02/02/2022

Walking Away from Your Nonprofit

Mission-centered leadership during a merger

In my career as a collaboration consultant, I have encountered many people who started exploring a merger strategy, but in the end, could not let go of their nonprofit organization. I have encountered a smaller number who could, who helped further their organization's mission and created a stronger nonprofit as a result.

I am sympathetic to those who decide they are unable to take their nonprofit through a merger. I know it is hard; I have done it. There are many very good reasons not to complete a merger, like financial debt or cultural misalignment. In these cases, I advise my clients to either consider a partnership or go their separate ways. However, when the business strategy, governance and culture of multiple nonprofit organizations appear to align, sometimes the leader of one of the nonprofits reacts emotionally and refuses to participate—thus putting to an end to what might otherwise have been a positive outcome.

Why is it that some leaders can let go and find ways to address and resolve these issues and others cannot? Who are the leaders who are able to let go, and do they have any characteristics in common?

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