This is a major problem with the nonprofit sector in my opinion. Business has done something of a better job in this. Managers there are still paid better than their subordinates, and managing constitutes “the top,” but there are many, many more independent contributor roles in the for-profit sector.

Some of us are not good managers just like some of us have no knack for reading maps! Supervising people is not a skill I have any desire to learn. It is frustrating to realize that most of the nonprofit sector does not value people like me: in my corporate work, I can write and design and plan and analyze — and rise up the ranks, without having any direct reports, without being anyone’s support person.

When manage, get out, or stay “entry level” are the only choices, ending up with bad supervisors is one of the inevitable results.

I think some supervisors, especially when they are in a small organization, can get overwhelmed with the role too. I think it is equally important not to let that happen either. By this I mean that it is important to keep in mind what your role is with in the entire organization and the cause or mission that the organization works for.

If supervisors let the title go to their head or get to them that also has potential to cause problems.