Leaders of the Future Must have Different Skills

It is time for baby boomers to face the fact that our time is running out in the work force. Unless, we plan to work until we are 80, then our years are dwindling quickly and, sooner than later, we will be gone. You might ask, “so what?” and that is precisely why I write this.

I believe there is going to be a gaping hole between current leadership in the philanthropic world and the next group of leaders. Why? Because we don’t really have a plan in place to truly prepare the next group of leaders, and the skills and abilities needed for the next generation of leaders is going to be vastly different than those we exercise today.

Reflecting on when I first started with the Sisters of Charity Foundation of South Carolina back in the mid-90s, I think about how we only had one computer in the entire office and it belonged to the secretary. Everything was copied and filed manually. We still used an electric typewriter for goodness sakes! We transformed in the past 15 years and will continue to evolve in the next 15 years with new and innovative ways to operate. Information technology, communications, social media, etc. is at an accelerated pace.

Information technology will be the single most important force that will drive philanthropy over the next two decades. I think about the goals of the Sisters of Charity Foundation in the coming years. We will utilize technology to teach and train hundreds more nonprofit practitioners than ever before. We will communicate and inform through mediums that have not be used before. We will report and share findings in exciting new ways. We will be able to take the Foundation office with us no matter where we go. Everything will be a click away.

The next generation leaders must be willing and able to embrace this reality and treat it as an opportunity. We have a chance to make philanthropy more efficient, more informative and with better and more definable results. This may also change staffing patterns and the role of staff. Our future leaders will be able to utilize new tools and analyze old methods to improve the organization’s overall effectiveness both internally and externally. There is no prescriptive CEO manual that we can hand to the next generation of leaders. It is not available and it shouldn’t be. To me, it will come down to a select group of people that are high energy yet compassionate, mission-driven, flexible, innovative and technologically savvy.

People are at the heart of our work in philanthropy and that should never change. However, doing business in 2025 is going to be a whole new ballgame. I hope I am still alive to see these leaders in action. It will be as invigorating and exciting as anything you could ever imagine and I think the opportunities are endless. Oh, if only I was age 35 again!

Tom Keith is the president of the Sisters of Charity Foundation of South Carolina

Research Through Listening

I recently visited a small rural community in South Carolina, and passed a homeless young woman sitting in her car on a side street. I learned that during the long, cold winter nights, she sleeps bundled up with in blankets. When it is too cold for her body to bear, she turns her car on―in desperation―to generate a little extra heat. As I entered the building across the street from her parked car, she discretely moved her vehicle farther down the street as not to attract any further attention.

Although she hoped to be “invisible,” her presence over the past few weeks had already been noticed by the local community pastor. Realizing her needs, he enlisted a community member to approach her car and compassionately inquire about her well-being, “Are you okay? It’s cold out here; you could die.”

“If I’m lucky, I will,” was her response, reflecting the vast depth of her hopelessness and despair. Since that encounter, the pastor has quietly worked behind the scenes recruiting the community to watch over her, acknowledging her presence in a way that maintains her fragile sense of dignity and respect.

As I saw this woman sitting in her car and heard the pastor share her story, a million questions flooded my mind. Did she have family or friends concerned about her well-being and looking for her? What had happened in her life that had brought her to this place of desperation and loneliness? Would she ever trust someone enough to express her current needs and concerns?

Unfortunately, this young woman is not alone. South Carolina is a state with a history of significant poverty.There are twelve counties that have experienced persistent poverty for years, and there are many other men or women facing the same sense of isolation and hopelessness.

The Sisters of Charity Foundation of South Carolina works to identify ways to document its collaborative efforts to reduce poverty in South Carolina. Often termed as “research,” it also includes listening to those experiencing poverty directly, along with other leaders and stakeholders in their community. It is one way to find answers to some of these questions and seek solutions to better our communities.

In an effort to really listen to those experiencing poverty and hear the voices of those who work daily in service to the poor, the Foundation is conducting several “Listening Sessions” in selected communities across the state this year. The first Listening Session was held in Allendale in March, and the Foundation will travel to Johns Island this month.

According to the National Committee for Responsive Philanthropy, “Change can only happen when everyone who is affected has a seat at the table and has the opportunity to speak.” The Foundation hopes the listening sessions will allow us to use the gift of listening in order to better understand the potential concerns and solutions that could be utilized to meet unmet needs, and identify ways to facilitate change across the state where persistent poverty and hopelessness can abound.

Stephanie Cooper-Lewter is the senior director of research and special programs for the Sisters of Charity Foundation of South Carolina