Tag: nonprofit leadership

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Before There Was a Platform, There Was a Movement

Introducing Rev. Jesse Jackson Sr. as a Founding Architect of Grassroots Philanthropy

On February 17, 2026, America lost one of its most consequential voices. Rev. Jesse Louis Jackson Sr. — preacher, organizer, two-time presidential candidate, and founder of the Rainbow PUSH Coalition — died peacefully at his home in Chicago at the age of 84. The tributes poured in immediately, as they should. But this series is not simply a eulogy. It is a reclamation.

Because what most tributes will not tell you — what the obituaries rarely capture — is that Rev. Jesse Jackson Sr. was one of the earliest and most sophisticated practitioners of what we now call grassroots philanthropy. Decades before the nonprofit sector had a playbook, before GoFundMe existed, before impact investing had a name, Jackson was building the architecture of community-powered giving, movement-funded advocacy, and coalition-driven change.

He was doing it from pulpits and protest lines, from convention stages and community halls. And the sector is still catching up to him.

“He didn’t just keep hope alive. He kept resources alive — and he taught communities that they were the resource.”

A Fresh Lens on a Familiar Legacy

When we think of Jesse Jackson Sr., we think of the man at the balcony of the Lorraine Motel. We think of the 1988 Democratic National Convention, the booming voice, the soaring rhetoric. We think of “Keep Hope Alive.”

What we rarely think about — and what this series is here to argue — is the philanthropic infrastructure he was quietly, persistently, brilliantly building beneath all of it. The fundraising model. The coalition architecture. The community-as-donor philosophy. The donor retention strategy hiding in plain sight inside his most famous slogan.

Over the course of four articles, we will walk through five pillars of Rev. Jackson’s philanthropic legacy, and trace how each one maps onto the principles that drive the most successful nonprofit and fundraising work today. We will close by looking at who carries this forward — and what it means for all of us who work at the intersection of community, generosity, and change.

Why This Matters Now

The philanthropic sector is at an inflection point. Institutional donors are pulling back. DEI funding is under pressure. Grassroots movements are scrambling for resources. The old models of top-down philanthropy are straining under the weight of a world that has changed faster than the sector’s structures.

Into this moment steps the memory of a man who never waited for institutional permission to build something meaningful. Rev. Jesse Jackson Sr. understood — decades before the sector articulated it — that the most durable philanthropy is the kind that comes from the community itself. That ordinary people, pooling extraordinary conviction, are not just beneficiaries of generosity. They are its source.

That idea is not nostalgic. It is the answer to the questions the sector is wrestling with right now.

The Foundation: The Church as Philanthropic Infrastructure

Before we can understand what Jackson built, we must understand what he stood on. The Black church was already the most sophisticated philanthropic institution in America. It collected resources weekly. It distributed them locally. It mobilized people around shared values. It was, in the truest sense, a community foundation with a congregation.

Jackson understood this instinctively. He did not build from scratch — he scaled what already existed. His early work with Operation Breadbasket was rooted in the church’s economic leverage: organized congregations deciding, as a body, where to invest their collective purchasing power and where to withhold it.

That instinct — meet people where their generosity already lives — is the first and perhaps most enduring lesson for modern fundraisers. The most successful campaigns today, whether a capital campaign for a community hospital or a crowdfunding surge for disaster relief, succeed because they tap into existing communities of trust. Rev. Jackson understood that principle before it had a name.

“The most durable philanthropy comes from the community itself. Rev. Jackson knew this before the sector had language for it.”

What’s Coming in This Series

In Part Two, we explore how Rev. Jackson’s Operation Breadbasket and the founding of PUSH pioneered what we now call economic philanthropy — and how his presidential campaigns became the first large-scale proof of concept for small-donor fundraising.

In Part Three, we examine the Rainbow Coalition as a masterclass in donor diversification, and unpack why “Keep Hope Alive” was one of the most effective donor retention strategies in American history.

And in Part Four — published in honor of his funeral services in March — we look at who carries this legacy forward today, and what it means for every one of us who believes in the power of community to change the world.

The sector is still catching up to Rev. Jesse Jackson Sr. It is time we named that — and learned from it.

Fondly,

Monique

Rest in power, Rev. Jesse Louis Jackson Sr.  |  October 8, 1941 – February 17, 2026

This is Part 1 of 4 in the “Honoring Rev. Jesse Jackson Sr.” series. Next: Part Two — The Economics of Justice

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A Table Is Not Décor. It’s Design.

A table is never just a table.
It’s a signal.

It tells people what matters here.
How power moves here.
What kind of presence is required here.
Who will be seen—and who will be managed.

And long before anyone speaks, the table has already begun shaping the room.

Because gathering is not neutral.
It’s architecture.

And in leadership—especially mission-driven organizations—architecture is strategy.

The table is a container for trust

Most organizations think trust is built through communication.

It is. But not only.

Trust is also built through experience—through what the room makes people feel before the agenda ever begins.

