Insights: Managing the Transition of Long-Tenured Nonprofit Leaders

In this installment of Insights, Nonprofit Net Board member Bob Greene provides tips on successfully managing the transition of long-term leaders in your nonprofit organization.

Here is a dynamic that occurs all too often in nonprofits: founders, long-time executives or board members work hard to build an organization that meets a critical community need. But over time, these same individuals can cause dramatic crises in the very organizations to which they’ve given so much. While the times and needs may change, some long-tenured individuals resist adapting, and insist on keeping things the same. This dynamic can lead to stifling innovation, festering conflict, and a leadership transition crisis.

How a Tenure Crisis Can Arise

This situation is often called “founder’s syndrome” or “founderitis.” I don’t use these terms, however, for a couple of reasons. For one, these crises can be set off by long-term executives or board members, even if they were not founders. Also, the terms “syndrome” or “founderitis” make it sound like an illness. I prefer to use the term “tenure crisis.”

A tenure crisis can occur, ironically, when there have been many accomplishments and great growth. It can be tempting to hold fast to what has been successful and resist change. Yet change is constant — whether it’s the evolving needs and concerns of communities served, a new political and funding climate, being a responsible employer for staff, or the need for more capable internal systems and technology. Nonprofits have to continuously respond and adapt.

Practices to Promote Healthier Leadership Transitions

This kind of crisis can simmer for quite a while before it boils over and becomes hugely disruptive. For nonprofit leaders and boards, several practices can help reduce the risk of a tenure crisis and support a healthier leadership transition.

1. Embrace board training. Unfortunately, many board members don’t fully appreciate their legal and fiduciary responsibilities. The board must be committed first to the organization and the mission, rather than to any individual.

2. Learn and practice effective communication. All-too-often, board and staff members avoid discussing difficult topics directly, thus allowing the status quo to continue.

3. Proactively develop an executive staff succession plan as well as an emergency process for an unexpected sudden departure.

4. Create a board governance committee, implement standard board member and officer term limits, and conduct ongoing recruitment to continuously build the board.

5. Provide ongoing leadership development training and opportunities for staff and board members in order to increase the possibility of their taking on new roles as needed.

6. Engage long-tenured individuals in constructive discussions about their future plans and encourage them to support intentional succession planning as a way to build on their legacy.

By acting proactively, boards and executives can guide a leadership transition process to effectively meet the organization’s needs. When the time is right, a long-tenured individual’s contributions can be fully celebrated rather than marred by crisis.

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Additional Resources for Nonprofit Leaders

• Succession Planning for Nonprofits/Managing Leadership Transitions, National Council of Nonprofits

• Nonprofit Executive Succession-Planning Toolkit, Federal Reserve Bank of Kansas City

• Overcoming Founder’s Syndrome: Practical Tips for Founders, Boards of Directors and Employees, Charity Village

About the Author

Nonprofit Net Board member Bob Greene is an experienced executive coach and organization development consultant who helps professionals strengthen leadership, build teams, and foster collaboration. He teaches at University of New Hampshire's Professional Coaching Certificate program. Bob created and facilitates the Emerging Leaders Academy for nonprofit professionals, and shares his expertise through articles, workshops, and webinars on leadership, career development, team building, and implicit bias. He holds degrees in psychology and human services, and is an avid photographer.