Closing with ClassAs the founder and Executive Director of a small not-for-profit agency, I had the opportunity to experience the emotional challenges of closing the organization I founded. Through a highly-charged process, all those at the board table reflected on circumstances realistically, without blaming anyone for the failure of the organization to thrive. How were we able to ensure the situation evolved in such a positive way? In the beginning As I had heard and read about “founder’s syndrome”, I recognized from the early stages of the organization’s development that I needed to step away from the organization and trust that it would survive with the commitment of the board, the modest financial resources we had accumulated and the goodwill established with our members and recipients of our services. It was time to start letting go and to bring others in to continue the work. As with many small not-for-profits, we were dependent on large amounts of donated time from board members and other volunteers. The members of our board of directors were well-meaning with multiple commitments. Each evaluated their individual circumstances and they realized that they would need to find a skilled volunteer willing to operate the organization for little money. Or they would need to raise adequate funds to hire a manager. Facing Reality One by one, the directors stated their willingness and commitment to stay on until the next AGM. That was when we looked at each other and realized that without additional human and financial resources, the organization was going to have to close. While I was heartbroken, having invested so many years of my life into the work, I knew that it was no longer up to me alone. We consulted our members through a special meeting to discuss the available options and the board’s recommendations. At that meeting, the members voted to close the organization and transfer the assets to another organization with an allied mission. How were we able to reach this consensus amongst our key stakeholders without collapse, implosion or major conflict? Upon reflection, I think we had a few key strategies to accomplish this goal. Key Strategies
Several years later, I realize that we managed the closure of the organization in a mature and respectful way. I have spoken with many people who resigned from not-for-profit boards as soon as they recognized problems and did not want to be involved in a messy situation. Yet, I wonder if there are valuable lessons to learn in taking the time to close with dignity. Key Learnings Working all the way through the founding and closing of an organization did a great deal for me personally and has made me a better board director. I continue to learn and grow with the confidence that I can contribute these new skills to other organizations.
While there are no guarantees that the ultimate outcome will be ideal, the process is rewarding, as much as it is demanding. The key lies in trusting that there will be resolution. About Jennifer Sweeney
About Vantage PointThe mission of Vantage Point is to inspire & build leadership in the voluntary sector. This publication is intended to be a medium of communication and information for the many organizations active in the volunteer and not-for-profit sector. The opinions expressed herein are solely those of the writers and do not necessarily reflect official policy of the Board of Directors of Vantage Point. Vantage Point |
