Who’s Helping the Leader? Rethinking Executive Support in the Social Sector

Social sector executives carry a lot on their shoulders. In smaller organizations especially, the executive director often plays every role: chief fundraiser, chief people person, chief strategist—and sometimes, chief office manager and IT troubleshooter too. The smaller the team, the more functions a single person has to hold—often without enough ability to delegate downward or offload implementation.

It’s no wonder executive burnout is so high. We’re often asked to do too much with too little.

There’s an unspoken belief in the social sector that if you’re paid as an executive, you should be able to do it all. But in no other industry is that true. What are doctors without nurses or medical assistants, directors without producers, or attorneys without paralegals? In every field, strong leadership is supported leadership. It’s time we applied the same logic in the nonprofit world—and built the structures around our executives that allow them to lead well and sustainably.

This piece is asking:

• What would it look like to set up social impact executives to succeed, rather than survive?

• How can we structure leadership teams to reduce burnout and increase impact?

• Are there incremental ways to test new leadership models without overcommitting?

Roles That Redistribute the Load

Lately, I’ve seen more and more job descriptions that challenge the assumption that one leader has to do it all. These new roles offer structural innovations that support leaders to serve more strategically and sustainably in alignment with their mission. Below are a few examples of support roles I see making a difference across the social sector.

1. Chief of Staff

A strategic and tactical right hand to the executive and the board.

This role first became popular in political offices, but it's gaining traction in both the corporate and nonprofit sectors. Chiefs of Staff often bridge between the executive and the rest of the team, helping turn vision into action.

Unlike a Chief Operating Officer or Chief Program Officer, who typically oversees one function, a Chief of Staff supports cross-functional alignment, making sure teams are working collaboratively toward the broader mission. They’re often a proxy for the executive in their absence, whether internally or externally. Staff or external stakeholders should be able to go to a Chief of Staff and receive a response that aligns with what the chief executive would say or do.

Example: New Sector Alliance is looking for a Chief of Staff and Program Lead to partner closely with the CEO in ensuring efficient execution and mission alignment in a fast-paced, startup-like environment.

2. Deputy Executive Director

A strong #2 who can step in during an ED’s absence.

Deputies often lead on a major portion of the functions in an organization—team management, strategic planning, fundraising, etc.— freeing up the ED to focus on external or future-facing work. They frequently oversee day-to-day operations, lead senior staff, and ensure internal alignment across teams. This role is great for succession planning: someone who is primed and ready to take over if or when the ED moves on.

Example: Earlier this year CAIR Sacramento Valley/Central California was looking for a Deputy Executive Director to direct and supervise all administration and programming functions.

3. Co-Executive Directors

Two people. One role. Two salaries.

Co-leads may share or split responsibilities. Think of it like co-parenting, but in your office. In the best scenarios, they work together to lead the organization, share strategic decision-making, and co-create the overarching vision and implementation plan—even if their day-to-day responsibilities differ.

This structure requires high trust, excellent communication, and a shared leadership philosophy. Co-EDs need clear boundaries, aligned values, and regular check-ins to avoid role confusion and ensure seamless collaboration. Boards also need to be clear on how decision-making authority is structured and how accountability works, especially when it comes to evaluations, fundraising, and external representation.

Example: The Highlander Center recently advertised a role open to either a single or co-ED structure. They were clear: they’re not a matchmaking service—applicants interested in serving together need to apply jointly. Co-leadership can be a powerful model for equity and shared power, especially in organizations that value collaboration, trust, and distributed leadership.

4. Director of Strategic Initiatives

Great for managing special projects and time-bound priorities.

This role enables the executive to offload the planning, implementation, and evaluation of strategic initiatives that cut across more than one function. Think: strategic planning, KPI development, org-wide tech rollouts, and other complex internal or external efforts that don’t have a natural home in one department.

