Mission-driven success: Bringing lessons from the Family Business to Nonprofits Family business owners are typically energetic, driven leaders who enthusiastically embrace challenges. When a cause captures that intensity, they are often inspired to launch a nonprofit, believing that a mission-oriented venture will survive primarily on passion. The reality, however, is that leading a nonprofit comes with many of the same operational and governance challenges that family businesses experience. From Board structure to fundraising to keeping the organization on course, there is a long list of parallels that founders should bear in mind as they steer a nonprofit labor of love. Paramount among the similarities is the importance of planning for succession. This is a difficult subject for founders of all companies, but the emotional component that accompanies family businesses and nonprofits creates added complexity. Many an organization has fallen on the belief that the founder will always be in a position to lead or that their replacement will materialize at just the right time. The Harvard Business Reviewi noted the need for sound planning in an article examining an international study of top tier players. “Family businesses cannot hope to manage internal talent (both family and nonfamily) or attract the best outsiders without establishing good governance practices that separate the family and the business and ensure oversight from a professional board,” wrote the Review. “More than 40% of the companies in our study included members of the next generation on their boards and committees in order to nurture their business and management skills.” Best practices call for close collaboration between the board, potential leadership candidates, and the founder to build a reliable organizational structure. The framework of the future must empower the next leader while enabling the founding generation to give up the reins with confidence. This may seem straightforward, but even well-intentioned efforts can be derailed by “Founder’s Syndrome” – a pattern of behavior prevalent among leaders of Family Businesses and nonprofits. According to Nonprofit Quarterly, Founder’s Syndrome is typified by leaders whoii: - - - - Believe the organization exists to serve their ego Resist delegating critical tasks Are unable to make a smooth leadership transition Do not evolve beyond their original vision for the organization A poorly executed succession strategy (or losing even more ground to Founder’s Syndrome) can lead directly to lost confidence in the organization, lost support from donors, and the ultimate demise of the organization. To ensure that the mission will endure, founders should apply three lessons from their role as Family Business owners: 1. Stay ahead of succession. Especially when there are egos at stake, succession is a complex process. Creation of an appropriate structure cannot be accomplished in one meeting or around the table at a board retreat: this is a multi-year, evolving process of education and change. At the outset, leaders should establish a values-based decision making process. The board should agree on axiomatic principles or a mission statement, which will then serve as a foundational part of the nonprofit’s Form 990 and external communications. With that in hand, the organization will have a guidepost to decide how leadership is selected or changed. Nonprofits should also be sure that the founder is not the sole decision-maker when it comes to succession planning. If a board task force or independent advisors are part of the process, they can help keep the conversation focused on the future. 2. Find the right leader - not the most convenient one. Founders are often tempted to appoint their successor without truly considering the long term implications. Family members are sometimes selected based more on their willingness to be involved than on their competence as a nonprofit leader, or major donors who show an interest are chosen for political reasons. Ignoring their shortfalls can mean missing out on a once-in-a-generation opportunity, though; changing leadership does not happen every day, and getting it right can pay enormous dividends. The most effective leaders are those who embrace the mission in a way that allows donors to identify and trust in their connection with the charity. Those impacted directly by a disaster or health concern often make the best spokespeople, as their ties to the issues are unquestionably sincere. Michael J. Fox, for example, has given tremendous recognition to Parkinson’s Disease through his foundation; his effectiveness came not only because he is a well-known figure, but because victims and his fan base could relate to his plight. 3. Build a brand that can weather change. Powerful founders who fall from grace can take an organization down with them; surviving a scandal requires that the nonprofit’s mission is larger than the founder’s personality and that the right succession structure is in place. Lance Armstrong’s Livestrong Foundation makes for a fascinating case study, as the organization faced an avalanche of negative publicity when Armstrong was stripped of his Tour de France honors in early 2013. The event might have ruined weaker non-profits, however Livestrong had successfully branded itself around a mission that lay close to the hearts of millions of cancer survivors. With Armstrong gone, Jeff Garvey, chairman of the foundation’s board, took over as the face of the organization. Certainly the organization suffered losses in the wake of the Armstrong scandal, but Livestrong’s leadership rose to the occasion and rebuilt around the mission. In 2015, the organization made a statement with its $50M donation to the University of Texas to launch the Livestrong Cancer Center. Garvey noted in his explanation that “looking forward, it’s time for the Livestrong Foundation to embrace an even bigger mission.”iii Having the right leaders in place after Armstrong’s departure was the key to Livestrong’s ability to bounce back. While they make less sensational headlines, prestigious organizations such as Harvard University show a similar characteristic: the strength of the brand looms far larger than any specific leader. The allure of the institution makes it easier to attract great talent when planning for the next leadership change. Founders of businesses and nonprofits are inspired to bring an idea to life, but often do not have a clear plan for sustaining their vision. To develop an organization that will live beyond their leadership, they must cultivate a commitment to succession planning, develop an eye for the right leader, and build a brand more powerful than their personal passion. Endnotes (i) Leadership lessons from great family businesses, Claudio Fernandez-Araoz, Sonny Iqbal, Jorg Ritter, Harvard Business Review, April 2015 (ii) Rediagnosing "Founder's Syndrome": Moving beyond Stereotypes to Improve Nonprofit Performance, Elizabeth Schmidt, Nonprofit Quarterly, July 1, 2013 (iii) Livestrong Makes Biggest Donation Since Lance Armstrong's Disgraced Exit, Paul J. Weber, Huffington Post, August 19, 2014 Copyright © 2015 Hemenway & Barnes LLP This advisory is provided solely for information purposes and should not be construed as legal advice with respect to any particular situation. 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