The Chinese Architect who Defied Centuries of Tradition to Build Something New

Kongjian Yu is a Chinese architect who defies the norms imposed on him as an architect. He promotes environmental thinking by building contemporary eco structures for urban developments while preserving cultural integrity. Here, he shares his journey.

“I had a shock! I saw how rivers were being polluted, ancient cities were being torn down, trees were being felled. All this seemed so wrong to me. I started writing articles and made as much noise as I could because I wanted to expose the flaws within Chinese policy; to the extent that policy was also disrupting values and people’s behavior. The response I got was anger from my local community, and even from other professionals and former teachers. They said I was betraying Chinese culture for having criticized tradition and culture. “You are a traitor to our whole culture,” they said to my face.

You have to be brave to be a good leader. I was born a peasant, and my family became landlords. As such, I was classified as “the enemy” while growing up in China. I suffered a lot financially, and to survive, I had to learn to stand up for myself.
I was a critical thinker and earned a Harvard degree, which brought with it new ideas. At first, I was respected in China because of my success in the United States and was invited to speak at conferences. Articles were even based on my ideas. But then people began realizing that I had different opinions, ones that went against the status quo. They started to call me and wrote letters saying that they didn’t like what I was doing.

I kept going and started building projects to demonstrate my thinking about China’s ongoing destruction of the environment. Pollution has gotten so bad in China, and we are no longer in a position to deny our responsibility to fix this situation. If our government officials take the initiative, we can still become the leading nation when it comes to cleaning up the environment.
My first project was to clean up a shipyard in Thungsan, in the Gongdan district, in the late 1990s. I was lecturing a group of mayors about ecology, sustainability, and a new way to approach the problem when one of the mayors came up to me after my speech. He liked my ideas. The city had a piece of land, an old shipyard that was heavily polluted, filled with garbage, and which had gone bankrupt. He wanted to clean it all up, dismantle it, sell things off and build a park. He showed me a picture with a rusty railroad and rusty machinery.

I found this site valuable – an old industrial park is a memory for the city. I was able to convince the mayor not to tear it down and that the shipyard was part of our history. I took an ecological approach and told him that we could create a new cultural park, repurposing the existing buildings. It was both contemporary and controversial, and everyone was skeptical about how a rusty industrial park could be transformed into a flowering cultural park.
Ninety-nine percent of the architects fought me. They thought I should instead build it according to old Chinese traditions of gardening. But I stuck to my plan. Finally, we put on an exhibition for the public and found that 80 percent of the local people loved the idea.

The project was awarded the 2002 American Society Landscape Architects Award and recognized as the first contemporary project in China. Yet, it was not recognized or awarded anything in China!
I turned my efforts to convince the mayors instead of the architects. Mayors have more awareness around the global environmental crisis that we all find ourselves in. They also have a more hands-on approach and are more enthusiastic about new methods of urban planning.

Knowledge has made me brave. More and more young people are also becoming my friends and supporters. Within circles that were previously against me, young people now support me. It’s sometimes easier to convince young people, whereas the older generations are stuck in their ways. You ultimately need to rely on yourself, which is not the traditional Chinese way of living. As the farmer that I am, I have to tell the truth. It’s much easier to work together if you have the same values.

After 20 years of denial, my ecological thinking is finally becoming a reality. It’s not just a victory, but also a hope for the future. You always have to stick to what you know and believe in.

10 Impact Investing Strategies

Impact investing has moved from the fringe toward the mainstream, but individual investors still have many moving parts and challenges to consider.

If you’re committed to impact as well as wanting to protect your financial future, you can attain various levels of financial return together with the generation of social and environmental impacts. And you can direct your resources toward not only providing for your own future, but the future of your children and community. Here are ten actions investors can take to help mobilize an impact investing strategy with confidence, from The ImpactAssets Handbook for Investors.

If you like this, subscribe here for more stories that Inspire The Future.

1. Fortune Favors the Prepared Mind

Good investing involves some level of luck—that the markets move up with you; that you select the right managers at the right time and so on—but the fact is good preparation can help you increase the odds you’ve made the right decisions at the right times for the right reasons. Rather than attempting to “time the market” looking to take advantage of short term ups and downs, remember to stay focused on your long term goals and plan for those goals through creating a sound strategy.

2. Impact Investing is Additive – Not Restrictive

Impact investing is about taking traditional, sober and conservative fundamental investing practice and augmenting it with considerations of social and environmental impact. At its best, it is taking what works about traditional investment practice and integrating it with considerations of “off balance sheet” risk and opportunity that may be identified by considering social and environmental factors that could effect your investment. And a good impact investing strategy may also include looking for opportunities to invest that optimize positive impacts for your community and our world.

3. Impact Investing is a Lens – Not an Asset Class

Impact investing is, simply put, a lens through which one approaches the full spectrum of options and asset classes in the market and for one’s portfolio. Therefore, impact investing is not an asset class; mistaking it for one does a disservice to the investor who may then be forced to compartmentalize the application of best practice. Rather, we should seek to let its practices and our pursuit of it flourish across the full spectrum of portfolio opportunities before us.

4. Define Your Process and Commit to Your Plan

Building upon investment practices of the mainstream, adhering to your plan while executing it in a flexible manner as you proceed, you will be able to responsibly manage your investment process and improve the possibilities of success.

