Meet Artis Stevens, Big Brothers Big Sisters of America’s first black CEO

Artis Stevens takes the head of Big Brothers and Big Sisters of America as President and CEO at a key juncture in the organization’s history. Artis grew up as the youngest child in a large family with limited finances but a wealth of strong interactions that fueled his potential. As the son and grandson of preachers, he frequently shares that, rather than entering the ministry, his calling for the past 25 years has been youth development and empowerment.

Artis is an expert in building unique marketing and fundraising tactics at the grassroots and national levels. He has created compelling purpose and cause-marketing relationships with over 50 iconic and worldwide businesses, producing hundreds of millions of dollars in revenue and media exposure.

Artis is a sought-after speaker on revitalizing nonprofit brands, infusing brand culture, and converting marketing to engagement. He is a proven visionary leader with experience in marketing strategy, partnership and celebrity engagement, digital transformation, and board management.

Cox: Who is the CEO, Artis Stevens? Please tell me about your job path and how you arrived to this point. 

Stevens: I’m the youngest of eight and grew up in a small town, Brunswick, Georgia. We didn’t have a lot of means, but my parents instilled in us that we were rich in relationships. I come from a long line of preachers. Growing up, everyone around me assumed I was going to follow in my dad’s and granddad’s footsteps. Unsure of this myself, I asked my dad if I was going to become a preacher like him. My dad’s response stayed with me: “Everyone has their ministry in this world. You have to find yours.” 

That one statement and the support that followed opened my eyes, mind, and heart. Even at 7 years old, it showed me I wasn’t bound by generational expectations or how much money we had. It gave me the courage and motivation to walk my own path.  I have grown up in youth development and know first-hand the life-changing impact mentorship can have on one’s life and I have dedicated my career to bringing these types of experiences to all young people.   

The murder of Ahmaud Arbery, who was killed on a street I walked on as a kid, made me question if I was doing enough. When I was approached by BBBS of America soon after, it was like looking in the mirror. I saw myself in the journey, in the young people we serve, in my ministry. I know serving as President and CEO of BBBSA is my ministry – every mentor, detour and roadblock led me here, standing on the shoulders of giants, leaders, and people who have influenced and inspired me to become the person I am today.  

Cox: What does it mean to you to be the first black CEO of Big Brothers Big Sisters of America? 

Stevens: In 2020, I was humbled to become the first Black CEO in our organization’s history. I also look at this appointment with great pride and responsibility. The recognition of the moment wasn’t lost on me, but it was more significant in the representation it meant for other kids, other communities to say, “If he can do it, I can do it or I can exceed it.” 

What was also important to me in this appointment was that while my appointment was historic, it was only a precursor to our network-wide Justice, Equity, Diversity and Inclusion (JEDI) commitment that’s defining a legacy of representation, allyship, inclusion and belonging for all kids. 

Cox: What, in your perspective and experience, does it take to be the CEO of any company? 

Stevens: From my perspective and experience, being a CEO requires several key elements that contribute to effective leadership. Firstly, it is essential to have and set a clear vision and strategies to guide the organization towards its goals. Strong communication skills are crucial, as CEOs need to effectively convey their vision and inspire others to work towards it. Additionally, adaptability and the ability to navigate complex and rapidly changing environments are vital traits. Building and fostering authentic relationships with stakeholders, both internal and external, is another essential aspect of being a successful CEO. Finally, a commitment to continuous learning, empathy, and a genuine passion for the organization’s mission are qualities that enable CEOs to make a lasting impact. 

Cox: In this position of leadership, where do you want to see the organization go? 

Stevens: As the CEO of Big Brothers Big Sisters of America, I work every day to advance the organization’s mission and ensure that every child who needs a mentor has access to one. We are actively working towards a future where our organization continues to expand its reach, making a positive impact on the lives of even more young people. I see Big Brothers Big Sisters doubling down as a leader in innovative mentoring programs, expanding what mentorship looks like and leveraging technology and data to provide more personalized and impactful mentorship experiences. I also aim to strengthen partnerships with people in our village–schools, businesses, and corporate partners to create a network of support that empowers youth to reach their full potential. Ultimately, we strive to continue being a national model for effective, evidence-based mentorship and youth development. 

Cox: What tactics do you use to find the ideal people for your company? 

Stevens: People are so critical to the mission of Big Brothers Big Sisters of America. We employ several tactics to identify individuals who align with our organization’s values and possess the skills necessary to support our mission. Firstly, we prioritize a comprehensive and inclusive recruitment process, ensuring that our job postings reach diverse talent pools. We also foster strong relationships with professional organizations and networks relevant to our field, allowing us to connect with individuals who have a passion for youth mentoring. Additionally, we focus on assessing candidates’ alignment with our core values, their experience in the nonprofit sector or related fields, and their ability to collaborate and inspire others. It is essential to find individuals who are not only qualified but also genuinely committed to making a positive difference in the lives of young people. 

