By Aaron Allen, The Seattle Medium
When leadership changes hands in a nonprofit, the stakes are often high. But when the organization is rooted in legacy, community, and shared history—like the Seattle Black Firefighters Association (SBFFA)—the stakes can become even higher.
In recent years, SBFFA has faced growing internal conflict over the sale of a historic property in Seattle’s Central District. The dispute involves both active and retired members and centers not just on real estate, but on deeper questions about leadership, communication, and decision-making power in legacy-driven organizations.
The property, known among members as “The House,” was sold in October 2024 for $680,000—a figure some members say is well below market value. The sale came despite a 2022 King County Superior Court order requiring that any transfer be approved by both active and retired members. Retired SBFFA and Northwest Association of Retired Black Firefighters (NWRBFF) members allege that new voting restrictions were introduced, excluding longtime members from participating in the decision. The issue has since escalated into an ongoing legal battle.
“This President and its board acted in defiance of a Superior Court Judgment… which restricted the sale of this property unless all active and retired members voted to do so,” said Clarence Williams, a longtime member of both SBFFA and NWRBFF. “Nevertheless, they went ahead with the sale. We request that this board reverse the illegal sale of this legacy property.”
For legal experts, the case highlights what can go wrong when nonprofits experience leadership change without transparent governance, inclusive decision-making, and clearly communicated values.
“I think the Black Firefighters is a prime example,” said Yohannes Sium, an attorney representing some of the retired firefighters and a specialist in nonprofit law. “Particularly with volunteer organizations, people have a lot of passion. If there’s no asset—no property or bank account—generally these fights just kind of dissipate. But when there’s more than $100,000 at stake, there’s likely going to be some litigation.”
Indeed, the SBFFA case echoes a broader truth: change, while inevitable, must be managed with care. Nonprofits, especially those with long histories and intergenerational leadership, are vulnerable to division when transitions lack structure and inclusivity.
“Transparency goes a long way in avoiding conflict, especially when you have a big transition,” said Kaila, a graduate student in nonprofit leadership at Seattle University. With nearly a decade of experience in nonprofits focused on homelessness and anti-trafficking, she’s seen how poor communication can unravel even well-intentioned change. “A weakness a lot of nonprofits face is trying to avoid internal bickering. When leadership changes aren’t communicated properly, it can feel like a sneak move—and that creates mistrust.”
Kaila stresses the need for clear transition planning that involves both staff and stakeholders—especially when long-serving leaders or founders step away. “You need a clear strategic planning process,” she said. “That process should identify what the organization’s values are moving forward—and whether those values still align with the founding principles.”
Experts agree that preparation plays a pivotal role in easing leadership transitions and preventing unnecessary tension. Developing a formal succession plan that outlines key steps can provide clarity and continuity. This includes:
• Identifying Successors: Establish a structured process to evaluate and identify internal or external candidates who can carry the mission forward.
• Leadership Development: Invest in developing potential successors’ skills through mentoring, training, and leadership opportunities.
• Using Interim Leadership: Consider appointing an interim leader to maintain stability while the organization conducts a full search or prepares a permanent transition.
• Emergency Planning: Have a written emergency transition plan in place in case of sudden or unexpected leadership departures.
• Timeline and Milestones: Create a clear transition timeline, identifying critical dates and benchmarks to monitor progress.
• Staff and Board Involvement: Engage board members and staff early in the planning process to build buy-in, reduce anxiety, and increase accountability.
• Assessing Future Needs: Take time to identify current and emerging challenges and determine the leadership qualities required to meet them.
These practical steps not only provide direction but also help reassure stakeholders—staff, funders, community members—that the mission remains secure during change.
She also noted that as nonprofits evolve away from founder-led structures, conflict can arise not just over who leads, but over what values those new leaders bring. In those moments, Kaila believes it’s essential to reestablish consensus and realign on mission.
While many organizations aim to avoid conflict entirely, Sium believes being prepared for it is far more effective.
“There’s going to be conflict,” he said. “That’s just part of change. It’s better to come up with the ground rules for how you’re going to deal with conflict when it happens—whether through mediation or a trusted committee. People get shocked by conflict, but they shouldn’t be.”
Generational differences add another layer to these challenges. Sium noted that younger leaders often bring fresh energy, but need time to build trust.
“The young people have to be patient and willing to go to meetings, build trust—not just come in and start ordering people around,” he said. “And the older folks, they’ve got to let go a little—give responsibility over, let the younger people make mistakes, give them the keys.”
Kaila agrees that supporting new leaders through onboarding, mentorship, and defined goals can help smooth transitions.
“Helping new leaders find their voice while staying true to the mission helps build trust and continuity,” she said. “And trust is everything.”
Though the SBFFA lawsuit continues to unfold, the underlying issue—how nonprofits handle power, assets, and values during change—resonates far beyond one case. As more community-based organizations face generational turnover, legal and nonprofit experts say the takeaway is clear: leadership change requires transparency, inclusion, and thoughtful preparation—not just to protect the past, but to create a stable, values-driven future.
Whatever the outcome, SBFFA’s story offers an urgent lesson for nonprofits everywhere. Transitions aren’t just about passing the baton—they’re about honoring the legacy, respecting the present, and preparing everyone for what comes next.
Source: Seattle Medium