These projects often require high-level coordination, stakeholder management, and sustained attention: things that can be hard for a busy executive or department lead to manage solo. The Director of Strategic Initiatives acts as an internal consultant and project lead, bridging strategy and execution and ensuring that critical initiatives move forward on time, on budget, and in alignment with the organization’s mission.

Example: KIPP DC College Preparatory Academy Public Charter School is hiring a Director of Strategic Initiatives responsible for facilitating cross-functional initiatives, providing strategic support to the CEO and President, and ensuring alignment with organizational priorities in close partnership with the Managing Director of Strategy and Culture.

5. Special or Senior Advisor to the President/CEO

A behind-the-scenes strategic partner to the top leader.

This role varies widely but often provides high-level strategic and operational support to the executive, especially around internal communications, external relationships, decision-making, and high-priority initiatives. Special Advisors are often entrusted with managing the executive’s most sensitive or complex work—whether that’s preparing for board or funder meetings, advancing cross-functional projects, or serving as a sounding board for key decisions. They may help shape messaging, analyze internal dynamics, or represent the executive’s perspective with other senior staff.

Ultimately, they ensure the executive’s time, priorities, and focus are aligned with the organization’s long-term goals—and that critical initiatives don’t fall through the cracks.

Example: LHH is supporting a religious nonprofit to find a Senior Advisor to the President who will manage internal operations and facilitate high-level meetings with donors and other stakeholders.

6. Managing Director

A senior leader who often serves as the internal counterpart to an externally focused ED or CEO.

The Managing Director may oversee day-to-day operations, team supervision, and budget management, helping to turn strategic priorities into integrated, sustainable systems. While some organizations use this title interchangeably with Deputy ED or COO, others view it as a co-equal partner to the ED, particularly in organizations moving toward shared leadership or preparing for succession. This role is especially useful in organizations where the top executive is highly external, such as a founder, fundraiser, or public-facing leader.

Example: Peace and Security Funders Group has a longtime Managing Director who supports programming, member stewardship, and organization-wide operations.

7. Chief Strategy Officer

A cross-functional leader focused on aligning mission, vision, and execution across departments.

The CSO may lead strategic planning processes, oversee learning and evaluation efforts, or steward cross-sector partnerships. In equity-focused or philanthropic organizations, this role might also integrate systems change work, internal culture building, and adaptive strategy. A CSO helps make sure the organization doesn’t just “do things right,” but “does the right things” as it grows and evolves.

Example: Foundation for the Mid South is hiring a Chief Strategy Officer to lead the development, communication, and execution of the Foundation's strategy, ensuring alignment with its mission, vision, and organizational objectives, while considering market trends and financial goals.

8. Executive Assistant

A key partner who manages the executive’s workflow, time, and day-to-day operations.

I often wonder how much more effective social sector leaders could be if they had the kind of administrative support their for-profit peers take for granted. Executive Assistants handle scheduling, logistics, inbox management, and travel coordination—but their value goes far beyond calendars and conference rooms.

They serve as protectors of time, filters of information, and facilitators of follow-through. A great EA ensures that priorities stay on track, internal and external communications run smoothly, and the executive can stay focused on strategy and leadership—not scrambling to find Zoom links or reschedule missed meetings.

Freeing up mental space is not a luxury—it’s a leadership enabler. And the cost of not having this kind of support? Often far greater than we admit.

Example: MacArthur Foundation is hiring an Executive Assistant to the President, to provide high-level, strategic administrative support, serving as a trusted partner in managing time and priorities.

Other Leadership Models to Watch

The above roles are largely based on traditional, hierarchical leadership structures with boards and executives on top, with the rest of the team under. As the social sector grapples with questions of equity, sustainability, and power-sharing, new leadership structures are emerging that rethink who leads, how they lead, and how decisions get made. Here are a few to keep an eye on:

Tri-Leadership or Distributed Leadership Teams

Rather than concentrating authority in one person, some organizations split leadership among 2–3 senior roles—for example: Internal (Operations), External (Programs/Partnerships), and Strategic (Vision/Development). These roles may have equal standing and work collaboratively, reducing reliance on a single ED.

