As an assistant field secretary, Ella “worked her way across the South, persuading ordinary folks that they could make extraordinary changes in their lives. It must be noted that, at the time, the act of joining the NAACP was a punishable act in many areas. Many were fearful, and rightfully so,” wrote Aprele Elliot in The Journal of Black Studies, observing that “psychological barriers to protest” form when generations are brutalized on the whims of white people, including very active branches of the Ku Klux Klan in many states. “So, sometimes [in] as little as 3 minutes after a church service, [Ella] would make her appeal to the congregation.”
“The major job,” Ella said, “was getting people to understand that they had something within their power that they could use, and it could only be used if they understood what was happening and how group action could counter violence...”
Throughout her life, Ella’s primary guiding principle was “power to the people.” You’ll notice that all her efforts have included educating others and giving them the knowledge to advocate and make choices for themselves. This continued to be her approach when, in 1942, she became the director of branches for the NAACP, a position in which she managed and supported all the various NAACP branches across the nation. In her style, she never swooped in to fix a branch’s problems, but instead, as Shyrlee put it, “[T]here might be a need for a traffic light in an area where blacks lived. Ella Baker would advise the branch on how to present the case to city officials.”
Ella “insisted that people help themselves and discover solutions to problems,” Aprele stated. “She abandoned the traditional NAACP strategy of appealing to the professional ranks and the notion that the ‘talented tenth’ would lead the masses. She wanted regular folks to become involved and wanted programs created to challenge people to begin helping themselves.”
In 1946, Ella resigned from her travel-intensive role at the NAACP to return to Harlem where she helped raise her niece Jackie. Jackie would describe her aunt as strict, but “she always thought you should have an explanation” for her rules. “You knew that the love was there and that there wasn’t anything she wouldn’t do for you.”
“Within a year after leaving the NAACP, [Ella] set up Harlem’s first office of the American Cancer Society,” Shyrlee wrote. “It provided information on how to reduce the possibility of getting cancer and how to recognize signs of the disease.” Newspaper The New York Age reported on March 20, 1948, that Ella, “well-known civic worker,” estimated that “recruitment of 500 volunteer campaign workers would be required.” Organizing and educating—always the backbone of Ella’s work.
In 1954, Ella returned to the NAACP, now as president of the New York City branch. Her years caring for Jackie, now 16 years old, gave her insight into the city’s educational landscape. That same year, the consequential Supreme Court case of Brown vs. Board of Education of Topeka had been decided, effectively overturning the 1896 Plessy v. Ferguson case that had supported “separate but equal” segregation. The Brown verdict established a law against school segregation, on the grounds that separating students by race violates the Equal Protection Clause of the Fourteenth Amendment.
The value of such Supreme Court decisions is not that they have the power to immediately solve the crisis of segregation—indeed, multiple southern states challenged the ruling and even more simply refused to comply. Much has been written about the famously violent response in Little Rock, Ark. States complied with malicious slowness to desegregate, founded all-white private schools, or demolished public spaces rather than share them with Black people.
Legal cases build upon one another with precedent. What was ruled once can then be used to support and strengthen a similar ruling now. The Brown decision didn’t solve the problem, but it gave people like Ella a powerful tool in their kits to start addressing the inadequate schooling for Black children across the nation.
In 1955, Ella’s NAACP work crossed her path with that of Rosa Parks, who would board a bus on Dec. 1 and refuse to move for a white person, sparking the Montgomery Bus Boycott challenging segregation on public transport. This was a fight in the South, but Ella was determined to support it. She joined with New York attorney Stanley Levison and Bayard Rustin, one of Martin Luther King, Jr.’s closest advisors, and “representatives from more than 25 religious, political and labor groups,” to form In Friendship, according to The Martin Luther King, Jr. Research and Education Institute at Stanford University. In Friendship provided financial support for the boycott, which lasted over a year.
When the bus boycott concluded successfully, Ella and others from In Friendship wanted to use the momentum to keep pushing forward. Martin “thought that it was normal to have a lull after a major success,” Aprele reported, but Ella “believed that critical moments were evaporating and that King had failed to seize the opportunities.” It was not the last time Ella would butt heads with Martin.
In 1957, the Southern Christian Leadership Conference formed with 28-year-old Martin as its president. Northern organizations like the NAACP were considered outside troublemakers. The SCLC was a coalition of Southern organizations coming together to fight segregation on their own turf and give voice to the Black population. It was 54-year-old Ella that put out the call to gather and she was there on day one with the rest of the founders, yet she would never hold a leadership position. “I knew from the beginning that as a woman, an older woman, in a group of ministers...there was no place for me to come into a leadership role,” she said later. “The competition wasn’t worth it.”
Ella “soon grew weary of King's organization and began criticizing SCLC for its male-dominated, hierarchical structure,” reported Dennis J. Urban, Jr. in International Social Science Review. Her dissatisfaction with the SCLC led her to the younger generation’s acts of resistance and organization, specifically the Student Nonviolent Coordinating Committee. As the SNCC (pronounced “snick”) formalized its strategies, “it was agreed that although SNCC would remain on friendly terms with SCLC, the two groups would have no formal connection.” Ella fully supported these college students in their rejection of elder leadership. They wanted guidance, not authority figures, and that fit perfectly with Ella’s aims.
Ella mistrusted most leadership structures built around a single leader, especially one that became famous. “I have always felt it was a handicap for oppressed people to depend so largely on a leader, because unfortunately in our culture, the charismatic leader usually becomes a leader because he has found a spot in the public limelight,” she said. “It usually means the media made him, and the media may undo him. There is also the danger in our culture that, because a person is called upon to give public statements and is acclaimed by the establishment, such a person gets to the point of believing that he is the movement.”
Ella’s age and experience proved to be an asset to the college-age activists. “It was Ella more than anyone else who gave us the space to operate in,” said Bob Moses, 25 to Ella’s 57 in 1960. “As long as she was sitting there in the meetings, no one else could dare come in and say, ‘I think you should do this or that,’ because no one could pull rank on her. Her stature was that there wasn’t anyone from the NAACP or to Dr. King who could get by her. I think the actual course of the SNCC movement is a testimony to the fact that students were left free to develop on their own. That was her real contribution.”
“Most of the youngsters had been trained to believe in or follow adults,” Ella said. “I felt they ought to have a chance to learn to think things through and to make the decisions.”
Ella was “fond of using the Socratic method. She asked questions and the students discovered answers,” Aprele wrote. Quiet members would be engaged in conversation, then coaxed to share their thoughts with the group. “The students trusted her because, rather than dictate policy, [Ella] guided them to solutions. She spoke their language.”
An anecdote, outlined by Dennis, revealed how crucial Ella’s behind-the-scenes work was to the cause in those rare moments she did choose to step in.