Summer 2007
Voices in Philanthropy
Athena Adkins
Senior Community Affairs Manager, Travelers
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Athena Adkins
Generation X |
What is the big deal — really? From my perspective, the hype surrounding the Boomer generation heading into retirement and some of the "woe-is-me" attitude is baseless. If you believe the hype, after the Boomers retire there will be no one left with leadership, vision and experience. OK, the numbers will tell us that there are more people leaving the traditional workforce than younger generations entering it.
I see Boomers moving into the boardrooms, becoming advisors, consultants (experts!) and mentors. The young among us are taking on leadership roles; we will become the chief cooks and bottle washers and we will surprise everyone — maybe even ourselves — with how deftly and courageously we will pick up where Boomers leave off.
Don't believe the hype. Not only will there be a transfer of wealth, there will also be a transfer of knowledge. I ask that the more experienced of us take on a mentee, become an advisor and share your knowledge with those of us willing to learn from you. Are you a Generation X, Y or Millennium baby ready to assume leadership? Listen to experienced voices tell their stories and fit those into your worldview and perspective. History tells me that something wonderful will come out of it.
John-Paul Chaisson-Cárdenas
Product Development Manager and Policy Lead, Northwest Area Foundation
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John-Paul Chaisson-Cárdenas
Generation X |
A whole layer of leadership is disappearing from philanthropy. At the same time it creates large vacuums, there are wonderful opportunities for people of color to start to fill those spaces.
I was recruited into philanthropy from the Iowa governor's cabinet. I'm from Guatemala so I have to contextualize my role in philanthropy. As a person who comes from a history of being a poor immigrant who worked in meat-packing, joining Northwest Area Foundation brought a voice that might not otherwise be heard.
Being who I am and going into communities where I am now perceived as a giver begins reframing some terrible stereotypes — both stereotypes of Latinos and immigrants who are seen as always taking, and stereotypes of powerful, uncaring philanthropy.
Through my presence, a new dialogue emerges. However, philanthropy must answer a key question regarding emerging leaders of color: will it recognize the difference between valuing these new voices and forcefully attempting to assimilate them into how it has always done business?
Neal Cuthbert
Vice President for Programs, The McKnight Foundation
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Neal Cuthbert
Baby Boomer |
The many Baby Boomers who founded nonprofits 25 to 30 years ago are now looking at retirement. That kind of leadership turnover is huge not just for the individual organizations but also for the community because it involves lots of mission-driven individuals working to make our region a better place.
The best-case scenario is that a lot of organizations get really thoughtful about developing new leadership, creating organizations where younger leaders want to work and develop. That could be wonderful — a whole new generation of leaders bringing fresh energy fueled on will, passion and good thinking. The worst case, of course, is that we will lose a lot of organizations — and with them wisdom, history, knowledge and skills.
We also see people doing things differently. Some are thinking outside the box — and literally outside the nonprofit. As these younger folks ask themselves if they really want to deal with bureaucratic structure, low pay, government red tape and the hard work of fundraising, new ideas and approaches start happening, showing up in efforts that range from informal, cause-focused social networks to venture philanthropy.
Happily, there are many ways of making positive change in the world, and the creativity of people knows no bounds.
Corey Sauer
Trustee, Sauer Children's Renew Foundation
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Corey Sauer
Generation X |
In our organization, the first generation is very active in the foundation's work and the second generation is in transition. Navigating that transition comes down to trust that the older generation is secure in the knowledge that the younger is not going to mess it up.
I have taken on a larger role in the foundation as a paid part-time employee and also as a trustee. I am taking an MBA course at the University of St. Thomas to better understand what nonprofits are facing just to stay afloat. I don't have the perspective of a person in need, but getting more involved with nonprofits as a grantmaker and as a volunteer has provided me a better base of knowledge.
Hopefully, I can emulate my parents, who started out with little but gave nonetheless — and in the process, instilled philanthropic values in my three siblings and me. The message of being philanthropic must be deliberate; it doesn't just happen. The more we can deliver a message to counter the "spend, spend, spend" mentality in this country, the more hope we have that the coming transfer of wealth can solve real problems.
Penny Hunt
Retired Executive, Medtronic Foundation
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Penny Hunt
Pre-Boomer |
Everyone cites the heyday of community leadership when the Daytons and other corporate leaders were actively engaged. I wasn't involved in corporate philanthropy at the time, but the era of the '60s and '70s in Minnesota philanthropy is always described as a hands-on approach to community building. Corporate leaders met together with politicians, nonprofits and other community leaders to discuss issues, make decisions and get things done. Sounds simplistic, but that's the way people remember it.
There have been changes in companies and in leadership since then: mergers and acquisitions have changed the face of the business community; growing national and international business means that a significant focus of philanthropy goes beyond the Twin Cities; and the very personal identification of CEOs with specific projects may no longer be a dependable model.
But I remain hopeful because the ethic of community is exceedingly strong in the Twin Cities. The challenge for corporations is to stay balanced between philanthropy that is crucial to the underpinning of community, and philanthropy that is more strategic for the company. The ideal of course, is meeting real community needs that are strategic for the company.
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© Copyright 2007 Minnesota Council on Foundations
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