Dear Prof PANL,
I work for an organization in which the founder is still very involved.聽It鈥檚 clear that this person聽has a strong influence over decisions and actions — and makes it almost impossible for anything creative and new to happen. How can we move forward as an organization without denying the founder鈥檚 vital contributions?聽What can we do?
–Feeling Stifled
Dear Feeling Stifled,
While I鈥檓 not a real doctor, I can offer you a diagnosis: Founder鈥檚 Syndrome. It seems to me that your founder doesn鈥檛 know how and when to let go. The main problem is that there鈥檚 no succession plan. Some founders can become micromanagers, politicize relationships with staff members (particularly with long-time staff), and can avoid adapting to changing times. The core problem with Founder鈥檚 Syndrome is the stifling of innovation and creativity within the organization. Don鈥檛 feel too special, though, non-founder-led organizations can exhibit the same pathology with long-term staff and board members. Don鈥檛 be too quick to push out founders! they鈥檙e more likely to review their missions and maintain a high level of board engagement, compared to than non-founder-led organizations.
What to do? Clarify the roles and responsibilities of board members and staff. This will draw a clear chain of command. In other words, good fences make good neighbours. Need inspiration? on writing board job descriptions.
You could also strategically involve the founder in a meaningful project where their skills and passion can be harnessed positively. We younglings tend to forget that people were here before us and that we鈥檙e directly benefiting from their hard labour. Recognize your founder鈥檚 contributions. This will allow you to jumpstart the delicate conversation on succession and transition. Ultimately, remember that the founder wants the organization to succeed beyond them.
Best,
Prof P.
Photo is courtesy of Clay Banks and Unsplash.
Saturday, November 7, 2020 in Dear Prof. P., Leadership & Governance
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