*3.1. Micro-Level: The Individual*

The implication at the micro level is for the organization to consider a woman's emotional, mental, and physical needs in establishing a work–life balance. A work–life balance reduces the stress and burnout experienced by women on the frontline who are vulnerable to a lack of self-care driven by a passion for helping others [30]. These frontline women are known as "helping" professionals [30]. The passion "helping" professionals bring to the workplace is characterized as a self-sacrificing, caring, and nurturing persona that impacts a woman's emotional and physical health. The characteristics of "helping" professionals are often found in service provider professionals, where being passionate reinforces the idea of being selfless and where the wake-up call for self-care is often a serious illness [30]. Self-care can be as simple as providing time for walks during breaks at work or reorganizing office space conducive to relaxation, meditation, or yoga. Women's self-care in the nonprofit sector can begin with designing a personalized self-care regime based on the needs and the work–life balance they seek [30].

A part of self-care is access to free psychological counseling services with regular mental health assessments to benchmark a woman's progress toward a work–life balance that reduces stress and burnout. Self-care can also occur in women-to-women mentoring or nurturing groups where women contribute to the emotional well-being of other women in the organization. Organizations can adopt similar policies like the Accreditation Council for Graduate Medical Education (ACGME). ACGME guidelines provide time off to attend medical appointments, access to mental health services, and flexible work schedules [33]. A micro-level analysis of women's self-care in the nonprofit sector provides an organization with a deeper understanding of how to help the women in their organizations manage every detail of their self-care.

#### *3.2. Mezzo-Level: Managers and Leaders*

The mezzo level of the organization considers the employees' group life. At this level, research shows that the line manager, mid-level leadership, or group leaders are critical to promoting a healthy work environment for women in the nonprofit sector. To promote a healthy workplace environment at the mezzo level, policies that address the well-care of employees should be reviewed and adopted by managers and leaders. As the stress and growing burnout phenomenon continue post-COVID-19, managers, and leaders who emphasize the importance of an employee's good mental health and create psychologically safe workplaces will help reduce stress and burnout [36]. There is a need for managers and group and team leaders to make time at work for the processing of emotions caused by stress and burnout. Research shows that leaders who role-model their emotional debriefing and are open about their experiences help create an environment for shared experiences that contributes to the well-care of employees [37].

Manager decisions and management styles are critical factors in promoting healthy emotions and psychological safety [36]. A psychological safety net is the beginning of addressing burnout at the mezzo level. Additionally, trust, empathy, and autonomy reflect positively on employees, while management styles of micromanagement and control reflect negatively on employees, especially during a crisis [36]. Moreover, empowerment of workplace decisions, open communications, assurance, and trust in shared goals is crucial to employee psychological safety [38].
