Posts Tagged ‘Talent’

Honoring Acumen’s Frontline

Friday, June 4th, 2010

Frontline Awards May 2010

The final night of Acumen’s Portfolio Gathering highlighted the hard work of eight employees from Acumen portfolio companies, who were recognized with Frontline Awards.  Leah Okullo, an associate in our East Africa office, emceed the event, providing short stories about the  commitment and determination of each honoree.  The awards program was modeled on a similar event at the Pakistan Community Gathering last year and was a highlight of the Portfolio Gathering for many participants.

Congratulations to our honorees:

Frontline Awards May 2010

The following is Leah’s speech from the event:

Leah Okullo, Master of Ceremonies

Welcome to a very special part of our program this evening. When we speak of the impressive achievements in the social sector, often times it is the pioneering philanthropist, ideologist, or more recently, the social entrepreneurs who come to mind.

However, there is also a second group of people who need to be acknowledged here, our ‘unsung heroes’ – the front lines of these social organizations.

These are the people who are the backbone of the companies they work for, and especially given today’s challenging political and economic climate, they really have their work cut out for them.

They are the ones who go door-to-door in the heat. They are the ones who galvanize communities to empower themselves. They’re the ones who deal with the hostilities of skeptics and grapple with the bureaucrats on a daily basis.

Most of the front line staff being honored today do come from the communities which their organizations are serving – and this is really capacity building, self-sustenance and dignity at its best.

Today we would like to take this opportunity to acknowledge the dedication of the frontline staff of some of our investee companies and thank this group of people upon whose shoulders Acumen Fund’s entire ecosystem is dependent.

I am sure each and every one of us as a team has learnt a lot from spending time in the field with them.

Please join us in thanking these exemplary individuals.

Jacqueline, would you please join me on stage to present the plaques to our honorees tonight.

First, we would like to Hannah Mwangi from UHEAL.  Hannah, please join us on stage.

Frontline Awards May 2010

As we heard from Patrick Quarcoo yesterday, customers buy friendship and love.

Hannah is an ophthalmic assistant working with UHEAL. Her job is to attend to the patients, which includes counseling and passing on  information on various medical conditions related to the eye: testing vision, checking eye pressure and dilating patient eyes, and maintaining the specialized equipment to ensure that it is good order, clean and stored well at all times.

But Hannah has also gone above and beyond her call of duty. She was the first employee of UHEAL and was asked to run the administration and patient support work for the doctor with no training in any of these things.

She soon learned all the ropes and made the place what it is today . Her background is in tailoring but you would not know it unless somebody told you that.

In the client feedback survey UHEAL conducted in December, a majority of the clients mentioned that they came to the place because of Hannah because she is patient, caring and makes them feel loved and valued.  She takes times with each client making sure their experience at the clinic is delightful.

Hannah, please accept this plaque as a token of our gratitude.

Next, we would like to honor Sally Aluoch from Ecotact.  Sally, please join us on stage.

If cash is king , then Sally is Queen to Ecotact. Sally was among the first employees of Ecotact.  She started as a cleaner, and was then promoted to a cashier shortly thereafter.

Today, Sally supervises the Iko-toilets facilities throughout Nairobi .  Her responsibilities have grown to include supervising cleanliness in the Iko-toilets, as well as depositing cash collected from the facilities.

Despite the high volume of cash transactions done every day, there have never been any irregularities.  She is also keen on checking on cash collected by cashiers, who trust her because she was once a cashier just like them.

She is also trusted by Ecotact management, as she reports back on employee issues with empathy but also in a spirit of accountability.

Sally does demonstrations for new employees on how best to clean the Iko-toilets, building trust throughout the organization.  She even steps in as a cashier or a cleaner whenever necessary.  She has energy to visit all of the Iko-toilets, checking cleanliness on her own, without supervision.

Sally has proved to be dedicated and committed to her work,  and a team leader to the Ecotact team.

Sally, please accept this plaque as a token of our gratitude.

Next, we would like to honor Josephine Mburu from the Sustainable Healthcare Foundation’s CFW Shops.

Frontline Awards May 2010

Josephine Mburu is the Field Services Manager at the Sustainable Healthcare Foundation’s CFW Shops.  Josephine trained as a nurse in Germany and chose to forgo highly-paid positions in Europe and the US to come back to Kenya.

