March 14, 2014
In the fourth installment of our PND Talk series (you can find the others here, here and here), Anonymous outlines a situation with which too many nonprofit executive directors are familiar: the founder who can't or won't relinquish the reins of an organization or agency that has outgrown his or her capacity to manage it.
Fortunately for Anonymous, our late, good friend (and all-around wise person) Carl Richardson was on hand to help and responded with some practical advice that surely must have helped. But see what you think. And then use the comments section at the bottom to share your thoughts and advice....
HELP. I'm working with a great organization that is experiencing a huge growth spurt -- and approaching a total budget of nearly $1 million. But the founder is still "running the show" as if it were a tiny volunteer-driven operation. He inserts himself into everything, from giving staff directives, to changing information on the Web site, to starting new programs without consulting with anyone. Basically, he is an extremely impulsive person and is unable or unwilling to hand the agency over to a professional staff (though he claims otherwise).
A few months ago I stepped in as ED with a twelve-month contract. But despite the fact that we've made some amazing progress, I am not sure I can "save" the organization -- and am beginning to believe I helped create a monster.
We have plenty of board members who are willing to roll up their sleeves, and new blood willing to help. But through his actions, the organization's founder makes it clear that he is in charge, and after a while people get discouraged and become unwilling to engage.
This founder was the sole support of the agency for nearly a decade, and I understand and appreciate his commitment and compassion. Yet the agency has grown beyond his capacity to run - and not just because he has a business to operate as well.
I have dealt with difficult founders before, and I hate to walk away. But I fear for its future -- and my reputation!