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When I started at NCG early in 2015 I spent a lot of time listening. Like, a LOT. During close to 200 meetings in my first year, I sought to learn what was strong about our work, what members of our community wanted more (and less) of from NCG, and – perhaps most importantly – what folks needed to increase their impact and to remain connected to their sense of purpose, their agency, and their community of colleagues. The guidance I received was remarkable in its continuity – and in its vehemence.
Are you struggling to understand your role as a white person in philanthropic spaces centering racial equity? If you are a foundation or philanthropic-client serving staff member, board member or trustee, or a consultant who works with staff and board members of philanthropic entities, join peers in a five-session cohort learning experience to deepen your understanding of how white supremacy manifests in philanthropic organizations and systems.
Are you struggling to understand your role as a white person in philanthropic spaces centering racial equity? If you are a foundation or philanthropic-client serving staff member, board member or trustee, or a consultant who works with staff and board members of philanthropic entities, join peers in a five-session cohort learning experience to deepen your understanding of how white supremacy manifests in philanthropic organizations and systems.
When I started at NCG early in 2015 I spent a lot of time listening. Like, a LOT. During close to 200 meetings in my first year, I sought to learn what was strong about our work, what members of our community wanted more (and less) of from NCG, and – perhaps most importantly – what folks needed to increase their impact and to remain connected to their sense of purpose, their agency, and their community of colleagues. The guidance I received was remarkable in its continuity – and in its vehemence.
Thank you, Marcus and Dwayne, and Cathy and Dimple, for your courageous leadership. And Dimple, thank you for inviting me into the conversation to answer "What exactly holds us back from making more dramatic transformations in our philanthropy?" I’m humbled to be a part of it. I propose that what holds us back from making more dramatic transformations in philanthropy are three beliefs that we inherit and internalize from white supremacist culture.
I’ll be the first to acknowledge that I’ve arrived as NCG’s CEO on the shoulders of many others that came before me. Two of the strongest shoulders belong to my first professional mentor and a heavyweight in philanthropic circles, Joe Brooks. During my seventeen years as a work partner and friend at The San Francisco Foundation and then PolicyLink, I learned more from him than I could ever adequately describe. He had a habit of saying things that were increasingly profound the more you thought about them. One of those sayings was, “how much do you need to know to act?”, often dropped in a setting surrounded by other foundation colleagues where he was about to propose bold action to engage some of the Bay Area’s most vexing social challenges
I’ll be honest: I’ve been putting off answering your question “How do foundation leaders stay clear-eyed in this moment?” As I sit to write, our Northern California skies are hazy with wildfire smoke. It strikes me as a metaphor for this moment, 19 months into COVID, when our visions of a post-pandemic future are shifting yet again. I definitely don’t feel clear-eyed.