Creating time for yourself often begins with changing your relationship to leadership
As leaders, our time is often completely booked. We try to make ourselves as available as possible to meet the needs of our teams, communities, clients, and funders. In many social impact organizations, the pressure to respond quickly and constantly can feel endless.
Over time, many leaders (particularly women in service-oriented work) internalize the belief that being a “good leader” means always being available, always saying yes, and always putting themselves last. We start to equate our value with how much we produce, how much we hold, and how available we are to others. Taking time for ourselves, then, can start to feel uncomfortable, selfish, or even irresponsible.
There is always one more email to answer, one more issue to solve, one more person who needs support. Without realizing it, we can become trapped in patterns of constant urgency that slowly disconnect us from our own wellbeing and capacity.
It can feel impossible to create more time for ourselves when there is already so much to carry. But what if taking more time for yourself was not stepping away from leadership, but actually part of leading sustainably?
What can enable you to take more time?
Creating time for yourself does not always begin with blocking time in your calendar. Often, it begins with changing your relationship to leadership.
Sustainable leadership asks us to move away from the belief that our worth is measured by how much we sacrifice. It invites us to recognize that rest, reflection, and boundaries are not obstacles to effective leadership, but part of what makes it possible.
When leaders are constantly depleted, it impacts decision-making, communication, creativity, and the ability to navigate complexity with clarity and care.
Taking more time for yourself may begin with asking different questions:
- What actually needs my attention right now?
- What am I holding that could be shared?
- What expectations have I placed on myself that may no longer be serving me?
- What would it look like to lead from sustainability instead of constant urgency?
Creating lasting change often starts with recognizing that taking care of ourselves, is not separate from effective leadership. It is part of what allows us to continue showing up for this work in meaningful and sustainable ways. What could that look like for you?
Creating space
Creating time for yourself doesn’t always require major changes. Sometimes it begins with intentionally protecting small moments within your day. Reviewing your calendar and building in buffer time between meetings can make a meaningful difference. Even a short pause can help create space to reset before moving into the next conversation or task. Try using this time intentionally by taking a few deep breaths, stepping outside for fresh air, making a cup of tea, stretching, or simply allowing yourself a moment without responding to another request.
Even small pauses can help reduce feelings of urgency and support a more grounded way of leading.
What does your support system look like right now?
The journey of leadership can sometimes feel isolating, especially in roles where we are constantly supporting others. Many leaders carry challenges quietly, believing they need to hold everything together on their own. We invite you to consider what support systems you have built around yourself.
Support does not have to be overly complicated or structured. It could be having a trusted friend or peer that you can speak honestly with about your work. It could be mentorship, cultural or spiritual connections, professional networks, therapy, time in nature, or simply having people around you who remind you of who you are outside of your role at your organization.
Connecting with others who understand the realities of social sector leadership can also reduce isolation and create space for honesty, reflection, and mutual support. Sustainable leadership becomes more possible when we have places where we can share openly and feel supported ourselves.
Training
Much of our work in the social sector is learned on the job. Team members grow into their roles by working alongside others and absorbing knowledge through experience. However, when it comes to leadership development, this informal approach is not enough on its own. Leadership is much more than learning tasks and processes; it is about shaping how people work together, how decisions are made, and how teams experience their day-to-day environment.
New leaders can inherit leadership styles by default rather than design, often reproducing patterns they have seen. Thoughtful leadership training helps to interrupt these patterns and gives people the tools they need to build healthier and more stable teams.
Working on your own leadership development can begin anytime in your career—it is never too soon and never too late. In fact, this type of work should be ongoing. There are many programs and courses built to support this learning in the social sector!
How to make a shift
Although taking the time to reflect, seek support, or shift long-standing patterns can feel like an additional investment of time and energy, it’s one that often gives back far more than it takes. Over time, these kinds of shifts can support clearer decision-making, healthier boundaries, stronger relationships, and a more sustainable way of leading.
However you choose to approach your own leadership development, remember to be kind to yourself. Take small steps if you feel overwhelmed or you are unclear where to start.
Many leaders wait for the “right time” to slow down, ask for support, or invest in themselves. But in work that is centered around supporting others, that perfect moment may never arrive.
Perhaps the better question is: if not now, when?
Daniela Cohen is the founder of Transformative Conversations, a Vancouver-based coaching and leadership development practice supporting women leaders in nonprofit, healthcare, education, and other service-driven sectors. With over 15 years of experience in nonprofit leadership in Canada and South Africa, Daniela specializes in woman-centered coaching, sustainable leadership, and building conflict-positive organizational cultures.
Rowena Veylan, Founder and Lead Instructor at the New School of Fundraising, is a values-driven fundraiser deeply committed to the social sector. With a rich background that combines her Dunne-za and European heritage, she brings a unique perspective to her work. Since launching her fundraising career in 2003, Rowena has developed extensive expertise in all facets of the field. Her passion for fundraising led her to establish her own fundraising school, that focuses on uncovering the deeper purpose behind the practice. Rowena believes that effective fundraising is more than raising money; it’s about forming connections between people and the meaningful missions of the organizations they support. Dedicated to helping others grasp and embrace the true essence of fundraising, Rowena frequently shares insights drawn from her career and personal experiences. She takes pride in knowing that her efforts not only assist organizations in achieving their goals but also contribute to making the world a better place.
