Solutions to help tackle founder syndrome
The transition from being ‘founder-led’ to ‘founder-inspired’ can be tricky to navigate but it can also be an opportunity to breath fresh life into the leadership of an organisation. While challenges can certainly arise, through
our research we also learned that these early roadblocks do not need to be permanent. Many of the leaders we talked to told us their situations had improved over time. Based on their insights, and those of other CEOs, here are some thoughts we have
on ensuring a smooth transition for both the new leader and the charity.
1. For founders
If you are a founder, it is important that you recognise when it is time for you to step down to help you avoid burnout and create capacity for a deliberate and well-planned handover. Many leaders found speaking with a coach or mentor useful, enabling
greater self-reflection and improved well-being. Research by Stanford Social Review recommends that you remain at your organisation in an extended role to support the team while they transition under their new leadership.
2. For new leaders
As a new leader, your preparation will be invaluable. This includes getting to know your new team and community before you start, alongside opening space to learn and ask questions. The CEOs we surveyed were also able to navigate early difficulties by
committing to a clear and well communicated mission, even if that meant clarifying their organisation’s pre-existing goals. Alongside this, some found advice from membership bodies, partners in the sector and board members useful in challenging
times.
3. For Boards
Boards can take a strategic role by encouraging founders to create succession plans, building support networks and recruiting effectively. Taking time to build a strong relationship with their organisation’s new leader is also essential. Examples
of good practice include arranging one-to-ones with Trustees or setting up office-hours to provide assistance and advice when needed. As part of this, Boards can strengthen organisational unity by reinforcing the charity’s mission while remaining
open to change.
Change can be difficult to be drive from the inside, so another effective approach can be to enlist support from an external partner who can facilitate the process from the perspective of a critical friend. This kind of
investment can help founders, incoming CEOs, senior leaders and board members to navigate this transition and avoid some of the pitfalls we have described above.