Navigating Co-Leadership: 5 Vital Questions for Nonprofit Founders

Nonprofit founders play a pivotal role in shaping an organization's mission, vision, and trajectory. However, as nonprofits grow and mature, there comes a time when the founder may consider bringing in a new leader, be it a new president or executive director, to share the responsibilities in a co-leadership model.

While this transition is a natural evolution for most nonprofits, it must be handled with care and foresight. If not managed correctly, it can potentially stunt growth, damage fundraising efforts, and even harm team morale.

Having worked closely with several nonprofit founders during these transitional phases, I've come to understand that asking specific questions upfront is critical for a successful shift in leadership. In this article, we'll explore five essential questions nonprofit founders should ask before making the transition to ensure a smooth and effective handover.

Question 1: What Role Do You Want to Play?

As a founder, the first question you need to ask yourself is regarding your role in the organization moving forward. Are you looking to replace yourself entirely and transition into a board member role, providing guidance and oversight from a distance? Do you wish to remain actively involved in the day-to-day work? Perhaps you are you more inclined to retain ownership of the vision and strategy, while bringing in a strong administrator or operator to execute the organization's plans? The co-leadership model can also involve one leader who is outward-facing and focused on strategy, while the other handles internal operations.

Clarifying your role upfront is crucial in preventing confusion down the road. It is also Impossible to conduct a successful search for a new leader without answering this question since it will have a massive impact on the skills, attributes, and experience needed for this person to be successful.

Question 2: What Is Your Plan for Maintaining Funders?

Founders often have strong personal connections with funders, and these relationships are integral to the organization's sustainability. When transitioning leadership, it's essential to address how these valuable connections will be maintained. Will you continue to interact with certain funders, gradually handing them off to the new leader? Developing a clear handoff plan for funders will help ensure a smooth transition and maintain their trust and support during this changeover.

I have seen some founders maintain the relationship with a handful of major donors, even after a leadership transition. This can be successful, but it requires having a clear delineation of responsibilities beforehand.

Question 3: Are You Willing to Let Go of the Reins?

Letting go can be one of the most challenging aspects of transitioning leadership. New leaders need the freedom to make decisions and lead effectively. Are you willing to trust and empower the incoming leader(s)? Micromanagement can hinder their ability to take charge and lead effectively. Stepping in when major challenges arise or allowing executive team members to come directly to you instead of the new leader will cripple their ability to perform to their full potential.

When a new leader is hired and doesn’t work out in the first year, I have often seen the cause as a notable hesitance by the founder to step back and give this new person a chance to spread their wings and lead, even if their style or approach is different.

Question 4: What Is the Decision-Making Process?

Establishing a clear decision-making process is crucial to maintain order and cohesion within the organization. Define how decisions will be made, what types of decisions require your input, and what can be completely decided by the new leadership. Maintaining clarity and transparency regarding the decision-making process will help avoid confusion among the team and ensure that everyone understands their roles. If there is not clear communication to the entire team about how decisions will be made, then many of them will still approach you, the founder, out of habit or comfort.

Question 5: Who Does Each Person Report To?

In a co-leadership model, it's important to outline reporting relationships. Determine who each leader will report to and how this will affect the organization's hierarchy. I have seen some organizations try to have managers and executive team members report to two leaders at the same time, and I have rarely seen this work without creating confusion in the team. Matrixed structures can work, but only if it is clear who a person should go to for each type of item that may arise. And in all cases, it must be clear who is ultimately responsible for a certain team member - who holds their professional growth and provides performance reviews?

In your co-leadership model, if multiple leaders will report directly to the board, assess whether your volunteer board is equipped to handle the extra load that this may create. Ensure that lines of communication are clear, and responsibilities are well-defined.

Conclusion

Transitioning from a founding role to a co-leadership model is a significant step in the evolution of a nonprofit organization. When handled correctly, it can lead to growth, sustainability, and enhanced impact. However, if not approached thoughtfully, it can have detrimental effects on fundraising, team morale, and overall success.

By asking these five vital questions upfront, nonprofit founders can navigate this transition with confidence and clarity. A well-planned transition not only preserves the founder's legacy but also ensures the organization's continued success in achieving its mission.

About Us

If you want to discuss how to hire a new leader and set up a successful co-leadership model for your organization, reach out to me at?[email protected] . ?We will schedule a no-cost, no obligation 30-minute consultation to discuss how to meet your goals.

Maneva Group is a?woman and minority owned?national?Executive Search firm focusing on the social sector,?with expertise in completely managing the recruiting process, curating diverse and exceptionally qualified candidate pools,?and advising C-suite executives and board members through crucial hiring decisions.??

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