Articles

By Andrew Middleton

In the non-profit sector, it’s not uncommon to hear the phrase, “I’ll do it in my own time.” It sounds admirable – a staff member willing to put in extra effort without asking the organisation to allocate additional resources. However, this seemingly generous gesture can carry hidden risks, particularly when the task or project isn’t directly aligned with the non-profit’s priorities.

I had an interesting assignment recently supporting a CEO with a team who kept going off mission, claiming that they were doing work in their own time. It was playing havoc with the charity, so I wrote this article as a warning to other non-profits as to why “doing it in my own time” should ring alarm bells, and a suggestion as to how you might better harness individual initiative and passion.

The pitfalls of personal agendas

When staff members take on tasks outside their formal roles, it may seem like a sign of dedication but it can also indicate they are pursuing personal interests, whether consciously or not. You may not have allocated resources for a particular project because it doesn’t fit your organisation’s current objectives or mission. However, when a team member undertakes it anyway, they could inadvertently drive a shadow agenda that benefits them personally, rather than the organisation.

This is particularly risky when there is no oversight or alignment with the organisation’s strategic goals. What starts as a well-meaning side project can quickly become a distraction, diverting attention away from the core mission.

Conflicting priorities

Every non-profit operates with limited resources, and part of effective management is ensuring that those resources are used wisely. When employees start dedicating their time to projects that have not been approved, it can create confusion around priorities. The organisation could lose focus on its main objectives, diluting its impact by chasing after multiple, possibly irrelevant agendas. Worse still, some initiatives driven by individual staff members may only serve to boost their personal profiles, career development or reputation within the sector, with little regard for the organisation’s actual needs.

Undermining teamwork

Another issue with “doing it in my own time” is that it can undermine teamwork. While some staff members work on side projects, others may stick strictly to the approved plan. Over time, this can create friction between colleagues. Why is one person’s pet project being pursued while others remain focused on agreed priorities? It can erode trust, cause miscommunication and lead to teams working at cross-purposes.

Lack of accountability

When a task or project has not gone through the usual decision-making process, there is often a lack of accountability. Without formal reporting, oversight or evaluation, it’s difficult to assess whether the extra work is actually providing any value to the organisation. Decisions that should involve key stakeholders may be bypassed, leaving the organisation vulnerable to poorly considered initiatives that could ultimately harm its reputation or effectiveness.

A better approach

While initiative and passion are vital in the non-profit sector, staff should always ensure their work aligns with the organisation’s mission and objectives. If a team member feels strongly about a project, the best approach is to bring it to management, explain its potential value and seek approval. This allows the organisation to decide whether to allocate the necessary resources or make it an official part of its strategy. This not only ensures accountability but also keeps the entire team focused on the strategic goals, preventing personal interests from unintentionally steering the organisation off course.

“Doing it in my own time” may seem like a harmless act of dedication, but it comes with significant risks. Non-profits need to be cautious about allowing unofficial projects to take root, as they can undermine the very mission they are trying to achieve. For staff, the key is transparency, alignment and always prioritising the organisation’s objectives.

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Andrew Middleton is a seasoned non-profit consultant with a deep passion for strategy and a keen interest in helping charities optimise their profiles. With over a decade of experience in the sector, he brings a wealth of knowledge and expertise to his work. Andrew is committed to driving social impact and helping non-profits achieve their goals, leveraging his strategic approach and expertise in building strong, effective charity profiles.