5. Understand What Risk Means for You – Not the Investor Next to You!’

You may want to live on the edge or you may want to stick closer to the wall, but either way you alone must decide what is reasonable and what is the best approach for you. Listen to what other impact investors are talking about, understand how others are approaching their investment process—but never forget your goals, your level of risk and that your strategy is about what you want to do, not what others are promoting.

6. Impact Investing is an Evolving Field – Grow with It

This is the brave new world, be part of it along the way. Activated investors approaching impact across the full spectrum of their portfolio, demanding excellence and sustained value from the funds and companies they invest in, are well positioned to both benefit from and help in the creation of greater depth in the field of impact investing.

7. Start with What You Know And Learn – What You Need to Know

We have found that the ‘personal’ translates well as an onramp into impact investing. What do you care about? Why are you specifically motivated to approach impact investing? Is there a particular impact theme you have experienced or that has touched your life as an issue? Or is it a family member who is pushing you to engage in exploring it? Use the answers to those questions to help focus your approach.

8. If You Don’t Understand What The Investment Strategy Is – Don’t Invest!

Impact doesn’t trump a good business model, just as a good business idea is often less important than a good management team. If you can’t understand the fundamentals of why an investment is impactful, how it will make money and find its market, and which excellent people are going to be at the wheel… you shouldn’t invest!

9. Invest for Long Term Not Short Term Returns (both Financial and Impact)

Value is well correlated to patience and the pursuit of long term strategies. This applies to both impact and financial value creation for the investor and the world. Invest for the long term, but get going with a healthy dose of impatience in terms of putting the trains on the tracks of integrating impact as broadly as possible in your portfolio.

A dollar far off in the future is much less certain or more risky, with its buying power eroded by accumulating inflation. We should approach the time value of impact from a similar perspective. Positive impact is far more valuable now than later. The best fund managers and companies will increasingly deliver these to investors, if and as they understand them to be a “must have” requirement.

10. Don’t Judge a Book by Its Cover

As you explore the growing array of offerings before you, don’t get too wrapped up in whether or not something is called “impact.” What matters is not what someone says, but rather how an investment strategy is managed, what types of companies they actually invest in, the degree of intentionally and depth to their approach and your ability to assess the types of extra-financial, social and environmental value any given strategy advances. Remember: some folks who claim positive impact, don’t generate it and some who have never heard the word are actually creating real, sustainable value. Assess all those who claim to “do” impact investing and you be the judge of what they do—not what they say!

If you like this, subscribe here for more stories that Inspire The Future.

 

10 Impact Investing Strategies

Impact investing has moved from the fringe toward the mainstream, but individual investors still have many moving parts and challenges to consider.

If you’re committed to impact as well as wanting to protect your financial future, you can attain various levels of financial return together with the generation of social and environmental impacts. And you can direct your resources toward not only providing for your own future, but the future of your children and community. Here are ten actions investors can take to help mobilize an impact investing strategy with confidence, from The ImpactAssets Handbook for Investors.

If you like this, subscribe here for more stories that Inspire The Future.

1. Fortune Favors the Prepared Mind

Good investing involves some level of luck—that the markets move up with you; that you select the right managers at the right time and so on—but the fact is good preparation can help you increase the odds you’ve made the right decisions at the right times for the right reasons. Rather than attempting to “time the market” looking to take advantage of short term ups and downs, remember to stay focused on your long term goals and plan for those goals through creating a sound strategy.

2. Impact Investing is Additive – Not Restrictive

Impact investing is about taking traditional, sober and conservative fundamental investing practice and augmenting it with considerations of social and environmental impact. At its best, it is taking what works about traditional investment practice and integrating it with considerations of “off balance sheet” risk and opportunity that may be identified by considering social and environmental factors that could effect your investment. And a good impact investing strategy may also include looking for opportunities to invest that optimize positive impacts for your community and our world.

3. Impact Investing is a Lens – Not an Asset Class

Impact investing is, simply put, a lens through which one approaches the full spectrum of options and asset classes in the market and for one’s portfolio. Therefore, impact investing is not an asset class; mistaking it for one does a disservice to the investor who may then be forced to compartmentalize the application of best practice. Rather, we should seek to let its practices and our pursuit of it flourish across the full spectrum of portfolio opportunities before us.

4. Define Your Process and Commit to Your Plan

Building upon investment practices of the mainstream, adhering to your plan while executing it in a flexible manner as you proceed, you will be able to responsibly manage your investment process and improve the possibilities of success.

5. Understand What Risk Means for You – Not the Investor Next to You!’

You may want to live on the edge or you may want to stick closer to the wall, but either way you alone must decide what is reasonable and what is the best approach for you. Listen to what other impact investors are talking about, understand how others are approaching their investment process—but never forget your goals, your level of risk and that your strategy is about what you want to do, not what others are promoting.

6. Impact Investing is an Evolving Field – Grow with It

This is the brave new world, be part of it along the way. Activated investors approaching impact across the full spectrum of their portfolio, demanding excellence and sustained value from the funds and companies they invest in, are well positioned to both benefit from and help in the creation of greater depth in the field of impact investing.

7. Start with What You Know And Learn – What You Need to Know

We have found that the ‘personal’ translates well as an onramp into impact investing. What do you care about? Why are you specifically motivated to approach impact investing? Is there a particular impact theme you have experienced or that has touched your life as an issue? Or is it a family member who is pushing you to engage in exploring it? Use the answers to those questions to help focus your approach.