Examples: The William and Flora Hewlett Foundation published case studies in distributed leadership a few years ago that featured examples from seven organizations.

Rotating or Collective Leadership

Especially in grassroots and movement organizations, some are embracing rotating leadership models where a small group of leaders take turns in decision-making roles or co-lead collectively. While it requires strong norms and trust, it can reflect values of shared power and collective care.

Examples: The Bridgespan Group has put out several resources and webinars on co-leadership models.

These evolving leadership models offer new ways to share power, reduce burnout, and build resilient organizations aligned with social sector values.

How Do I Know What I Need?

When you’re carrying too much, it’s easy to jump to hiring the next available set of hands—or to freeze, unsure where to begin. A more strategic approach starts by asking:

• Where is my time and energy going?

• What work can only I do?

• What’s being delayed, deprioritized, or draining me that could be shared?

Then, get honest about the kind of support you need—not just in terms of tasks, but in terms of how you think and make decisions.

Here’s a simple but powerful distinction: Do you need someone to think with you—or someone to think for you?

Think with me

You need a strategic thought partner—someone who can help you wrestle with complex decisions, align cross-functional work, and move your vision forward. This might be:

• Chief of Staff

• Managing Director

• Deputy ED

• Special Advisor

• Chief Strategy Officer

They extend your thinking, challenge your blind spots, and help translate vision into reality. These roles often sit at your side in meetings, help prioritize what matters, and are trusted with a high level of discretion and autonomy.

Think for me

You need a trusted executor—someone who can take whole categories off your plate and run with them. They manage the flow of your work and make sure nothing falls through the cracks. This might be:

• Executive Assistant

• Managing Director

• Director of Strategic Initiatives

They reduce friction, create order, and make your workday run smoothly—often behind the scenes, but with outsized impact.

Most executives need both kinds of support—but knowing which one you need right now is the first step toward building the right structure around you.

Isn’t That a Luxury?

The most common concern I hear about these roles is cost. There's often an assumption that this kind of support is wasteful or simply unaffordable. It’s seen as a luxury.

There’s also a martyr complex in many corners of the social impact sector. Leaders feel they shouldn’t ask for help, or if they need this kind of help, they are not strong enough or good enough for the organization they lead.

This is simply not true. And I see what happens when this self-sacrifice goes on for any length of time—leaders are exhausted, burned out, and questioning the toll the work takes on their mental and physical health.

It’s not a weakness to set yourself up for success. It’s not indulgent to acknowledge where you need help. These roles are about building an organizational structure that supports your mission, your effectiveness, and your long-term impact.

You wouldn’t hesitate to hire an accountant or an HR manager. So why treat leadership support any differently?

The value of cross-functional and leadership support roles needs to be taken seriously—especially for organizations with ambitious plans for growth, scale, and impact.

You Don’t Have to Go All In

You can take incremental steps towards introducing these roles into your organizations and budgets. These roles are great candidates for fractional support—allowing you to “try before you buy,” pilot a new structure, or bring in experienced leadership on a part-time basis. As your needs or budget grow, you can increase hours or transition into full-time.

Fractional support lets you benefit from high-level strategy and execution without overextending your team or resources. Check out my recent article on fractional leadership here.

Let’s Talk

What’s one leadership support role you wish your organization had in place? And what other roles or leadership models have you seen work well to ease the executive load and strengthen mission impact? I’d love to hear your thoughts and experiences.

At Shared Impact Advisors, I partner with funders and mission-driven organizations to bridge strategy and execution—offering fractional, project-based, and full-time leadership support tailored to your needs. Whether you’re exploring a fractional chief of staff, a strategic advisor, or a project lead, I help you lead smarter, not harder.

If you’re ready to explore how the right leadership support can transform your team’s effectiveness and sustainability, let’s connect. Reach out for a free consultation to discuss what might work best for you.