You want to inspire your team to take risks in Social Impact. What's the best way to do it?

In any robust organization, the full vision usually includes a willingness to try small experiments in unproven areas -- just to find out if something new might be a valuable step forward. The key is to create simple tests that help you make smarter decisions going forward. Your successes build a pathway to future growth. And if the new idea doesn't work, it's usually possible to wind it down with little damage. This is especially true for grant-making, if you're a funder, or for adding a new service, if you're on the front lines of social-impact work. Either way, you'll want to create a culture in which your team understands how to work safely with the modest risks that such "venture bets" entail.

In steering my team towards impactful social change, I've learned that a clear and compelling vision is the catalyst for embracing risks. Answering crucial questions—what problem we aim to solve, why it matters, how we plan to tackle it, and the impact we envision—is the cornerstone. This vision, ambitious yet realistic, must harmonize with our organizational mission and values. It's not just a statement; it's an inspiring narrative that engages and motivates both my team and stakeholders. Crafting a vision that resonates ensures we're all aligned on this journey of creating meaningful impact.

Before encouraging your team to go out of their comfort zone, it's worth making sure they were in one, in the first place. So make sure they feel like you've got them covered, and that you have a plan A, a plan B, and a plan C for if and when things go wrong (and if something's risky, it usually means that the probability is high). It's also important to recognise that some people are in a better position to take risks, and some are not. Whenever possible, diversify. For example, you cannot expect someone caring for a big family to take up a project that involved working in a physically dangerous environment. So being sensible about risks and everyone's individual situation is crucially important.

Spark your team's social impact courage by painting a bold vision of change, cultivating a safe space for calculated risks, and celebrating learning from daring leaps. Lead by vulnerable example, foster cross-pollination of ideas, and embrace continuous improvement. Remember, progress dances with uncertainty - empower your team to be the changemakers who write the future.

Consider creating a "Resource Hub" that the team may use; this hub could compile case studies, success stories, and expert insights that are pertinent to social impact projects. Periodically holding skill-sharing meetings allows team members to benefit from one another's experiences and expertise, promoting cross-functional knowledge exchange. Also, start a mentorship program that pairs experienced people with up-and-coming leaders; this will create a welcoming atmosphere where advice and expertise may be freely exchanged.

In an effort to reward and acknowledge hard work and dedication while I was employed in the diplomatic community, I developed a monthly "Employee of the Month" program. Unfortunately, this initiative inadvertently encouraged unhealthy rivalry among team members. I wanted to foster a sense of collaboration, but the focus on individual achievement was too great. In light of this realization, I adjusted my strategy to place more emphasis on team-based recognition and to promote an inclusive culture that places a higher value on group accomplishments than on individual ones.

The fourth step feels like throwing a celebration—recognizing their hard work with genuine praise and meaningful rewards. Whether through shout-outs, notes, or incentives, it's about making sure they feel valued. Celebrating not just the wins but also the lessons from challenges creates a tight-knit, resilient team. And sharing these stories isn't just about success; it's about connecting, inspiring, and growing together. It's my way of saying, "You're appreciated, and your journey makes a difference."

Particularly in this time of climate change, the young generation is looking at us. We need to walk the talk and show that we care about the people and our earth. I keep saying it, doing business while hearting people and the planet does not make sense. We need to be responsible and lead by example by walking the talk. There is a complete failure in leadership in this arena. And I call on courageous leader to stop running after just money, but after responsible act, for the benefice of the future generation. Reducing our collective foot print is not an option. In my field, the meat industry, I am bold. We need to stop mass production and go local for meat production with animal grown taking in consideration regenerative agriculture.

I can talk about what I've been through. By taking chances himself, my country manager set a good example for his staff. He also started a "Failure Forum" where everyone could talk about their mistakes and how they learned from them. This open and honest approach fostered a resilient culture by normalizing the idea that failure is a natural part of making a social impact. My boss showed his dedication and created a culture where we all felt safe enough to try new things and learn from our mistakes in this way.