8. If You Don’t Understand What The Investment Strategy Is – Don’t Invest!

Impact doesn’t trump a good business model, just as a good business idea is often less important than a good management team. If you can’t understand the fundamentals of why an investment is impactful, how it will make money and find its market, and which excellent people are going to be at the wheel… you shouldn’t invest!

9. Invest for Long Term Not Short Term Returns (both Financial and Impact)

Value is well correlated to patience and the pursuit of long term strategies. This applies to both impact and financial value creation for the investor and the world. Invest for the long term, but get going with a healthy dose of impatience in terms of putting the trains on the tracks of integrating impact as broadly as possible in your portfolio.

A dollar far off in the future is much less certain or more risky, with its buying power eroded by accumulating inflation. We should approach the time value of impact from a similar perspective. Positive impact is far more valuable now than later. The best fund managers and companies will increasingly deliver these to investors, if and as they understand them to be a “must have” requirement.

10. Don’t Judge a Book by Its Cover

As you explore the growing array of offerings before you, don’t get too wrapped up in whether or not something is called “impact.” What matters is not what someone says, but rather how an investment strategy is managed, what types of companies they actually invest in, the degree of intentionally and depth to their approach and your ability to assess the types of extra-financial, social and environmental value any given strategy advances. Remember: some folks who claim positive impact, don’t generate it and some who have never heard the word are actually creating real, sustainable value. Assess all those who claim to “do” impact investing and you be the judge of what they do—not what they say!

If you like this, subscribe here for more stories that Inspire The Future.

 

3 Lessons All New Leaders Should Learn

Becoming a new leader in a small or new business is not like becoming a new officer in the military.

Have you ever attended a military promotion ceremony? If you haven’t, the ceremonies go something like this. Like all formal occasions, you get a formal invite. Then on the special day you walk into a ceremonial room, chairs are set out and a decorated senior officer gives a short speech about the qualities of the newly promoted officer. Afterward, the young officer has a new symbol of rank pinned to an impressive dress uniform, followed by saluting. The ceremony is quite moving. There’s also cake.

If you like this, subscribe here for more stories that Inspire The Future.

In small business, the new leadership ceremony is not so elaborate. Yes, at the all-hands meeting there is an announcement, including the reason for the promotion and what the aspirations are for this change in leadership. Then afterwards, maybe you send an email announcement to all employees. However, no one salutes. No formal attire is required and certainly no symbols of rank are awarded other than the title change. However, we do have cake.

While the military has tradition and training for new leaders, small business does not. New leaders are often thrust into the role with little support, usually after the old leader departs. The result is that many things about leadership come as a surprise.

Here are three things I was most surprised to learn:

1. What makes you successful in a non-leadership role still applies to being an effective leader.

I remember my first week of leadership very clearly. I gave no stirring speeches, barked no commands, nor expressed any superhuman talents. While I did arrive early and leave later than usual, one thing remained the same — my skills.

When doing my own tasks or working with my team, all I needed were the same skills I already had: character and competence. The difference was only in scale. Now I was applying these skills to leading the whole business rather than just myself.

One of the most surprising (and comforting) things I learned as a new leader is you don’t need to learn an entirely new set of skills. In fact, you will find many of the qualities and abilities that got you promoted still apply when you are leading others. However, it does not mean you have all the answers.

2. Being a leader does not mean you are free from struggle or doubt.

You know those movies where the character wakes up in a cold sweat, or where the character turns over and over in bed, twisting the bedsheets into knots, unable to sleep? That’s me sometimes.

The most distressing thing I learned as a new leader is that being promoted does not mean you have the secrets to handling business — or life. In fact, I found there are some aspects of life and business I constantly struggle with. Your list may be different, but here are my top four:

  • Stomaching risk
  • Delegating and managing towards deadlines
  • Staying healthy
  • Letting go of the business and not thinking about it 24/7

My solution to this dilemma has been to set yearly personal and business goals, so my struggles stay manageable. Now everyone in our company does this. At the start of each new year, each employee sets goals for what they plan to accomplish personally and professionally in the next 12 months. I’m happy to say that I met at least three of my personal and professional goals this year: starting a family, learning to sail and getting out of the office more.

I’m not perfect but, as I learned, you don’t have to be.

3. Good and fast is better than slow and perfect.

Recently, we had to revise our bonus evaluation system. Our business had grown from nine to 30 employees in the past five years and our old system of metrics was no longer workable for evaluating employee bonuses. A new scorecard system was needed for the next evaluation cycle, which was only three months away. While that may seem like plenty of time to complete a project, we had to develop the whole new system while running the day-to-day affairs of our growing business.

We did get it done, but the resulting scorecard evaluation system was far from perfect. And it wasn’t meant to be perfect. I knew that we would eventually get the system right, but in the short term it was better to have a working system in place than a perfectly working system. This is something I would not have felt comfortable with in the past.

One of the surprising things I discovered as a new leader is that you cannot expect to do things perfectly. You can no longer hide in your office and come up with the ideal plan or the perfect quote. Leadership decisions and projects have to be completed yesterday, sometimes before all the facts are known.

While I always try to keep perfection as a goal, I understand now — more than ever — it is more important to execute, move fast, and constantly be improving than to be perfect the first time.

