or perhaps that insurers or auditors — who are a convenient bad guy in lots of situations — have told you that you need to do it).* Steve needs to respect the boundaries of his role in respect to the museum’s staff.Since he loves the work and cares about the organization so much, this is difficult for Steve and he always returns within the month, picking up as though he had never retired.

Also, we cannot afford to lose the rapport he has built with our donors or his knowledge of our community’s history and our existing collections.

But I do want us to continue moving towards best practices, and I am happy with the professional way Jean handles the collections.

And while it’s very nice that Steve has worked without pay for two years, as well as given the organization 13 years in total, that does not buy him the right to control what happens there.

You still need to do what’s in the best interests of the museum, and if Steve doesn’t want to play along with that, then Steve is no longer acting in the best interests of the museum, and that makes it all the more imperative that the situation change ASAP.

You’re far better off having a carefully managed transition now, while you can do it deliberately, than scrambling to figure it out when the timing is outside of your control.

Right now, you’re being held hostage to fear of upsetting Steve.However, this is complicated by several factors and didn’t really work out.Steve has some of our collections at his home, and continues to solicit artifact donations and officially accept them without first consulting Jean.Jean is my direct report, but Steve has no manager – I have been instructed by the board to not manage him, and he doesn’t report to them either.Steve keeps expressing his intent to retire, and has “officially retired” several times in the past few years.We have a large archive and artifact collection and continue to take more donations in daily.