By R. Michael Patterson, CFRE
This month the Bacon Lee & Associates team responds to a question from one of our readers about combating “founder’s syndrome.” It can be a very tender spot for many organizations and requires careful attention.
Q: A prominent organization that many of us care about seems to be experiencing something that happens to every nonprofit. Founder’s Syndrome. Can you share with us the reasons why every nonprofit goes through this, and what you would say to counsel this (and every) organization to encourage them to work (and soon!) toward their next phase of organizational development?
A: Let’s be thankful for the many founders who have taken the initiative to establish the many wonderful non-profit organizations! Their foresight and work have changed lives for the better. My colleague Barbara Anne Stephens shares that, “Founders are generally very passionate people. They are cause driven. They are entrepreneurial. They multi-task because they’ve had to do so from the beginning. They tend to put their friends on their original boards and they are fearful of board members who have questions. They are “the face” of their organizations. Founders have great parental instincts and they use them in the early years of their work.”
That said, many founders also have a syndrome that goes something like this: “This is the way we’ve always done it. We’ve been successful so far. I don’t see any need to change.” Barbara Anne adds, “Many board members are in league with the founder unintentionally. Boards have to work hard when a founder transitions. Sometimes they prefer the status quo to the detriment of the organization.”
Because founders, with all good intentions, put the brakes on new initiatives and ideas, they impede the continued growth of the organization that has been such a crucial part of their life.
Unfortunately, it is extremely difficult for most staff members to make any impact on a founder, especially in the area of fundraising. Perhaps it’s time for a capital campaign or to develop a planned giving program that can take the organization to the next level of achievement. Many founders don’t see the need for this, and if they do, they may be reluctant to call on the network of donors they’ve developed over the years for campaign gifts.
Influencing the founder is usually best achieved from a peer, such as a board chair or perhaps influential member of the community that she may respect and admire.
As organizations grow and thrive, it is possible they may outgrow the skill set of a founder. Another alternative would be to move the founder to an emeritus position, serving as the visionary for the future but having no governing authority. This, again, would have to come from a peer and done very delicately. Barbara Anne adds, “The best option is to begin with the Board of Directors, and in particular, the executive evaluation committee. The committee needs to ask about transition plans as part of the annual review. It is part of their fiduciary responsibility. The Board can also provide opportunities for a founder to meet with a career coach. Who knows what possibilities await a successful nonprofit founder! Most founders have a valuable story to tell. If they have been effective as fundraisers they might become excellent planned giving officers or donor relations specialists. But that is only possible when the founder is prepared for the next step and excited about what the future holds for the organization. Naming an endowment fund for the founder shows respect. By all means, find a way to honor the work of a founder.”
Founder’s syndrome is an extremely difficult matter to resolve. You always run into the danger of greatly offending the founder and confronting a stubborn founder who’s not going to change. You also have the problem that most peers are not willing to confront him/her about the fact that they may actually be a hindrance.
So sometimes you’re left with the situation that nothing is going to change until the founder completely steps aside or passes on.
Send your “ask the experts” questions to the Bacon Lee & Associates team at www.baconlee.com. We’re eager to assist!
Look for more articles by Mike Patterson: “Assessing a Donor’s Legal Capacity.” The NonProfit Times e-newsletter. February 14, 2012, and “A Glimpse into the Life of a Planned Giving Field Officer.” Planned Giving Today. February 2012.