4. There’s always a surprise. (surprise!)

While not the first or the last thing I will learn as a new leader, this is certainly the one that took some getting used to.

By Barrett Cordero – President of BigSpeak Inc

If you like this, subscribe here for more stories that Inspire The Future.

3 Lessons All New Leaders Should Learn

Becoming a new leader in a small or new business is not like becoming a new officer in the military.

Have you ever attended a military promotion ceremony? If you haven’t, the ceremonies go something like this. Like all formal occasions, you get a formal invite. Then on the special day you walk into a ceremonial room, chairs are set out and a decorated senior officer gives a short speech about the qualities of the newly promoted officer. Afterward, the young officer has a new symbol of rank pinned to an impressive dress uniform, followed by saluting. The ceremony is quite moving. There’s also cake.

If you like this, subscribe here for more stories that Inspire The Future.

In small business, the new leadership ceremony is not so elaborate. Yes, at the all-hands meeting there is an announcement, including the reason for the promotion and what the aspirations are for this change in leadership. Then afterwards, maybe you send an email announcement to all employees. However, no one salutes. No formal attire is required and certainly no symbols of rank are awarded other than the title change. However, we do have cake.

While the military has tradition and training for new leaders, small business does not. New leaders are often thrust into the role with little support, usually after the old leader departs. The result is that many things about leadership come as a surprise.

Here are three things I was most surprised to learn:

1. What makes you successful in a non-leadership role still applies to being an effective leader.

I remember my first week of leadership very clearly. I gave no stirring speeches, barked no commands, nor expressed any superhuman talents. While I did arrive early and leave later than usual, one thing remained the same — my skills.

When doing my own tasks or working with my team, all I needed were the same skills I already had: character and competence. The difference was only in scale. Now I was applying these skills to leading the whole business rather than just myself.

One of the most surprising (and comforting) things I learned as a new leader is you don’t need to learn an entirely new set of skills. In fact, you will find many of the qualities and abilities that got you promoted still apply when you are leading others. However, it does not mean you have all the answers.

2. Being a leader does not mean you are free from struggle or doubt.

You know those movies where the character wakes up in a cold sweat, or where the character turns over and over in bed, twisting the bedsheets into knots, unable to sleep? That’s me sometimes.

The most distressing thing I learned as a new leader is that being promoted does not mean you have the secrets to handling business — or life. In fact, I found there are some aspects of life and business I constantly struggle with. Your list may be different, but here are my top four:

  • Stomaching risk
  • Delegating and managing towards deadlines
  • Staying healthy
  • Letting go of the business and not thinking about it 24/7

My solution to this dilemma has been to set yearly personal and business goals, so my struggles stay manageable. Now everyone in our company does this. At the start of each new year, each employee sets goals for what they plan to accomplish personally and professionally in the next 12 months. I’m happy to say that I met at least three of my personal and professional goals this year: starting a family, learning to sail and getting out of the office more.

I’m not perfect but, as I learned, you don’t have to be.

3. Good and fast is better than slow and perfect.

Recently, we had to revise our bonus evaluation system. Our business had grown from nine to 30 employees in the past five years and our old system of metrics was no longer workable for evaluating employee bonuses. A new scorecard system was needed for the next evaluation cycle, which was only three months away. While that may seem like plenty of time to complete a project, we had to develop the whole new system while running the day-to-day affairs of our growing business.

We did get it done, but the resulting scorecard evaluation system was far from perfect. And it wasn’t meant to be perfect. I knew that we would eventually get the system right, but in the short term it was better to have a working system in place than a perfectly working system. This is something I would not have felt comfortable with in the past.

One of the surprising things I discovered as a new leader is that you cannot expect to do things perfectly. You can no longer hide in your office and come up with the ideal plan or the perfect quote. Leadership decisions and projects have to be completed yesterday, sometimes before all the facts are known.

While I always try to keep perfection as a goal, I understand now — more than ever — it is more important to execute, move fast, and constantly be improving than to be perfect the first time.

4. There’s always a surprise. (surprise!)

While not the first or the last thing I will learn as a new leader, this is certainly the one that took some getting used to.

By Barrett Cordero – President of BigSpeak Inc

If you like this, subscribe here for more stories that Inspire The Future.

Finding Opportunity in a Changing World

As social entrepreneurs continue to push the boundaries of capitalism and seek solutions to the world’s largest problems, Tom Bird offers this advice: “Build your ‘stone, sponge, crispness’ skillset.”

Bird elaborates on that skillset in the interview below, but it’s a repertoire that has served him well. From a career in technology to decades on the front lines of microfinance and impact investing, Bird has developed an eye for opportunity in a changing world. His real-world experience, coupled with an M.B.A. from Stanford’s Graduate School of Business (GSB) and a graduate degree from Harvard Divinity School, has helped him guide companies, mentor entrepreneurs and nonprofits and build a new breed of business leaders. Real Leaders had a chance to catch up with Bird recently after he had completed a section of the Camino de Santiago in Spain.

If you like this, subscribe here for more stories that Inspire The Future.

You are an 18-year veteran of impact investing. How did you get your start?

