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| Founder As Executive Director Conundrum
Posted by Arlene Spencer   on 4/21/2009, 12:16 pm
Hello PND Message Board Reader:
I am needing some input, suggestions, advice, etc. I am a professional nonprofit consultant with nearly ten years in the sector.
Repeatedly I run into the common scenario of working with a nonprofit's founder, who is now or will be the executive director and feels (albeit, understandably) a sense of entitlement towards the organization, its future, and ultimately, the ownership of the nonprofit.
I had an awkward conversation, during a recent training that I provided, and need some feedback from my colleagues. [Your help, with this, is greatly appreciated!]
One of the training attendees asked about a nonprofit (that I am not familiar with) which his friend had started, and after years of her devoted work as the executive director, the board voted to fire her. He asked me how they (my client and a new separate nonprofit)can avoid that happening. He offered that they may add a rule in their bylaws guaranteeing the founder of the client nonprofit the executive director position.
I responded by saying that I am not familiar with the nonprofit that he first referred to, so it's difficult for me to speak to that situation. I also recommended against ratifying reactive rules into the bylaws. I then explained that the organization's reason for existence is the need in the community that the organization serves, and the guiding principle for the nonprofit is its mission (which should be considered in all decision making). I explained that the nonprofit is the employer, the executive director is a staff member, and like any employer, the leaders of the nonprofit (the board) has the responsibility to make decisions in best interest of: the mission, the beneficiaries of the organization's work, and the nonprofit. Ironically, I had just finished presenting about how a nonprofit does not operate in a void; each needs its community. The point I'd made in regards to community is that inclusive nonprofits grow and thrive because they understand that without the community and its part in the nonprofit's success the nonprofit would fail. I made the point that any nonprofit's achievements are its donors', volunteers', and other community partners' successes. He either did not hear my point, didn't understand my point, or didn't agree with it (I don't know), but he kept pressing the issue. I stuck to my points, then we eventually moved on.
I am not sure that my client and I are on the same page, now. While I know that all I can do is provide a client with best practices information, I am concerned.
I am wondering how others handle this situation if/when they run into it.
I located this thread from the PND Message Board between Tim and Tony Poderis in regards to this common issue:
http://members4.boardhost.com/PNDtalk/msg/archive/29577.html
Again, your response is appreciated!
Best,
Arlene
Arlene Spencer
Principal
The Grant Plant, LLC
www.thegrantplant.com
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