With her deep insight into healthcare and also a strong grasp of the business essentials of running a franchised healthcare business, Josephine is a driving force at CFW Shops.  As one of the longest-serving employees, she is also a treasure trove of knowledge and has supported the organization through periods of transition.  She’s  an extremely committed individual who is driven by a strong need to make a difference in the community that she is a part of.

Her boss and CFW’s Country Manager, Spencer Ochieng, has this to say about her: “Josephine possesses a positive, can-do attitude which is infectious to those around her. Her efforts have greatly contributed to the success of SHF as an organization and, in turn, the realization of our mission. She easily mixes with all ranks, works long hours and is absolutely committed to her work; in short she is a great asset to me as the Country Manager and to the organization in general!”

Josephine please accept this plaque as a token of our gratitude.

Next, would Jack Njiru from Botanical Extracts EPZ please join us on stage.

In the words of Winston Churchill, as we heard from Bruce Robertson this week, “Never give up, never give up, never never never never.”

Jack is the Production Manager at the BEEPZ processing plant and is responsible for managing all production activities in the factory. He is also very involved in assisting the technical team to improve recovery rates in the factory and  works closely with the Technical Director, factory manager and the development lab staff.

We would like to honor Jack because in recent months, Jack has maintained a very positive attitude and has been able to assist management in working with the production team.

We very much appreciate Jack’s approach to his work and look forward to his input in the future and his assistance to build up the production team.

Jack, please accept this plaque as a token of our gratitude.

We have a second awardee from Botanical Extracts EPZ, but he is unable to join us this evening.  Patrick, would you please come up to accept Abel Kuley’s award on his behalf.

Abel Kuley manages all BE’s activities in Tanzania, particularly relating to raw material production but also in dealing with local authorities and financial management.

Abel has played a truly amazing role to keep production activities going in the face of challenging financial circumstances. He has interacted with farmers and creditors and kept his team motivated. He holds one of the hardest roles within BE, particularly given the distance from the main BE operations in Kenya.

Raw material is absolutely the lifeblood of the company and BE will depend heavily on Tanzanian production, so we are very appreciative of Abel’s efforts to keep this production going and to keep his team intact in such an independent and competent way.

Patrick, please accept this award on Abel’s behalf.  We are sorry he can’t join us here tonight.

Kennedy Nyamwaya Bundi, is the honoree from Insta Products.  Ken, please join us on stage.

They say perseverance is the hard work you do after you get tired of doing the hard work you already did.

Kennedy (“Ken”) Nyamwaya Bundi joined Insta way back in 2004, starting as a shipping clerk.  Of his own volition, he studied for and passed exams to earn his Certificate, and then a Diploma, in East African Customs Freight Forwarding & Shipping Management.

He has subsequently taken additional exams, and is conversant with tax import and export regulations, all of which changed recently with the introduction of the New East African Customs Union.

Ken works tirelessly in his position to expedite  Insta products shipments throughout East Africa often overcoming immensely complex customs issues.  For importing ingredients, he similarly works with Kenya government offices to cope with difficult regulatory systems that breaks down, and the many unexpected events that prevent customs clearance in a timely fashion.

You will find Ken even working Sundays, holidays, and evenings, driving between Insta’s offices in Athi River (EPZ) and downtown Nairobi, to ensure Insta’s business is successful.

Ken, please accept this plaque as a token of our gratitude.

Next, we are pleased to ask Janet Bett from Jamii Bora to join us on stage.

Truly, when the world says, “Give up, hope whispers, ‘Try it one more time.’”

Anyone seeing  Janet’s  elegance and good looks today would never have imagined this lady, Janet Bett, was once looking rugged and dirty as she begged in the streets of Nairobi.  A trained teacher, Janet left a marital home when her husband threw her and  her six children out.

He made sure that she lost her teaching job with the TSC and went to the extent of burning all her certificates. Her younger brothers would not allow her and her kids to stay home because that meant competition for the little milk from their mother’s cows.

Janet traveled to Nairobi with the hope of being reinstated.  Months passed b and nothing was happening.  She slowly drifted to the streets where her friends were begging.

For 10 years, the streets were Janet’s  home until she met Ingrid Munro, the founder of Jamii Bora who unfortunately could not be with us tonight.  Janet would gather together with her friends around Mama Ingrid whenever she brought her adopted children to play with their friends.

Janet soon became Mama Ingrid’s translator.  Soon after, she joined Ingrid as Ingrid created Jamii Bora.