After building and selling a Silicon Valley records and information management business in the 90s, my wife and I moved to the Boston area with our young sons. Big changes were all around and I was open to saying yes to things that I might not have earlier. A college friend invited me to a holiday party for the pioneering venture philanthropy firm New Profit, and after hearing Wendy Kopp from Teach for America and others speak that night, I was instantly hooked on the idea that lessons learned from business could be intentionally applied for social and environmental good. Around that time, I enrolled in a Master of Theological Studies program, which opened up access to the banquet table that is Harvard University.

Tom Bird: “Build your ‘stone, sponge, crispness’ skillset.”

Over at the Kennedy School I took a class in Microfinance and started to compare and contrast venture philanthropy and what later came to be called impact investing by making grants to New Profit, and by adding a for profit investment in the microfinance firm MicroVest alongside my first investment in the social enterprise Care2. So, I started by being open, following my instincts to jump in, and then doing some critical analysis once I had some skin in the game with live projects to assess.        

What was an early impact investment and what did you learn from it?

Back in 2007, I met the founders of d.light while they were finishing up at Stanford’s GSB, and we hit it off instantly. Their original vision around replacing kerosene in the developing world (with what was later called “off-grid solar solutions”) was bold, well thought out, and really resonated. But the thing that got me over the hump was an assessment of their chances to successfully execute. Fast-forward ten years and d.light has been a true star in the impact world. Awards galore, 80 million lives touched, etc. etc. What I learned from them is that impact business stardom involves a circuitous route. There have been fits and starts, twists and turns, and some pretty hairy moments along the way. Even for a firm of d.light’s quality, impact business building isn’t linear.       

  

Tell us about the FARM Fund, your impact investing donor advised fund with ImpactAssets.

After several years of building a personal portfolio of seed stage impact investments, four Stanford GSB cronies approached me and said they liked what I was doing and wanted to help. They could see that the work was meaningful, but they all had full time gigs, and preferred to look over my shoulder rather than get too deep into the fray. So, the help offered was primarily in the form of adding cash rather than time. We agreed that financial returns did not need to accrue to us personally. The more we discussed the options, the more it became clear that the ImpactAssets donor advised fund product would be ideal to provide an administrative back end. Selective venture philanthropy projects could be supported (e.g. Global Giving Foundation) alongside the core impact investments. Portfolio financial returns would be available for recycling which created a sustainable flavor.

To manage the activities, we worked out a regular communications pattern with short quarterly written reports plus a “tracker” spreadsheet, and an annual dinner. The group has been able to keep a finger on the pulse of FARM, yet they are non-intrusive to the management efforts.

I’ll sometimes describe it this way: For an investor group that believes innovation and entrepreneurship can help meet global problems, the FARM Fund is a pooled, impact investment making, return recycling, donor advised fund, delivering blended returns unlike other vehicles that have a different feel and a significant toll.

You recently penned an article entitled, A Dad’s Story: How I learned to stop worrying and love the blockchain” that highlights how you and your sons are looking at blockchain through an impact lens. What are you finding out about this emerging technology and its relationship to impact?

Centralized power structures are often corrupt and favor the overdog. The decentralization inherent in blockchain may turn out to level the playing field for the underdog, and that is something I find worth supporting. But blockchain and other emerging technologies are pretty tough to understand for an older guy like me, so I need help. My 25- and 27-year-old sons are patiently teaching me (while sometimes pulling their hair out at my ignorance).

One concept you are exploring is “succession.”  With 18 years of experience, how do you pass on your knowledge of impact investing—whether to sons who have taught you about blockchain, or colleagues toe-dipping into impact investing? 

For a couple of years now I have been thinking of FARM as a “greenhouse.”  We’ve experimented and grown some things. The time has come to share “cuttings” to accelerate and provide leverage for others who want to come off the sidelines. The cuttings can be in financial or intellectual capital form. My hope is that those who run with the cuttings will add their own unique capabilities and far surpass what we have been able to accomplish with the original experiments.   

With your unique background in business, Silicon Valley and impact investing what’s the best advice you could give successful entrepreneurs who are looking to harness the power of business to generate a measurable, beneficial social or environmental impact alongside a financial return?

Continue to build your “stone, sponge, crispness” skillset. Stone as in relentlessness, grit, unstoppability which requires a clear understanding of your own motives. Sponge as in drink in vigorously but squeeze out the excess that you can’t use.  And be crisp in how you articulate the numbers. Just because you are doing good doesn’t mean you can be exempt from deeply understanding and communicating the math.

If you like this, subscribe here for more stories that Inspire The Future.

Finding Opportunity in a Changing World

As social entrepreneurs continue to push the boundaries of capitalism and seek solutions to the world’s largest problems, Tom Bird offers this advice: “Build your ‘stone, sponge, crispness’ skillset.”

Bird elaborates on that skillset in the interview below, but it’s a repertoire that has served him well. From a career in technology to decades on the front lines of microfinance and impact investing, Bird has developed an eye for opportunity in a changing world. His real-world experience, coupled with an M.B.A. from Stanford’s Graduate School of Business (GSB) and a graduate degree from Harvard Divinity School, has helped him guide companies, mentor entrepreneurs and nonprofits and build a new breed of business leaders. Real Leaders had a chance to catch up with Bird recently after he had completed a section of the Camino de Santiago in Spain.

If you like this, subscribe here for more stories that Inspire The Future.

You are an 18-year veteran of impact investing. How did you get your start?

