So what should a nonprofit board do when high-ranking staff members leave the organization?
This may sound radical, but shouldn’t the board try to figure out why these staff members left?
A few years ago a friend of mine found himself in an awful work situation. He was the development director of a nonprofit with an iconic and charismatic founding CEO. The organization had the reputation of being a highly effective operation. But my friend described an utterly chaotic and dispiriting workplace. The CEO insisted on signing off on each and every decision and piece of correspondence. Then, contradictorily enough, he would disappear for days at a time, even a week or two, without warning.