Passing the Torch, Lighting the Way

By Jamila Hodge, Executive Director, Equal Justice USA and Shari Silberstein, COO, Fund for Nonviolence

The nonprofit field is rife with stories of executive transitions gone poorly – especially in cases where Black leaders replace white founders. For many white-led organizations, hiring a Black Executive Director is the organization’s first significant step toward equity. But that formula can cause great harm to the incoming leader – putting the burden on them to justify and make space for their own existence in an organization that isn’t ready to confront its internalized racism.

We wrote this piece to show another way. We are two Executive Directors of Equal Justice USA (EJUSA), a national organization working to transform the justice system. Shari, white, stepped down after 21 years developing a groundbreaking vision for justice work and an organization to implement it. Jami, Black, took over in 2021 and is doing an incredible job building on this foundation: the team has nearly doubled in size, and she has added a new restorative justice program and significant new funding opportunities. 

We did not know each other before this transition, but today we are great fans of, and resources to, each other. Here’s how we did it.

Preparing the organization

Shari’s decision to step aside came in the context of a racial equity initiative that began many years earlier. Committed to deepening EJUSA’s impact in dismantling systemic racism, Shari led the team to revamp the mission and vision, launch new programs, diversify staff and board, and more. As EJUSA evolved, the importance of passing the torch to a leader who is Black and harmed by violence and the criminal legal system became increasingly clear.

In preparation, Shari and the board read a lot about transitions, including the challenges faced by ED’s of color. The board held honest conversations about how they might replicate or mitigate those challenges, and engaged in targeted racial equity training that continues today. They also talked to other new ED’s to learn what they needed for a successful start. EJUSA filled some crucial gaps on the board with new members, but also left slots open for Jami to bring in her own people.

Similar work happened at the staff level. EJUSA invested heavily in racial equity infrastructure, learning, and action to facilitate cultural shifts as the team diversified and deepened its work in communities impacted by violence and mass incarceration. By the time of Shari’s exit, EJUSA was a largely Black and Brown staff and board. EJUSA built a bench of leadership beyond the ED and doubled down on leadership development, training, and mentorship so we could be strong no matter who came or went.

Partnering with funders

Funders are critical for a successful leadership transition. Too many funders “wait and see” – withholding the next grant until the new leader proves themselves. This forces a new leader to outperform their predecessor while they’re still finding their footing, and to do so with fewer resources. What could be more inequitable?

EJUSA took a proactive approach to prevent that. Shari spoke with each philanthropic partner, highlighted inequitable funding for BIPOC-led organizations, and made a decisive ask: “I need you to not let that happen here.” Shari asked funders to make their renewal commitments early. Most of them rose to the occasion, including Shari’s current employer, the Fund for Nonviolence, which has supported a number of grantees through leadership transitions. That gave Jami a long runway to get to know her donors and the organization before asking for funding.

Shari also asked each funder for a follow-up meeting with other senior staff before the transition. We wanted them to see that EJUSA was so much more than its ED. Those meetings were energizing and confidence-building. One funder told the team, “I want you to know that I am confident in EJUSA, not just in Shari.” It was just one sentence, but it meant everything.

Stepping back, stepping up

Jami started shortly after Shari’s departure and wasted no time stepping up. She began work with an executive coach, recruited new board members, and hired an executive assistant. The funds in the bank allowed time to build trust with staff, the board, and donors, and crystalize the vision for Black liberation.

While some parting EDs move onto the board or create other roles to stay engaged, Shari stepped back, knowing that new EDs need space unencumbered by the watchful gaze of their predecessors. Jami had freedom to fully take the wheel, and that has been critical.

The transition hasn’t been perfect, and Jami has to carry that burden. Some donors never responded to outreach from Jami despite many attempts. There remains a real challenge and bias for a Black executive director connecting with a primarily white, wealthy donor base. EDs are still expected to be everything to everyone, and the load was/is unsustainable for both of us. But doing this work as someone directly impacted by violence and racism takes a whole different kind of toll.

In short, nonprofit leadership is incredibly hard, and exponentially more so for BIPOC leaders. Even the best transition process won’t fix everything, and it won’t eliminate the racism that an incoming Black leader will inevitably face. But a healthy transition is possible and our sector needs to get this right far more often. Liberation demands nothing less.