It’s easy to think of Habitat for Humanity as simply a builder of houses. And while that’s a crucial part of their mission, the organization’s impact, especially under the guidance of its CEO, Jonathan Reckford, extends far beyond the physical structures.
Reckford, who took the helm in 2005, has a background that might surprise some. His career path has included stints on Wall Street, executive roles in the corporate world, coaching the Korean Olympic rowing team, and even serving as an executive pastor. This diverse experience, he’s shared, ultimately led him to a role where his faith and work could truly integrate. He described the call to lead Habitat as a “shot of adrenaline,” a moment where everything “snapped into place.”
Under his leadership, Habitat has seen a remarkable expansion. The organization’s mission has broadened to encompass holistic neighborhood revitalization, a response to the housing crisis. They’ve also formalized disaster relief efforts, stepping in after major events like the Indian Ocean tsunami and Hurricane Katrina. Initiatives in microfinance and advocacy have been introduced to help vulnerable populations secure loans and land. Even their ReStores, the retail outlets selling donated home goods, have become significant contributors, diverting tons of materials from landfills and generating profits to build more homes.
The numbers speak for themselves. The number of families partnering with Habitat has grown exponentially, from 25,000 annually to over 300,000 in fiscal year 2014. But Reckford emphasizes that it’s not just about the quantity of homes built; it’s about the profound transformation that occurs.
He’s spoken about how the process of earning and helping to build their own home fundamentally changes a family’s self-identity. They shift from a mindset of being a victim to one of ownership and contribution, becoming taxpayers and adding economic value to their communities. This sense of transformation, he says, is what drives their work.
Reckford often draws parallels between building a home and building a life, likening values to the essential, unseen foundation. He shared this perspective with Stanford Business School graduates, highlighting the critical importance of character and self-awareness. He cautioned against the gap between one’s public image and their inner self, stating that “all bad things happen in that gap.”
His own journey has been shaped by significant challenges, including the loss of his mother during his time at Stanford and family struggles with mental health. These experiences, he’s noted, have reinforced his faith and provided insight into the temptations of prioritizing possessions, career, and reputation above all else. It was this willingness to let go of those pursuits, he believes, that ultimately led him to his dream career at Habitat.
He also credits influential role models, like his grandmother, Millicent Fenwick, a civil rights and human rights pioneer, for instilling in him a deep concern for those who are lost and forgotten. This dedication to social justice has clearly informed his leadership at Habitat.
Looking ahead, Reckford’s vision for Habitat continues to evolve, pushing the organization beyond just building houses to becoming a force for broader social change, driven by a core set of enduring virtues like kindness, generosity, community, empowerment, respect, joy, and service. These, he believes, are the true building blocks for changing lives and the world.
