We’re Choosing Collective Care
The SageD Collective is a values-based organization. The work we do feels urgent; pivotal for the partners, industry experts, and individuals we represent. In addition, the nature of these collaborative efforts and our community-rooted practices often carries an emotional weight beyond the strategic or logistical. The systems that we are navigating and the resources that we aspire to secure are often unstable and unpredictable.
It is so important to choose collective care and rest as leaders. What we experience in our Collective isn’t unique or an isolated set of circumstances. Many of us see time off as a luxury (even on the weekends), a quick respite that gives us just enough fuel to move forward with the grind. The truth is rest should not be seen as a reward for getting through our to-do lists. It is a commitment to the sustainability of our people, our values, and the long arc of our mission to leave true legacies. When we say we are committed to building a more equitable and liberated future, this includes how we treat ourselves and each other in the now.
As a team, we have come to understand that exhaustion is not a badge of honor. This has been the messaging centered around much of our capacity-building programming, such as our annual Sistering Series events and Legacy Leadership Community of Practice sessions. Exhaustion is a sign that our society teaches us to ignore. Unfortunately, in this field, where social climates shift overnight and the demands of justice work never really take a break, choosing to pause can feel radical.
It is necessary.
As a Collective, we are choosing to create from a place of presence and clarity; this is not possible when burnout is looming. Last week, our team made the bold move of being completely offline during one of our busy seasons. We spent that time tending to our individual gardens. We rested, remembered, and reconnected with our personal reasons, our “why,” which allowed us to emerge renewed!
Want to foster a thriving workplace? Here are some things to consider:
Lead by example
Take breaks, use your vacation time, set boundaries around work hours, and encourage your team to do the same.
Model healthy habits: Show that prioritizing well-being is not a sign of weakness but a strategic choice for sustainable success.
Encourage breaks and time off
Promote breaks throughout the day: Encourage employees to step away from their workstations, stretch, take a short walk, or engage in mindfulness exercises to prevent cognitive fatigue.
Create company-wide shutdown periods or “quiet” weeks.
Create a supportive work environment
Foster a culture of open communication: Encourage employees to discuss their workloads, express concerns, and suggest improvements to work-life balance.
Promote physical activity: Encourage initiatives like walking meetings, office workouts, or pilates sessions to incorporate movement and breaks into the workday.
Set clear expectations and boundaries
Define "no meeting" zones: Designate specific times or days when employees can engage in deep work without interruptions.
Set realistic deadlines and workloads: Avoid overloading employees and ensure tasks are distributed fairly to prevent burnout.
Supporting employee development and well-being
Provide training on time management and stress reduction techniques: Equip your team with the skills to effectively manage their workloads and reduce stress.
Invest in professional development: Provide opportunities for growth and learning to keep employees engaged and motivated
We are proud to support a Collective that honors wholeness and wellness as an essential component of the work. Liberation includes rest and joy and is only sustainable when we protect the space to experience it.
