Why charity CEOs are more susceptible to burnout

Leading a charity is a mission-driven job, but it can also be exhausting.

A 2021 survey by Third Sector found that 94.3% of charity workers, many of them in leadership roles, had experienced stress, overwhelm, or burnout in the previous year. More recently, research by Fair Collective and NCVO found that in over 350 charity leaders surveyed in England, 20% reported a “severe impact” on their mental health, including suicidal thoughts, hospitalisation and burnout. These challenges are particularly prevalent in health, children and education services, where the emotional toll is especially high.

Comparatively, the 2022 Deloitte and Workplace Intelligence Wellbeing Survey (in US, UK and Canada) found 70% of executives considered quitting their job for a different job that better supports their well-being. Many executives reported feeling stress and depressed.

It is clear that leaders across the sector are under pressure, but these findings highlight significant mental health challenges for leaders in the charity sector, where the pressure is uniquely intense.

Why does the charity sector feel it more?

Charity CEOs operate in high-pressure environments and juggle relentless tasks. Whether it be intense fundraising, high expectations, emotionally demanding work, or limited resources, there is a lot to balance. However, unlike their corporate counterparts, they often lack financial incentives, job security, or proper support. So, it is no wonder burnout is so common. What makes this even more challenging is the fact that many charity leaders are so deeply connected to their mission. The emotional connection, whilst noble, can also lead charity CEOs to carry the weight of the organisation on their shoulders. The result? A sector where burnout isn’t just common but expected. And this needs changing.

So, what’s the solution?

  • Stronger well-being policies – Self-care isn’t a luxury; it’s a necessity. Mental health should always be central to your organisations culture, rather than an afterthought;
  • Realistic expectations – No one can do everything, and knowing your limits is crucial. Setting healthy boundaries and knowing where to delegate is key to long term success;
  • Improved board support – CEOs need trustees who help, not hinder. A Board that listens, challenges constructively, and actively supports operational needs can make all the difference.

How can we help you?

As virtual assistants, our role is to take care of the tasks that weigh charity leaders down. By providing administrative support to CEOs directly, we reduce the daily admin workload. As a result, CEOs have more time and headspace to focus on strategy and leadership, as well as crucial meetings and deadlines.

If we want charities to thrive, we must take leader burnout seriously. Burnout isn’t just a personal issue – it is a leadership and organisational risk. We are here to help create space for high impact work and, importantly, rest.

Have you experienced this challenge? Then let’s talk.

Image: Pexel

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