After building and selling a Silicon Valley records and information management business in the 90s, my wife and I moved to the Boston area with our young sons. Big changes were all around and I was open to saying yes to things that I might not have earlier. A college friend invited me to a holiday party for the pioneering venture philanthropy firm New Profit, and after hearing Wendy Kopp from Teach for America and others speak that night, I was instantly hooked on the idea that lessons learned from business could be intentionally applied for social and environmental good. Around that time, I enrolled in a Master of Theological Studies program, which opened up access to the banquet table that is Harvard University.

Tom Bird: “Build your ‘stone, sponge, crispness’ skillset.”

Over at the Kennedy School I took a class in Microfinance and started to compare and contrast venture philanthropy and what later came to be called impact investing by making grants to New Profit, and by adding a for profit investment in the microfinance firm MicroVest alongside my first investment in the social enterprise Care2. So, I started by being open, following my instincts to jump in, and then doing some critical analysis once I had some skin in the game with live projects to assess.        

What was an early impact investment and what did you learn from it?

Back in 2007, I met the founders of d.light while they were finishing up at Stanford’s GSB, and we hit it off instantly. Their original vision around replacing kerosene in the developing world (with what was later called “off-grid solar solutions”) was bold, well thought out, and really resonated. But the thing that got me over the hump was an assessment of their chances to successfully execute. Fast-forward ten years and d.light has been a true star in the impact world. Awards galore, 80 million lives touched, etc. etc. What I learned from them is that impact business stardom involves a circuitous route. There have been fits and starts, twists and turns, and some pretty hairy moments along the way. Even for a firm of d.light’s quality, impact business building isn’t linear.       

  

Tell us about the FARM Fund, your impact investing donor advised fund with ImpactAssets.

After several years of building a personal portfolio of seed stage impact investments, four Stanford GSB cronies approached me and said they liked what I was doing and wanted to help. They could see that the work was meaningful, but they all had full time gigs, and preferred to look over my shoulder rather than get too deep into the fray. So, the help offered was primarily in the form of adding cash rather than time. We agreed that financial returns did not need to accrue to us personally. The more we discussed the options, the more it became clear that the ImpactAssets donor advised fund product would be ideal to provide an administrative back end. Selective venture philanthropy projects could be supported (e.g. Global Giving Foundation) alongside the core impact investments. Portfolio financial returns would be available for recycling which created a sustainable flavor.

To manage the activities, we worked out a regular communications pattern with short quarterly written reports plus a “tracker” spreadsheet, and an annual dinner. The group has been able to keep a finger on the pulse of FARM, yet they are non-intrusive to the management efforts.

I’ll sometimes describe it this way: For an investor group that believes innovation and entrepreneurship can help meet global problems, the FARM Fund is a pooled, impact investment making, return recycling, donor advised fund, delivering blended returns unlike other vehicles that have a different feel and a significant toll.

You recently penned an article entitled, A Dad’s Story: How I learned to stop worrying and love the blockchain” that highlights how you and your sons are looking at blockchain through an impact lens. What are you finding out about this emerging technology and its relationship to impact?

Centralized power structures are often corrupt and favor the overdog. The decentralization inherent in blockchain may turn out to level the playing field for the underdog, and that is something I find worth supporting. But blockchain and other emerging technologies are pretty tough to understand for an older guy like me, so I need help. My 25- and 27-year-old sons are patiently teaching me (while sometimes pulling their hair out at my ignorance).

One concept you are exploring is “succession.”  With 18 years of experience, how do you pass on your knowledge of impact investing—whether to sons who have taught you about blockchain, or colleagues toe-dipping into impact investing? 

For a couple of years now I have been thinking of FARM as a “greenhouse.”  We’ve experimented and grown some things. The time has come to share “cuttings” to accelerate and provide leverage for others who want to come off the sidelines. The cuttings can be in financial or intellectual capital form. My hope is that those who run with the cuttings will add their own unique capabilities and far surpass what we have been able to accomplish with the original experiments.   

With your unique background in business, Silicon Valley and impact investing what’s the best advice you could give successful entrepreneurs who are looking to harness the power of business to generate a measurable, beneficial social or environmental impact alongside a financial return?

Continue to build your “stone, sponge, crispness” skillset. Stone as in relentlessness, grit, unstoppability which requires a clear understanding of your own motives. Sponge as in drink in vigorously but squeeze out the excess that you can’t use.  And be crisp in how you articulate the numbers. Just because you are doing good doesn’t mean you can be exempt from deeply understanding and communicating the math.

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Navigating The Challenges Of Leadership

Navigating the corporate world today is more of an art than a skill. It requires you to balance being aggressive and inclusive, assertive and diplomatic, passionate and composed, and often simultaneously.

There’s no real “how-to manual,” and each organization and team have its own unique way of doing things. Learning how to plot a course through all the complexities takes a great deal of drive, flexibility and endurance.

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“There is no dearth of smart, talented executives, but many of them lack the ability, willingness and fortitude to endure,” says Chairman and CEO of Full Circle Africa and YPO member Vishal Agarwal.

As a former Global Top Senior Executive for General Electric as well as a senior deals partner at PwC, Agarwal learned that succeeding at the highest levels is about much more than making your numbers. It’s about managing emotions, understanding the culture-within-a-culture, mapping out stakeholders, leading by actions, overcoming underwhelm and more.

Agarwal discusses how to navigate the challenges of business leadership roles and his new book, “Give to Get.”