Cox: When it comes to larger companies like yours, there are a lot of DEI discussions. What are some of your aims for increasing diversity in the workplace? 

Stevens: Our commitment to ensuring the opportunity for all voices and perspectives to be heard and honored is an integral part of our values and mission and shows up at all levels of our organization. I am really proud that our national staff is representative of the families we serve with 49% identifying as Black, Indigenous, People of Color (BIPOC) and 75% as female. This intentionality is also reflected in the diversity of our national board, with 40% of board members now identifying as BIPOC, a significant shift since I first became CEO. 

But we know that increasing diversity is not just about having the right people around you, it’s also about equipping them with the right knowledge and tools to advance the work. We’ve continued to support our national office team and our network with JEDI learning resources to build capacity, awareness, and understanding. With thousands trained in JEDI and hundreds of our agencies adopting it in their communities, it’s the essential ingredient for the work we do and the communities we serve.  

Cox: You are a strong supporter of mentorship and what it can achieve for our communities. Please elaborate on how we may create and provide more mentorship opportunities in our communities, as well as the benefits of doing so. 

Stevens: Mentorship is critical in preparing young people to thrive in our economy. To provide more mentorship opportunities for young people, BBBS has adapted our mentorship model to meet kids and volunteers where they are. We put kids in the center of all we do, with the support of an ecosystem surrounding them – resources, experiences and opportunities that allow young people to build positive relationships and essential skills.  This approach requires us to think beyond our traditional 1-to-1 mentorship model, we have identified two additional areas that allow us to be more innovative and serve even more young people: 

• Workplace Mentoring: We are the largest provider of workplace mentorship for young people. Volunteers can get involved without leaving the workplace and provide support for young people navigating their careers and life after high school. 
• Virtual Mentoring: Virtual mentoring has been key particularly in a post-COVID world. We’re providing matches with more virtual tools, platforms and resources to maintain strong relationships and mentorship connections online. 

This adaptability has been essential in raising awareness about the benefits of mentorship and inspiring more individuals to become mentors by showcasing the positive impact they can make on young lives. By expanding the ways that people can serve as mentors, we can foster positive relationships, enhance social-emotional skills, boost academic performance, and promote a sense of belonging among young people, leading to stronger communities overall. 

Cox: Your organization has over 30,000 young people on the waiting list. That’s a significant amount. What are some outcomes that reflect the urgent need and how imperative your program is for young people? 

Stevens: Indeed, the number of young people waiting to be matched with mentors reflects the tremendous demand for our programs and the effectiveness of Big Brothers Big Sisters. Our programs have consistently shown positive results for the young people that we serve. Through the power of mentorship, we have witnessed improved academic performance, increased self-confidence, enhanced social and emotional skills, and decreased involvement in risky behaviors among our mentees: 91% of our Littles feel a strong sense of belonging among their peers, 92% of our Littles have plans to graduate high school and attend college, and 93% of our Littles are saying no to drugs, violence, and skipping school. 

Many young people have also shared that they feel more connected to their communities, set higher goals for their future, and develop critical life skills that enable them to overcome challenges. The relationships built through our programs often have long-lasting effects, with mentees developing enduring friendships and maintaining contact with their mentors even after the formal program ends. These positive outcomes validate the impact of mentorship and motivate us to continue expanding our reach to serve even more young people in need. 

Cox: How does one go about becoming a big brother or big sister? 

Stevens: One of our most common expressions is, “You don’t have to be perfect, you just have to be present.” So if you look at our mentors, they come from all walks of life. They’re all backgrounds, all ages, all demographics. But the commonality they all have is they believe in showing up for kids.  

If someone is ready to be present in a young person’s live and sign up to become a mentor, they can visit BBBS.org to find their local Big Brothers Big Sisters agency and start the application process. 

Cox: What is the future of Big Brothers Big Sisters of America? 

Stevens: We are taking our brand and mission to new heights, becoming the cause of choice for millions of Americans. This started just over two years ago with first, positioning how we are a relevant solution to the issues facing kids in our society – from mental health, career readiness, and community and youth violence prevention. And secondly, showing up everywhere people live, work, watch, listen and shop. And as a result, $50 million in media has been generated in national news headlines as well as more than 50 new and renewed national partners who have joined our mission in a two-year span.   

We’ve also driven some of the most transformative innovations in our organization’s history. We’ve built a roadmap and platform that is transforming how we program, fundraise, and develop leaders for years to come. We’ve evolved our 100-year mentoring model to meet people where they are today. And we are building the first of its kind volunteer experience strategy to meet the demand of our waiting list and widen the circle of volunteers into our community. All with the end goal to empower all young people on a path for their future with a mentor whose impact lasts a lifetime.