Neoliberal discourse seems to simultaneously demand Delhi's education NGOs to foreground social emotional learning that promotes emotional vulnerability and requires educational leaders to passionately present as "resilient" entrepreneurs who must not let emotions influence their capacity to lead. This article ethnographically analyzes the relational dynamics in these NGOs and argues that the complexity of navigating this subjective neoliberal dilemma reproduces class-based employment hierarchy in NGO leadership, hindering NGO aims to further social justice.