How do you define “give to get?”

Giving has been the soul of how I’ve been successful as a commercial negotiator. What I learned is that by giving first in a negotiation, I always got. I’d make a proposal first and it really helped me. Whether navigating a culture or dealing with burnout or getting trust from teams, it really benefited me when I applied that negotiation value to my everyday career life.

What should leaders focus on in order to get?

Everybody wants something. They want better pricing, bigger bonuses, quicker products, great quality. They just want, want, want. What more must I give? The answer is trust and relationships. If we focus on building trust and deepening our relationships, the taking from us will stop. And if you want trust and relationships with your team, then you have to give them the trust and the relationship.

What is the role of leaders today?

My job is to shine the torch on my teams, elevate them, build great teams, empower them and find, nurture and create safe zones for talent. I’ve been saying to my teams for many years, “I work for you. What can I do for you?” That’s the only job of leaders today.

How can leaders get more from their teams?

If we pay attention to the realities of the culture-within-a-culture, we will do better with our talent. We hire these great people, spend a lot of money on them and then discount them every day in our business. We isolate them, we don’t make it a safe environment, we question their background or we don’t empower them sufficiently. We also tend to favor the ambassadors, employees who sign up for our program right away. We give more work to the shining stars and we forget about our skeptics. We completely discount our detractors and wish they would go away. If you go and stand with those detractors, the value to your business will be enormous.

How can leaders overcome underwhelm?

It doesn’t matter if you’re the CEO of a family business or the CEO of Merck, you go to work no doubt feeling underwhelmed some days. What you thought was your career calling versus what you’re doing every day could be misaligned. Rather than be disillusioned by it, supplement that underwhelm. Try recrafting your role at the office and finding stuff that’s a good supplement to your mundane life. Whether you like art, song, philanthropy, mentoring people or sport, finding that outlet for yourself that creates balance is really important.

Why must we navigate all these challenges?

All this stuff I talk about in the book is actually stuff we wish we didn’t have in our businesses. You need a simplified workplace that you build as a leader where people have each other’s backs, learn, grow and do great work together, don’t feel underwhelmed and save each other from burnout. You have to stamp it out of your corporate culture because this relentless corporate culture of yesteryears no longer belongs.

How should a leader be a lion?

Every visitor wants to see a lion on a safari. Why is the lion important? I spent time watching the lion’s body language and understanding the DNA. People feel like the lion is ferocious, loud and aggressive. Everyone wants to be the lion, but I see goat body language around me all the time — in teams, in executives, in juniors, in executive assistants. This vivid picture of two very different types of behavior, and how we all are either goats or lions at work is what I try to paint in the book. Watch a goat being slaughtered and notice how the head goes down.

Watch a lion being tranquilized and you’ll see how the lion’s natural body language is to rise. When you’re cornered, when things are tough, it’s how you carry yourself that matters. The regality of the lion, the body language of the lion, the confidence of the lion really matters. It’s not the aggressive part but the confidence, the way we carry ourselves and how we conduct our careers is what I call on leaders to mentor their teams and expect from our own selves.

By Melissa Fleming 

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Navigating The Challenges Of Leadership

Navigating the corporate world today is more of an art than a skill. It requires you to balance being aggressive and inclusive, assertive and diplomatic, passionate and composed, and often simultaneously.

There’s no real “how-to manual,” and each organization and team have its own unique way of doing things. Learning how to plot a course through all the complexities takes a great deal of drive, flexibility and endurance.

If you like this, subscribe here for more stories that Inspire The Future. 

“There is no dearth of smart, talented executives, but many of them lack the ability, willingness and fortitude to endure,” says Chairman and CEO of Full Circle Africa and YPO member Vishal Agarwal.

As a former Global Top Senior Executive for General Electric as well as a senior deals partner at PwC, Agarwal learned that succeeding at the highest levels is about much more than making your numbers. It’s about managing emotions, understanding the culture-within-a-culture, mapping out stakeholders, leading by actions, overcoming underwhelm and more.

Agarwal discusses how to navigate the challenges of business leadership roles and his new book, “Give to Get.”

How do you define “give to get?”

Giving has been the soul of how I’ve been successful as a commercial negotiator. What I learned is that by giving first in a negotiation, I always got. I’d make a proposal first and it really helped me. Whether navigating a culture or dealing with burnout or getting trust from teams, it really benefited me when I applied that negotiation value to my everyday career life.

What should leaders focus on in order to get?

Everybody wants something. They want better pricing, bigger bonuses, quicker products, great quality. They just want, want, want. What more must I give? The answer is trust and relationships. If we focus on building trust and deepening our relationships, the taking from us will stop. And if you want trust and relationships with your team, then you have to give them the trust and the relationship.

What is the role of leaders today?

My job is to shine the torch on my teams, elevate them, build great teams, empower them and find, nurture and create safe zones for talent. I’ve been saying to my teams for many years, “I work for you. What can I do for you?” That’s the only job of leaders today.

How can leaders get more from their teams?

If we pay attention to the realities of the culture-within-a-culture, we will do better with our talent. We hire these great people, spend a lot of money on them and then discount them every day in our business. We isolate them, we don’t make it a safe environment, we question their background or we don’t empower them sufficiently. We also tend to favor the ambassadors, employees who sign up for our program right away. We give more work to the shining stars and we forget about our skeptics. We completely discount our detractors and wish they would go away. If you go and stand with those detractors, the value to your business will be enormous.

