by Dr. Kevin Dean, President & CEO, Tennessee Nonprofit Network
The very fabric of our present feels different, doesn’t it? It’s not merely a continuation of what came before; it’s a moment etched with a unique intensity, a confluence of challenges and opportunities that demands more than just passive navigation. For those of us called to the nonprofit and philanthropic sector, this isn’t a time for business as usual. The stakes feel higher, the needs more acute, and the potential for both profound impact and regrettable inaction hangs heavy in the air. In this crucible of the present, the question of legacy isn’t a distant, philosophical contemplation; it’s a visceral, immediate reckoning that should permeate every strategic decision, every interpersonal exchange, and every programmatic endeavor we undertake.
My own understanding of this urgency is perhaps colored by the indelible imprints of my past. The years spent under the shadow of relentless bullying instilled a deep awareness of the chasm between cruelty and compassion, between vulnerability and advocacy. It illuminated the profound responsibility we have to stand up for those who are marginalized and silenced. Later, witnessing my parents’ tireless pursuit of the elusive “American Dream,” only to be met with the harsh realities of economic hardship despite their unwavering dedication, etched in me a visceral understanding of systemic inequities and the imperative for a more just and equitable society. It fueled a burning desire to be part of the solution, not merely an observer of the problem.
It was within the seemingly sterile yet profoundly human ecosystem of a local hospital, where I volunteered during my formative high school years, that a transformative realization took root. Giving back wasn’t a chore, a box to be ticked on a college application; it was a revelation. It ignited a sense of purpose, a feeling of connection to something larger than myself, that resonated more deeply than any personal achievement ever could. That early immersion into the world of service became the bedrock upon which my professional trajectory would eventually be built.
Years later, that foundation faced a trial by fire, an experience that seared into my memory the stark contrast between exemplary leadership and its antithesis. Just weeks into my first “adult” job in the nonprofit sector, a role that felt like the culmination of so much aspiration, the unthinkable unfolded: Hurricane Katrina’s devastating force ripped through the Gulf Coast, leaving a trail of unimaginable destruction and human suffering. Suddenly, the familiar landscape of mediocre office work dissolved into the chaotic reality of emergency response. I found myself thrust into the heart of the crisis, working within the frenetic environment of the Emergency Management Agency.
Two decades have passed since those harrowing days and nights, yet the memories remain as sharp and visceral as if they occurred yesterday. In the dimly lit, generator-humming basement of the EMA, amidst the pervasive exhaustion and the constant influx of heartbreaking information, the true character of individuals and even organizations was laid bare. Heroes and villains emerged from the shadows, and their identities often defied expectations.
The heroes were not necessarily the loudest voices or the most senior officials. They were the quiet, often unsung individuals who worked tirelessly, fueled by a passionate commitment to the human beings whose lives had been shattered. They navigated bureaucratic logjams with a blend of grace and fierce determination, their empathy serving as their guiding star. They sacrificed sleep, personal comfort, and the solace of their own families to ensure that the displaced and the vulnerable had access to the most basic necessities – food, shelter, a flicker of hope in the overwhelming darkness. Their actions, devoid of self-promotion or the pursuit of accolades, spoke volumes about the profound power of selfless service. Their quiet dedication continues to inspire me, a constant reminder of the profound impact of genuine compassion in action.
Then there were the others. The “villains,” as my younger, perhaps more idealistic self unequivocally labeled them. They were the individuals whose perspectives seemed tragically constricted by the lens of political expediency, whose priorities appeared to be rooted in self-preservation or the advancement of narrow, self-serving agendas. They were the ones who, confronted with human suffering on a scale that defied comprehension, seemed to prioritize political posturing, the protection of turf, or a paralyzing fear of making difficult decisions over decisive action, empathetic support, and selfless sacrifice. Their myopic vision, their inability to see beyond their own immediate concerns in the face of such profound collective need, remains a stark and cautionary reminder of the pitfalls we must actively strive to avoid in our own leadership and within our organizations.
