The Partnership That Powers Philanthropy: Executive Directors and Directors of Development
Chapter Leadership Brief 5.30.25
by Thomas E. Moore, III, Exec. Director, American Friends of the Louvre and
Joshua Bell, Director of Development, American Friends of the Louvre
Known as the Great Wealth Transfer, Baby Boomers—and to a lesser extent, the Silent Generation—are currently passing down an unprecedented amount of wealth to younger generations, notably Generation X and Millennials (“next gen”). While this is not the first time there has been a major generational transfer of wealth, it is the largest in size, with some estimates as large as $84 trillion in assets being passed down. As younger donors rise into positions of philanthropic influence, they bring with them new values, expectations, and giving behaviors. In response, nonprofit leaders must not only continue stewarding long-time donors but also adapt to cultivate emerging prospects in a rapidly shifting environment. Meeting this moment successfully demands a strong, trusting, and dynamic relationship between an organization’s Executive Director (ED) and its Director of Development (DoD).
To fully appreciate why this relationship matters more now than ever, we must understand how next-gen donors differ from their predecessors. They are not just younger versions of their forebears; they have entirely different understandings and expectations of philanthropy. They give to causes, not institutions. They are driven more by their own values and identity rather than cachet and influence. While Boomers and the Silent Generation have been incredibly generous, they historically are more likely to give out of a sense of duty and institutional loyalty. Older generations also care deeply about tradition, investing their trust in institutions or personal relationships with leadership. Meanwhile, an increasing number of next-gen philanthropists—raised in the digital era with greater access to information, diverse perspectives, and global platforms—demonstrate a strong understanding of the power of authentic engagement, as well as a deep commitment to transparency and accountability. This is by no means intended to be a comprehensive analysis of generational differences but rather is intended as a general snapshot of the moment so that we may better understand the challenges and opportunities facing nonprofit leadership.
It is without a doubt encouraging to see how passionately next-gen philanthropists have followed in their predecessors’ footsteps. Along with their verve, they bring to the table a broader understanding of philanthropy and often have a greater sense of comfort around alternative ways of fundraising, such as donor advised funds and social media. However, at the same time, they typically demand more accountability and require development professionals to manage ever-expanding job descriptions. So, one might wonder, how can an organization with a shoestring budget, limited staff, and potentially a recalcitrant Board of Directors pivot their strategies to engage with such a wide and disparate pool of prospects and donors?
First and foremost, it requires that the ED and DoD share a unified vision for the organization. While the ED may continue to focus more on executive leadership and vision with the DoD more involved in the day-to-day operations of fundraising, the two must together nurture a culture of philanthropy and embrace the mindset that everyone—staff, board, and volunteers—share responsibility in raising money and promoting the mission. This unified vision ensures that mission and function are sustainably aligned, enabling organizations to engage with a disparate community of donors and prospects, Baby Boomers and next gen alike. It fosters authentic relationships and centers transparency and accountability. For veterans, it reinforces trust and loyalty through constant contact and legacy opportunities. It also allows them to feel acknowledged across the tenure of their engagement with the organization. For younger philanthropists, greater fundraising accountability allows for more active engagement and helps them further appreciate their own meaningful impact on the organization. In short, by instilling a universal culture of philanthropy, an ED and DoD both ensure that all donors feel seen, valued, and connected to the mission.
Beyond creating a culture of philanthropy, the ED and DoD must also both acknowledge that a changing landscape requires a dynamic fundraising strategy. Historic assumptions must be challenged and new ideas tried in order to rise and meet the moment. To do so, the ED and DoD should encourage a culture of learning at their nonprofits. Coined by the organizational psychologist Adam Grant and discussed in his 2021 book, Think Again: The Power of Knowing What You Don’t Know, a culture of learning emphasizes fostering environments where curiosity and continuous improvement are prized over rigid tried-and-true methods. This approach contrasts with a culture of performance, where the focus is on avoiding failure and minimizing risk, often at the expense of innovation and collaboration. In a learning culture, people are encouraged to ask questions, challenge assumptions, and view mistakes as opportunities for growth. In many ways, it is the equivalent to the idiom of throwing spaghetti at the wall to see what will stick. For this to be an effective and successful strategy, EDs and DoDs must model vulnerability, welcome feedback, and reward experimentation even at the risk of temporary failure. Doing so can open new avenues to raise more money, increase efficiency, and create a healthier and happier environment.
So, what does it take for an ED and DoD to deliver on all of the above? It starts with trust and mutual respect. Micromanagement, lack of trust, and poor communication can lead to resentment at best, high staff turnover and donor attrition at worst. At American Friends of the Louvre (AFL), we find ourselves in an interesting moment of generational change as well. As Millennials, we both appreciate the expectations of next-gen philanthropists and the need for change to meet said expectations. Throughout our respective tenures at AFL, we have built a culture that is more collaborative and less hierarchical, and more relational than institutional. We do not view development as a siloed department; rather it is integral to communications, strategy, and culture. Frequent, honest engagement between us also allows us to respectfully challenge assumptions and build a culture of learning, while our alignment on ethos ensures a culture of philanthropy. This permits us to try new things without fear of retribution and allows us to stay nimble and responsive in a fast-changing environment.
Funders—especially next-gen donors—see and respond to these cultural shifts. They want to support organizations whose values and culture permeate all touchpoints. They expect genuine relationships and ongoing, consistent dialogue that is only possible when EDs and DoDs work in lock step. They are also eager to support leaders who are forward-thinking and innovative, those that are always curious how they can improve. In the modern day, culture can be just as important as strategy. The nonprofit sector is in the midst of a profound transition. Nonprofits that recognize this and invest in cultivating strong leadership partnerships will be the ones that thrive in this new era of philanthropy.
Thomas E. Moore, III
With over a decade of experience in philanthropy, Thomas currently serves as Executive Director of the American Friends of the Louvre. In this role, he works closely with Christopher Forbes, Chairman of AFL; Laurence des Cars, President-Director of the Louvre; and other leaders of AFL and the Louvre to strengthen the cultural bridge between American art patrons and France. His work centers on securing vital support for the museum’s collections, exhibitions, and educational programs. He is an active member of the Board of Directors for the Association of Fundraising Professionals NYC and frequently speaks at conferences and panels on the intersection of philanthropy and the arts. Thomas resides between New York and Paris with his wife and remains deeply engaged in advancing both the global art world and the fundraising profession.
Joshua Bell
Joshua currently serves as the Director of Development of American Friends of the Louvre, a nonprofit organization dedicated to supporting the Musée du Louvre and advancing French culture in the United States through a dynamic membership program and philanthropic support. Previously, Josh spent several years in leadership fundraising roles at LGBT+ and HIV advocacy organizations, including GMHC and amfAR; as well as four years as the Senior Major Gifts Officer at The Studio Museum in Harlem. Josh also serves as the Chairman of the Board of Artistic Noise, a Harlem-based organization that provides mental-health therapy, professional development, and alternatives to incarceration to system-impacted young individuals. Josh earned a master’s degree in art history from the Institute of Fine Arts of New York University.