Title: Founder’s Syndrome: How Organizations Suffer…and Can Recover (Part I) – How Matters
Headings: Founder’s Syndrome: How Organizations Suffer…and Can Recover (Part I)
Founder’s Syndrome: How Organizations Suffer…and Can Recover (Part I)
Author: Jennifer Lentfer

Content: The board is recruited by the founder, rather than by the board itself. Often they are friends of the founder, who may have been there from the beginning. Staff may also have been chosen due to their personal loyalty to the founder. The board’s role is to “support” the founder, rather than to lead the organization. They are often a rubber stamp board, having little understanding of the work the organization does. Their commitment is not to the mission, but to the founder. Board and staff members are unable to answer basic questions about the organization, such as the size of the budget, the major funding sources, the extent of the programs, without checking first with the founder. A casual observer would hear a lot of “I, me, my” in conversation. “ My staff…” “My organization…” “My vision…” It would also not be unusual to hear the words, “Because that is how we have always done it.” There is resistance to any changes that will result in a (perceived or actual) loss of control.