The Chronicle of Philanthropy
March 3, 2002

Remembering John Gardner, An Idealist Who Knew How To Lead
By Pablo Eisenberg

 The death last month of John Gardner, the founder of Common Cause and Independent Sector, has cast a shadow over the nonprofit world, leaving it with no leaders of comparable vision, integrity, and moral stature.

A mentor to thousands, a hero to many, Mr. Gardner, who was 89, set the standard for all who work at nonprofit organizations. He taught the meaning of public service, citizen activism, and leadership.

When he left his job as Secretary of the Department of Health, Education and Welfare in the Johnson administration to head the newly formed National Urban Coalition, a nonprofit organization created to tackle urban problems, observers wondered whether he would stay the nonprofit course for more than a few years before going back to government or switching to university life. He turned out to be a long-distance runner in a field dotted with sprinters.

A man gifted with great intelligence, understanding of human nature, enormous prestige and stature among the nation's leaders, and an extraordinary ability to write clearly and persuasively, Mr. Gardner could have accepted any number of positions at the center of American power and influence. Yet he turned down the opportunity to become a senator from New York after the death of Robert Kennedy, head a major university or large corporation, or run for president or vice president. Instead, he chose the career of being a devoted and crusading private citizen.

His accomplishments reflected the spirit and soul of a Renaissance man: president of the Carnegie Corporation of New York, college professor, presidential cabinet member, adviser to several presidents, author of seven books, member of numerous corporate and foundation boards, and catalyst for the White House Fellows program and efforts that led to public broadcasting and various measures to improve education.

Mr. Gardner's passion was democracy. He understood that secrecy, big money, and the lack of citizen involvement were threats to democratic institutions. With this in mind, he created Common Cause as a people's pressure group to hold governments accountable. At its height, the organization had more than 300,000 members.

One of Mr. Gardner's greatest contributions was his persistent effort to change the nation's campaign-finance laws -- an effort that helped push both houses of Congress this year to pass measures aimed at overhauling the campaign system. Under his watch Common Cause also effectively lobbied for measures to open government meetings, require the disclosure of lobbyists' payments and gifts, and make state and local governments more accountable.

He did not shy away from causes in which he believed, however unpopular. He and Common Cause advocated an end to the Vietnam War effort in 1971 and, shortly thereafter, he mobilized more than 100 corporate CEO's in support of President Nixon's efforts to improve benefits for welfare recipients.

Though an accepted member of the American establishment and reserved in bearing, he championed the average citizen's right to be an active part of the democratic process. In his writings, speeches, and personal interactions he insisted that broad citizen participation, especially at the grass-roots level, was the key to effective government and a just society. Unlike so many members of today's political elite who care more for money than the public good, Mr. Gardner was one of the rare "wise" men who always placed the national interest above his own.In the late l970's, when it appeared that the nonprofit world was dangerously fragmented and uncertain about its future, Mr. Gardner helped establish an umbrella organization of national charities and foundations to protect and enhance the role of what he called the independent sector.

Under his guidance, with the assistance of co-founder Brian O'Connell, Independent Sector, as the organization was called, became one of the most influential forces in the nonprofit world. Both principled and pragmatic, Mr. Gardner and Mr. O'Connell worked to forge more-effective ties with government, pushed for increasing the accountability of nonprofit groups, started an effort to increase research on nonprofit activities, and spoke out for greater social justice. It was the organization's golden age.

As Mr. Gardner grew older, he turned increasingly to the issue that he felt was at the heart of society's problems and future: leadership. His promotion of effective leadership was, perhaps, his greatest contribution.

His concept of leadership did not square with more traditional notions that viewed leadership as top-down, noncollegial, and charismatic. He argued persuasively that effective leadership is institution-building, not ego-building, based on sharing leadership tasks with other colleagues and followers. As he wrote in his book, On Leadership, "Team leadership enhances the possibility that different styles of leadership -- and different skills -- can be brought to bear simultaneously. . . . The best leader is one who ensures that the appropriate talent and skill are built into the team." It is a lesson that many current nonprofit leaders need to learn.

His views resonate with today's young people who reject old-fashioned leadership styles in favor of shared and more collegial approaches. In John Gardner, venerable sage of nonprofit organizations, they have, ironically, found their champion, a man who was as young in mind as they are in age.

The leadership he exerted within the nonprofit world was quiet and unassuming. He did not bask in the glow of celebrities, as do so many politicians. He always lavished credit on others for jobs well done. He was not glitzy; his charisma came from a deeper moral presence and integrity. He led by example. Although his was not a household name, Americans have benefited from his work and teachings.

In a world grasping for visionary and intelligent leadership, we shall miss him.

But we should be grateful that he was here when we needed him..

Pablo Eisenberg is senior fellow at the Georgetown University Public Policy Institute and a member of the executive committee of the National Committee for Responsive Philanthropy. He is a regular contributor to these pages. His e-mail address is pseisenberg@erols.com