Founder Frustration

I have done a lot of work with Boards, CEOs and founders. One thing that always interests me is the difference in the relationship and dynamic of a Board and a CEO, and a Board and a founder CEO. Very different animals, very different agendas and very different priorities.

As a personal example, I set up my CIO charity in 2014 – it was registered in 2015 and my Board of trustees were, frankly, a means to an end in terms of registration as a charity. In my head, I was recruiting them to sit on the sidelines and sign off whatever was needed in terms of governance. I chose 3 good friends (thank you Jane, Elaine and Orlando!) and together we formed a charity. Or from my perspective, I formed the charity, they were a necessity in order to get my 6 digit number from the Charities Commission and the ability to get some funding from the Big Lottery Fund. I was in charge.

Over the years (the charity ran for 8 years) the Board evolved until suddenly I had 5 Trustees, none of whom I had known before Hollywell started and in my opinion, could not possibly know my charity and what it needed better than me. I locked horns with them several times, trying to prove that I knew best and that it was MY charity, my baby. I grew frustrated with their need to understand the accounts, review the policies and go through my strategies – every Board meeting was a battle (of my own creation!) Over time the relationships changed, I took a step back and took their views and opinions into account, I backed down and showed respect to their sector knowledge in their specialist fields and finally accepted that they could provide incredibly valuable support to me and to the charity.

I’m not going to lie, I did sometimes have a sinking feeling and an aching jaw from gritting my teeth during Board meetings, but I can honestly say that Hollywell was better and more impactful because of all of the skills, expertise and compassion that my trustees brought the Board over the years.

Fast forward to my next role as a CEO – not a founder this time, but a CEO for a very well established charity that had been around for 30 years. Immediately I was struck by the different dynamic between me and the Board. The relationship was not personal, the charity was not personal (although I loved what it did and the people in it) and all of a sudden Board meetings took on a completely different slant. I didn’t go to Board meetings psyched up to do battle, I went proud of the achievements of the charity, ready to share the results and have frank and constructive discussions around progress and strategy. We were a team and (for the most part) worked together to solve problems and work for the good of the charity.

Both Boards in both scenarios were excellent - skilled, knowledgeable and passionate about the cause. The difference? Me and my attitude towards who I was as a CEO and my role within the charity. With the former scenario the charity was a part of me, I had put my whole life into it and didn’t welcome anyone suggesting they could do it better or differently. I had lost sight of the bigger picture. With the latter, it was a job and whilst I absolutely put my heart and soul into running the charity it would always lack the personal attachment that I had with Hollywell. The relationships felt very different.

The dynamics between a founder and a recruited CEO and their Boards will always be different – I think that this is just the nature of the work, but for founder CEOs it is important to remember the following things:

1. You are not the charity and the charity is not you. Create some distance or you’ll go mad.

2. A trustee suggesting doing things slightly differently is not a personal attack.

3. You do not always know best.

4. Challenge is good. ‘Founder Syndrome’ is a real thing and it creeps up on you – be open to being shown a different way (even if it is through gritted teeth…)

5. The Board have overall responsibility for the governance of the charity. They make the ultimate decision as the buck stops with them. Suck it up.

In all seriousness it’s HARD being a CEO and personally I think it’s even harder being a founder CEO – it will always feel more personal. Either way, it can be a lonely place.

During my 10 years as a CEO I genuinely really benefitted from the support of my coach. She gave me perspective, gave me a safe space to share (and cry!) and reassured me that we all have times when we feel like we haven’t got a clue what we are doing.

I love coaching charity leaders, I’ve been there myself and can truly empathise with the challenges you are facing. Whilst I will never have all the answers, I can support you to work your way through the day to day hurdles you face in what is a unique and often lonely role. If you are interested in finding out more about my coaching offer then drop me a line and we can have a chat – 07989 518142 or katie@thecharityspecialist.com. No pressure, no obligation.