Mark's Blog

Founders, charter members, church planters, entrepreneurs—all of these terms probably describe the same kinds of people—and all of them create unique and real challenges when it comes time for the BIG TRANSITION.

For entrepreneurs, the start-up phase is over and it is time to build the business; for church planters the new church is stable and now needs to appoint its own leaders from within; for charter members who stepped out in faith to establish something new, they are now outnumbered and out-voted by those who joined after the struggle and sacrifice were just the story rolled out for special occasions.

Founders may be the biggest challenge of all. Entrepreneurs move on because they have to in order to scratch their itch; church planters begin with the expectation of growing new leadership; charter members never had that much control to start with, but FOUNDERS are all of the above—and they see that organization/ministry/business they have begun as their life’s work!  They expect to lead until they die!

Sherrylee and I have been all of the above!  We have been instrumental in planting one church, were charter members of another, started a for-profit business in the mid-80s that was a disaster, and, much to our surprise, founded Let’s Start Talking—a mission and ministry that God has blessed and grown far beyond our imagination.  For over 35 years, we have walked in front of hundreds of volunteers and dozens of extraordinary staff members.  We have always worked under the oversight of elders of our sponsoring churches, with advisory boards, and, for the last sixteen years, within a passionately committed board of directors.

So what’s the problem with Founders, especially at the time of the BIG TRANSITION?

Let’s list some characteristics of Founders, just to get some insight into what might make it difficult for them to transition:

• Founders often launch their boat when and/or where no one else is really going!
• Founders often launch without the means to achieve the goal, just with an idea or a dream.
• Founders often launch in the face of opposition, either political, financial, or personal.
• Founders have often failed at previous launches, so they don’t necessarily inspire overwhelming initial confidence from others.
• Founders may be “lone rangers”. They don’t need lots of other people to follow them in order to proceed.
• Founders believe they are prepared for the task. They can do it!
• Founders, when their project is successful, generate great followings and loyalty.  The longer their organization survives and the more successful it is, the greater the following and loyalty of those who have not only joined them, but who also have committed to their vision.
• Founders are often willing to sacrifice more for the sake of the mission than most people would be willing or would think reasonable.
• Founders may “own” their life’s work—sometimes literally, but almost always emotionally.

What makes it hard for Founders to step down or to transition to a supportive role?  In light of the above characteristics, just listen to their questions—their feelings:

• Who knows more about this ministry than I do?
• Who is willing to do what I am willing to do?
• Who will cast a vision that others will follow like they follow our vision?
• Who is willing to risk what I have been willing to risk?
• What kind of outcome could be expected without the great risk?
• Who can lead this ministry better than I can in spite of my age, my health, my family, my . . . ?
• This is mine.

Please don’t hear me being critical of Founders.  Don’t forget, I am one!  I am trying to describe a category of persons broader than myself, but I will certainly confess to entertaining all of the above questions as we personally go through this transition.

We Founders know what the problem is with Founders.  Next time, we’ll talk about successful ways to deal with Founders when it’s time for them to give up control.