How can leaders overcome underwhelm?

It doesn’t matter if you’re the CEO of a family business or the CEO of Merck, you go to work no doubt feeling underwhelmed some days. What you thought was your career calling versus what you’re doing every day could be misaligned. Rather than be disillusioned by it, supplement that underwhelm. Try recrafting your role at the office and finding stuff that’s a good supplement to your mundane life. Whether you like art, song, philanthropy, mentoring people or sport, finding that outlet for yourself that creates balance is really important.

Why must we navigate all these challenges?

All this stuff I talk about in the book is actually stuff we wish we didn’t have in our businesses. You need a simplified workplace that you build as a leader where people have each other’s backs, learn, grow and do great work together, don’t feel underwhelmed and save each other from burnout. You have to stamp it out of your corporate culture because this relentless corporate culture of yesteryears no longer belongs.

How should a leader be a lion?

Every visitor wants to see a lion on a safari. Why is the lion important? I spent time watching the lion’s body language and understanding the DNA. People feel like the lion is ferocious, loud and aggressive. Everyone wants to be the lion, but I see goat body language around me all the time — in teams, in executives, in juniors, in executive assistants. This vivid picture of two very different types of behavior, and how we all are either goats or lions at work is what I try to paint in the book. Watch a goat being slaughtered and notice how the head goes down.

Watch a lion being tranquilized and you’ll see how the lion’s natural body language is to rise. When you’re cornered, when things are tough, it’s how you carry yourself that matters. The regality of the lion, the body language of the lion, the confidence of the lion really matters. It’s not the aggressive part but the confidence, the way we carry ourselves and how we conduct our careers is what I call on leaders to mentor their teams and expect from our own selves.

By Melissa Fleming 

If you like this, subscribe here for more stories that Inspire The Future. 

A Grassroots Activist Swims Against the Tide

At first glance, Marina Silva is a politician who served as the Minister of Environment in Brazil. At second glance, you realize that she is also a grassroots activist who has fought to protect local communities and against deforestation in the Amazon.

“I had to swim against the tide in many situations- political and personal. When there was a road to be built in my state of Amazonas, crossing the territory of some traditional communities. Most people wanted the road to be built, but it would strongly affect the environment of those traditional territories. So I opposed this decision because it had no study on its environmental impact and no appropriate license. To me, it meant a very high price to pay.

I couldn’t visit half of my state during four years. People got angry with me because they lived in an isolated area, 500 km from the capital city, that could be accessed only by buying very expensive air tickets. The road would be a great achievement for those people if it was made in the right way, but it was not being made in the right way.

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So I opposed this decision and it was very hard for me. I used to hear people criticizing me with unfair arguments, saying I was against development, against the improvement of people’s well-being. I knew that the road would not be good, even for them. But not doing it my way was not an option, because not doing it would go against the values I believe in. When we are guided by principles and values, it becomes the basic framework of our actions, of everything we do. But of course, it is not always understood the right way. We have to embody generosity to plant the tree, even when others are going to reap the fruits.”

Silva has an unusual background for a politician. She was born into a family of rubber tappers, in a small village. She was illiterate and orphaned when she moved to the capital at age 16 to study in a convent. She graduated from the Federal University at 26 years old and quickly got involved with local politics. She became Brazil’s Environment Minister and was named one of the “Champions of the Earth” by the United Nations Environment Program.

She has moved from “having” towards “being” that is closer to nature and community, and the way that the earth’s original indigenous people lived like. What we really need is to be persistent and it means that some causes can only take form after a maturation period. The world is made of those who have values, who transform those values into promises and those promises in actions. That is persistence.

As a Minister of Environment she and her team developed a plan how to reduce deforestation by 80% in 10 years. “However, at the same time I suffered big pressure from the Brazilian government to revoke the measures we were implementing. She and her team did not know if they were going to be victorious with the plan but at the same time they couldn’t let it go and not do it. And they did. To achieve the results, they had to conduct several operations with the federal police and other things and all this created big conflicts.

It was a very intense period and they saw many people being murdered for standing against deforestation. It required a lot of persistence. We did provoke a great deal of risk and it was not always working well. Us being criticized by colleagues inside our own government and peers of different states that had been confronted by offenders. But persisting on that matter was very rewarding just to think that we kept 2 billion tons of CO2 from being released into the atmosphere, and millions and millions of native forest hectares from being destroyed. That required a lot of persistence. Courage is not the absence of fear; courage is the prevalent of commitment.”

Meaningful change doesn’t happen overnight. If we want that to happen, we have to understand that it takes some time. It is fundamental to learn how to deal with three things.

  1. Disappointments, which is sometimes very hard to do. Sometimes we do things and we strongly believe that everything is going to work out, but sometimes that doesn’t happen. So we don’t give up on our first, second or third try. That’s why I always say we need to be persistent and insistent.
  2. “Adjournment of pleasure”. Many times, we want to prompt acknowledgment and gratification. We need to learn how to deal with that recognition being delayed.
  3. Weight of responsibility.

Nowadays, more and more people don’t know how to deal with these three aspects of life. I learned this with my grandmother, my mom and my uncle, who worked in the forest, lived with indigenous people and learned the “native science”. I want people to learn how not to be a hostage of the past but to create something good from the past.

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