By Irene Lockett, founder and CEO of Sovereign House GH.
A narrated version of this blog is available at the bottom of the page
In all you do this year, be present, strive to show up for you. This ride called life does not last forever, but you can be present and make an impact that will.
With the re-emergence after the pandemic, causing most organisations to restructure and adapt to the challenges they face, including charities, especially small charities, increased the working hours of most CEO’s – this escalating if you are a founder CEO. Putting on many hats, losing staff and volunteers can leave you overwhelmed, pressured and stressed as we continue to work towards the charity’s object and cause.
But as you work all hours, trying to meet deadlines and complete several tasks at hand, you realise that it is like slowly grinding your way towards burning out and crashing down. Then you start reflecting on the value you place on your wellbeing! Even though there is increased demand for your services, yet less funding to get the staff to do all the work, you come to a point where you realise that staying healthy and focused is the best option for the charity to thrive and deliver on its objectives. Tough decisions need to be made, albeit not to everyone’s agreement.
Most days, it feels as though there are more tasks than there are hours. If life is an ongoing tug-of-war at achieving your objectives, then this founder CEO has to be present each day until it is over.
This year, I’m focusing on being present in my life, in decisions pertaining to my well-being, in creating positive memories, in becoming a better version of me, in learning new skills and in challenging myself.
First change is to have the mornings to myself, before 11am, to focus on what needs to be done. No meetings unless it is absolutely essential. Some automations were also put in place, changes in staff, with new definitive roles in place. A resolution to set my time of working hours, with the avoidance of the temptation to check emails has improved my overall wellbeing.
Putting these changes into practice has helped me to focus more with the charity thriving. For the first time in Autumn 2022, I went on a two-week holiday without contacting the office and actually having a ‘proper’ time away! CEOs wear different hats, and the demands on our time can be costly to our wellbeing, but I have come to understand that when I take care of myself, I can take care of others better. My staff appreciates that when they take care of me, they also do better and together we are able to enhance the care of our beneficiaries.
I am still present, affirming my beliefs and vision for the charity, and doing so in away that brings hope, enlightenment and encouragement to others.
