profiles:
The Legacy of John Philp Thompson, Sr.
Making Philanthropy an Internal Belief System
Philanthropy World Magazine
June/July 2003 Profiles
Profile by Mary Ann Thompson-Frenk
I’d like to share with you the philosophy of my father, John Philp Thompson Sr. His philosophy is what those in positions of social, economic, or political influence need to uphold if we are to approach globalization with a humane outlook. His life - as both master entrepreneur and avid philanthropist - is proof that one can still achieve “The American Dream” of financial success while living in accordance with philanthropy as an internal belief system. He summed this up well when he said, “Aggression is key. And by that I don’t mean what most of society thinks. I mean waking up every morning determined to make this day an improvement over the last, not just for yourself but for the people you have a responsibility for. That is what motivates me each morning.”
Just because he wrote a large check to a food bank’s gala event, this type of philanthropist does not ignore the beggar on the street. This individual does not recognize a difference between the high rate of high-school dropouts and opportunities within his company to create scholarships. This individual sees that an extra million for his retirement means less money for practical needs among his employees. This individual would never spend more on his attire for a nonprofit ball than he would donate for the cause it supports. This individual recognizes that if he is able to pay $300 for dinner for two, he can also afford to buy coats for the homeless on the street - and does so without fanfare. This individual does not separate his social philanthropy from his day-to-day life.
One such individual was, John P. Thompson Sr., CEO of 7-Eleven for 30-some years. He summed up his philosophy when he spoke to students at SMU. “Today, the entrepreneur is becoming an endangered species. If we are to improve upon society, society needs to make itself ripe for the entrepreneurs of tomorrow, and the entrepreneurs must feel innately responsible for improving upon society today.”
This is the skill that has led other community leaders, such as James Moroney III, to say of my father, “He was genuine. He was consistent; who you were at your best was who he made you feel like whenever he saw you.” John also counted being CEO of Oak Farms Dairy and Ticketmaster among his many titles. He once said that, "CEOs are the world’s unelected leaders. We are given positions of power that are conducive to leaders of a small country. Therefore, we are responsible to make all our decisions with people in mind and not just with the numbers they represent to us.”
Consider, for example, a gentleman named Hayden Armistead, who once worked for John P. Thompson Sr. at Oak Farms Dairy. Armistead was ill and bedridden for a year. But instead of firing him, John kept him on the payroll, including paying his usual Christmas bonus. This man had only met John in passing. John knew, though, that work was scarce and that this sick man didn’t represent just one man; he represented a family that was part of the community. “Many people focus on solving the problem down the line,” he once said, “but if you prevent the problem from happening, that’s a true success!” To him, an act of prevention via his influence as a CEO was an investment in the welfare of his community.
Being able to recognize one’s own power as being connected to the whole of society and to be willing to utilize it is applying the spirit of philanthropy to one’s daily life. Since I was a little girl, I heard him say, “The easiest job in the world is to be a critic. Anyone can criticize. Anyone can say, ‘Someone ought to do something about that.’ But if you recognize a problem, you should ask yourself ‘What solution do I have to offer?’”
The life of John Philp Thompson Sr. is an example of this philosophy in action. Under his guidance, Southland Corp. (7-Eleven) raised $81.5 million for the Muscular Dystrophy Association, prompting Jerry Lewis to write, “You accomplished so much, and you and your father before you built a monument. The good you’ve done will never be forgotten.”
John continued to measure the “monument” of the company not only by the numbers it produced, but by the good it could do. Oak Farms became the first national corporate sponsor of The March of Dimes, and 7-Eleven contributed to the purchase of land for a refuge for the American Bald Eagle. In 1989, the company began a literacy initiative, “People Who Read Achieve,” which continues to raise funds for organizations that sponsor reading programs.
John didn’t allow the company to overlook the small things, either. In a neighboring institute for the blind and handicapped, a playground specially designed for the children was built, fully equipped with a miniature 7-Eleven! And to this day, Fair Park hosts a 7-Eleven day, when employees from the cashier to the CEO turn up to clean the park.
John Philp Thompson Sr. continued to serve his community as an avid philanthropist outside of his capacity as a business leader. He was a member of the board of directors at Goodwill Industries, The Salvation Army’s Advisory Board, Dallas Community Chest, Hockaday School, and The National Wildlife Federation. He served as a member of the board of directors and president and/or chairman of Presbyterian Hospital of Dallas, Dallas Community College District Foundation, Presbyterian Healthcare System, State Fair of Texas, Texas Turnpike Authority, Dallas Summer Musicals, and Cotton Bowl Athletic Association. He was chairman of The Chancellor’s Council and served on the Executive Committee of the Centennial Commission. In addition, he was a member of the Littlefield Society, The Development Board, The Texas Longhorn Foundation Advisory Council, and he also served in behalf of many more equally deserving causes. In 2002, the Dallas County College District Foundation named him Director Emeritus for his outstanding service and dedication.
Even though John served his community through external philanthropic activities, he still never failed to recognize the positive change he could foster simply by recognizing the influence of his decisions within the family business. Although the corporation went public, he continued to operate it as a family business intrinsically connected to the greater community. One employee, Gary Bradbury, wrote, “One event in my career that stands out is when you and Jere decided to put the entire efforts and profits of your multi-billion-dollar corporation behind the needs of the Muscular Dystrophy Association. All the ensuing events were the result of your personal insight, concern for your fellow man, and the far-reaching impact on your already global corporation.”
When John Philp Thompson Sr. became ill with brain cancer, his nurse began crying when she heard he had been the CEO of 7-Eleven during the ’80s, “My nephew had muscular dystrophy and was too tall for the wheelchairs that were available. We were told that to have one specially made would be beyond our means. But when the CEO of 7-Eleven heard about our situation, he took it upon himself to pay for the wheelchair. But I never knew who that wonderful man was until now. I wanted to thank him somehow, and now I am tending his bedside.”
So you see, fellow entrepreneurs, philanthropists, business and community leaders... we are all connected. Recognizing this fact is a matter of recognizing reality. The choice isn’t if you want to be empowered to make a difference; you already are empowered just by being who you are. The question is what do you want to do with that power? The question isn’t whether or not you wish to affect great change; passivity is a decision, not an avoidance of taking action. Let us not be passive - let us forge an inner alliance between our concern for our fellow man and our personal insight that will lead us to recognize what we are empowered to do through our day-to-day jobs, not just after we have completed them. Within those boring stacks of paperwork might just be the missing ingredient in a plan that could help hundreds, possibly thousands, while still benefiting you, the entrepreneur. Take it from me... when I held my father’s hand during his passing, he wasn’t counting the money he had made - he was cherishing the lives he’d touched.