Years later, the echoes of that profound experience reverberated with a chilling familiarity during the unprecedented global crisis of the COVID-19 pandemic. Once again, I witnessed organizations and their leaders grappling with unimaginable challenges, forced to navigate uncharted territory with little precedent to guide them. Some rose to the occasion with remarkable agility and resilience, innovating, adapting their programs, and doubling down on their core missions at a time when the needs of the communities they served were more critical than ever. They demonstrated a profound understanding that crisis demands not retrenchment, but a renewed and intensified commitment.
However, I also observed others who seemed to falter, their leadership characterized by a palpable retreat, a cowering in the face of uncertainty and fear. Decisions were delayed, difficult choices were avoided, and a sense of paralysis seemed to grip some organizations, hindering their ability to effectively respond to the escalating needs around them.
Let me be unequivocally clear: I am not advocating for reckless abandon or ill-considered disruption. True heroism in times of crisis is rarely about dramatic, headline-grabbing gestures or impulsive acts of defiance. More often, it manifests as quiet, strategic leadership, characterized by thoughtful deliberation, careful risk assessment, and a pledge to doing what is right, even when it is deeply uncomfortable or carries the potential for criticism. It demands a deeply ingrained moral compass, a clear understanding of core values, and the courage to act decisively in accordance with those principles.
So, in this complex and consequential moment, as we navigate the multifaceted challenges and inherent uncertainties of our own time – a time marked by social unrest, economic anxieties, and persistent global challenges – the question of legacy resonates with a particular and urgent weight: How do you, as an individual within the nonprofit and philanthropic sector, want to be remembered?
For those of us who have dedicated our professional lives to the pursuit of social good, this isn’t merely an abstract philosophical inquiry. Our daily work, by its very nature, is about shaping a more just, equitable, and compassionate future, about leaving a tangible positive impact on the lives of individuals and communities. But the heightened intensity of this present moment demands a deeper, more introspective level of self-reflection. What will our actions – and equally importantly, our inactions – reveal about our core values? What kind of legacy are we actively constructing, day by painstaking day, with each strategic decision we make, each partnership we forge, and each voice we choose to amplify or silence?
Take a moment, if you will, and journey back to the genesis of your commitment to this sector. Remember the spark, the initial stirring in your heart that drew you to this often challenging yet profoundly rewarding work. What were the ideals that fueled your early aspirations? What injustices ignited your passion? What vision of a better world propelled you forward? Now, look at the person you are today, the decisions you make, the stances you take. Would that younger version of yourself, brimming with idealism and a fierce desire to make a difference, be proud of the path you have chosen and the person you have become? The biggest reason you likely dedicated your life to the nonprofit sector – to fight for what is right, to be a voice for the most marginalized, to uplift those fundamental American values of community, compassion, and unwavering support – should not be a fading echo in the corridors of your daily work. Has the weight of experience, the complexities of organizational dynamics, or the fear of repercussions dulled that initial fire? Are you hesitant to speak truth to power, to advocate fiercely for your mission and the people you serve, because you fear the potential loss of your livelihood? We stand at a precipice where our silence offers no sanctuary. If we, the very individuals and organizations entrusted with championing the vulnerable and upholding the ideals of a just society, fail to speak up and vehemently defend the nonprofit sector and the communities we so passionately support, there may be little of either left to salvage. The time for cautious whispers has passed; the moment for courageous and principled action is now.
I implore you to spread your wings to their fullest extent. This is not a time for tentative steps, hushed voices, or a clinging to the familiar comfort of the status quo. We’ve passed that point now. What’s happening is different. We’re now in an existential crisis in the history of the nonprofit sector. Whether you lead a large, well-established foundation, helm a nimble grassroots organization operating on the front lines, or are just embarking on your journey within this vital sector, you possess the inherent capacity to influence the narrative of this pivotal moment. Leadership is not confined to titles or organizational charts; you can lead from any position, by the power of your ideas, your integrity, and your unwavering commitment to the mission.
