What’s in a Title? More Than You Might Think
I was halfway through writing a comment on a LinkedIn post when it hit me: The question of titles goes much deeper than most people realize.
The post asked whether nonprofit organizations should start using the title “CEO” instead of “executive director.” That sparked a bigger thought: Why do titles matter in the first place?
Because trust me—they do.
Titles Aren’t Just Labels. They’re Signals.
I hear it all the time from candidates and clients alike: "I don’t really care about titles."
And while I understand the instinct behind that, I actually think we should care. Not because we’re chasing status, but because titles communicate authority, clarify expectations, and shape how a role fits into the bigger picture of the organization.
Your title gives people around you, both internally and externally, clues about the way you operate.
A strong title doesn’t inflate someone’s ego. It aligns perception with reality.
Internally: Titles Set the Tone
Within an organization, titles help define who does what and how. For instance, when we named Scott as our chief of staff, that title mattered. We didn’t go with “director of operations” or “executive assistant” because neither one captured the full scope of his role.
We wanted the team to know:
He’s a key decision-maker
He has visibility across the organization
You can trust him to carry messages and lead initiatives
People respond to clarity. A title helps create it.
Externally: Titles Build Credibility
Donors, clients, board members, or partners all want to know where someone fits into the organization. A well-chosen title does the heavy lifting for you.
Without it, you risk someone being underestimated or overlooked entirely. A vague title leads to vague expectations. And vague expectations can erode trust, slow progress, and weaken outcomes.
A good title should:
Signal decision-making authority
Communicate seniority and scope
Instill confidence and reduce confusion
When I moved from director of operations to chief operating officer, I felt the difference immediately.
That change didn’t just affect how I saw myself, it shifted how others expected me to lead.
Personally: Titles Inspire Ownership
This one is harder to measure, but I see it all the time:
The right title helps bring out the right leadership behaviors.
When someone is named for the role they’re already capable of doing, something clicks.
People tend to rise to the expectations we place on them. It’s not about over-inflating someone’s role or playing politics with titles. It’s about giving people the trust and recognition they deserve.
In fact, the right title can help unlock something deeper: a sense of identity, purpose, and ownership. It supports what psychologists call self-actualization—the idea that we become fuller versions of ourselves when we reach our potential.
So, CEO or Executive Director?
One of the most common title questions we hear is whether to use “CEO” or “Executive Director.” That’s just one example, but a meaningful one. As a firm that recruits exclusively for nonprofit leadership, I can tell you it’s easier to attract top-tier candidates when the title is “CEO.”
Like it or not, it resonates more.
More importantly, it tells a clearer story about the scope of responsibility, the level of strategic thinking required, and the leadership expectation. Your title isn’t just a word on a business card. It’s a message about who you are and what you bring to the table.
So, yes, titles matter.
Not because they define us, but because they give others a fuller picture of what we’re capable of. And, sometimes, they help remind us of that too.
