Founders vs generational presidents: How nonprofit organisations deal with the transition

Being the founding president of several organisations, I have seen many challenges over the past few years. Running a nonprofit is never easy because it does not make money like a business. To be more specific, voluntary organisations mostly depend on crowdfunding and sponsors. Nonprofits usually start with the dream of one person or a small group. But as the organisation grows, one big question comes up: Who will lead after the founder steps aside?

Do the new leaders (often called "generational presidents") really see the same vision as the founder? Founders often think of their organisations like their own children. They hope to find someone who will carry on the legacy. But in reality, this rarely happens the way they imagine.

When nonprofits begin, founders bring unmatched energy and passion. They inspire others, use their networks, and set a clear vision. Donors and volunteers often trust the founder's personal story, which makes fundraising easier. Founders also shape the culture, values, and traditions of the organisation.

But these strengths can also turn into weaknesses. Many nonprofits face what is called "founder's syndrome". This happens when the founder holds too much control and cannot share responsibilities. Since they are emotionally attached to the organisation, they struggle to let go even when new leadership is needed. Decision-making becomes too centralised, which slows down the organisation and makes it too dependent on one person. Over time, this can stop the nonprofit from growing or adapting to new challenges.

Generational presidents come in after the founder steps down. They may be elected by members, chosen by a board, or brought in through a succession plan. Unlike founders, they do not carry the original story of how the nonprofit began. Instead, they inherit an already-built structure. Their job is to protect the founder's legacy while also keeping the organisation relevant in new times.

These leaders usually bring fresh skills. They may have more professional management experience, focus more on governance, and be open to innovation. While a founder might rely on personal relationships, generational presidents often build formal partnerships, use digital tools, and introduce systems to make the organisation more accountable. This can make the nonprofit stronger and more sustainable.

At the same time, these leaders face unique struggles. They are often compared to the founder, sometimes negatively. People may say they are moving too far away from the founder's vision. It takes time for them to earn trust and build legitimacy, especially if the founder is still around in a symbolic role. Their biggest challenge is balancing respect for the past with the need to move forward.

So, why is the transition so hard?

The handover from founder to new president is rarely smooth. Leadership styles often clash. For example, a founder might prefer personal, relationship-based decision-making, while the new leader may want more formal systems. This can cause tension between "the way things have always been done" and "the way things need to change".

New presidents may also struggle under the weight of the founder's reputation. If the founder was very charismatic, the successor might not inspire the same loyalty among donors and volunteers. On the other hand, if the founder never built strong systems, the new leader may have to start from scratch, creating proper governance structures.

Without careful planning, these conflicts can lead to stagnation, internal fights, or even collapse. If a nonprofit cannot manage leadership transitions, it risks losing credibility with its stakeholders and damaging its long-term future

Even though the challenges are real, many nonprofits have made this transition successfully. The key is planning and communication. Here are five simple strategies:

1. Plan ahead: Don't wait until the founder suddenly leaves. Identify and train future leaders early so the organisation is ready for change.

2. Strong boards: A good board or council helps keep power balanced. This ensures that neither the founder nor the new president has too much control.

3. Focus on the mission: Both the founder and the new leader should always put the mission first, not personal pride or power.

4. Be open and transparent: Open and transparent communication helps reduce mistrust. Staff, volunteers, and donors need to see that the change is about protecting the cause, not about personalities.

5. Balance old and new: The best nonprofits keep traditions alive but also allow space for innovation. Respecting the past while embracing the future keeps the organisation relevant.

The toughest part is selecting the right person for the leadership and keeping the door open for new leaders who are decisive and hardworking.