Let me tell you the story of Manuel, a brand new nonprofit Executive Director, and Maria, the nonprofit\u2019s founder.<\/p>\n
This is based on a completely true story, changed just enough so nobody gets hurt.<\/p>\n
Maria is larger than life, knows everyone, and is passionate about mental health issues. About 15 years ago, she founded a direct service organization. It filled a real need in her community.<\/p>\n
Through sheer force of will, she built a high-profile board (mostly Maria’s personal friends.)<\/p>\n
The organization grew and it was time to bring in a real Executive Director. Since the nonprofit was publicly perceived to be strong and growing, they got a great candidate pool.<\/p>\n
Enter Manuel. He\u2019s highly respected in the community and is a major catch. Manuel got the gig.<\/p>\n
But then, a couple weeks after he started, Manuel learned that the board felt the organization couldn\u2019t let Maria get away. She\u2019s too important. So they asked her to join the board. Of course she agreed.<\/p>\n
He didn\u2019t realize it right away, but it soon became a total nightmare. The board chair was weak and, rather than partnering with Manuel to successfully move the organization into the future, he deferred to Maria in all things. After all, who knows better than Maria?<\/p>\n
Manuel wanted to get out and solicit renewals. Maria told him these are her relationships.<\/p>\n
Every time Manuel spread his wings, Maria clipped them. \u201cThat\u2019s not how we do things here.\u201d Manuel had no autonomy whatsoever.<\/p>\n
In the end, Manuel ended up a glorified (actually not glorified) Chief of Staff. Not really an ED.<\/p>\n
Imagine you were Manuel. How long would you last? To preserve your own mental health (as your organization works to do with your clients), I\u2019d give you 10 months or less.<\/p>\n
Then what? You don’t badmouth the organization or Maria but still….<\/p>\n
Reputation problem. Board exodus. Fundraising down. Maria is bitter, loses interest and retires.<\/p>\n
Organization crumbles.<\/p>\n
It\u2019s amazing how often I\u2019ve seen this scenario play out. And yet when I actually speak to all the players, everyone tells me they have the best of intentions. It just doesn\u2019t play out that way.<\/p>\n
So today, I want to present to you a framework for how the founder, the new Executive Director, and the board can work together to make a successful and productive transition.<\/p>\n
Founders are remarkable people. They see gaps others do not see. They are so deeply passionate about filling that need that they eloquently and charismatically enlist dozens to build an organization to fill that gap. Their drive and ambition turns an idea into an enterprise that attracts talent, funding, and makes a difference.<\/p>\n
Our society is indebted to nonprofit founders.<\/p>\n
And then once the founding is founded, things can go terribly awry.<\/p>\n
There are all sorts of things founders do that end up being problematic. A founder might\u2026<\/p>\n
All three parties (founders, board, E.D.) have big issues here.<\/p>\n
Founders<\/strong> worry that what they built will stumble and fall if they don\u2019t stay involved. They may have identity issues (\u201cThis job has been my life \u2013 what do I do next?\u201d<\/em>) Worse, a founder may worry that the nonprofit will succeed without her leadership.<\/p>\n Boards<\/strong> worry about losing the founder\u2019s relationships \u2013 with themselves (\u201cWe love her! We don\u2019t want to upset her!\u201d<\/em>), with donors, and with other constituents. There may just be simple resistance to change (\u201cWe\u2019ve gotten this far with these processes, or no processes at all! This is how we do things here.”<\/em>) They may also fear losing the founder\u2019s deep institutional and sector knowledge.<\/p>\n The new Executive Director<\/strong> wonders, \u201cWhy did they even bother hiring ANYONE? Don\u2019t they trust me? Why isn\u2019t my board supporting me? Can I go home now please?\u201d<\/em><\/p>\n Seven years ago, GLSEN<\/a> faced a potential \u201cfounder’s syndrome\u201d situation when its founder, Kevin Jennings, left the organization.<\/p>\n But that didn\u2019t happen. Eliza Byard took over as the new Executive Director and has been there ever since. She has grown the scope and impact of the organization in its efforts to end anti-LGBT bias and violence in schools. She is respected and admired.<\/p>\n I spoke with Eliza and Kevin independently to discuss their recipes for success. Their answers were mighty similar. They did a lot<\/em> of things right and I offer their story as a model.<\/p>\n What the Founder, Kevin, Did Right<\/strong><\/p>\n What the Executive Director, Eliza, Did Right<\/strong><\/p>\n In case you want to go deeper, Kevin and I recorded an in-depth podcast episode on how he avoided Founder’s Syndrome<\/a>.<\/p>\n My dear founder \u2013 for you I have the deepest respect. You\u2019ve done the hardest job of all \u2013 built a brand new and successful organization from scratch.<\/p>\n But your job is not just to create. It\u2019s to build an organization to last, with or without you. Seeing the organization thrive after<\/em> you step away is your single biggest achievement. It\u2019s your legacy.<\/p>\n Stepping away may feel like the hardest thing you\u2019ll ever do. But if you care about the organization and the success of your new E.D., you must. The future sustainability of the organization depends on it. You can’t give in to Founder’s Syndrome.<\/p>\n When you start to think it might be time to bring in a new leader, you must work to make the organization less founder-centric. Build your bench strength. Showcase talent. Bring in new board members<\/a>.<\/p>\n Please institutionalize relationships with intention. Pass the baton publicly and then be sure to let go of it.<\/p>\n Most importantly, stop trying to do everything!!!<\/p>\n As a board, your job is to help make the transition as easy as possible. You want to set up your new leader for success. Remember, the ultimate responsibility for the organization\u2019s health and sustainability belongs to you. Do not let this be trumped by any personal loyalty to the founder or fear that the organization may not survive her departure. This mindset can and will be a self-fulfilling prophecy.<\/p>\n Here are a few things you can do\u2026<\/p>\n Oy. What a tough situation you\u2019ve found yourself in. You\u2019re probably questioning your judgment, self-worth, and sanity.<\/p>\n But please\u2026 do not, I repeat, do not<\/em> whine and play the victim. You\u2019ll only make the board long for the days of a commanding founder.<\/p>\n Here are three things you should<\/em> do\u2026<\/p>\n I wish I didn\u2019t have to write this post, but I see Founder’s Syndrome occur all too often and it can get so ugly. It doesn\u2019t have to be that way.<\/p>\n Thanks to Kevin Jennings and Eliza Byard for reminding us.<\/p>\n And as for comments, I know the folks struggling would so benefit from other success strategies you have used.<\/p>\n Practical advice and hope comes in mighty handy in tough situations.<\/p>\n Here are two podcasts I’ve recorded on Founder’s Syndrome:<\/p>\n Founders are remarkable people. They make a huge difference in the world. But sometimes, they also cause the long term destruction of their own organizations.<\/p>\n","protected":false},"author":4,"featured_media":595353,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[15,16,28,42,34],"tags":[],"class_list":["post-535377","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-board","category-ceo","category-lessons","category-relationships","category-succession-planning"],"acf":[],"yoast_head":"\nHERE\u2019S HOW ONE NONPROFIT AVOIDED \u201cFOUNDER’S SYNDROME\u201d<\/h2>\n
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MY ADVICE FOR FOUNDERS<\/h2>\n
MY ADVICE FOR BOARDS<\/h2>\n
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MY ADVICE FOR THE NEW EXECUTIVE DIRECTOR<\/h2>\n
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