If we know what a true leader looks like and what characteristics they should embody, then the next question we should ask is how do we recognize our local ‘leaders’ and help build them up, nourish and support them? If we are the next generation of leaders, how are we leading others?
I am fortunate to be a part of the Acumen Fund Fellows Program, a one-year immersion program combining leadership training and field work with social enterprises and the community of ‘thought-leaders’ behind them. One said thought-leader in the water sector is WaterHealth International (WHI). It is one of the social change-makers in the Blue Revolution, with a mission to provide sustainable access to clean, safe drinking water to all, especially the poorest communities.
So, how does a social enterprise that is a leader of a sector build leaders within? Recently, with the collaboration of its Marketing and HR Departments, WHIN has started a ‘Rewards and Recognition’ Program, created to recognize leaders in the company and reward them for their ingenuity and hard work. “HR is not about Human Resources, it’s about Human Relationships” said Shubha Menon, Head of HR Department, as we sat and talked about her role at WHIN. “My motto is TCS: Trust, Care and Share. If you trust, you care...If you care, you share…If you share, you are connected…and anything can be accomplished with deep connection!”
At the beginning of each month, employees identify ten major tasks that they commit to accomplishing within the month – these are called Personal Evaluation (PE) tasks. The Challenger Award is given each month to an employee that contributes most significantly to their defined PE tasks and to their department as a whole. The employee is recognized at a monthly awards ceremony where they are presented with a certificate and gift.
I am fortunate to be a part of the Acumen Fund Fellows Program, a one-year immersion program combining leadership training and field work with social enterprises and the community of ‘thought-leaders’ behind them. One said thought-leader in the water sector is WaterHealth International (WHI). It is one of the social change-makers in the Blue Revolution, with a mission to provide sustainable access to clean, safe drinking water to all, especially the poorest communities.
So, how does a social enterprise that is a leader of a sector build leaders within? Recently, with the collaboration of its Marketing and HR Departments, WHIN has started a ‘Rewards and Recognition’ Program, created to recognize leaders in the company and reward them for their ingenuity and hard work. “HR is not about Human Resources, it’s about Human Relationships” said Shubha Menon, Head of HR Department, as we sat and talked about her role at WHIN. “My motto is TCS: Trust, Care and Share. If you trust, you care...If you care, you share…If you share, you are connected…and anything can be accomplished with deep connection!”
At the beginning of each month, employees identify ten major tasks that they commit to accomplishing within the month – these are called Personal Evaluation (PE) tasks. The Challenger Award is given each month to an employee that contributes most significantly to their defined PE tasks and to their department as a whole. The employee is recognized at a monthly awards ceremony where they are presented with a certificate and gift.
When I asked her how she became so motivated to study, she stated “In India, schooling is highly regarded; we treasure our education. It’s not like in the US where you might have many job options...here there are few opportunities for work if you aren’t educated!”
Gurpreet is a natural leader. The first day I arrived at WHIN, she came running up to me saying “I heard you will be working with me on market research!” Her smile was huge, her personality overflowing, and her charisma was obvious…she had me at hello! As I began working with her daily, I realized that her intellect and passion for social enterprise matched her charm.
Young men and women like Gurpreet are part of the next generation of leaders in the social enterprise field. In places like India, where the need for talent is great, they are the social change movement. They are smart, hopeful, energetic and eager – they want to revolutionize how business is done. And so, we must continue to ask “How do we support young people to transform the landscape of enterprise? How are we leading the next generation of leaders?”
“If your actions inspire others to dream more, learn more, do more and become more, you are a leader” – John Quincy Adams, 6th US President (1825-29)
Young men and women like Gurpreet are part of the next generation of leaders in the social enterprise field. In places like India, where the need for talent is great, they are the social change movement. They are smart, hopeful, energetic and eager – they want to revolutionize how business is done. And so, we must continue to ask “How do we support young people to transform the landscape of enterprise? How are we leading the next generation of leaders?”
“If your actions inspire others to dream more, learn more, do more and become more, you are a leader” – John Quincy Adams, 6th US President (1825-29)
Very nice, Brenda! Gurpreet sounds amazing. And that is a compelling question, whether you are working in India or a city like Philly. How do you help people feel empowered enough to take on leadership roles, especially when they come from communities/backgrounds/cultures/etc. where feelings of disempowerment (for lack of a better word) are so pervasive? I await your answer! :-)
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