Anusara Problems & Founder Syndrome

The leader of Anusara has been accused of some terrible stuff.  Scoundrel behavior involving sex, pension improprieties, occult participation and drugs.  The alleged behavior was conducted as an individual, teacher and as an employer.  He has made general apologies.  Key people are leaving the community.  Teachers are doing soul searching for what they should personally do.  Reading the open letters of insiders has been very touching and surprisingly, inspirational.  Personally, yoga and Anusara in particular, has been extremely important to my health and happiness. Not a day goes by that I am not grateful for my Anusara teachers. What they taught me on the mat has physically improved my life and positively influence my growth as a person.

My vocation of non-profit management has something to say about my avocation for Anusara yoga.

Sometimes it is the founder that is the greatest threat to organizational survival.  Yes, it's ironic that the very person responsible for bringing the organization to it's height and prosperity will cause it's unwelcome and untimely demise.  

Whether or not Anusara Yoga continues as a practice depends on the leadership of Anusara.  If the leadership means John Friend, then shame on Anusara leaders and to John Friend for allowing the teachings to be so founder dependent.  

Generally speaking, an organization that has not realize it's mission and still offers a unique and valuable service that can't be performed more effectively than another, has a responsibility to ensure it's continuation.  Navigating not only survival, but excellence takes management reflection and action.  

We all know that most new organizations fail.  It's not easy to build an organization.  It's also a challenge to keep them going.  I have been in the trenches and at the helm of some very big organizational changes. 

Changes are exciting and tough.  It's taxing enough to implement changes, let alone strategize a successful outcome. 

Recommendations: 

• Keep your mission in the forefront and crystal clear for every decision in the times of great organizational stress.   
• Ask a lot of questions and do a lot of listening.  
• When taking action, stick to sound management action principles of: 1. Assess situation 2. Set measurable goals 3. Implement and measure results 4. Assess and then reset goals as necessary.
• Encourage people involved to take at least 1/2 day each week away.  My favorites: attend a religious service, play with a pet, read fiction, spend time with a loved one, get on the yoga mat, garden, cardiovascular exercise, explore music, journal writing, walking without a destination. 
• Founders and long standing top leaders that leave the organization should leave town and be silent.  This I learned from a beloved retiring Rabbi.  
• Identify all your stakeholders.  Prioritize them in concentric circles. Communicate quickly, clearly and appropriately to each separate stakeholder circle. 

There are some very good resources to understand Founder's Syndrome.
from Foundation Group
from Creating the Future
from Blue Avocado