perceive and practice business development. Change must breed within the conversation—from the boardrooms where expectations are set to the very staff who must recalibrate their approach to work—and life. INGOs need to start acknowledging the toll overly ambitious goals take on the business development (and program and ops and finance) staff, and take concrete steps towards promoting a healthier work culture.

Right-Sizing for Right Purpose

A key part of a resilient business strategy is getting the size right. It's all about matching what an organization dreams of doing with what it can actually handle. You've got to make sure your fundraising goals don't push your team too hard and break them. Similarly, your growth plans should be paced in a way that allows for sustainability and avoids overworking staff.

Setting Goals with Sanity Intact

The first step in achieving this change is rethinking our understanding of success. The obsession with revenue results must be balanced with an equal emphasis on individual well-being. True progress is achieved when this triumph is harmonized with the prosperity of the team behind it. Therefore, businesses need to realign their definition of success to include metrics that measure not only financial prowess but also the resilience and contentment of their human capital.

We can no longer view burnout as a badge of honor; instead, it should be an indicator that something is fundamentally broken in our organizational strategy.

Sustainable growth requires sustainable practices, and this begins with the acknowledgement of human limitations. It's a strategy that acknowledges the relentless pursuit of massive quotas as an act of futility, if not aligned with the health and readiness of the team to pursue them. INGOs must take a holistic approach to business development that takes into account the well-being of staff and promotes work-life balance. This means setting realistic goals, investing in staff training and support, and creating a culture that values self-care and personal growth as much as financial success.

Unconstrained growth, a common byword in INGO circles, has sown the seeds of a false narrative wherein the perpetual expansion of business development goals (but not teams) is a prerequisite for success. The reality, however, is that sustainable growth requires a judicious balance, not a sheer abundance of results born on the backs of a stressed out few. It's more about working smarter with the teams we have and empowering them with the tools to thrive, not just survive.

A Balancing Act of Recruitment

Let's assume that we've figured out that a solo business development staff position cannot single-handedly deliver massive growth goals. While it'd be easy to say "to deliver 5 high quality $10+ million proposals per year, you need X business development staff members."

Figuring out what human resources are needed to achieve the goals your organization has identified is an art, not a science. It requires delicate balancing between financial resources, staff capacity and workload, and the ever-changing demands of the development landscape. Moreover, simply hiring more staff is not a sustainable solution. Recruitment should be approached strategically, with a focus on finding individuals who deliver the right skills and fill the right roles.

At the same time, we need to transition from firefighting to fire prevention. Pioneering a culture that proactively safeguards mental and physical well-being is the antidote to the insidious burnout that currently plagues INGOs. This involves restructuring job roles, integrating wellness programs, and embedding a philosophy of work-life harmony into institutional frameworks. It's about curing the symptom, not just treating the fever.

Preparing for the Long Haul

Long-term success means we need a solid plan that doesn’t just expect our team to give everything they've got, but also creates a space where they can grow personally and professionally without risky sacrifices. Finding our way to sustainable business practices isn’t going to be quick or easy. It’s about rethinking the way we’ve always done things and stepping away from the high-stress, burn-and-churn approaches that are all too common in the industry. Think of it as a marathon, not a sprint. It’s going to take patience, sticking to it, and a big shift in how we see things culturally throughout the industry.

The Journey to a New Industry Norm

The path to a redefined, sustainable business development function is a labyrinthine one, laden with resistance and recalibrations. This is not a change that occurs overnight, but rather a metamorphosis of organizational culture throughout the international development sector that demands patience, leadership, and a community-wide commitment to a new standard. No longer can we believe that the mission is motivation enough for people to work all of their nights and weekends, missing holidays and family events, and rearranging their entire life to travel halfway around the world at the drop of a solicitation. So how do we start making moves in that direction?

