Here's how you can prioritize your personal well-being as a fundraiser in a demanding role.

Listing activities that are relevant in a successful fundraising is very important, and implementing this activities in an interval that does not cause burnout will enable you have adequate time for your routine personal health activities

To prioritize personal well-being as a fundraiser in a demanding role, establish clear boundaries between work and personal life, practice self-care activities like exercise and mindfulness, seek support from colleagues or mentors, take regular breaks to recharge, prioritize tasks effectively, invest in professional development, and monitor your work-life balance regularly. By incorporating these strategies into your routine, you can maintain a healthy balance, prevent burnout, and sustain your well-being while excelling in your fundraising career.

To prioritize personal well-being as a fundraiser in a demanding role, establish clear boundaries between work and personal life, practice self-care activities like exercise and mindfulness, seek support from colleagues or mentors, take regular breaks to recharge, prioritize tasks effectively, invest in professional development, and monitor your work-life balance regularly. By incorporating these strategies into your routine, you can maintain a healthy balance, prevent burnout, and sustain your well-being while excelling in your fundraising career.

Set aside care routines as a team as well. Do you start off meetings with a few minutes to check in, to breathe, to share your wins and frustrations?

Delegation is an art form. As an employee, you may not have a staff to delegate to, colleagues may be able to help, but they're covering their own workload. In these instances, I'd be clear with your supervisor about your capacity and bandwidth (going back to setting boundaries) and then getting clear expectations from them ("I will only have capacity to get X, Y, and Z done, but I have these other priorities this week too - can you please help me prioritize them so nothing gets dropped?"). If you're in a managerial role, it's your responsibility to delegate to your team in a responsible way. If this is a consistent problem, reassess how much work the team can handle and back burner other projects.

Having a dialogue with your supervisor during 1-1 meetings is critical to this; it will help them set your workload and maintain boundaries. It keeps them informed and they can then advocate for protecting your boundaries. Self reflection is critical, be strategic in what you take your supervisor - they're in a position to help you, but you do still need to show results, etc. Make it easy for them to help you.

Fundraisers hear "no" a lot from donors, but we're often not great at saying it. I find softening it has made it easier for me. Instead of an outright no, I can say "I don't have capacity for that right now, can we revisit this project in XX months?" or something along those lines. I can also advise or support without owning a project. No is a full sentence, but there will always be cases where you're overruled (management initiatives, etc.), and in those cases, be clear about what else is on your plate and may need to move off or delay because of the mandate.