Marcia Beckner Welcome back to the Nonprofit CEO SPARK podcast. I’m Marcia Beckner, your host.
What if the thing that’s making leadership so exhausting isn’t the workload itself?
What if it’s the belief that you have to get everything right?
Many social impact leaders carry an invisible burden.
It is the pressure to have all the answers, make the perfect decision, avoid mistakes at all costs, and somehow meet everyone’s expectations.
But what if perfectionism isn’t making us better?
What if it’s actually fueling burnout, slowing innovation, and preventing our teams from thriving.
Today’s guest believes there’s a different way.
Tessa Bridge is a coach, facilitator, and founder of Tessa Bridge Coaching.
She helps social impact leaders release the pressure to get it right, so they could lead with more courage, confidence, and sustainability.
This passion came after spending 15 years in public education, community organizing, politics, and organizational leadership, and experiencing burnout herself.
She became passionate about helping leaders let go of perfectionism and embrace a healthier, more effective approach to leadership.
Her new book, Do Your Part: Bold, Sustainable Leadership for Social Impact Leaders, challenges leaders to stop carrying the weight of the entire mission on their shoulders.
Instead, it focuses on what matters most: showing up fully, imperfectly, and purposefully.
Tessa, welcome to Nonprofit CEO SPARK.
Tessa Bridge Thank you. I’m so happy to be here.
Marcia Beckner I’m happy you’re here too. Well, I’ve read your book. It’s hot off the presses. Your book just came out last week.
When this episode publishes, it’ll be like three weeks beyond the launch date. It’s on Amazon.
It’s really good. I found myself like, like, I, it’s an easy to read book, but I was nodding my head every page.
Because what you do in the beginning of the book is you help people identify that this is happening to all of us across the sector.
We’ve accepted it as normal.
And even though we intellectually know this isn’t okay, this isn’t sustainable, we don’t know how to step off the treadmill for a second.
We don’t know how to really be thoughtful about slowing down and pausing and focusing on what matters most.
So that is what we are talking about in this episode.
And in this book you have so many great, like, frameworks and solutions and paths that people can take that are very approachable.
But today I really want to focus on perfectionism, because I think that people are really stuck in, like, doing everything right.
And you have a different take on it. So I want to share this.
But before we get into the topic itself, can you share a little bit more about your story? Why you wrote this book, and who it’s for?
Releasing the Weight of the Mission
Tessa Bridge Yeah, well, I wrote this book because, honestly, this is the book that I wanted to read at a different point of time in my life.
And you know I was looking for resources that would help me know how to navigate the situation that I was in.
And I didn’t find something that quite matched.
You know, there were pieces from here and pieces from there that were helpful, but nothing quite matched my reality.
And so it really feels like such an honor and a gift to be able to now kind of put this into the world for someone else who may be in that place.
And a little bit more about my journey, you know. I have always been very dedicated to social justice.
I worked in public education for over a decade.
I also did a lot of community organizing work in my community, political organizing work, and actually ran for city council in my town.
So I have done social impact work in a variety of different environments.
And I know how it feels to really care about the work that you do.
To feel really like who you are, your whole community and your whole world are tied to the work that you’re doing.
And to feel both the joy of that and the weight that can come with that.
And I have worked now as a coach with a lot of leaders who are trying to navigate.
How do I show up and meet this particular socio-political moment that we’re in?
Where it is so important for us to show up to meet the moment to be brave.
And are also feeling overwhelmed, anxious, exhausted, and like they just kind of can’t keep going at this pace.
And so I actually think it’s really critically important to come up with a way of leading that is both deeply committed. It and sustainable.
Because burnout doesn’t just hurt us as individuals. I think it hurts our movement and our collective efforts of what we’re trying to build.
And that’s what I try to kind of package into this book to hopefully be the thing that somebody needs to read right in the moment where they are.
Marcia Beckner Yeah, and I think people come into this sector because they have a helping heart and the joy of giving back.
And they get to dedicate their career to their passion. I mean, that’s all beautiful, yet the reality is that you’re exhausted.
You’re waking up at three in the morning. Did I send that? Did that email land well?
Or are people thinking I’m a terrible leader? Why can’t we all just get along?
I was working with a client last week, and she said everything’s going so great here, we’re thriving, but why can’t we all just get along?
And you know, it’s like those are the.. if you are thinking that, if you’re listening right now and you’re wondering those questions, you’re not alone.
