Title: Founder’s Syndrome? Who Me?
Headings: 

Content: Often these sorts of         situations require a strong passionate personality - someone who can make fast         decisions and motivate people to action. Once those rough times are over, however, the         decision-making needs of the organization change, requiring mechanisms for         shared responsibility and authority. It is when those decision-making         mechanisms don’t change, regardless of growth and changes on the program         side, that Founder’s Syndrome becomes an issue. We see this most         frequently with organizations that have grown from a mom-and-pop operation to a         $12 million community powerhouse, while decisions are still made as if the         founders are gathered around someone’s living room, desperately trying to         hold things together. Founder’s Syndrome isn’t necessarily about the         actual founder of an organization. The central figure could be the person who         took over from the founder. It could be someone who took over in a time of         crisis, and led the organization to clear waters. Or it could just be someone         who has been at the helm forever. The “founder” could be the CEO. Or it could be         a board member, or a handful of board members who have either been there since         the beginning or have ridden the organization through tough times.