In social services, leadership is more than a title. It is a promise to show up, stay steady, and guide teams through some of the most difficult moments a community will face.

But what happens when the people doing the leading feel like they are falling apart?

This is the reality for many nonprofit and human service leaders today. Burnout has become one of the most pressing workforce issues in the sector. And in 2025, retaining great leaders may be the most urgent challenge for organizations delivering critical care, support, and advocacy across the country.

At Merraine Group, we speak with these leaders every day. They are committed, compassionate, and incredibly capable. They are also overwhelmed, overworked, and unsure how much longer they can keep going without real change.

It is time to stop treating burnout as an individual problem and start building leadership structures that make long-term service possible.

Let’s look at the numbers.

According to the National Council of Nonprofits, 76 percent of nonprofits are having trouble filling leadership positions. A 2023 study from the University of Michigan School of Social Work found that over 60 percent of nonprofit executive directors are considering stepping down within the next three years. The highest burnout rates in the entire nonprofit sector are reported in frontline social services.

Behind every number is a person. We’ve met program directors who haven’t taken a vacation in years. Executive directors who stay up answering staff emails after midnight. Leaders who are doing the jobs of two or three people because their agencies cannot afford to hire more.

These people are not leaving because they do not care. They are leaving because they have been asked to care without limits for far too long.

Leadership wellness is not a nice-to-have. It is a measurable factor in organizational success.

When executive leaders feel supported, their teams are more stable. Staff retention improves. Programs are stronger. Clients get better care. Board engagement rises. Even funding outcomes improve.

In our work across the country, we’ve seen that organizations that invest in leadership wellness report 25 to 30 percent higher staff retention and more effective executive transitions.

That investment does not have to mean a large budget. It can start with a shift in mindset. Define success in ways that include leadership sustainability. Offer regular peer support. Create space for learning, reflection, and rest. Engage the board in making executive wellness part of your strategy.

The best missions are built on strong people. You cannot grow your impact if your leaders are running on empty.

The strongest social service leaders bring more than technical skill. They bring stability in crisis, clarity in change, and the ability to rally teams around a shared purpose. They carry a heavy emotional and operational load.

They also leave when they feel that load is not recognized.

The organizations that keep great leaders do five things well:

Merraine works with organizations before a search even begins to assess what the role requires. Sometimes the question is not “Who can we hire?” but “What needs to change so the next leader can thrive?”

Culture is not about statements on the wall. It is about how people feel when they show up to work.

In a sector that deals with trauma, urgency, and scarcity, culture is what keeps teams healthy and hopeful. And culture starts at the top.

Supportive organizations do simple things well. They hold regular check-ins. They give space for both wins and worries. They model boundaries and respect time off. They celebrate not just outcomes, but effort.

At Merraine, we help organizations hire leaders who build this kind of culture. We do not just match skills to roles. We look at how someone leads and how that will shape the people around them.

When culture is strong, people stay. And when people stay, missions thrive.

The future of social services will be shaped by the people willing to lead it. But willingness alone is not enough.

We need to design roles that are realistic. We need boards that see wellness as a strategic priority. We need funding models that acknowledge the human cost of doing this work. And we need search partners who understand that executive placement is not about filling seats — it is about finding people who can lead well, for the long haul.

At Merraine Group, we help organizations do exactly that. We find leaders who are not only qualified but also aligned with your values, your pace, and your people. Leaders who want to stay. Leaders who can.

If you are ready to build leadership that lasts, we are ready to help.

info@merraine.com

845-290-1900