And that’s what your work, Tessa, in your book is showing people. Could you give specific examples and stories that are very relatable?
So, when it comes to perfectionism, like control, the what if I did this differently spiral, what is your advice to leaders?
The Toxic Trap of Fear and Control
Tessa Bridge Well, I think, like, the place to start around perfectionism is to really pull apart the very normal and commendable desire to do a good job and put good work into the world.
And the work we are doing is worth doing well, so like that is one thing.
And then there is this other flavor that creeps in often into that, which is really about control.
And that’s where you’re starting to see perfectionism. Perfectionism, that’s like from this fear-based place.
Like, what if I make a mistake and I get called out? What if this doesn’t go as well as I planned?
I need to prepare more and more and more. I need to read that email three more times.
I need to replay the meeting that happened to find out where I could have done better to make sure that everything went perfectly right.
That like really holding tightly and controlling, that’s really different than caring about doing things well.
And so when you can start to see those, that those two flavors, although sometimes they overlap, are not the same.
You can start to pull the threads apart.
And that allows you to be a little more intentional around the place where fear and control might be showing up.
Yeah, and often that fear and control, it’s coming from a place of self-protection. It’s a coping mechanism.
It’s something that often we learned early in our lives, in our families, or in our educational experiences.
Where we were sort of praised or encouraged for getting things right, for being, you know, a joy to have in class, like all these things, for not making waves.
And then as we’ve gotten more and more responsibility and moved into higher leadership roles, it’s kind of taken on this other flavor that may not be serving us anymore.
Marcia Beckner Yeah, and talk to us about your concept that you wrote about, about hyper responsibility.
The Hyper-Responsibility Cycle
Tessa Bridge Yeah, yeah, so in the book I talk about this cycle, the hyper hyper responsibility cycle.
And this is this idea that we are living inside of unjust systems.
And those unjust systems, like, for example, capitalism, defunding public services, racism, unfair gender expectations, all of these things are sort of coming down into our spaces.
They create these impossible expectations, and we all know what those feels like.
This is like, do more with less, serve more people with fewer resources, you know, meet completely unrealistic timelines.
And we hear those impossible expectations, and because we want to do well, and because we care about our communities, and because we think of ourselves as people who can kind of get things done and are scrappy, we take those on as our personal responsibility.
And so we work really hard to meet these impossible expectations.
And while we’re doing that, sometimes we manage to, you know, get through that. Sometimes we fall short.
But we experience that as sort of our personal reflection on us personally, right? It’s no longer about a system.
It’s about us, our own capacity, whether we’re good at our job, and even whether we’re a good person.
And so then we reach for the tools that has gotten us this far, which is to push through, to dig deep, to work harder.
And we just, you know, make it over the hill sometimes through just like sheer force of will.
Until we run into the next impossible expectation that comes from those systems.
And so it really is the self-fulfilling prophecy that it’s completely understandable after going through that again and again and again.
How exhausted so many social impact leaders feel, and how sort of personally despairing folks can feel.
Those thoughts that come through your mind at 3 o’clock in the morning, right?
Am I even qualified for this? How did I get into this place?
Am I letting everyone down and just not being able to see any other way, or an off ramp, because it feels like failure just really isn’t an option.
So that place of desperation that comes from being in the cycle.
So, by understanding and seeing how these forces play out, my hope is we can put just a little bit of space between what is happening and sort of our sense of worth or our value, both as leaders and as people.
And that lets us let go a little bit. And leave space to let go of some of the control pieces and the perfectionist pieces.
Because that actually allows us to be more creative, innovative, flexible, collaborative when we’re not holding quite so tightly to things.
Marcia Beckner Yeah, and I would add adaptable as well.
Tessa Bridge Yeah,
Marcia Beckner Especially that’s what these times are calling for – faster and faster adaptability and flexibility.
What, what’s like a practical can you share a client story, or or some practical way that you helped somebody discern between what you were just talking about?
And create a result where they felt less burned out, more free to be creative and innovative in their organization and build a culture that fostered that level of creativity, freedom, innovation.
Redefining Success and Protecting Internal Capacity
Tessa Bridge Yeah, so I would say, like, when I’m working with clients, and I have a couple in my mind while I’m talking here, like the place that I often begin is in asking, like, what’s the story up underneath that feeling of like I just have to make this happen?
And the story up underneath that often does have to do with like complete care and commitment and dedication to the mission.
And often there is a sense of like this, what does it say about me, if I can’t do this?
