Finding the Way Forward When Founders Leave

As the field of social entrepreneurship has developed over the past 20 years, many founders of social enterprises and nonprofits have gained almost hero-like standing. They have labored tirelessly to build organizations from scratch, inspired others to support their bold visions for achieving social good, and attracted prestigious fellowships and awards along the way. But despite being powerful forces for change and although their organizations may be poised to thrive for decades to come, founders don’t stick around forever—and nor should they. Organizations change, and so do the skill sets they need to advance. Leaders burn out. And sustainable organizations simply can’t depend on a single individual to drive them forward.

Researchers and practitioners have explored the role founders can play after they step down and general strategies for leadership transition, but precious little has been written from the perspective of founders themselves and the leaders who succeed them. This essay series, produced in partnership with Generation Citizen’s Scott Warren, aims to change that by providing a real-world look at the founder succession process through the eyes of people who have lived it. Contributors include diverse individuals with unique perspectives and experiences, and their stories will highlight both failures and successes, as well as offer practical insights for other leaders.

Particularly in light of the massive health, equity, economic, and political challenges afoot, social enterprises and nonprofits need to thoughtfully consider and execute founder successions. The fact that COVID-19 and its aftermath has disproportionately impacted the world’s most vulnerable populations makes it all the more important that organizations withstand the transition of a founder, especially when it leads to more diverse and representative leadership. Doing it well also contributes to the long-term success of the social sector more broadly.

The essays in this series reflect real, vulnerable, inspiring, and powerful experiences, and we hope they are useful to organizations facing leadership transitions.