Be the thoughtful, strategic leader who possesses the clarity of vision to analyze the complex landscape before us with both intellectual rigor and profound empathy. Speak up candidly, even when your voice trembles with the discomfort of challenging established norms or questioning prevailing assumptions. Say what needs to be said, not out of personal animosity or the pursuit of ego gratification, but out of a deep and unwavering commitment to truth, transparency, and the fundamental mission that binds us together. If you chose your job and your stability over speaking up for the communities you serve and the most marginalized, you shouldn’t be in the nonprofit sector in the first place.
Resist the seductive pull of myopia. Step back from the immediate pressures and tactical considerations to cultivate a broader perspective. Strive to understand the intricate interconnectedness of the multifaceted challenges we face, recognizing that solutions often lie at the intersection of seemingly disparate issues. Actively resist the temptation to view problems through a narrow, self-serving lens, whether it’s defined by departmental silos, organizational boundaries, or even deeply ingrained ideological biases. And call that sh** out when you see it. We don’t have time for unnecessary politics or self-interest right now.
Cultivate a strategic mindset in all that you do. This is not a call for impulsive actions or attention-grabbing grandstanding. True and lasting impact is rarely achieved through recklessness. Instead, prioritize careful planning, thoughtful collaboration with diverse stakeholders, and a relentless pursuit of evidence-based, effective solutions. Do not mistake impulsive disruption for genuine courage; the latter is often characterized by quiet determination and a long-term perspective.
And please, let us consciously and deliberately transcend the divisive rhetoric of partisan politics. The fundamental challenges we grapple with – poverty, inequality, climate change, social injustice – are not confined by political ideologies. They are shared human concerns that demand a unified and collaborative response. Focus relentlessly on the actions and inactions that either propel us toward a more just and equitable world or perpetuate the very systems we are striving to dismantle. Judge initiatives and decisions based on their impact, their ethical implications, and their alignment with our shared values, not on the political affiliations of their proponents or opponents.
Do not allow an excessive aversion to risk to paralyze your organization or stifle innovation. The status quo often serves to perpetuate the very inequities we are dedicated to addressing. Calculated risks, informed by rigorous analysis, a deep understanding of the communities we serve, and a genuine commitment to learning and adaptation, are often necessary to break through deeply entrenched systemic barriers. However, this is not a license for reckless experimentation. Embrace strategic courage, the willingness to push boundaries thoughtfully and deliberately, always guided by your mission and your ethical compass.
Our collective silence in this critical moment will not protect us from scrutiny, and more importantly, it will profoundly fail the individuals and communities we are entrusted to serve. Remaining on the sidelines, paralyzed by the fear of criticism or the desire for personal comfort, will contribute to a legacy of inaction, a deeply regrettable missed opportunity to be a powerful force for good when it was most desperately needed.
Spread your wings. Embrace the full spectrum of your potential as a leader, an advocate, and a catalyst for change. Be the voice that speaks truth to power, even when it is uncomfortable. Be the hand that reaches out in solidarity and support to those who are marginalized and vulnerable. Be the mind that strategizes with creativity and foresight to build a more just and equitable tomorrow.
I believe that in times of profound crisis, it is not the mere existence of the struggle that ultimately defines us as individuals or as a sector. Rather, it is our collective response to that struggle, the choices we make under pressure, the values we steadfastly uphold, that will ultimately etch our true character into the enduring narrative of history.
So, I ask you once more, with the weight of my own journey and the urgent imperative of this present moment resonating in my words: How do you want to be remembered when this chapter of history is written? Did you yield to the voices of cynicism and division, whether they originated from within your organization or from the external world? Did you prioritize political expediency or personal gain over the fundamental principles of your mission? Or did you rise to the occasion with unwavering courage, intellectual clarity, and an unshakeable commitment to the ideals of justice, equity, and compassion that drew you to this vital sector in the first place?
The legacy you will leave behind is not some distant endpoint; it is being actively constructed in the choices you make today, in the actions you take in this very moment. Choose wisely. Choose bravely. Choose to spread your wings to their fullest span and let your actions speak volumes about the leader, the advocate, the human being you aspire to be. The world, and the generations to come, are waiting to witness the impact of your work, your courage, and your voice. Spread those wings, friends.