So even creating space to say that, like, these two things are happening at once.
And then holding space as a coach for clients to be able to unpack.
Does it really mean that you’re not capable if you don’t get the funding you need?
Does it really mean that you are letting everyone down if that meeting doesn’t go the way you hope, right?
Sort of playing in the session with how true is that story that you’re telling yourself.
And from there sort of helping them to see the different ways that success can look, right.
So, in the book, I talk a lot about our definition of success.
And often when we are high achievers and high performers, what we want success to look like is getting every single thing right every single time, and then getting all the accolades for that, and just like everyone, like high fiving often, it doesn’t work out quite like that.
It, you might get some things, you might not get others.
You might make progress towards something you want, but not get all the way there.
And so, sort of opening up that experience and understanding of success is a bit of an antidote to that perfectionist tendency of like everything has to be done 100% 100% of the time.
And so that’s really something that I work a lot with my clients on.
And throughout this process, the idea of being able to sort of hold in uncertainty and not know what’s going to happen, but be able to trust that you will be able to handle what comes, is also a huge part of how to move through challenging times where you actually can’t control every outcome, which is what we’re living in right now.
And so building that tolerance of uncertainty by building practices to regulate your nervous system. By slowing down.
By bringing more people in to share responsibility.
By really rooting your worth and your value in the things that you are really good at, and in your sort of inherent worth, rather than the outcomes.
All of those pieces together help to make it more tolerable when you maybe don’t get it 100% right, which happens to all of us all of the time, right?
I’ll just say, like, one of the things that I recommend in the book, and I often recommend to clients, is to kind of keep, like, a file of positive evidence.
Our brains have these really strong negativity biases. They are always going to point out to us in flashing lights where we fall short and where we aren’t succeeding.
So it is up to us to counteract that narrative and really keep that evidence and data of where we are succeeding, what we are good at.
Maybe it’s thank you notes. Maybe it’s an example of a project that went really well.
Maybe it’s, you know, a piece of paper where you write down, like, these are my amazing superpower skills, and you keep it next to your computer to really buoy yourself.
Self, as we’re moving through this uncertain time, because those things are true, even if in this moment, in this meeting, it didn’t go quite the way that you hoped that it would.
So, bringing in the counterbalance, something that I work a lot with people on,
Marcia Beckner And when leaders can do this successfully, how do you see it impacting their teams?
Tessa Bridge Yeah, it’s a great question. One of the things that you know is so nefarious about perfectionism is we often think it’s only happening to us.
But actually, especially as leaders, what we tend to do when we’re trying to control things to create safety for ourselves is we create environments of high control for our team.
And that’s often not the best environment for people to learn and grow and contribute.
So, when we are able to be a little bit looser, what we do is we are able to invite in more ideas. We’re able to distribute responsibility.
We’re able to allow other people on our teams to have more autonomy and agency, which enriches what we’re able to do and take some work off of your plate, which is what I often am hearing from leaders that they want.
And it increases the psychological safety on your team, because people are not receiving a message from you that there’s going to be a terrible cost if something goes wrong.
So people are more willing and able to take risks. And it kind of sends the message to your team, like we’ve got this and we’ve got each other.
And that groundedness is the kind of leadership that we really need in uncertain times.
It’s not always the most helpful to be like we have to execute this flawlessly when we are not always going to be able to execute things flawlessly.
But to send the message that we believe in the work, we believe in each other, and we know that we have the capacity to navigate what comes, that is a really healthy culture in the type of environment that we’re moving through right now.
Marcia Beckner I love it. And you mentioned the word capacity, how do you define that? Because that word is all over the place in our sector, right.
Tessa Bridge Well, I really think about capacity, both in terms of like the capacity of what you can produce, like outcome-wise, but also, and equally importantly, like, what is your own internal capacity?
What can you produce while also protecting and investing in your own mental, emotional, and physical well-being?
And I would argue that that is part of what leadership is. It’s figuring out what that balance is.
Because if we as leaders are so overextended that we are emotionally dysregulated, that our health is suffering, and we can’t think clearly.
Then we are not in the best positions to be able to lead the teams, our teams, in the way they deserve, and in the way our organizations need.
So it’s finding that balance of what is your capacity to sort of produce for an external measure, whatever your organization is doing, but also, what is your internal capacity to manage that, and holding those at equal importance.
Marcia Beckner Yeah, and if you’re looking at individual capacity versus organizational, and both being important, like the organizational to me is like the sum of the internal capacity of everyone on your team.
