The High Cost of Leadership---Why Being a Nonprofit CEO Isn’t as Easy as It Looks
Leading a nonprofit can be a prestigious, well-compensated position—but it’s rarely easy. Recent events at Columbia University, where interim president Katrina A. Armstrong stepped down amid political pressure and institutional scrutiny, highlight a reality that many outside the sector often overlook-- being the CEO of a nonprofit can be an exceptionally difficult job.
Yes, the salary may be competitive, especially at large institutions. But the challenges often far outweigh the benefits. The attention nonprofit CEOs receive is constant and rarely forgiving. Every decision is scrutinized by a wide array of stakeholders—board members, donors, staff, government agencies, the public—and increasingly, political actors. The expectation isn’t just to manage, but to inspire, to stabilize, to advocate, and to transform, all while being the public face of the organization.
In Armstrong’s case, the pressure was magnified by national politics. Following accusations of inaction around campus incidents involving antisemitism, the federal government threatened to cut $400 million in funding. Whether or not the accusations were accurate became secondary to the perception of how the university responded. For a nonprofit leader, particularly at a mission-driven academic institution, being caught in such a crossfire is exhausting and often unwinnable.
Add to this the lack of true downtime. CEOs in this space rarely get a break from being on. Fundraising, public speaking, crisis management, staff leadership, and governance duties are all part of the day-to-day. Burnout is a real risk, even for those who are deeply passionate about the mission.
The role also comes with limited room for personal or professional missteps. Constituents demand moral clarity and consistent values, and a single misaligned statement or delayed action can trigger institutional backlash. Navigating that with integrity and effectiveness requires a level of political and emotional intelligence that few are truly trained for.
While we rightly hold nonprofit leaders to ambitious standards, it’s also important to acknowledge the intense pressures they face. The job isn’t just about vision and strategy, it’s about endurance, diplomacy, and relentless public scrutiny. As the Columbia situation reminds us, sometimes even the most capable leaders step aside not because they’re unqualified, but because the environment becomes untenable.
The next time a nonprofit CEO leaves abruptly or seems to be struggling, consider the full weight of the role. The money might be great, but the job is rarely easy.
