Executive compensation is a double-edged sword for nonprofit organizations. On one hand, above market rate salaries might be required to attract and retain individuals with the talent and skills required to effectively run these complex organizations. On the other hand, high executive salaries might be at odds with normative notions and expectations that donors and the broader public have regarding the nonprofit sector. Research shows that this incongruence, and the presence of high executive compensation can undermine trust and, critically, donor engagement with the organization. In this research, we use an experimental design to disentangle the impacts of executive compensation on public trust and willingness to donate to the organization. Theoretically, we develop a model that suggests trust will play an important role in understanding this relationship while also considering the role of organizational performance as a moderator. In terms of outcomes, we add to the literature by considering the effects of these variables on both stated willingness to give as well as actual giving behavior.