A table that is thoughtfully designed communicates something without saying it:

We are prepared.
We are intentional.
We are not rushed.
You are not an afterthought here.

That’s not aesthetics.
That’s stewardship.

Because when people feel considered, they bring more of themselves into the room.
And when they bring more of themselves, the conversation changes.

Good design quiets the nervous system

People don’t come into boardrooms, donor conversations, strategy sessions, or vision meetings as blank slates.

They arrive carrying pressure.
History.
Protectiveness.
Competing priorities.
A need to feel smart, safe, and significant.

Design can’t solve all of that.

But it can soften the edges.
It can remove friction.
It can create ease.
It can help people exhale.

And when people exhale, they stop performing.
They stop posturing.
They become available for what the gathering was meant to do.

Luxury—real luxury—is not excess.
It’s not show.
It’s not proving.

It’s care you can feel.
Nothing jagged.
Nothing sloppy.
Nothing rushed.

It’s the quiet confidence of an environment that says:

We know what we’re doing.
And you can relax here.

This is why hospitality is not soft

Hospitality is often dismissed as a “nice touch.”

But in leadership spaces, hospitality is a form of power.

Not power that dominates—
power that stabilizes.

It creates order without rigidity.
It signals preparedness without performance.
It removes the need for people to fight for belonging in the room.

And when belonging is not in question, people stop competing for oxygen.

They listen better.
They contribute cleaner.
They make decisions without needing to prove themselves first.

This is not about entertaining.
This is about creating conditions where the right people can meet the moment.

The table reveals what you believe about your mission

Here’s the quiet leadership question underneath design:

Do you believe your mission deserves excellence?

Not perfection.
Excellence.

Because excellence is not about spending more money.
It’s about refusing to be careless with people’s experience.

It’s noticing what most people rush past.
It’s the discipline to say:

If we are asking people to invest in this mission—
their resources, their reputation, their leadership—
then the environment should reflect the weight of what we’re asking.

A table set with intention communicates:

We honor what this work requires.

Design protects the purpose

A well-designed gathering does something leaders rarely name out loud:

It protects the purpose from being hijacked.

Because when the room feels unstructured, people rush to structure it themselves.
They fill the gaps with their preferences.
Their anxieties.
Their need to control.

But when the environment is held—when it feels curated—there is less room for distraction to become leadership.

Design creates containment.
Containment creates clarity.

It makes the gathering less vulnerable to the loudest voice
and more available to the truest work.

Closing

A table is not décor.
It’s design.

It is how you shape the emotional temperature of the room.
How you communicate seriousness without announcing it.
How you create conditions where people can rise to the level of the mission.

And if your work is asking people to lead, to give, to govern, to invest—
then your gatherings deserve more than logistics.

They deserve intention.
They deserve care.
They deserve a room that doesn’t beg for significance—
but quietly carries it.

Because the most strategic rooms don’t chase attention.

They curate attention.

And the table is where that curation begins.

Monique

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When Leadership Refuses to Transition

How Founder Syndrome Strangles Grassroots Nonprofits

By Lynette Battle

It’s always a privilege to share the wisdom of our consulting contributors, and today we’re especially glad to welcome back Lynette Battle. Her last blog post in April sparked important discussion around leadership transitions in grassroots nonprofits. In her newest piece, “When Leadership Refuses to Transition – How Founder Syndrome Strangles Grassroots Nonprofits,” Lynette once again invites us to look honestly at the challenges facing mission-driven organizations — and how leaders can navigate them with courage and clarity.

In the nonprofit sector, particularly among grassroots organizations serving historically underserved communities, leadership transitions are often an afterthought — or worse, an outright taboo. A troubling pattern has emerged: many nonprofits are being held hostage by their own founders or longtime executive directors, who, despite their early and important work, now stand as barriers to the organization’s growth and sustainability.

They see the nonprofit as their “baby,” something they nurtured from infancy. But what they fail to recognize is that the organization has matured. Like any healthy adult, a thriving nonprofit must be allowed to evolve, adapt, and even outgrow its founding leadership. Without that evolution, the result is often organizational stagnation — or complete collapse.

The Stark Reality: Lack of Succession Planning

The numbers tell a grim story. According to BoardSource’s 2021 Leading with Intent report, only 29% of nonprofits have a formal written succession plan. That leaves over two-thirds dangerously unprepared for leadership changes. For grassroots nonprofits — especially those led by people of color serving marginalized communities — the risk is even more acute.

Candid’s research highlights that nonprofits led by women of color tend to operate with annual budgets under $50,000, compared to the predominantly white-led organizations commanding multi-million-dollar resources. In these underfunded, overstretched organizations, leadership transition is often delayed not because of lack of recognition — but because the founder or executive director refuses to let go.

When the Founder Becomes the Barrier

Founder syndrome — when a founding leader holds tight to power — is a real and devastating phenomenon. It happens when:

  • The founder equates the organization’s identity with their own.
  • There is resistance to change, modernization, or new leadership styles.
  • Boards are passive, allowing founders unchecked control.
  • No succession plan is created because there is no intention to leave.

