As the first board chair, he or she can work to ensure that a chief executive with similar aspirations runs the daily matters of the organization. In some organizations, however, this stability later erodes. Original board members rotate off the board and new members with new ideas join.
External conditions change, requiring the organization to adapt. Without that individual on the team, there would be no team. For our purposes here, we will refer to this person as the founder or leader, but it could be a President, CEO, Board member or other powerful person within the organization.
Expanding organizations need to evolve in thoughtful ways. As organizations grow and develop, things like collaboration, process, planning, and consensus must come into play. As passionate and motivated as your founder or CEO may be, no one person should be the heart, soul, and supreme leader of an organization. Think about it. What happens if that person were to suddenly disappear?
It could very well be the end of the organization as well. What happens if they stick around? An individual vision becomes the company vision. Alternative ideas are stifled, and the business becomes more about the charismatic leader than the organizational mission. Have you ever worked on a group project where one person used their influence to hijack the original idea and take it in a different direction, ultimately making everyone but them unhappy and producing a sub-par result?
There are reasons so many founders get so wrapped up in every detail of the businesses they run. They love them. They believe in them. And they want them to be successful. Tap into that those desires and help make those dreams come true. We've had Founders come to us and try to ensure that their organization cannot financially sustain without them. Whether that means they personally own the intellectual property being used by the charity, or are storing all the vehicles on their personal property, they seek to ensure that the organization is indebted and tied to them.
While our nation gets embroiled in an ugly job transition every 4 years, this person's term goes on seemingly forever, with NO ONE having the skills or work ethic to take it on. And should the organization try to change direction, there are bad Founders who would rather see it fail.
Actually, if you check this one, stop here and call us. Donation funds are public domain, stewarded by the Board of Directors in accordance with their mission and executed by staff according to the direction set forth by the Board of Directors. That's why you get the tax-deductible status.
And that means that financial stewardship isn't just watching the bank balance, it means watching for mission-creep. It means that the Founder of your organization cannot just decide to start doing "other good things" of their own accord. Sure your organization was designed as prison re-entry, but now we're going to rescue ferrets too! Or, we're a homeless shelter, but we're also providing a business loan to Jean to start her own business!
While these things are well-intended, when anyone starts feeling like your mission statement is "more of a guideline," they've overstayed their welcome. Having such support can allow you to be honest before facing the potential vulnerability of addressing your board of directors or other stakeholders. Take time to self-reflect. It is important, says Bennett, for founders to take time to truly self-reflect. Take time and space to look at yourself as separate from your organization, and to examine the reasons you want to stay, as well as comparing these to the actual and anticipated needs of the organization.
Recognize the career risk. Bennett has observed in a variety of organizations and particularly those in smaller communities that a founder often becomes known as the face of their organization. For such founders, leaving can be difficult because there is nowhere comparable for them to go.
It can be tempting and feel very risky personally and career-wise to leave, although it is sometimes necessary for the sake of the organization. Ask yourself tough questions. Your attitude toward innovative ideas determines the effectiveness of your staff. Ask yourself whether you care more about legacy or ego. Figure out your exit strategy. This is separate from the succession plan done by the board, says Garthson. Hildy Gottlieb , who has founded several organizations, suggests founders try an extended sabbatical as a test for both themselves and their organization.
Consider being a serial founder. Address your fears.
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