Should I Stay Or Should I Go?
Trust-based philanthropy is about much more than unrestricted funding and streamlined paperwork. Since it is fundamentally about redistributing power, a true embodiment of trust-based philanthropy requires intentional alignment of an organization’s culture, values, and leadership. Simply put, if the people in charge are not actually willing to give up power in service of the collective whole, then it makes it very difficult for an organization to be fully trust-based.
Some of us have been part of institutions that talk the talk but don’t walk the walk—where principles of equity or trust are named in the values and mission, but not necessarily embodied in the organization’s culture. So what does that mean for those of us who are not necessarily in decision-making positions but see opportunities for change?
We get this question a lot when speaking to staff of various foundations that have embedded legacies and structures that may seem completely counter to the core values of a trust-based approach. While it is easy to feel powerless in this type of circumstance, it is not totally hopeless.
There are some key ways you can support positive change from within, but first you must clarify a few key questions:
Ask yourself: is this institution for me? Before putting in the work and energy required to support change from within, it is critical to examine whether the organization’s mission and vision are aligned with who you are and what you want to accomplish. Do you see room for yourself to grow within the organization? Do you believe in the organization’s vision? Do you believe in the possibility for growth and improvement? Do you have any experiences that have consistently negated (or supported) trust-based values? Take stock of your own needs, experiences, and energy levels, and decide whether you want to stick with this organization or if it makes sense to pursue opportunities in organizations that are more aligned with your personal values.
Identify your sphere of influence. If you decide that the institution is indeed for you, clarify where your power and influence exists in your role. Are you the first point of contact with prospective grantees? Do you have the power to influence how data is collected in the organization? Do you answer the general email box? Do you manage the organization’s website? Clarify your sphere of influence and recognize that you have some power to make small changes that can help the organization be a more responsive and accessible partner to your grantees.
Find and team up with your people. If you’re feeling powerless in your desire to make change, chances are you may not be alone. Check in with others in the organization and identify colleagues who have shared values and ideas. How can you collectively brainstorm to bring incremental trust-based changes within your processes? How can you learn from each other and continue to make the case for the value of a trust-based approach?
Seek out change you can control. For example, if you’re the first point of contact for prospective grantees, how can you shape that process and your interactions in a way that embodies transparency and communication? How can you show up in a more human and accessible way, to pave the way for dialogue and trust-building? If you’re a program officer that is required to extract reports from grantee partners, how can you alleviate the burden on partners? Can you take verbal reports and document them on behalf of prospective grantees? Are there other ways you can alleviate burdens on nonprofits within your sphere of influence?
At the end of the day, the choice between whether to stay or leave is personal. But chances are there are a lot more peer practitioners in your midst who are also hoping for, working toward, or boldly advocating for change.
(While you’re here...did you know the Trust-Based Philanthropy Project just launched a new listserv, the The Trust-Based Peer Exchange? The Peer Exchange is an online hub for grantmaking practitioners to connect with peers and share tools, ideas, questions, and challenges in order to strengthen their trust-based approach.)