In these cases, the very person who once fought to build something meaningful becomes the person standing in the way of the organization’s future. Their reluctance to relinquish control prevents the nonprofit from attracting new talent, expanding its impact, or adapting to meet evolving community needs.

The Cost of Refusing to Transition

Without proper leadership evolution:

  • Programs suffer. Innovation slows down or halts altogether.
  • Staff turnover increases. Talented individuals leave when they see no room for advancement.
  • Funding dries up. Funders grow wary of instability and a lack of succession planning.
  • Community trust erodes. Communities are left underserved or abandoned when organizations shutter unexpectedly.

Indeed, the National Center on Charitable Statistics has found that roughly 30% of nonprofits fail to survive past 10 years — and poor leadership transitions are a major contributing factor.

A Call to Action

For nonprofits — especially those rooted in historically underserved communities — survival depends on being bigger than one person’s vision.

To truly serve the community, organizations must:

  1. Create and Commit to Succession Plans: Identify and prepare the next generation of leadership early.
  2. Shift from Founder-Centric to Mission-Centric: Embed the mission, not the individual, at the heart of the organization.
  3. Build Leadership Pipelines: Invest in mentoring and development of internal staff and board members.
  4. Empower Strong, Independent Boards: Boards must govern, not rubber-stamp founder decisions.

Final Thoughts

If a nonprofit is truly a gift to the community, then it must live beyond the tenure — or ego — of any one individual. Leadership is not just about founding; it’s about stewarding, evolving, and sometimes stepping aside so that the organization can meet the needs of today and tomorrow.

The ultimate legacy for a founder is not holding on — it’s letting go, and leaving behind a stronger, sustainable institution that continues to change lives long after they are gone.

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Building Strong Partnerships: Leveraging Volunteerism for Nonprofit Growth

Dear Friends and Colleagues,

In today’s challenging landscape, nonprofit organizations face financial constraints, limited resources, and heightened competition for donor support. As a nonprofit leader, you must constantly seek innovative ways to expand your reach and impact. One effective method is fostering meaningful collaborations with other organizations, amplifying resources, and broadening influence. Yet, forming these valuable partnerships begins with establishing impactful relationships, requiring time and dedication.

Recently, I came across an inspiring article, “Strengthen Your Business By Putting Your Values Into Action,” written by Kendra Davenport, President and CEO of Easterseals, and published by Forbes Nonprofit Council. This article resonated with me profoundly, as it aligns with my belief in the importance of volunteerism and its potential to foster meaningful collaborations within the nonprofit community.

I am excited to share some key takeaways from Davenport’s insightful piece and offer my thoughts on how smaller nonprofits can leverage volunteerism to build strong, collaborative relationships. I hope this post inspires you to explore new ways to connect and collaborate within your community.

Identify Shared Values and Mission Alignment

Start by identifying other organizations that share similar values and missions. This alignment is crucial, as it lays the foundation for a sustainable partnership.  Meaningful collaborations thrive when both organizations are driven by a shared purpose and vision for impact.

Example: A small nonprofit dedicated to after-school tutoring could collaborate with a local community center that offers recreational activities for children. By volunteering at each other’s events, both organizations can support one another while expanding their reach and resources.

Organize Joint Volunteer Initiatives

Initiating joint volunteer projects where members from both organizations work together towards a common goal fosters camaraderie and strengthens collaborative efforts. These initiatives allow both parties to understand each other’s operations, challenges, and strengths, building a foundation for meaningful collaborations.

Example: Partner with a local food bank to organize a community food drive. Volunteers from both organizations can work together to collect, sort, and distribute food items. Such initiatives offer an excellent opportunity for team building and mutual support.

Create Volunteer Exchange Programs

Developing a volunteer exchange program where employees from your organization can spend time volunteering with a partner organization can lead to a deeper understanding of each other’s work and pave the way for future thoughtful collaborations.

Example: A nonprofit focused on environmental conservation can arrange for its staff to volunteer at a local animal shelter, while staff from the shelter join in environmental clean-up activities. This exchange not only builds relationships but also broadens the volunteers’ skills and perspectives.

Leverage Volunteer Events for Networking

Volunteer events can also serve as powerful networking opportunities. Encourage your staff to engage with volunteers from other organizations, share experiences, and explore potential areas for collaboration. These informal interactions often lead to meaningful partnerships and collaborative relationships.

Example: Host a community clean-up day and invite volunteers from various local nonprofits. During the event, create spaces for networking, such as a lunch break or a post-event gathering, where participants can discuss their work and explore collaboration possibilities.

Parting Thoughts

At Event Strategies For Success, we believe in the power of community volunteering and take pride in our proven track record of fostering meaningful collaborations. For small and emerging nonprofits, leveraging volunteerism as a pathway to collaboration is not just an additional task but a strategic initiative that can drive growth and success.

By fostering connections through shared values and joint efforts, you can create a robust network of support and amplify your impact on the communities you serve.

Here’s to your success!

Monique

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