Exclusive Interview: From CEO to Caregiver

Angela F. Williams stepped down from her role as president and CEO at United Way to center her life around family and caregiving

As told to

Paul Wynn,

AARP

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Published May 19, 2026

Honoring a promise to her father before he passed away in June 2025, Angela F. Williams, former president and CEO of United Way, stepped down from her global role last month to care for her 87-year-old mother, who is recovering from multiple strokes and coping with cognitive decline and speech impairment.

Four years ago, around the same time she took the helm of United Way, her caregiving responsibilities intensified. Her parents moved closer to her and her two siblings in Washington, D.C., revealing years of undisclosed medical issues, including her father’s brain tumor.

While leading one of the world’s largest nonprofits, Williams balanced nonstop travel and urgent hospital calls, often making life-and-death decisions for her parents from afar. Her father’s passing at 91 underscored the unsustainable demands of combining leadership with full-time caregiving.

Williams, 62, is choosing her family and her own well-being, but she isn’t stepping back from advocacy. She is writing a new book for caregivers and plans to use her voice to share the lessons and struggles of her own journey so that others don’t have to face them alone.

“Leadership isn’t just about the job you hold,” says Williams. “It’s also about showing up for the people who need you most because sometimes the most important work we do isn’t in the office — it’s at home.”

Here, in her own words, are eight things Williams wants others to know about her decision, and why it’s critical to prioritize care for family members without sacrificing moments of self-care.

a collage of different images of a family

Angela F. Williams, pictured here in candid family photos, says: "Sometimes the most important work we do isn't in the office - it's at home."

Courtesy Angela F. Williams

1. She helped normalize caregiving inside United Way.

During my tenure, United Way built on an employee-first culture by expanding caregiver-focused conversations and support structures that remain uncommon in large nonprofits. I role-modeled what it meant to lead while caregiving, while also supporting a new caregiver employee resource group and staff sessions with guest speakers on caregiving, mental health and anxiety, making it clear that caregiving was a legitimate workplace issue, not a private burden.

2. She found herself at a turning point after her father’s death.

I was traveling internationally for work when I found out that my father had died. My sister called sobbing when I arrived at the hotel for a meeting. Overwhelmed, I broke down in the lobby and had to step away from my scheduled appearance. In that moment, the distance and impossibility of getting home immediately made the loss feel even more devastating, crystallizing for me the emotional cost of caregiving while overseeing global leadership responsibilities. My father’s passing was a turning point that shifted my mindset, helping me realize that it was time to prioritize my family.

3. She almost didn’t talk about her caregiving role when she announced her retirement.

Raised by parents who valued privacy, I initially considered keeping my caregiving experience out of my leadership announcement, worried that sharing personal struggles might appear as a vulnerability or distraction from my professional achievements. Ultimately, I was encouraged by trusted friends and a pastoral counselor to be transparent, recognizing that openly sharing my journey could resonate with others, normalize the challenges faced by working caregivers and validate caregiving as a leadership issue.

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4. She publicly named grief, against standard norms.

Rather than citing vague “next chapters,” I chose to be transparent and name grief as a central reason for my decision. Losing my father and caring for my mother, who now lives with my husband and me, made the emotional demands of caregiving unavoidable. I’m still processing the grief from my father’s passing, as there was little time to work through it at that moment. I immediately shifted into leadership and decision-making, postponing my own grief in order to function. By sharing this experience, I hope to normalize the emotional realities of caregiving, help others feel seen and show that leadership decisions are shaped by both personal and professional responsibilities.

5. She sparked an outpouring from caregivers.

I received an overwhelming response, especially from working caregivers who shared their hidden struggles, thanking me for being honest, and said they finally felt seen, even as many wished they had the same flexibility to step away from jobs despite similar pressures. Leaders across boardrooms were equally supportive, encouraging me to care for my family while also urging me to continue using my voice, recognizing that transparency helps legitimize caregiving as a leadership issue rather than a personal shortcoming.

6. She encourages other caregivers to seek help from employers.

I encourage employees to feel confident sharing their caregiving responsibilities with their supervisors or HR teams. Too often, caregivers try to manage everything quietly, fearing judgment or professional consequences. Sharing responsibilities with supervisors or HR helps workplaces accommodate emergencies, normalizes caregiving and reminds leaders that employees bring their whole selves to work, including family and caregiving challenges.

7. She is writing a book for other caregivers.

Instead of writing a traditional leadership book or caregiving memoir, I’m writing a faith-based daily devotional book for caregivers that blends Scripture, reflection and practical encouragement drawn from my own caregiving and grief journey. The book, which will hopefully be available later this year, will offer caregivers spiritual grounding and emotional sustenance, meeting them where they are, often in moments of exhaustion, isolation and uncertainty.

8. She embraces self-care, as should all caregivers.

It’s not a luxury; self-care is vital for caregivers to help balance intense personal and professional demands. I rely heavily on my faith and spirituality — including prayer, devotion, meditation and Scripture — to stay centered, hopeful and resilient amid chaos. I also find ways to laugh and find joy with my husband, my family and especially my mom, who still loves to pick on me. Self-care is a deliberate practice that sustains my ability to care for others while protecting my own emotional and mental health.

Dial 211 for Caregiver Help

Everyone knows to call 911 in an emergency, but caregivers facing daily challenges should keep another number handy: 211.

Through a joint collaboration between AARP and United Way Worldwide, caregivers can call 211 to speak with a trained community resource specialist to find help. 211 is a free, confidential service available 24/7 in 180 languages that connects individuals to resources and services in their local communities.

By dialing 211, caregivers receive local referrals for transportation, food delivery, respite care, home safety services, veterans' benefits and other resources. Specialists can also help caregivers address their own needs, including housing, employment and emotional support, while guiding them to AARP caregiving tools and information.

The Caregiver Support Program is currently available across 31 states and Puerto Rico and has helped more than 2.3 million caregivers access AARP resources and local services. Visit www.aarp.org/211care for more information.

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Paul Wynn, a veteran health care writer, has spent over a decade immersed in the caregiving community, both as a family caregiver and as a journalist covering caregiving issues for national publications.