That could be your team being board, volunteers, staff, or just the staff in some cases, or just volunteers in some cases.
Like really talking about this openly at a meeting would create a lot of safety, and actually probably a lot of relief for the leader to say, this is my, you know, this is my capacity, while protecting my health and well-being. What is yours?
And then by that measure, you can measure your organizational capacity.
And if you need more, there’s, you know, we need more funding then to add another staff person or add another volunteer manager, so we can increase volunteers by, you know, 10 volunteers, let’s say.
So I love this. I’m kind of like the thing, the takeaway, one of the takeaways I’m thinking from this episode is that, like, what if your leadership journey is all about getting grounded and centered?
And your health and well-being centers, you know, center that around what you need to be doing every day.
And instead of looking at your task list as a 12 hour day for work, you’ve got it, you know, maybe three of those hours goes to your health and well-being, and then you’ll get nine hours of like really amazing productive time.
You’re not as edgy because with your team members, because you’ve had the rest that you need.
And maybe one of those three hours is extra sleep, one is exercise, and one is meditation and journaling, or something.
Because I, I’m working with these leaders sometimes, or they’re coming to me, and some are working like 12 15, hour days every day.
And I.. and why are they saying yes to that? Yeah, I’m. Going to ask you, you know, as a coach around this, like, why would someone say yes to that ongoing?
Disentangling Identity from the Mission
Tessa Bridge Well, I, it’s a great question. I have several of those clients myself.
And you know what’s often happening in that is that we are so enmeshed and tied together with our organization succeeding in the specific way that we’ve defined that it feels impossible to say no.
It’s like if I say no to this, then XYZ ripple effects will happen.
And that will mean that I didn’t do the work, that I didn’t show up, that I let everybody down.
And you can hear, in sort of the way people talk about that, that identity fusion, that who you are and your value has become tied in with the work that you are doing, and also that belonging piece, right?
If my, if the thing that connects me to my community is this work, this work cannot fail.
Because then I’ll be ostracized, I’ll lose the people who I love.
People will think I’m selfish if I take a break, right. All of these are the stories that are up underneath some of those pieces.
And again, like that perfectionist tendency to want to control to the best of your ability, and from such a caring place, right.
Everyone we’re working with is coming to this with really strong intentions of love and care and compassion and commitment, right, all of those are wonderful.
And when it tips into this controlling fear-based place of what will I lose or what will it say if I can’t do this, then again it’s that tight holding that makes it feel very scary to let go.
Because if it doesn’t go well, it from that, that way of understanding it’s a, it’s about you.
It says something about you, your commitment, your dedication, your capability, and who you are, and that is a scary thing to let go of completely, understandably.
So disentangling again those pieces, and yes, sort of shifting to a mindset where it’s like I’m going to do the things that I am well positioned to do that I can do while also creating and nurturing my capacity.
And I’m going to do those things really well, and I’m going to be transparent with people about why those are the things that I’m doing.
And that builds a huge amount of trust and models a really different way of showing up than we have normalized in a lot of our social impact sector spaces.
Marcia Beckner Yeah, and some of us haven’t been exposed to that level of health and well-being and successful social impact work.
So that’s why on this show I bring CEOs, executive directors, leaders on who are exemplifying, and they, they look relax, they are running big organizations for important missions, and they look relaxed.
And and I think, so I, I want to just put that possibility that you can have it all, like you really, you don’t have to give up your social driven work, and you don’t have to give up your health and personally sacrifice yourself for long periods of time for this work.
You can have it all, and that’s what your book really talks about, how to have it all. It’s a guidebook for that.
And I’m so appreciative that you wrote this book, and it’s like a gift to all of the leaders in the world.
If they just, if they go, if they read it, if they share it with a friend, give it, if, if you’re doing well, and you have a friend who’s really struggling with the, with, you know, perfectionism, fear-based kind of control, like, what if I let go, everything will fall apart like this is the book for them, so yeah.
What else? What else from the book do you want leaders to know that could help them like today?
Tessa Bridge Yeah, well, I’ll pick up on the thread you just said, and part of what drew me to your podcast is sort of collectively, how do we share the load collectively, but also shift the collective culture of social impact and nonprofit work?
Right, how do we have models and lift up models who are doing this work with a lot of dedication and commitment, and in ways that are sustainable?
Because I think, as you said, so few of us have actually worked in organizations where that is prioritized, or seen other leaders who are prioritizing that.
