The Non-Profit founder can be seen as entrepreneurs driving change, long before entrepreneurship became a catchphrase in addressing economic problems and unemployment. They are the people who sees an injustice and feel motivated and driven to address it - with passion, energy and vigor. Their dynamism has the ability to draw other people in and have these people and the public buy into their cause and mission.
They have the ability, personality and skills to establish a Nonprofit structure to drive, develop and advance their cause and their response to their cause.
But when this incredible individual becomes and remains the pivot of the organisation, or becomes the person who has a stranglehold on organisational development and maturity, you are left with Non Profit founder syndrome.
Organisations go through different stages of development- for many it’s starts with a:
Grassroots intervention,
Establishment of a more formal structure,
Development and Expansion
Maturity and Sustainability
Founder Syndrome develops if a founder is unable to evolve with the natural evolvement of his/her organisation. Many founders have the skills and competencies to take their mission and organisations to the second level of organisational development, but may not have the skills to take the organisation to the next levels. If they evolve with their organisation they may realise that they do not have the skills to further develop the organisation, and facets of delegation of authority, more specialised workforce and a multi-level organisational chart may be implemented.
However, if founder clings to his/her original position, and resists the natural progression of organisational development, the organisations stagnates and ultimately declines. Symptoms of Founder Syndrome includes:
The founder makes most of the decisions and other parties rubberstamp decisions
Limited or no strategic planning or planning – but rather instructional decisions by the founder
Boards have little or no say and most often just approve suggestions by the Founder
Unwillingness to make transition from founder to a new leadership team
No delegation of authority
Scepticism and resistance regarding planning, policies and procedures
Dogged commitment to original purpose of the organisation, regardless of environmental changes
Cherry-Pick their Board members and staff. See these people as working for the founder as much as working for the organization's mission. Board members are friends or family. Founder recruits board members instead of Board itself
Lack of commitment to accountability
Resistance to any changes that decreases control of Founder
Perception that the Founder CEO has more power than the Board.
The functioning of the organisation is built and develops around the character and personality of the founder, as opposed to organisational structure, system and processes
The perception that the organisation “belongs” to the founder
Decisions are not tested or debated
Remove Board members or staff who disagree
Most often Founder Syndrome develops because the Founder and initial staff/board are so focused on pursuing the founding vision, that they lose track of natural organisational and environmental development, processes and systems. The moment they realise this, they correct this state of affairs by implementing various processes – strategic planning, delegating authority, leadership development, succession planning, developing organisational hierarchies, skills development (including that of founder), specialised staff etc.
However, sometimes Founder Syndrome develops because of the Founder’s Ego and the perception of the founder and founding staff that the organisation belongs to the Founder. Sometimes the continued control claims of the Founder are linked to their own personal and financial benefits. It could also be possible that the Founder Syndrome was present before the organisation was established. Why for example did the Founder, who identified this cause about which he/she was so passionate, not volunteer at similar existing organisation, or combine his/her efforts with a similar existing organisation[i] (if such an organisation does exist)
Founder Syndrome, can be seen a natural part of the organisational development stages, and only becomes negative if not addressed. It only becomes negative if the Founder is not developing with the organisation of actively inhibits natural organisational development. The Founder needs to realise that even though it is his/her vision that founded the organisation this is now immaterial – after the organisation has been established it is about the organisation, community and client vision.
Literature quite often compares the development of an organisation and the role of the Founder with that of parenting – from birthing to adulthood or maturity, with incremental levels of independence. As a proud parent the Founder should be proud of the remarkable organisation that he/she has set up and gifted to the community. As a proud parent there will be a sense of sadness in that you may not be needed as much– but also a sense of major achievement in inspiring and upskilling others to keep the original vision alive , but also magnifying and growing the vision.
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