Permission to Pause

At the Center for Nonprofit Advancement, we’re proud to offer resources, trainings, and a sense of solidarity that helps nonprofits thrive. While we’ve often deferred to our expert faculty to lead on specific topics, we’re stepping forward now to share our official position on something we believe is vital to the future of the sector: sabbatical policies.

That shift was inspired by our own experience. When our Chief of Staff, Taylor Strange, returned from her sabbatical, we realized how important it is not only to offer practical guidance on policies like these, but also to share the human side of the story—what it’s like to experience and implement them.

Over the past several months, we’ve spoken with nonprofit leaders, gathered data, and listened to powerful stories. One truth keeps emerging: the need for rest is no longer a luxury—it’s a leadership requirement. As burnout, turnover, and questions of trust reach a critical point, sabbaticals are no longer a “perk.” They’re a smart, strategic investment in people and long-term organizational health.

In this blog, we share what we’ve learned—from research and real-life stories to model policies and culture shifts. If you’re wondering how to make sabbaticals work in your organization, or how to talk to funders about supporting them, this is for you.

A Growing Movement: From Luxury to Strategy

Across the country, a mindset shift is underway. Sabbaticals are being reframed not as time “off,” but as time “for”—for reflection, recalibration, and renewal.

To get a sense of how sabbatical policies are playing out closer to home, the Center conducted a survey of nonprofit organizations in the Washington, D.C., Maryland, and Virginia region. Seventy organizations responded. Of those:

  • Only 30% reported having a formal sabbatical policy.
  • Of that 30%, only half extend the benefit to all staff; the rest reserve it for senior leadership.
  • Sabbatical lengths varied from 2 weeks to 3 months, with eligibility ranging from 1 year to 10 years of continuous service. One particularly creative organization uses a tiered model: after 3 years, employees receive 3 weeks; after 6 years, 6 weeks and so on.
  • Among those offering sabbaticals, 60% provide the time off as paid leave.

Perhaps the most telling data point came in response to the question: “If your organization does not offer sabbaticals, what is the primary reason?” While budget and staffing limitations were cited, the most common answer by a wide margin at 65% was simply: “We’ve never considered it.” That stuck with me and reminded me the barrier isn’t always money.

Additionally, leading thought pieces from the Harvard Business Review, Stanford Social Innovation Review, and the long-standing research of the Durfee Foundation suggest what many leaders already know: sabbaticals increase retention, spark innovation, deepen trust, and support healthier organizational cultures.

Real Stories, Real Impact

Research tells us a lot. But stories show us what’s possible.

As Taylor shared in a recent reflection, “I hoped for clarity, balance, and a little peace—and I came back with all of that.”

Other nonprofit leaders echoed the transformational impact:

“The sabbatical allowed me to work on three areas in my life—physical, mental, and financial wellness. I joined a fitness program, took staycations, and spent meaningful time alone and with loved ones. I had a true mental reset. Overall, the experience was wonderful!” – Anonymous participant

“My sabbatical allowed me to take a once-in-a-lifetime trip to Mexico with my partner and our two young kids. We lived near a small town, immersed ourselves in local culture, and shared uninterrupted time together. I came back refreshed and ready to jump back in.” – Anonymous participant

We also look to leaders like George Jones of Bread for the City, whose sabbatical in 2013 was a turning point for both his personal wellness and his organization’s long-term culture. In our recent follow-up conversation with him, he shared:

“Some of the most valuable truths are hard to measure. No one needs metrics to prove a conversation was meaningful or a meal was satisfying.”

His reflection reminds us that the impact of a sabbatical isn’t always easily quantifiable—but it is deeply felt.

Policy in Action: GEO’s Sabbatical Approach

Grantmakers for Effective Organizations (GEO) offers a compelling model. Their sabbatical policy includes:

  • Tiered time off based on tenure (3, 6, or 9 weeks)
  • No obligation to return post-sabbatical
  • A culture of trust over micromanagement

Their approach centers on shared leadership and meaningful rest, and while it may not map exactly to every organization—especially direct-service orgs—it’s a valuable example of what’s possible. GEO’s planning guide further illuminates the practical details and day-to-day considerations involved in preparing for a team member’s sabbatical.

Trust is the Throughline

Ultimately, sabbaticals are not just about time away. They’re about what that time represents.

Organizations that offer sabbaticals are sending a powerful message: we trust our people, we care about sustainability, and we believe leadership shouldn’t come at the cost of wellbeing.

As the Stanford Social Innovation Review notes in “Trust, Rest, and Joy”, “Depleted individuals cannot make the change for a more just world.” That’s why funders like Durfee and Satterberg have built sabbatical programs around trust, flexibility, and cultural transformation. The difference between “pretend time off” and true rest is real—and remembered.

The Role of Funders

Support for sabbaticals often begins with funders who are willing to think differently about leadership development. Yes, it may seem counterintuitive to pause work when there’s so much to be done. But refusing to implement sabbatical policies can actually undermine your organization’s effectiveness in the long run.

And the data backs this up:

“A study of five sabbatical programs over five years shows that sabbaticals not only provide needed respite to nonprofit leaders, they increase organizational capacity, aid succession planning, and strengthen governance.”
 — Linnell & Wolfred, Creative Disruption (2010)

“A 20-year retrospective study confirms these results and documents how sabbaticals can be a lever for whole-systems change.”
 — Linnell, From Creative Disruption to Systems Change (2017)

Funders who support sabbaticals aren’t just investing in individuals—they’re investing in organizational strength and sector-wide resilience. Resources like the Durfee Foundation’s Funders’ Guide offer practical tools for integrating this support into grantmaking.

Data and Dignity

Of course, data matters. We encourage organizations to collect what’s measurable—pre- and post-sabbatical surveys, impact reflections, retention data, and staff feedback. But we also encourage balance.

The most valuable outcomes of a sabbatical may not always show up in a spreadsheet—and that’s okay.

Let’s not require returning staff to prove they “used their time well” in a way that diminishes the very purpose of the sabbatical. Restoration, reflection, and personal transformation are valid outcomes—even if they’re unmeasurable.

At the end of the day, the nonprofit sector exists to uphold the dignity and humanity of others. That commitment should start within our own organizations.

How to Get Started

If you’re ready to explore sabbaticals in your own workplace, here are four simple steps:

  • Survey your staff about what rest and recovery would look like for them
  • Review sample policies and start drafting your own
  • Connect with peer orgs that have implemented sabbaticals
  • Talk to funders about aligning grant support with leadership wellness

Helpful Tools:

Final Word: A Culture Shift, One Policy at a Time

Sabbaticals aren’t about escape—they’re about endurance. They help leaders return with new perspective, organizations evolve with greater trust, and the sector becomes more resilient for the long haul.

This is bigger than time off. It’s about building a nonprofit culture that takes care of its people as fiercely as it takes care of its mission.

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