At Jamii Bora, she became Head of the Tumaini project that reaches out to the very destitute with a word of hope.  A typical day in Janet’s life involves going out to the street; she sits down on the verandas to chat and listen to the street families.

Some share their problems and others even give excuses why they can’t save. But Janet is very firm and assertive and the beggars have learnt that there is no easy way out of poverty except through climbing up the ladder by saving, taking loans and servicing them.

It is through her that Jamii Bora adapted the saying that “not even the sky is the limit.”  She has helped mobilize over 40,000 members either from street families or the very destitute families from the slums.

In the streets, Janet is a heroine.  People call out her name; the street boys carry her hand bag and protect her wherever she goes.  While walking in the streets of Nairobi, she is safer than the Police Commissioner because all the street families are her friends.

Janet, please accept this plaque as a token of our appreciation.

Finally, we would like to recognize a member of Western Seed’s staff, in absentia.  Saleem please join us on stage.

Franklin Roosevelt once said “When you come to the end of your rope, tie a knot and hang on.”

We  would like to recognize Felix Bunyasi who hails from Kebwefwe in the Trans Nzoia district just outside Kitale. Felix started as a field assistant with the Grasslands Research Station in Kitale in 1964. He worked under Steve Eberhart, Penny, Larry Darrah, Peters and Crompton until he retired in 1997 when he joined Western Seed as Saleem’s Breeding Technician.

Felix has since worked tirelessly under challenging conditions, planting and managing experimental trials all over western Kenya and at the Breeding Station.

Felix was officially retired in 2007 at age 65 but continues to work on an annual contract. At 7 am every morning he is up and about and supervises the nursery and field staff until sundown. Felix broke his leg in a motorcycle accident in 2003 and, although was incapacitated for 10 months, returned back at the station and has not missed a day since.

Saleem please accept this plaque on behalf of Felix, as a token of our gratitude.

I’d like to end with an African proverb that I feel really captures the essence of our work as Acumen Fund, and the types of environments that our entrepreneurs are working in. And it goes like this:

“When a needle falls into a deep well, many people will look into the well, but few will be ready to go down after it.”

So I would like to thank our honorees from making the extra effort to make sure that we–our entrepreneurs, Acumen Fund, and our community–are in the well looking for the needle, which is part of what we have been doing this past week.

Shukrani  for making this happen.

Brian Trelstad is Chief Investment Officer at Acumen Fund. He attended the 2010 Frontline Awards program in Kenya.

Leah Okullo is a Program Associate at Acumen Fund East Africa. She served as emcee for the Awards ceremony.

News Round-up: Speaking of Faith, food, Fellows and for-profit business

Wednesday, February 3rd, 2010
  • CEO Jacqueline Novogratz was interviewed recently for the NPR program Speaking of Faith with Krista Tippett. Check out the show’s website for a podcast and lots of supplementary material.
  • In a special section on business and food security, the Financial Times featured two Acumen Fund investments: drip irrigation company GEWP here and nutrition company Insta here. Similarly, the Global Alliance for Improved Nutrition (GAIN) includes an interview with Acumen Fund’s Ajay Nair in its latest newsletter.
  • Talent Manager Blair Miller was recently interviewed on Dubai radio about the Fellows program.
  • An Outlook Business article profiles GEWP, PVRI and other for-profit businesses serving our target market in India.
  • There’s still time to order your Book Club in a Box! Get yours now and share The Blue Sweater with others.

Cohort Experiment (9 of 9): Alumni Development

Friday, November 6th, 2009

And so the cohort experiment continues, though with this blog post reaches its online conclusion. In the penultimate post in the series, Nicole discussed the critical variables involved in designing leadership programs, in a discussion that we hope was helpful in considering the development of your own leadership programs.

As we reach the end of this series, on the nature and the role of cohorts in leadership programs, we find ourselves confronting the after or extended life of our programs. In other words, what do you do once the program finishes?  Needless to say, this question demands a discussion on alumni development. Though quite challenging to administer, maintaining strong ties among alumni (both with one another and with the institution) must be considered an essential element of programs such as those we have been discussing in this series. From my perspective, indeed, this is one of the key pieces of the leadership development puzzle. In our interviews with various people involved in developing, participating in, and administering leadership programs, we have identified four essential aspects of effective and successful alumni development. In this last post of the series, we want to share our findings with you.