The Pillars of Transformation

The transition towards a balanced and humane business development approach rests on several pillars that demand immediate attention:

• Board-Level Buy-In: Aligning board expectations with the reality of what is possible within existing resource constraints and the realities of human limitations is the linchpin for change. Setting achievable fundraising targets that are in concert with the team's capacity is an essential starting point.
• Integration of Well-being Metrics: Measuring employee satisfaction, assessing stress levels, and tracking retention rates alongside traditional Key Performance Indicators will provide a holistic view of team health and organizational success.
• Team Empowerment: Organizations need to listen to their business development teams. These are individuals who have spent their careers learning what works, what doesn't, what is strategic, and what isn't. This also means listening when the business development team says that, while they could take on another live proposal they know they shouldn't because of the cost of not resting between bids.
• Transparent Communication: Fostering an environment where open dialogue about workload and well-being is encouraged creates a culture where these discussions are not signs of weakness but of maturity and business acumen. For BD team leaders, this means both modeling boundary setting and respecting boundaries set by their staff.
• Innovation in Business Development Processes: Implementing more efficient proposal development processes, investing in technology, and fostering innovative strategies can significantly reduce the onerous workload currently shouldered by business development teams. This isn't always about doing the latest (::cough:: AI ::cough::), but is often about doing what we've always known works, just more consistently and better.
• Leveraging Technology for Work-Life Balance: Deploying tools that facilitate remote work, automate non-essential tasks, and promote flexible work schedules can yield both performance enhancement and a more balanced professional lifestyle.

A Ladder of Organizational Change

This new standard requires buy-in from all stakeholders, where board members, executive leadership, and ground staff engage in a mutual pact to prioritize sustainability. It’s the collective commitment to a shared vision that will not only foster individual growth but fortify the organization against the storms of uncertainty that define our work.

Change at this scale hinges on commitment to organizational change at every rung—each member contributing their piece to construct a culture that ceases to perceive burnout as an inevitable, or even commendable outcome. This change shows up in how institutional leaders set goals, to how BD team leaders make go/no go determinations, to how individuals manage and delegate tasks. It even shows up in how the team responds when a junior business development team member says that they cannot work after hours tonight. (Hint: Not having childcare responsibilities does not mean that your off-hours are somehow less valuable or important). It's the whole organization which must champion the cause and provide the foundation upon which a new industry norm can be built.

Community-Wide Commitment

The course correction cannot be an isolated act of defiance by any individual person or organization but must instead herald a seismic shift across the broader international development landscape. This paradigm requires concerted efforts from the sector's vanguards, challenging traditions, and galvanizing a collective commitment to sustainable growth and business development practices. INGOs and social enterprises have an opportunity to lead by example, demonstrating that success can be achieved without sacrificing the well-being of their team members.

Don't be surprised when the organizations which choose to make changes in this way are also retaining staff, reporting better program quality, and demonstrating greater sustained impact. These issues are all tied together and the sooner an organization recognizes it, the greater the potential global impact.

A Predisposition to Push Back

Resistance is to be expected, but it’s also an indication of the work that still lays ahead. It’s the ability to stand against the current and carve a path that accommodates both aspirations and the pace at which our teams can healthily function that will set the blueprint for INGOs to follow.

As individuals, we have a responsibility to speak up and advocate for our well-being and that of our colleagues. It's essential to remember that not only are we fighting for ourselves but also for the betterment of the entire industry. We must continuously challenge traditional norms and strive towards building an inclusive and sustainable work culture.

Conclusion

The story of burnout in the INGO business development scene is a tough one, deeply rooted in years of old habits and expectations. But, if we stop glorifying the grind and put wellness on a pedestal, we can start writing a new story. One where sustainable growth is key, caring for our human side just as much as we chase our big goals. Imagine a future where success in INGOs isn't about how hot we can burn to put out today's fire, but how warmly we can glow to sustain our impact without burning out.

At the end of the day, burnout doesn't have to be the price of success in the international development community. It's crucial that we look out for our team's wellbeing. We need to shake off those heavy old traditions that hold our teams back and create a new vibe—one that celebrates not just the funds we secure, but also the well-being and happiness of the people who work hard to get them. The legacy flame is meant to illuminate, not to exhaust those who bear it. It's our duty to make sure it shines bright in a way that nourishes rather than drains.