As part of our series on the changing nature of social impact work and leadership, we asked Future of Good’s 2019 Young Impact Leaders for the most invaluable lesson they’ve learned on the job. 

From identifying invisible power dynamics, to habitually shaping and re-shaping organizational culture, here are the 10 most important things they’ve learned along their journey. 

Strike a balance between the old and the new. 

Too much change all at once can be exhausting, creating fatigue and disengagement. When exploring ideas and solutions at the office, Paige Reeves’ advice is to “try to get the right mix of the old, the new — and a dash of surprise.” It’s important not to dismiss what came before you, and understand what structures have shown promise over time. What might be the status quo today would have been disruptive some time ago. 

Radical candor is critical. 

Every organization is working on a tough problem where simple solutions don’t exist, so candor is vital. “You have to create space for trust and respect with your team,” says Pamela Uppal. “This leads to a safe space to have tough conversations, to advocate together for change, and [achieve] greater transparency in processes.” In an era as complex as this one, there might not be such a thing as ‘over-communicating’. 

Embody, and demand, the change you wish to see.

Organizational change is hard because humans take pride in what they do — and what they’ve done. “For me, change in organizations has always involved inspiring people to believe that we don’t have to accept that status quo,” says Paul Taylor. “‘Better’ is possible, and unless we work towards it, demand and expect it, we won’t see the kind of change that we need today.” This means commitment from every team member to embody that very necessary change. 

Pay attention to the big picture — and the finer details.

Human-centred design, as well as systems thinking, have exploded in the past five years, garnering huge support from all kinds of organizations. However, it’s easy to become a follower of one and forget about the other. Find a way to balance your thinking and attention between the two. “You have to be in-tune with people’s needs,” says Inda Intiar, “But you also have a responsibility to fill the gaps in the bigger picture”, says Inda Intiar. 

Show and tell. 

While ‘show and tell’ conjures up images of grade one students showing off their school projects, explaining an idea through selected examples is becoming an important tool in organizations. “Put in the effort to demonstrate the effectiveness of your idea up to a rigorous standard,” said David Donovan. “I have never been able to find a shortcut to this rule.” Investing the time to figure out how to frame something in a digestible, real-life way can do wonders for your work long-term. 

Have unconditional empathy as a leader and learner.

In an era of working towards equity and reconciliation, listening can be the first step to inclusion. “Leading through empathizing means having the confidence to call out systemic oppression, and the confidence to correct your own mistakes and missteps,” explains Iitoomsao’kaasii. Empowering your teammates to learn with an open mind and heart can be exceptionally powerful. 

Don’t just fix it, make it better. 

In social impact organizations, we often speak of band-aid solutions and policies. What if we went beyond fixing what’s broken to actually making them better? “The most critical work right now is to strive to grow approaches and systems that get better when they are disrupted — stronger when they get shocked,” says Kris Kelly-Frere. While we may have been taught to identify problems and find quick fixes, it’s important to push for approaches that offer lasting impact.

Actively contribute to defining and strengthening culture.

An organization’s culture is its DNA, and all team members play a role in shaping it. As JP Bervoets explains, “social impact leaders must recognize the value of, and place disproportionate emphasis on, organizational culture — not as something static built to reinforce a mission statement or specific set of outcomes, but as a living discussion rooted in values, relationships, aspirations and practices.” The more we contribute to shaping and re-shaping our organizational culture, the more in-tune a team becomes, collaborating more smoothly.

Embrace vulnerability in yourself and others. 

Acknowledging that we are each on a learning journey — and an unlearning journey — empowers our teams and organizations. “Being willing to be vulnerable with your own growth and your own story creates the conditions that builds trust and gives people a reason to believe,” says Jace Meyer. Igniting and leading change in our organizations asks us to first be brave enough to be vulnerable with one another.

Speak up to shift power dynamics.

Most organizations have power structures — some visible and others invisible. “I’ve learned to not be scared to speak up, and encourage others to do the same,” says Caroline Lin. “Change starts by identifying what should change, but without knowing what ‘should change’, we can’t actively initiate change.” Creating lasting impact requires young leaders to reveal power dynamics in an organization. 

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