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
12 Oct 2023

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

A nonprofit founder just watched their entire operation get poisoned from the top, and now they are stuck in the middle of a nightmare they did not create. After raising $250k over five years to support their community, OP is considering resigning, not because they want to quit, but because they are terrified their team will scatter if they stay.

The new president, Tiffany, has allegedly disregarded policies, acted in a toxic and authoritarian way, and denied overdue raises. When the team tried to address it, the board took months to respond, offered vague follow-ups, and then reelected Tiffany anyway, even after requests to reallocate hours, approve raises, and remove her from the role.

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And then came the update: the team’s mass resignation left only four volunteers, so the board’s next move is now in question, including OP’s.

OP, a founder of a 5-year-old nonprofit 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.

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

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

Research indicates that leaders who disregard employee welfare can create a climate of fear and resentment, leading to high turnover and low morale.

Organizations with toxic leadership often see a decline in productivity and overall employee satisfaction.

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.

OP thought they could raise the alarm to the board, but Tiffany’s months-long run of disrespect and “noncommittal” promises kept dragging on.

Recognizing these patterns is crucial for organizations seeking to improve workplace culture.

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.

Scroll down to see what people had to say!

Creating a healthy work environment is essential for employee well-being and productivity.

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.

When the team pushed for hour reallocation and overdue raises, the requests got denied after a month, and Tiffany was reelected as president anyway.

It’s the same kind of “support or speak up” mess as the friend who quit their job for a risky business venture.

To combat toxic leadership, organizations should implement training programs that promote positive leadership styles.

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.

As the founder of the nonprofit, 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 toward 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; it's 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 nonprofit 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.

OP was told they likely would not be fired, but with the executive position still being redefined, the board effectively left them waiting to be replaced.

The moment OP resigned or stayed would not just change one job, it could decide whether those four remaining volunteers are the start of a comeback or the end of the nonprofit as they knew it.

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.

Comment down your thoughts, or share this article for all your family and friends to see!

The situation at the nonprofit highlights the urgent need to confront toxic leadership for the sake of nurturing a healthy organizational culture. Tiffany's disregard for established policies and her refusal to grant raises are not just administrative oversights; they are symptoms of a broader issue that undermines the morale of the entire team. When employees feel undervalued, as OP's team does, it directly impacts their productivity and commitment to the organization. This scenario serves as a reminder that prioritizing employee welfare is not merely a good practice but a fundamental necessity for sustainable success.

Nobody wants to be the last person standing when a “new leadership” plan feels like a quiet push-out.

Wait, should you refuse to donate to a coworker’s suspicious charity drive? Read what happened when the team questioned the fundraiser.

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

Sophia

OP, a founder of a 5-year-old nonprofit 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.

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.

As the founder of the nonprofit, 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 toward 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; it's 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 nonprofit 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.

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