The nonprofit sector is deeply in debt to individuals who identify a needs gap in their communities and are propelled to launch a formal effort to address that need by founding a 501(c)(3). It takes but a moment to consider the many transformational founders who have introduced world-changing innovations.

In that context, it is ironic that we often brand nonprofit founders, Hester Prynne-like, with a chronic illness we call founder syndrome. Symptoms include autocratic decision-making, lack of receptivity to new ideas, and leadership rooted in personal ego. I have seen these traits in many of the founders I have worked with as an executive coach and governance expert for organizations large and small. I’ve also seen them in many of the CEOs I’ve worked with who have followed those founders. Of course, I have; at their roots, these traits help make these remarkable trailblazers successful.

These founders are tremendous assets to their organizations. So the question is: When and why do these assets become organizational liabilities? Often the most influential trigger is found within the structure of the organization itself—specifically, the board of directors. It usually begins with the board’s origin story.

Far too many boards have only a cursory understanding of their role in leading and governing their organization. In its most recent survey of nonprofit boards, BoardSource reported that 55.2 percent of board members spend little or no time investing in an understanding of their vital role in the organization.

It is absolutely vital that boards of founder-led nonprofits understand this dynamic, as the long-term sustainability of the organization rests in their hands. Our sector must begin to look at a thriving nonprofit as one that values partnership, and nowhere is that more important than in the relationship between the board and staff, and more narrowly in the relationship between the staff leader and the board chair. Think about a nonprofit organization as a twin-engine jet: Each “engine,” the board and staff, must function well independently and in partnership, with the board chair and staff leader in the cockpit leading the organization’s journey together.

It is easy to see how drastically this model differs from a board of followers (ducklings). And for board members with founder leaders, it may be nearly impossible to imagine how a board can change the dynamic.

It can be done. To ensure the long-term sustainability of their organization, boards have no choice; they must lead the mindset shift. Creating the needed tipping point will require a group, as a single board member will merely swim upstream as they attempt to change board culture. This cohort absolutely must have a passion for the mission that overcomes allegiance to the individual founder and stand ready to lead difficult conversations. Challenging the founder will be a new muscle to exercise but it is critical to the fulfillment of their duty as a board member.

With these catalysts in place, here are five practical strategies a board can and should employ to move to a board that partners with a founder.

  1. Educate Your Board About Their Roles and Responsibilities
  2. Recruit With Intention
  3. Introduce 360 Performance Reviews
  4. Engage in Legitimate Succession Planning
  5. Invest in Ongoing Board Enrichment

Read the full article about nonprofit boards by Joan Garry at Stanford Social Innovation Review.