So, for me, like, that is something near and dear to my heart, is just really naming the way these forces show up, lifting up examples of different ways to do it, and being kind of a soft place to land for someone who is thinking, I just can’t keep going this way, but I’ve just never seen another way to do this work that I love.
So, I think the community aspect is absolutely critical, and there’s a chapter in the book about building community that is healthy and supportive.
And I think when we start to kind of raise our expectations of what we deserve inside of this space, we one way we can do that is by being very intentional about who we surround ourselves with.
So it’s finding other people who are aligned around sustainable leadership, finding mentors, either in real life or online, who you can follow, who are going to model what they’re doing, you know, all the messiness of trying to figure that out.
And just really also being that kind of model, a mentor for other people in your organization, on your team, other leaders, you know, where we just even pause to say, like, I don’t want to keep doing this in this way, and I don’t think that’s actually what’s going to get us where we need to go.
Even taking the risk to say that out loud, I think first to ourselves and then to each other is part of how we shift this greater culture.
And to me it’s not an either or. It’s not like either we build a just future or we are sustainable.
It’s actually to build a just future we need to do this in a more sustainable way.
Because if we burn out and we lose the leaders who have the wisdom and who are the mentors, that sets us back significantly in trying to build the world we’re aiming towards.
So really pulling these threads together is something that I talk a lot about in the book, and is one of the mindset shifts that I’m hoping will come from reading it for folks.
So that doesn’t feel selfish. It’s not like I’m doing this for myself because I’m selfish or I can’t hack it.
It’s like actually this is part of what I’m trying to build in the world, is manifesting in how I do my leadership,
Marcia Beckner Absolutely, and it’s just so important, like I think you wrote something else related to like strategic excellence, because what we’re asking of you listener who is thinking, okay, I’m catapulting towards burnout. I don’t know how to stop.
I have too much work to do. What plate is gonna.. if I’m, you know, holding all the balls and juggling all the balls, what.. what ball can I let go of?
And so it’s around like a deep sense of strategic prioritization, how do you do that? Because everyone wants to know.
Tessa Bridge Yes. Well, I do offer a specific prioritization framework in the book, so I recommend that one.
But really, what I work with clients on, and what I, you know, what I write about in the book, is like, get really clear on your goals, like what do you want, and what is what is within your sphere of control, and what is most important to you, and pick a handful of goals.
I often say, like, a year from now, what would you like to have achieved? What would be what, what would wild success mean for you?
And once you have those goals, relentlessly drive towards them.
Things will come that are appealing, that are exciting, that you want to be a part of, that are values aligned, but if they’re not moving you towards the goals that you set are most important to you, they may not be the right thing for you to take on at this moment.
And so in the book I talk about the difference between saying not yet and saying no, right, not yet is I’d love to do that, but I don’t have capacity right now.
Can we talk again next month or six months from now?
And no, is just being really honest with that’s a great project, but I’m not taking on more new projects right now, or that’s just not aligned with my goals. Who else might be able to do it?
Or even just, I so appreciate you thinking of me, but that’s not something I’m able to take on right now.
And learning to say no to those things is allowing us to say a more wholehearted yes to the things that we’ve committed to.
Right, we often think of only the consequences existing for the no’s, but the consequences also exist with any yes we make has a consequence too.
So really being intentional and thoughtful and planful about what you’re taking on, while also holding that you are going to be the best version of yourself, your best version of a leader for your team, if you are not completely maxed out, so prioritizing that as one of your goals to equally to the ones that are external facing goals,
Marcia Beckner Yeah, and maybe set a cadence of meeting with your team once a quarter to look at the next quarter and what is, you know, what is our strategy aligned to that annual goal, and you know, holding steady to that.
I’m definitely guilty when I was an executive director of Shiny Object Syndrome, and every little, you know, opportunity that came my way that might become something great, might become funding, it might become finding more people in our community we could help.
Just like, jump, oh, I would, you know, ask a team member, can you look into this, can you look into that, and it drives your team members crazy, you know, when you do.
That I mean, it was, of course, it’s all the best intentions. You want to do the best work and not miss anything. FOMO is real.
What’s the next like ice bucket challenge? I was like relentless on that for a while, and you know, we never came up with anything, but how much time did I waste on that?
So, again, it wasn’t truly aligned with our, you know, our centered goals,
Tessa Bridge Yeah, yeah, and part of it is like, is is shifting to a more collective understanding of how we’re tackling the problems that we face, right?
