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Doing Well By Doing Real Good

When entrepreneurs turn their innovative thinking outward, rather than inward, humanity in need can truly benefit.

All too often we read or hear about the latest achievements by self-serving thought leaders and “innovators.” It was heartening therefore to see real leadership in action at a recent presentation made to the Chicago MIT Enterprise Forum by David Ormesher, CEO of Closerlook.

David’s remarkable journey into the world of social responsibility began and continues through his volunteer work with the Global Relief and Development Partners (GRDP). This organization connects accomplished entrepreneurs from the United States to their counterparts in Rwanda, a small eastern African country ravaged by a tragic past.  

One such story of where GRDP is making a real difference is that of Gahaya Links, a small business with great ambitions formed by two sisters, Joy Ndungutse and Janet Nkubana. Gahaya Links employs over 4,000 rural women who weave intricate baskets. Basket weaving has a long tradition in Rwanda. Randy Rollinson, a strategy consultant and CEO of LBL Strategies, became an executive mentor to Joy and Janet. He works closely with Gahaya Links to audit and make recommendations on their financial model.

Woven baskets from Gahaya Links are on the shelves of Macy's in New York City.

The outcome from these one-on-one mentoring relationships is not only uplifting impoverished lives, it’s showing that another real currency of value is in play: The transfer of innovative thinking and processes is valued by the Rwanda entrepreneurs who have the innovative capacity within themselves to build something from their investment in shared learning and insight.

And this global currency of value is a fair trade.

As David related, the lives of entrepreneurs from the U.S. have been transformed forever. For many, making a meaningful difference in lives has trumped building the valuations of their own companies.

When social entrepreneurship can provide sustainable solutions to overcome the challenges of a small basket weaving company, it can make a world of difference.

Image Source: Riccardo Gangale for The New York Times

The Emotionomics of Change

Real change happens when those who have to row the boat help redesign the oars.

So often the breakdown in implementing change within an organization is forced down from up high. The disconnect comes when the ones who have to execute the change have no stake in the outcome. For them, the failure of success is not emotional. Not personal.

While process change is often focused on streamlining the action of tasks to improve efficiencies, what’s often overlooked is the emotional receptivity of those that must accept, deploy and improve on those new processes over time. So while ergonomic redesign is applied to tasks, jobs, products, environments and systems, real change becomes a reality when the ergonomics of emotional receptivity are compatible with the needs, abilities and limitations of people.

The ones who row the boat.

Success in any organization is traditionally the result of developing a sound strategy, setting goals and leading a team to achieve a vision. And hopefully, a shared one. 

A case in point is Living Lands and Waters, America’s only industrial strength river clean-up organization.  It’s founder and president Chad Pregracke created a unique business with an eye on cleaning up a bit of our Earth. Because failure was not an option, Chad set clear objectives and maintained his leadership position – even in the shadow of adversity.  What’s more, he got his people who work the fleet of barges and shores to share in the process. Their input in the ergonomic design of the process gave them a personal stake in turning our rivers back to blue.

So whether you’re planning a new organization, or improving an existing one, get those using the oars to help design them. Because in deep water, we’re all in the same boat together.

Image source: David Blades | Flickr

Success On The Wings of A Process

image source mike segar | reuters

The big story of US Airways flight 1549 was how two separate entities came together to save 155 lives. Each had their own processes and safety procedures that meshed on the Hudson for a positive outcome.

What the US Airways crew and first responders from the New York Waterway ferry service shared in common were good regulations, good training and ready-to-go safety equipment. This allowed both to move with speed and intelligence. Proactive.  

What’s more, both processes gave clear information to the passengers. Directions anchored in common purpose.

This event reinforces the fact that all disaster preparedness and response are local. And funding needs to go for those programs where the real action happens. Efforts like the Citizen Corps are making a real difference (with very little funding) in disaster preparedness at the local level.

The miracle on The Hudson is a stark reminder that investing in our processes and backbone can be the razor thin margin of success.

Beef Sweet, Spoon The Juice

image source: rainesmaker | twitpic

It's a cold January day in Chicago and Johnnie's brand is lined up outside. It's about 28 degrees. But here, real brand loyalty can weather anything.

I think Johnnie's makes the best Italian beef in the city. That's because it's owned by Greeks who know how to marinate the meat. And how to keep things simple. Johnnie's has had the same menu for over 30 years. There's just a few things on it. But no one makes those few things better.

On any given day you can stand in line and strike up a conversation with the other hungry brand loyalists. People share what they like. Some ask questions. The line at Johnnie's is social community in action. And the conversation is all about the beef. Sometimes it even goes viral to the folks way in the back.

I first started coming to Johnnie's back in the early 1990's as a transplant from LA. Now in LA we had the Original Tommy's Burger at Rampart and Beverly. Tommy's is like Johnnie's, but their vice is a double chili cheese burger. A real gut bomb.

I distinctly remember my first visit to Johnnie's. Still fresh and tan, I strutted up to the counter wearing my Tommy's veteran badge of gluttony. No problem here I thought. Boy was I schooled.

"I'll have an Italian Beef Sandwich," I proclaimed.

"You want peppers with that?" Mario piped.

"Peppers?" I was California perplexed.

"Yeah, sweet or hot giardinare." Mario barked.

(Someone in my new found social community chimed in and suggested the sweet peppers. And to have Mario spoon the beef juice rather than dip the sandwich. Too soggy otherwise.)

"And please spoon the beef juice on the sandwich," I added.

"You want fries and a drink with that?" Mario's bark got gruffer.

"Yes please, fries and a water. And I'll take it to go."

"Okay, fries with a Lake Michigan and legs," Mario corrected.

I had the semantics and the phatics all wrong. Just like any community, Johnnie's has it's own unique language. Nuance. But what Johnnie's and Tommy's do share is a passionate community around a brand. A community that includes all socioeconomic classes. Limos and the less fortunate lined up side by side. With a product kept simple to keep the quality focus. And both are owned by Greeks.

So now, after 15 years, I've got this lingo down like the meme, whuffie and avatar:

"Beef sweet. Spoon the juice."

If you're ever in Chicago and driving down North Avenue, you'll notice Johnnie's by their line outside.

It's their long tail.