<p>The subjective, internal feeling of busyness is ubiquitous in modern American society. Given that busyness is commonly reported as a major barrier to volunteering, the successful recruitment of volunteers has become a serious challenge for nonprofits, especially amidst what has been dubbed ‘the generosity crisis.’ In the present research, we adopt a novel approach to mitigate the detrimental consequences of chronic busyness for nonprofits: Rather than seeking to eliminate consumers’ actual busyness or decrease their feelings of busyness, we suggest that the problem can be alleviated by shifting the lens through which consumers view the feeling of busyness. Thus, our research argues that it is not busyness per se, but rather the way it is framed (i.e., as a good vs. bad feeling) that influences volunteering. Across eleven studies (six in the main text, five in the supplemental materials), we use various environmental cues to reframe the feeling of busyness and demonstrate that when consumers view the feeling of busyness as good (vs. bad), they experience greater psychological empowerment, which in turn increases both intentions to volunteer and actual volunteering behavior. We also offer evidence that these effects are stronger for people who generally feel high (vs. low) levels of busyness.</p>