Why exiting the non-profit I founded was the best and hardest thing I ever did!

Perhaps one of the hardest professional things I have ever had to do, was to thoughtfully exit the non-profit I had founded- Play Rugby USA , 15 years later!

Being back in NYC this week I reconnected with so many donors and former board members, some of whom I’ve known for 20 years! So many hugs, kisses (yes I’ve been known to kiss a cheek or too), smiles and laughs. Shared experiences and memories from the good old days.?One of the highlights being Jon (Shifty) in the photo above, speaking for his third time in 10 years on behalf of PRUSA about how the coaches, program, game and community changed his life.

That impact is what kept driving me forward, during the tough times too!

I remember clearly the first board meeting of 2016, when I announced to the board, for the minutes, that I would be exiting Play Rugby USA by 12/31/18. That was nearly 3 years notice!

That same year was the peak of our program and pressure points! We nearly missed payroll 3 times and I was short on my mortgage payment the day before it was due. I happened to be going through a separation at home too. I remember breaking down in front of my leadership team at a retreat- ironically after receiving some really positive feedback. My mind was so full emotionally, I couldn’t fit anything else in- not even the positives- I burst into tears! Oopsie!

Somehow, we always found a way. We were pioneering a field, blazing a trail, making a huge impact. I was also good at juggling! Very good! Additionally, great at getting people to follow and support. It was a dangerous combination. Also, as we all know, not a model for scale! I couldn’t get out of my own way, and I knew it! At least, I knew it!

Leadership Team transitions happen periodically across organizations. For some of the reasons already referenced and many more, Founder transitions can be the most turbulent. I have subsequently coached some Founders through growth and preparation for exit. For them and for their business. Both tend to come as a package deal with founders!

Below are 5 pointers for Founders and 5 pointers for their business, so both can transition to thrive vs fight to stay alive!

Dealing with these upfront, with thought, care, preparation and intentionality is critical not just for the founder but also for the business.?Support, whether in the form of professional services such as counseling or coaches (I know a guy ??), is huge. Additionally, establishing mentors (like a couple of my board members were to me), leaning on friends, network and family- can all be very important.

Top 10 Pointers for a Successful Founder Exit: I’ve learned these through both hit and miss-

For the Founder:

1. Separate from emotional attachment:?Often their company is their passion project, which has taken considerable time, energy, resilience and perseverance to build. Letting go is very hard as it feels a bit like your professional baby!
2. Refresh your identify:?Play Rugby USA was a professional extension of my personal passions for rugby, kids, education and entrepreneurship. It became my vehicle for engaging, speaking, leading, coaching, inspiring, growing, etc. I was known as “The Play Rugby Guy” for years but beneath all that was a fundamental drive for human performance and development. That bridged directly into what I do now.
3. Prepare for a loss of control:?It was hard to hand over control of something I had imagined and built from scratch. I knew it was the right thing to do but it has meant that after 15 years, I hugely value control over my time & energy, and having autonomy to do what I feel is the right thing. Having a number of the business elements below in place, made stepping away easier.
4. Rebuild community and connection:?For 12 years Play Rugby USA was my professional community although in many respects it felt stronger than that- like an extended family. My colleagues, board members and some key donors I had strong connections and relationships with. I’ve been rebuilding these since in a new city and state. Community now is awesome too - just much different to what it was before.
5. Rediscover purpose to navigate uncertainty:?I did a lot of self reflection that dig beneath rugby as a game and the various roles I had played in the game on and off the field, to what was driving me inside. I reflected on the principles that drove me across all areas of my life, I thought about how I wanted to continue making an impact and what different ways I could do that. This brought me to my purpose-?“to create opportunities that inspire people to go-forward as the ultimate version of themselves”?and more importantly a One Page Purpose, which provided me absolute clarity and confidence in my next chapter.

My mission in life now is for everyone to have a One Page Purpose! It’s a best-self life plan on a page, within which you can be the best, most impactful leader for others. It's an absolute game-changer!

For the business:?

1. Bolster your Leadership, identify the replacement:?for us this was a current leadership team, surviving board and recognizing we needed to bring in a new Exec Director to replace me. We had two months working together and @Wil Snape-Rogers continues to do a terrific job having led 173% growth over the last 18 months.
2. Systemize Methods & Models?– Ensuring processes are documented, stakeholders captured and communicated with, governance models understood, systems up to date.
3. Nurture Financial Health?– this was brutal for us. I had to cut the organization and programs in half, to hand over something manageable. It’s the hardest thing I’ve ever done but it was a non-negotiable if I wanted the organization to survive beyond me.
4. Champion the Culture?– A well-established company culture, with complete alignment and commitment with leadership to vision, mission and values, not just in communicating them but living them every day. We had this between our key staff and board, although I’d say we were better at it with programming than in the office.
5. Engage & Embrace?Stakeholders?– this was critical in the non-profit space. Having a broad base of diverse stakeholders is the lifeblood of non profits. It ensures there’s sufficient revenue and resources to support program beneficiaries who often, tend not to be in a position to pay, or at least not at a profit.

There are of course many other factors to consider around the nature of the exit, especially in a for profit company where the exit involves some kind of purpose and transaction. Nevertheless, regardless of the type of organization you run - all the 10 points above are absolutely fundamental!

They enable programs like Play Rugby USA continue to make impact years beyond the Founder leaving. A big shout out to Wil Snape-Rogers and board chair Vito Sperduto for driving continued, meaningful and thoughtful growth.

Now, I love coaching senior leaders and their teams through various pressure points in their business and careers. For many succession is one, and for Founders in particular, it’s a biggie!

Always feel free to reach out to learn more about my approach and how I can support you and your team perform at your very best.

Cheers,

Mark