First , we have discovered that alumni development must be part of the program from the very beginning; new recruits should be aware from the first day of training that their commitment is a lifetime one. Or, phrased slightly differently, from the outset, participants should understand that though their training will have a limited duration, their commitment to the program and to each other will last through the course of their lives. There are various practical, strategic, formal, and informal ways that leadership programs can encourage this kind of commitment.

One organization that has been particularly effective at this is Ashoka, who have developed one of the finest alumni networks in the field of social entrepreneurship.  While the Ashoka fellows program lasts only three years, Ashoka as an institution continues to support former fellows throughout their career. They do so by providing assistance to former fellows with pro bono support, open access to Ashoka’s extended global network, and periodic extended training. While Ashoka have been innovative in creating and administrating alumni initiatives, in some measure, they have based their own model of alumni development on university alumni organizations.

As the model from which all other alumni development efforts derive, top university alumni associations have a great deal to teach us all.  Alumni networks such as those operated by Harvard, Stanford, the University of Michigan, and other top academic institutions all continue to provide support to their alumni well beyond their time at the university. Alumni remain connected to their Alma maters through targeted events such as annual reunions, web-based networks, local chapters of alumni groups, newsletters, magazines and other similar development projects.  Many of these programs are so strong, the sense of community so richly established by them, that it has become an almost unstated rule that if an alumni or student contacts another alumni, they will almost certainly respond.  Now that is really impressive!  These programs capitalize on an individual’s desire to be involved in a group of people that has shared a similar experience.  If you are looking to build your alumni network, turning to university alumni organizations would be an excellent first source.

One of things that university alumni networks are so excellent at realizing is a continued platform for interaction by former members of cohorts, or of extended cohort groups. And while there is an almost intuitive connection between alumni of a university, other organizations have also found effective ways to develop the sense of affiliation amongst their former members. Organizations can ensure that its groups remain connected in a number of ways. For instance, the Henry Crown Fellows Program has a yearly gathering for all of its alumni, an event where the fellows have the opportunity to work and network with one another over the course of several days spent on specific projects.  The key to an event such as this is that it has direction; the gathering will be much more valuable for all those involved if it is organized around a particular goal or activity, which these yearly gathering always are. Specifically, if the fellows are either working on solving a specific problem together or are being trained in some new skill set, these types of gatherings will be both individually productive and instrumental in further creating a shared sense of group. These events create a specific value for its fellows, encouraging them to fly in from distant places, to learn new skills, or apply their professional talents towards a distinct aim. These events wind up doubly productive; the new time spent on a shared activity reinforces the fellow’s commitment to the convening organization and to one another.

Third, we have found that the programs which recruit fellows with a shared mission are more likely to have strong alumni networks than those without it.  For example, at Acumen Fund we have found that even though we do not convene our alumni yearly in the way, say, the Henry Crown Fellows Program does, (though we are would be very interested do so if any potential donors would be interested) less formal “reunions” are continually under way, with fellows remaining in close proximity to one another (occasionally geographically but more often in terms of life direction). To cite another example, I mentioned in my last blog that two of the 2007 Acumen Fund Fellows at Bamboo Finance have invested in a 2008 Fellow who is building his own low-income housing development in Pakistan. This investment and renewed partnership between alumni fellows, while not generated from some form of “top down” alumni development initiative, nevertheless reflects the ways that informal alumni collaborations can wind up having the same function, if the sense of shared mission is strong enough.

Fourth, as is a common practice at universities, alumni groups can and should involve its alumni in ongoing recruiting processes.  At Acumen Fund, we do this at multiple stages of our annual fellows’ recruitment process. Acumen Fund Fellows Alumni carry out multiple rounds of resume reviews, phone interviews; attend our final round panel interviews, and recruitment dinners around the world.  We do this because we find it is a surefire way to ensure the finest new Fellows are recruited each year, to help continue to build our alumni’s networks, and to keep alumni involved and engaged in the program.

These are just a few ideas though. As I think about managing Acumen’s alumni network I would love your thoughts on ways you have worked to bring your own global alumni together. We would love to hear from you all of you and continue this conversation online.

The Cohort Experiment: Critical Variables in Program Design

Friday, October 23rd, 2009

At the beginning of The Cohort Experiment, we posted what we regard as the seven variables defining a “real cohort.” To test our thinking, we asked other fellows which of the variables from our list they considered indispensable in shaping a cohort experience for leadership development.  The general answer was “all of them”! This answer signaled we were on the right track.

