
Is Your Organization Tied Up in Knots?
The foundation of a non-profit organization often begins with a single, powerful idea, originating in the mind of one individual. This person mulls it over for a bit, gathers resources, tests the waters and gets folks behind them, does some paperwork, gets a staff together and poof!: a non-profit is born. Okay, that was a gross over-simplification of a complicated, valiant process that can take many months or years to bring an organization to creative and practical fruition. But my point remains the same: the founder of an organization carries the conceptual notion to logistical success (or at least, you know, existence).
Being the powerhouse behind developing an organization from it’s inception is incredibly rewarding: you get to see the mission statement you came up with effectuated in the real world. In the case of NPO’s that provide a service while working toward a greater mission- like the NPO’s that host performances for their cause, in-house, or an animal shelter- the operational management of said organization can be especially tricky, if the founder is directly involved. I read an incredibly detailed and interesting article on ‘Founders Syndrome’, over at Management Help, which you should check out if you have ANY involvement in the non-profit sector. It describes a problem so common, it’s almost universal in the non profit world. The article is applicable to corporations as well, but it struck an especially deep chord with me, as I have experienced and seen many, many organizations afflicted, to varying degrees, with what could also be called Founder’s Hubris-itis.
What to do when the founder of an organization begins to hinder it’s operational management?
This can happen for a variety of reasons: unclear delineation of staff responsibilities, too much focus on the bigger picture and not enough on the details of the day-to-day, a Board staffed with individuals who are simply a ‘puppet government’ for the founder’s whims and vision, a lack of focus on practical considerations, or a basic unfamiliarity with how the daily grind of the organization needs to be run to achieve the goals laid out in the mission statement. No founder, of course, sets out to harm to their own organization, but it happens anyway, usually when the founder is trying to do too much within the organization without enough information, time, or management skills.
Organizations that have come down with mild to severe FS often experience the same problems over and over again: unsteady infrastructure, low morale, high turnover, an inability to affect practical changes, and chronic disorganization. This type of constant chaos sometimes means that an organization is being run primarily on the whims and personality of the founder, rather than in a collaborative, proactive management style that originates from collective work, organization, and dedication to a common mission. A founder who is in the throes of the eponymous disease will often disregard the concerns of Board members or organizational staff who are lower on the totem pole: it’s their organization, so the advice of the people who are churning the gears and wheels of the organization (aka: attending to all the boring stuff) can simply be bulldozed over in service of adhering to their original concept.
Sometimes it becomes neccessary to remove the founder from their position in leading the organization and this can be an uncomfortable, even agonizing change, especially if the office is already fundamentally disorganized. However, a motivated organization can make changes to overcome FS by changing the leadership style of the founder and making attendant changes to the behavior and thought patterns of the staff and Board.
The article I mentioned above has one of the best and most comprehensive guides to helping your organization overcome Founders Syndrome. There is information for Board members, staff, founders and practical advice on how to move forward in an organization that has been stalled by this particular affliction. I really appreciate the no-judgement vibe of the whole piece: Founder’s Syndrome is no-one’s fault. In most non-profits, everyone is doing intense, demanding work for probably minimal pay, in the pursuit of a certain mission or organizational goal. Everyone is doing the best they can and this article is compassionate about how easy it is to fall victim to this insidious syndrome and will teach you how, ultimately, to overcome it.
More on Founder’s Syndrome
And A Little More
-A.J.
Filed under: Non-Profit News by AJ
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