When passion becomes the problem: Founder Syndrome in charities

Founder Syndrome is the paradox at the heart of many charitable organisations, where the same passion that inspires creation can later block evolution.

There is something deeply magical about the energy of a founder. That raw passion, that fire that gets things done. Founders are often the kind of people who refuse to wait for permission, they see a need, they act, and before long, something meaningful exists in the world that didn’t before. That’s alchemy.

But like many powerful forces, this passion has a shadow side. It’s called Founder Syndrome.

Founder Syndrome is a paradox: the very drive and vision that birth a charity can eventually hinder its growth. I’ve encountered it time and again in my work, dedicated individuals who have poured themselves into building something extraordinary yet struggle to let it evolve beyond their original vision.

When legacy blocks leadership

There’s one story I often return to. Years ago, I was asked to support a charity where a husband-and-wife founding team believed their Operations Manager wasn’t performing well. As we delved in, a pattern emerged. This wasn’t their first “failing” operations lead, it was their fourth.

The common thread? A deeply capable staff member being systematically disempowered. Every attempt to innovate or adapt was seen as a threat to the founders’ control. Despite having grown a brilliant team and securing strong partnerships and funding, the founders’ localised, outdated perspective kept tripping up the charity’s evolution.

We brought the full board and staff team together in a facilitated session. Something transformational happened. Board members and staff sat side by side, offering each other affirmations, recognising strengths, seeing each other not as opposing forces but as collaborators. The dynamic shifted.

One of the founders didn’t attend the session. The other did, and when it came time to share a simple positive reflection about the Operations Manager, he just couldn’t do it. After three attempts, starting with “I hope she now realises…” or “I think she’ll understand…”, it was clear: this wasn’t about performance. It was about power.

The silence that followed said more than any facilitated activity ever could.

From power to legacy

Founder syndrome isn’t a character flaw. It’s a natural outcome of emotional investment, of building something so close to the heart that it feels like a child. But the healthiest legacy a founder can leave isn’t control, it’s space. Space for the right people with the right skills to lead, grow, and protect the mission.

Dame Stephanie Shirley, an extraordinary tech entrepreneur, once described her own journey this way: she saw her company as her child, but knew when it was time to let someone else raise it. That clarity, that humility, is rare. But it’s what ensures the survival of what we love.

Dancing, not wrestling

When working with a founder who’s at a similar crossroads my approach is not to wrestle, but to dance. To walk alongside. To understand the emotional ties that bind them to the organisation. And, gently, to guide them towards a new role, one that honours their contribution while letting others flourish.

Because when done well, transitioning out of Founder Syndrome isn’t about stepping down. It’s about stepping aside with grace. About shaping a legacy that lasts.

And isn’t that the real alchemy?

Change is rarely easy—but it can be transformative. The Female Alchemist brings clarity, compassion, and over two decades of sector insight to help charities evolve without losing their soul. Because meaningful change isn’t about control—it’s about the courage to let go and the wisdom to grow.

If your organisation is standing at a crossroads, let’s explore how change can become your next chapter—not your undoing. Get in touch.