Understanding and Addressing Founders Syndrome in Non-Profits

The magic and the risk of founding energy

There’s a special kind of magic that happens when someone is involved with an organisation from the beginning. They have a vision and a passion that keeps them working into the night, harassing their friends for favours, and fighting through obstacles. Organisations can’t start without that kind of dedication. But that same passion can easily develop into what is called “founders’ syndrome” and, as time goes on, it can actually hinder the organisation’s growth.

What founders’ syndrome is

Founders’ syndrome is when the person or people who helped start the organisation won’t let go.

They don’t have to be actual official founders; they can be original board members, or even just long-time volunteers. They’re often called “the old guard”. New ideas are viewed with suspicion. They push back against having roles or responsibilities clearly defined because it takes away from their established control and influence. I’m currently working with an organisation who has long-term volunteers who take pictures of vulnerable clients without asking. “What’s the problem?” they say, “We’ve always done it, and no one minds.” When staff try to change the behaviour, they get stonewalled. While we admire the dedication of the people that built the organisation, risk management policies and organisational structure need to be put in place and these people need to follow them.

Why it happens: fear, not ego

The tricky part about founders’ syndrome is that it often stems from fear, not ego. The founder’s identity is completely intertwined with the organisation. It’s their baby; they feel they are protecting it, when in reality, they are often limiting its growth. They don’t see it, but their “protection” often becomes stifling or even obstructive. They may worry that letting go will mean the mission will change, or that mistakes will undo years of work. With understanding, though, you can get their support.

Recognising the signs

The first step in addressing founders’ syndrome is recognising it.

It might look like gatekeeping of information, resistance to policy change, or reluctance to document processes. It can show up as passive-aggressive: “Oh, did I forget to tell you about that meeting? I’m sorry!” The leader of volunteers or other staff keep hitting roadblocks on the simplest of projects. The founder will try to go over the head of the person in charge of a project. They will try to build cliques in the organisation who will back them up when they resist change. These behaviours are signs that boundaries and authority lines need clarification.

Why volunteer leaders need a careful approach

For volunteer leaders, navigating founders’ syndrome is delicate work.

You want to support the founder, whether board member or volunteer, while also advocating for effective systems and clear roles. One of the most effective tools is reframing. Instead of presenting suggestions as challenges to their knowledge or authority, frame them as opportunities to lighten the founder’s load or ensure their vision lasts. For instance, documenting volunteer procedures doesn’t diminish the founder’s knowledge; it becomes their legacy. Embracing change doesn’t mean weakening the mission; it strengthens growth and ensures the organisation continues to thrive.

Setting boundaries and clarifying authority

Setting boundaries is another key strategy.

Everyone needs clarity about decision-making authority. It needs to be established who handles what. Often, founders don’t realise that when they try to accomplish tasks that have been assigned to someone else, it creates confusion, not appreciation. Conversations like, “We want to make sure your

vision is honoured, and here’s how we can keep you in the loop without slowing everyone down,” can open doors.

Mentorship and outside support

Mentorship and support can also make a big difference. Founders can benefit from outside perspectives; bringing in a speaker from a similar organisation who has expanded their program, or consultants who can provide objective viewpoints, can open a founder’s eyes to what benefits a proper structure can bring.

When balance isn’t possible

A founder’s passion and historical knowledge are valuable, but they’re not essential.

While the goal is balance: honouring the founder’s contribution while creating space for the organisation to grow, innovate, and include more voices, at times that may not be possible. In rare cases, the obstructionism is so entrenched that removing them from the organisation is the only way to move forward. That said, organisations that successfully navigate founders’ syndrome emerge stronger, more resilient, and capable of accomplishing far more than they could have otherwise.

The cost of ignoring it

Founders’ syndrome is more common than we might like to admit.

Ignoring it will stultify the organisation’s growth, and can quietly erode the energy and goodwill of everyone else. By understanding its roots, framing change in supportive ways, and creating clear boundaries, volunteer leaders can help the organisation evolve without diminishing the founder’s legacy.