Nonprofit Founder Considers Resigning Because Of Toxic New President Who Disregards Policies, Denies Raises, And Leaves Their Entire Team Feeling Undervalued

The question is: will they be an a-hole for doing so?

Sophia

• Published in Interesting
• October 12, 2023

In a world where good intentions clash with toxic power plays, OP, the founder of a flourishing nonprofit, faces a daunting decision. A new president, "Tiffany," has swept in, disregarding policies, denying raises, and leaving the dedicated team feeling undervalued.

Despite OP's attempts to uphold organizational standards, Tiffany's ruthless approach prevails, shattering the harmony once cherished within the organization.

Amidst this turmoil, OP grapples with a moral dilemma: does resigning make them the villain or the hero?

The heart of the issue lies in a board that seems blind to the distress of its team, dismissing requests for fair treatment and dismissing the founder's pleas for change. The team, once passionate about their mission, now stands at crossroads, contemplating departure if OP chooses to step away.

The struggle to balance dedication to the cause and the need for self-respect weighs heavily on OP. As the deadline for resignation approaches, the tension mounts. Will OP stay and endure the storm, hoping for change?

Or will they take a stand, potentially triggering a mass exodus, all in the name of preserving their integrity and the well-being of their devoted team? The stakes are high, and the fate of the nonprofit hangs in the balance.

Just take a look at the original post...

OP, a founder of a 5-year-old non-profit, who raised $250k for the community, is torn between resigning and risking their team's departure or staying in a role where rehiring is uncertain.

Newly elected president Tiffany has disregarded rules, displayed toxic behavior, and assumed an authoritarian stance within the organization over the past year.

Efforts to address Tiffany's disrespectful behavior yielded no response or resolution from the organization's leadership for several months.

The team proposed hour reallocation, overdue raises, and Tiffany's removal as President to the board, receiving a noncommittal promise of a follow-up.

The team's requests were denied after a month, and Tiffany was reelected as President. The board is now accepting applications for the executive position, including the author's.

OP was told they wouldn't be fired since it might take over six months to define a new job, post it, and hire someone. The new hire would also shape their own team, as the board hadn't specified the role yet.

The team is heartbroken and feels undervalued and unappreciated under Tiffany's leadership, leading to a sense of being pushed out.

OP is considering resigning with a two-week notice to avoid potentially being pushed out, but worries about the impact on their team. They question if this makes them appear inconsiderate.

Update from OP: their team's mass resignation left only four volunteers, casting doubt on the board's ability to rebound from this setback.

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By departing on their terms, they can preserve their dignity, especially when they know the organization is likely to terminate them.

Consult with an employment lawyer to navigate the complexities of various choices and ensure the best outcome.

If they're stalling, the individual shouldn't wait—loyalty goes both ways.

It's wise for them and their team to make a clean break from "Tiffany's" dubious leadership.

None of the backstory changes the fact that leaving a job is a personal choice and doesn't make someone an AH.

Being the founder of the non-profit, they have the potential to establish a superior organization where they call the shots and realize their vision.

Resign, take the team, and line up a new job, leaving a parting message: "Good luck finding a replacement in this job market for this toxic environment!"

They should create a better nonprofit elsewhere and leave their current organization in the dust.

It's not uncommon to see boards overstep when they believe they know better than the staff.

They should utilize their remaining time to establish a new charity and seize the opportunity for a fresh start.

If they're not serious about reconsideration, there's no obligation to act in the organization's best interest.

Tiffany's secrets or connections are steering the ship towards disaster, so it's time to bail without notice.

If they founded the organization, they should be the captain of their own ship, not relinquishing control to someone with a different course in mind.

This mismanagement will sink their ship, while their team can still sail on and do good work.

Nonprofit problems often boil down to troublesome boards, and this extreme case is sadly not unique. Before taking action, a legal consultation might expose a remedy for Tiffany's bylaw acrobatics.

Founding the organization without self-protection in the bylaws was a miss. Life's too short for never-ending battles; time to embrace a new season.

Lead the exodus; they'll learn that treating staff poorly has consequences.

They should exit without giving notice and take their entire team with them—sometimes, silence speaks louder than words.

This is just corporate downsizing in disguise; it's time companies stopped treating workers like dirt.

Polish the resume, explore new options, and stay ready to exit with unemployment as a parachute, all while giving them the "no good reason" departure.

In non-profit management, when the board's steering towards a shipwreck, jumping overboard on one's terms is the smart move.

If the organization doesn't value them and their team, it's time for them to resign and let the organization lie in the bed they've made.

In the realm of nonprofits, where the heart meets hurdles, OP's story stands as a testament to resilience. As they face the daunting decision ahead, the world watches, waiting to see if this tale ends in a triumphant turnaround or a daring new beginning.

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Sophia