Upon further probing, fellows selected a few “indispensable” variables from the list but with no identifiable trend. Variables that were deemed as core to some of the programs were considered less relevant in others. This lack of commonality in answers makes sense given that all the programs are quite different in their design (See our previous posts: Inward and Outward Approach; Full Time vs Incremental).

However, at least three of the seven fellows we interviewed identified the following variables as critical to shaping the cohort experience for leadership development:

  1. Common purpose as the basis for collaboration (part of Variable #1). As Blair explained in her last post, success in bonding of the cohort for “full-time” programs is highly dependent on the shared vision of the group.
  2. Balance of individual and group development (Variable #2) with special emphasis on the importance of incorporating tools and spaces for processing individual progress and group interaction (Variable #6).“People assume that by putting individuals together they will have a conversation about how to improve interactions. Unless you formally set up a time for analysis and discussion, this will not happen.” - Dileepan Siva (Coro Fellow)
  3. Having a dedicated mediator/skilled facilitator (Variable #7) to assist the group in activities and processing its progress. In many cases, this role is played by the program manager.

In addition, a fellow suggested that we add one more variable to our list: “balance between process and content.” In brief, he refers to the idea that people gain understanding in different ways. “Some people are driven more by the process by which learning takes place whereas others feel motivated by the outcome.” Consequently, in this fellow’s opinion, programs should aim at incorporating learning opportunities that are both process- and content-based.

Finally, we identified a common concern among the fellows interviewed: how to build a sense of common purpose and connectedness across “classes” of fellows. In other words, how to build a strong alumni network to allow for continued interaction and learning. This will be the theme of next week’s blog where you will have to chance to learn from programs that are further ahead in their effort to build a strong alumni network and the challenges they had to overcome.

The Cohort Experiment, part 6: The Cohort Value-Add

Friday, October 2nd, 2009

One of the premises of our experiment is the idea that cohorts are not only a structure (a group of people) but also the holding environment for learning and interaction among members. To test this hypothesis we asked fellows from other programs whether they felt that their cohort peers had played a role in their learning process and development as individuals. The unanimous answer was yes. Below we present what the fellows shared as ways in which the cohort environment added value to their fellowship experience.

First, by coming closer to people from other fields that share a common purpose and are doing similar things fellows became more aware of themselves as leaders and entrepreneurs.

“Meeting the other fellows in my group allowed me to become more aware of what happens in the outside world and what others are doing. It is a humbling experience that obliges you to reflect on what you are doing and challenges you to think about how you can do better.”- Kamal Mouzawak, Synergos Arab World Social Innovator

Fellows from other programs agree with Kamal and add that by sharing experiences with their cohort they gained a better understanding of the common challenges faced by the group. Whether this realization will spark to develop collaboration or new ideas is another matter shares Derek Ellerman, an Ashoka Fellow. “You need time to build the trust that will lower the barriers to natural collaboration” says Derek.

Derek’s comment is related to the third value added of the cohort environment: a safe space to talk openly about personal challenges. Last week we talked about this “safe space” as a characteristic of programs that follow an “inward” approach to leadership development. As some of the fellows interviewed pointed out, a cohort does not translate into a collaborative environment. Initial structured activities focused on interpersonal relationships and peers getting to know each other are critical to building trust and creating a “safe space” for sharing personal experiences. Once this is achieved the possibilities for learning and collaboration are endless!

Fellows concur that a fourth way in which their cohort peers shaped their leadership development experience was by challenging them and providing feedback. Elizabeth Edwards, a participant of GE’s Experienced Commercial Leadership Program (ECLP), explains how the program incorporates many structured occasions for peer to peer feedback. In addition, because participants of the program truly care to see each other succeed, they also find opportunities to exchange feedback more informally. This has made a real difference in her personal leadership development process.

Finally, fellows talked about the value of peer learning to understand their own individual motivation and moral center and using this to encourage action. Dileepan Siva, a Coro Fellow, refers to this as the process of doing away with “walking wounded”. In Dileepan’s words:

“There are many leaders out there that are walking wounded. Amazing individuals outwardly but internally they have not worked through understanding what is walking them into their work. One of the true values of having cohorts is creating the space where one can explore the connection between personal motivation, background and why you do what you do in the world.”

These are the five major value-added qualities of cohort environments in the process of leadership development that we found from the interviews. If you have ever participated in a cohort program for leadership development and have an additional experience to share, we would like to hear about it!

Stay tuned for next week’s post when Blair will talk about some new considerations to cohort program design that we discovered from the interviews and their effect in program objectives and group dynamics.