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Managing a Founding Leader Departure

July 2024

This article is related to a recently completed custom research project conducted on behalf of an ABA member. Our research team is always delighted to speak with members about tailoring research projects to your organization. To learn more or submit a custom research request, simply contact your member advisor or email us at info@advisoryarts.com.

The moment of a founder’s departure can open major challenges — and important opportunities. At the request of an ABA member, we explored how organizations can take a founding leader’s departure as a chance to set strategic visions for the organization while still honoring their founder’s legacy.

Findings from the research include:

  • While reasons for leaving vary, the timing of a founder’s departure has important implications. If the decision to leave comes as a surprise, it is crucial to create an environment where the organization and community are not mourning the prior leadership, but excited for a new vision. If the leader spends a lengthy time determining their successor, maintaining transparency in the process will be key.

    • A strong search process includes a 5-7 person committee and clear expectations. Search committees must include diverse perspectives, but not be too large as to create the inability to make quick decisions. Once a search has begun, creating clear expectations with all involved — including the candidates and the public — is a crucial step to avoid tension at this moment of transition.

    • Celebrating your founder is a moment to show gratitude and involve the community. We heard several examples of thoughtful founder celebrations, including naming opportunities and special performances. Often, founders will receive an emeritus title — though it is important that this does not extend into long-term continued involvement in a professional capacity.

    • An effective onboarding process is transparent and holistic. Organizations who felt satisfied with their new leader’s onboarding process reported a clear process being determined up-front, with established owners and accountability, and involvement from throughout the staff, board, and community. This is also an important moment to combat elements of “founder’s syndrome.”

The full report is available to ABA members by clicking below.