A poster some time ago made mention of the term "Founder's Syndrome" in relation to WWE. I looked it up and found some interesting parallels to what has been reported about working in the WWE over 15 years:
An organization suffering from founder's syndrome typically presents many of the following symptoms:
1. The organization is strongly identified with the person or personality of the founder.
2. The founder makes all decisions, big and small, without a formal process or input from others. Decisions are made in crisis mode, with little forward planning. Staff meetings are held generally to rally the troops, get status reports, and assign tasks. There is little meaningful strategic development, or shared executive agreement on objectives with limited or a complete lack of professional development. Typically, there is little organizational infrastructure in place, and what is there is not used correctly. There is no succession plan.
3. Key staff and board members are typically selected by the founder and are often friends and colleagues of the founder. Their role is to support the founder, rather than to lead the mission. Staff may be chosen due to their personal loyalty to the founder rather than skills, organizational fit, or experience. Board members may be under-qualified, under-informed or intimidated and will typically be unable to answer basic questions without checking first.
4. Professionally trained and talented recruits, often recruited to resolve difficulties in the organization, find that they are not able to contribute in an effective and professional way.
5. The founder responds to increasingly challenging issues by accentuating the above, leading to further difficulties. Anyone who challenges this cycle will be treated as a disruptive influence and will be ignored, ridiculed or removed. The working environment will be increasingly difficult with decreasing public trust. The organization becomes increasingly reactive, rather than proactive. Alternatively, the founder or the board may recognize the issue and take effective action to move beyond it as outlined below.
6. The founder begins to believe his/her own Press/PR
7. The founder becomes increasingly paranoid as delegation is required, and/or business management needs are greater than their training or experience
To point four
, I've read articles in the past on how difficult it is for WWE to retain executives. Here's one:
The question is, does WWE truly face this problem?