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Philanthropy often speaks of legacy in terms of dollars granted or initiatives launched. However, a true legacy is measured by the strength of the leaders you nurture, the equity you embed, and the systems you leave better than you found them.
After nearly two decades leading the Winthrop Rockefeller Foundation, I’ve decided to retire at the end of September. But stepping aside is not the same as stepping away. If there’s one lesson I’ve learned, it’s that how a leader exits is just as important as how they lead. My exit is not the final chapter; it’s an intentional continuation of WRF’s relentless pursuit of equity, making space for new voices and bold visions.
Succession is a strategy, not a secret. As many of you know, I’ve been very candid about my retirement plans, often to the chagrin of my PR team. But that is because far too many nonprofits and businesses treat succession like a crisis to be managed rather than a strategy to be embraced. That does a disservice to the organization, the staff and, especially, the communities we serve.
At WRF, we began preparing years ago. We invested in internal leadership, built a resilient team culture, and engaged our board in continuous, honest, future-focused conversations.
Equity-centered succession requires transparency and trust. It requires us to relinquish our egos and focus on our mission. Our communities deserve durable institutions led by people who reflect and believe in their lived realities. As a Black woman leading a philanthropic foundation in the South, I know how rare this opportunity is. I also know it can’t stop with me. Leaving well means actively supporting the next generation of Black women leaders who are ready to lead, if only given the chance. It means opening doors, naming names and sharing power.
During my tenure, we prioritized funding for minority-led organizations, many of which are incubators for future philanthropic talent. I mentored emerging leaders, advocated for diverse board pipelines, and encouraged sector peers to look beyond the usual suspects. Equity doesn’t happen by accident; it requires intentional design.
My legacy is not a building with my name on it. It’s a field more willing to challenge the norms. It’s a foundation that makes equity the default, not the exception. It’s a team that leads with courage, and a community that holds us accountable.
To my fellow leaders, my advice to you is to leave before you’re forced to, go when the organization is healthy and the bench is deep, and leave in a way that builds power for those coming next.
I am not retiring from the pursuit of justice and equity — I’m more committed to equity than I was 18 years ago. I leave with profound gratitude and hope, knowing that leadership isn’t about holding on; it’s about clearing the path for new voices, new vision and the next bold chapter.
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