Legacy in Bloom: Intergenerational Knowledge and Power

Organizations and families alike ask the same deep question: what do we leave behind? We plant not only gardens but legacies — the stories, skills, and structures we pass to the next generation. As one writer put it, “knowing and passing down the history of my people is just as important as the financial freedom we seek.” In other words, our ancestors’ wisdom and our lived culture can liberate us just as much as any financial inheritance. These shared stories and tools form the roots of collective strength.

This is no abstract idea. Think of a grandparent slowly teaching a grandchild to code on an old computer, or an aunt leading a community drum circle that blends traditional rhythms with new beats. In each case, cultural wisdom meets innovation. Such intergenerational spaces do more than bond families; they cultivate belonging. In fact, research on intergenerational programs finds they “foster a sense of belonging and collective identity” and make communities more inclusive and supportive. When elders and youth learn from each other, everyone gains context and confidence: older generations pass on language and values, younger ones share new perspectives and tech skills. The result is a richer soil for social change.

Cultivating Future Leaders

Nonprofit and membership organizations have a similar task: to plant the seeds of tomorrow’s leadership today. If our work depends more on our people than anything else, then investing in the next generation is not optional — it’s fundamental. A striking study by Bridgespan found that most nonprofits rate their leadership development processes poorly; over half of the leaders surveyed said their organizations scored below 6 out of 10 in cultivating talent. In practice, this means many groups unintentionally let future leaders slip away, rather than helping them take root.

We can do better with an intentional strategy. For instance, in collaboration with a cultural nonprofit’s leadership, I helped design a Youth Leadership and Wellness program that actively positioned youth as co-creators of the organization’s future. We secured funding so that about ten young people could be paid interns, not just volunteers. Those youth met regularly — in retreats, festivals, and workshops — to learn storytelling, advocacy, and self-care alongside elders. They even set their own agenda: youth-led feedback sessions and council meetings fed directly into the nonprofit’s long-term plans. By bringing young voices to the table and backing them with resources and mentorship, we were literally growing a pipeline of leaders.

A similar approach is working for a state-based veterinary organization. I am partnering with a Board to develop and implement a statewide initiative to tackle rural veterinarian shortages. Instead of lobbying only state legislators, we are engaging the veterinary students we hope to recruit to practice in the state over the next five years. We surveyed recent graduates and students, and asked them: what can our organization do to support your career and ultimately attract you back to your home state and to rural clinics after school? Their answers shaped scholarships, loan-forgiveness grants, and mentorship programs. We are also talking with veterinary practices to understand their needs and what they offer in terms of mentorship, rotations, and externships, ensuring the program aligns with local realities. In effect, we’re applying strategic planning: mapping goals, engaging stakeholders, and iterating based on feedback. Experts note that involving stakeholders leads to “services that meet community needs” — exactly what we saw. By treating next-gen vets and rural hospitals as partners rather than targets, the initiative took root strongly.

Across these examples, a clear principle emerges: shared leadership development. No organization can afford to ignore its youngest members. Including them in decisions, listening to their solutions, and giving them real responsibility are ways to ensure continuity. When an association makes mentoring and leadership training part of its core work, it honors its legacy and secures its future. As we engage youth in service design and delivery, we’re laying down roots for a forest of tomorrow’s leaders.

A Community of Care

Passing the torch is ultimately about care — care for history, for people, and for values. When communities prioritize wisdom alongside wealth, they cultivate resilience. Intergenerational learning and mentorship become sources of power. Indeed, programs that bridge age groups not only teach skills but also build trust and cohesion. Young leaders feel seen and valued, elders feel respected and connected, and the community becomes stronger as a whole.

In this way, our present actions blossom into the future. Every story we share, every tradition we continue, every young person we empower is a seed planted. Like a sapling nurtured over decades, these seeds of knowledge and love will grow into mighty trees of movement and leadership. By intentionally tending our legacy, we ensure that when the next generation steps up, they stand on solid ground we helped prepare — ready to reach even higher.