It doesn’t have to be my job to tackle every single problem. Just because I say no to something doesn’t mean it’s not going to happen, it just means I’m not the person to do it, and I think there isn’t right now.
Yeah, it’s like there’s an element of trusting that others are also in this work with us. That this is a collective, not an individual project that we are involved in.
And that when we are honest about our capacity and honest about what we can take on, we can do better at what we can do, and those other pieces get to land with somebody who that is the thing that they are excited about and have the capacity for.
So it’s kind of a shift around sort of to a more collective model of of social change.
Then sometimes we kind of love this idea of leaders who can do it all, and we’re experiencing the limitations of that,
Marcia Beckner Yeah, and we’re all such high achievers in this sector that we’re like, of course, I can do it, I can figure it out, you know, really are all scrappy and resourceful, have to be, no, you know.
But, but I love that you ended on that, like, reminder that if this is a collective, remember, you are never alone in this work.
There are a lot of people you know serving in the arts. There’s a lot of people you know serving people with cancer, like you are not the only one that can do this, and, and, and it’s what a relief that is.
You know that just reach out and get some help from another organization or your team members, and share the responsibility a little bit more, and you will get, you will get so much more joy out of the work.
Tessa Bridge Yeah, yeah, and and people will do things in ways that you couldn’t have imagined, right?
So it’s, it’s also like so fun and joyful, as you’re saying, when you are able to release that control when you’ve done your inner work around being able to not need to be at the center of everything.
Then actually you get to see this whole garden bloom of like different ways that the work can be done that is so much bigger than what you may have been able to do from that place of holding really tightly.
So it’s challenging. It’s challenging to rewire some of those thoughts and those patterns that we deeply hold.
But it can lead to a much more sustainable reality for you as the leader, and a much more, I don’t know, diverse and thriving collective environment too, which is a really wonderful outcome,
Marcia Beckner And I love that analogy of the garden, that’s really beautiful.
Well, thank you so much, Tessa, for coming and sharing your thoughts, and your book, and all the concepts that you have are very beautiful and actionable and practical.
You don’t have to change your, you know, whole life to create a five pan plan strategy, or something like there’s, they’re very like digestible ways to start moving forward and taking care of yourself a little bit better while you’re doing this work.
With the ultimate goal being the joy in the work and helping people, and, and so, tell us, Where can we find the book, where can we find you?
Because I know people are going to want to connect after this.
Tessa Bridge Great. Well, you can buy the book wherever you buy your books. It’s available on Amazon. You can get it at Barnes and Nobles, independent bookstores.
And I would love for you to read it. You can find me on LinkedIn, just Tessa Bridge, and also at my website, TessaBridgecoaching.com.
And I’d love to invite anyone listening to this, who this, you know, resonated with, to join my newsletter, which you can do on my website.
Because I do have a number of events coming up, both in person and virtual, and I’ll be sharing updates, more excerpts from the book in my newsletter over the coming weeks and months, so I’d love you to be able to receive those.
Marcia Beckner What a great way to get to know you, and you’ve got a book tour coming up. Yes, so you’ll want to be, you’ll want to know which city she’s coming to.
Tessa Bridge
Marcia Beckner Awesome. And we will have all that information in the show notes, so if you, if you’re on, if you’re walking the dog or driving right now, if you didn’t write anything down, no problem.
Just go this episode, go the show notes, and get on Tessa’s newsletter, so that you can get the information that she provides, which is so valuable.
By now, you’ve probably realized that Tessa and I are like two peas in a pod.
We really, really part of the same movement to help you lead with less burnout and less overwhelm and more joy, and Tessa, thank you again.
It was such a pleasure talking to you and getting to know you.
Tessa Bridge Yeah, thank you. Thank you for having me. This has been really fun, and yeah, I’m just.. I’m really grateful.
Marcia Beckner Thank you. And to my listeners, as I always say at the end, you are meant for great things, and you don’t have to burn out to prove it.
Thanks for listening to today’s episode of Nonprofit CEO SPARK.
If you’re ready to turn burnout into boundaries and build a healthy, happy culture where everyone, including you, can thrive, visit Culture cares.com to learn how I support nonprofit organizations like yours.
If this episode brought you value, share it with a fellow leader navigating stress and overwhelm.
And remember, you are meant for great things, and you don’t have to burn out to prove it.
Until next time, keep leading with courage and confidence.