Every year, thousands of nonprofit boards face the daunting task of hiring a successor to replace the seemingly irreplaceable: the long-serving, beloved founder. The transition is fraught with anxiety and attracts standard advice about how to cope. “Make a clean break” goes the warning. “Founders and successors are managerial oil and water. They just don’t mix.”

In the world of corporate startups, four out of five founders are forced out by their boards.1 And search-firm executives...


Want more? Sorry, the full text of this article is only available to subscribers. Subscribe now.

Already a subscriber? Please log in by entering your email address and password into the red login box at the top-right corner of this page.

Need to register for your premium online access, which is included with your paid subscription? Register here.

Tracker Pixel for Entry