Title: Founder's Syndrome: How Corporations Suffer -- and Can Recover
Headings: Founder's Syndrome: How Corporations Suffer -- and Can Recover
Founder's Syndrome: How Corporations Suffer -- and Can Recover
Introduction
Table of Contents
Preface
Founders' Syndrome: During Tenure of Founder
Transitioning to a New Chief Executive
Appendix A - Procedure for Transitioning to a New Chief Executive
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Preface
Founders' Syndrome: During Tenure of Founder
A Typical Problem Among Small Organizations
Some Troublesome Traits Among Founders
Typical Traits of Well-Developed Leaders
Basic Principles in Developing Leadership
Actions Boards Must Take
Actions Founders Must Take
Actions Staff Might Take
Summary
Transitioning to a New Chief Executive
Founder's Syndrome: When New Chief Executive Replaces Founder
Symptoms Depend On Nature of Founder
Typical Symptoms
Actions Boards Must Take
Actions New Chief Executive Must Take Before Taking the Job
Actions New Chief Executive Must Take After Taking the Job
What if Founder Left Organization in a Mess?
Appendix A -
Procedure for Transitioning to a New Chief Executive
Current Chief Executive's Notification to Board
Confidentiality
Board Preparation
Administrative Preparation
Interim Coordination Between Board and Staff
Hiring the New Chief Executive
Orienting the New Chief Executive
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For the Category of Leadership:

Content: Founder's Syndrome: How Corporations Suffer -- and Can Recover

Founder's Syndrome: How Corporations Suffer -- and Can Recover
© Copyright 1995 Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. Adapted from the Field Guide to Leadership and Supervision in Business and Field Guide to Leadership and Supervision for Nonprofit Staff and Field Guide to Developing, Operating and Restoring Your Nonprofit Board. Also consider
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Introduction
This syndrome occurs when, rather than working toward its overall mission, the organization operates primarily according to the personality of a prominent person in the organization, for example, the founder, board chair/president, chief executive, etc. The syndrome is primarily an organizational problem -- not primarily a problem of the person in the prominent position. This manual happens to focus on the situation where the organization works according to the personality of the founding chief executive. However, it could be in regard to, for example, a Board Chair who came along after the founder had left -- the symptoms and actions to recover are essentially the same. Table of Contents
Preface
Founders' Syndrome: During Tenure of Founder
A Typical Problem in Small Organizations
Some Troublesome Traits Among Founders
Typical Traits of Well-Developed Leaders
Basic Principles in Developing Leadership
Actions Boards Must Take
Actions Founders Must Take
Actions Staff Might Take
Summary
Transitioning to a New Chief Executive
Founder's Syndrome: