Call it founder’s syndrome, the succession slump, or something not suitable for work, when a nonprofit leader moves on, the process isn’t always easy. But when control of a signature program or the organization itself is on the line, questions about who has ownership over a nonprofit can be organizational life-or-death. We who work in the field give so much, but sometimes it’s hard to know, whose nonprofit is it anyway?
An all too-common tale
Allow me to share a story about a small, community nonprofit. The organization, which used cultural immersion experiences as an educational tool, was founded by a dedicated woman who had worked for decades as a school teacher and then began the 501 (c )(3) as her passion project. To make it sustainable, she spent three years serving as its unpaid executive director and board president.
But now, the undertaking was in its tenth year, and the programs it originally operated weren’t financially sustainable. New arts organizations in the area had been partnering in a side-by-side program that was gaining more donor interest, more student impact, and more positive volunteer opportunities.
Other board members had tried to broach the idea of shuttering the original effort to leave more resources for what was working. But the founder insisted that to do so would destroy her vision and that she wasn’t going to let that happen. The founder no longer served as executive director, and even though she also no longer held the board chair role, she still sat on the executive committee where she held outsized sway.
More and more, staff felt disillusioned and board engagement flagged. Conversations about ousting the founder surfaced, but people were nervous about divorcing the organization from its charismatic originator. Many worried that asking her to step aside would be seen as an insult to her work. Some asked, “Wasn’t she entitled to have more say than others?”
Ultimately, a crisis in finances led to an ugly showdown where the founder left, and some donors followed. It took a few more years for the organization to regain its footing.
Is this the plot of a telanovela? The play-by-play of the next workplace thriller? Sadly, no. Our tale serves as an all-too-common trope for what happens when someone has a great idea and turns it into a nonprofit but fails to understand that they are never the “owner.” They are merely one steward of the nonprofit assets which are ultimately the responsibility of the board.
There’s no copyright on charity
Whether it’s a member of the board, staff, or even an important donor, the issue of who has ownership of an organization can be a source of many a nonprofit headache. While those who begin nonprofits invest incredible personal resources to see the start-up’s success, healthy organizations need to recognize that they are only stewards on behalf of the public.
Not-for-profit rarely means not-without-ego, and it’s natural that individuals who give so much want their efforts to match their ideals. So what’s the solution?
We’ve been gathering insights into this crucial topic, but we’d like your input as well. Tell us what you think. How have you dealt with this important but challenging topic, and what has your organization done to make sure that everyone understands that nonprofit stakeholders are stewards, not owners, of nonprofit assets?
How does the sector’s unique mandate to, above all, do good, impact decisions? And how does one make those transitions as smooth as possible? Let us know your thoughts by taking our survey here. We’ll follow up in our next issue!