When clarity is absent, uncertainty fills the gap. We second-guess ourselves or chase opportunities that are exciting, yet have an opportunity cost that can be quietly draining. We seek to capitalize on opportunity while simultaneously managing risk. Over time, acting with lack of clarity can drive sub-par decisions that erode focus, confidence, and ultimately impact.

Simplify the Process

For me, the value of clarity revealed itself when I realized how much energy I was spending debating decisions about whether or not to pursue various business opportunities. When presented with an opportunity, the difficult question of whether or not to pursue the opportunity at hand boiled down to something much simpler: “Is this business opportunity aligned with my values?” That insight led me to co-design a decision-making tool that I still use today: a values-alignment spreadsheet.

At its core, the tool is simple. Every time I discern how to spend my resources – such as time, capital, attention, effort, network, etc. – I run the opportunity through the spreadsheet. The tool is grounded explicitly in my personal values, and each value is weighted based on how much it matters to me, with additional weighting based on short-term and long-term costs and benefits, financial and otherwise. 

To be clear, values alignment does not mean ignoring economics. It means being honest about what actually matters. For example, the tool is personalized in my case to include a weighting for financial performance as a value, in addition to societal impact as a value. Presence with my family is another weighted value. Each person’s values are entirely personal, as is how we prioritize those values in the short-term and long-term. I am thrilled to have a business decision making tool that enables me to navigate with clarity as my leadership journey and life journey evolve.

Because each business opportunity is evaluated across multiple dimensions, the tool requires me to look at both short-term and long-term implications. I am not optimizing for the next quarter; I am invested for the long game. That temporal distinction matters. Many decisions look attractive in the short-term but quietly undermine long-term goals; patience is required before their value becomes visible.

At the end of the process, once I filter business opportunities according to my values, the spreadsheet calculates a score between 1-100. When an opportunity scores 90 or above, I move forward with confidence because I am clear about the opportunity’s alignment with my values, and I can determine how to resource it fully without hesitation. Conversely, when an opportunity scores below 90, I stop pursuing it. Not because it is a bad idea, but because it is not strongly aligned with my values. That distinction has been liberating because I now have a quantitative approach to align how I spend resources in accordance with values-driven business decision making.

Why Simplify?

The tool has helped me walk away from projects that were exciting or flattering but misaligned. In the past, I might have rationalized those pursuits. Now, the decision is grounded in a data-driven, values-driven process. The spreadsheet does not replace judgment, but it does aid in making decisions more objective. 

Equally important, the tool has given me the resolve to double down. When an opportunity scores 90 or above, proving it is values-aligned, I stop hedging and act decisively. Fear thrives in ambiguity; it struggles in the presence of structure.

The Value of Clarity

In a world filled with endless inputs and competing priorities, I appreciate having a quantitative lens for evaluating business prospects. I find peace in having a filter that translates my values into a clear response to business opportunities. The output is not certainty about outcomes, rather confidence in values alignment in the short- and long-term. 

This approach also reinforces personal discipline. It requires me to define my values explicitly, revisit them regularly, and accept the consequences of honoring them. In other words, clarity is not passive. It demands consistency and the courage to disappoint people, including versions of oneself that are driven by scarcity or ego.

Leaders are often told to “trust their gut.” I believe in intuition, but I also believe intuition is sharpened by structure and process. Values-aligned tools for decision making create the conditions where intuition and discipline work together to propel the mission forward. 

In moments of pressure, clarity is a gift to myself and to those who depend on my leadership. It enables me to move confidently toward my aspirations. Over time, this disciplined process builds confidence rooted in values.

I am curious: Would access to a values-based business decision-making tool be useful to you as you navigate your own leadership decisions?

The post Clarity is a Gift appeared first on THE GLOBAL GOOD FUND.

Every day, social entrepreneurs around the world are doing exactly that. They are creating jobs where none exist. Expanding access to healthcare, education, and financial inclusion. Protecting the environment while strengthening local economies. They are not waiting for permission. They are building solutions now.

But no one shapes the world alone.

That is why our 2026 fundraising campaign is called Shape The World.

Why Shape The World Matters

The challenges we face today are complex and deeply human. Climate instability. Inequitable access to opportunity. Fragile health systems. Communities left behind by traditional markets.

Solving these challenges requires more than good ideas. It requires leaders who are resilient, values driven, and equipped to grow their impact sustainably.

This is where The Global Good Fund comes in.

Through leadership development, consulting, and investments, The Global Good Fund accelerates people who relentlessly tackle the most pressing social issues to create a more sustainable and just future for all.

Our Fellowship Program sits at the heart of this work. We invest in social entrepreneurs as people first. We surround them with executive coaching, peer community, and strategic support so they can lead with clarity, scale responsibly, and stay grounded as their impact grows.

Shape The World matters because without sustained investment in these leaders, promising solutions stall. With the right support, they scale and they last.

What Shape The World Makes Possible

When you support Shape The World, you are not funding a moment. You are investing in long term change.

Your support helps social entrepreneurs

>> Grow as leaders and decision makers
>> Build stronger, more resilient organizations
>> Navigate complexity without losing their mission
>> Create lasting economic and social impact in their communities

It also fuels The Global Good Fund Impact Ecosystem. Our Programs develop leaders. Our Consulting work brings people centered leadership into organizations. Our Impact Fund deploys capital in alignment with values. Together, these avenues reinforce one another to create more change than any could alone.

This is how we shape the world, intentionally and collectively.

How You Can Get Involved

Shaping the world is not reserved for a select few. It is something we do together.

You can get involved by

>> Making a one time or recurring gift to support the Fellowship Program
>> Becoming a Global Good Guardian through monthly giving
>> Sharing the stories of our Fellows and their impact
>> Engaging your community or network around this campaign

Every action matters. Every contribution strengthens the leaders shaping a more just future.

A Call to Shape The World Together

The future is being shaped right now. The question is who gets to shape it and with what values.

When you support Shape The World, you are choosing to stand with leaders who are building solutions rooted in dignity, equity, and possibility.

This is our moment to shape the world together.

The post Shape The World appeared first on THE GLOBAL GOOD FUND.

Two. Out of over a dozen executives.

That moment shaped how I understood the journey ahead.

Understanding the Landscape of Women in Leadership

I am one example of a woman who was granted the opportunity to have a chair at the leadership table when I was forty years junior to my colleagues. This opportunity was an honor and a responsibility, yet a seat alone is not enough to thrive. I had to build a strong support system, and I received guidance from many people along the way. My professional life of service is central to who I am, and I work to show up fully. I have been fortunate to learn from women in leadership and from men who intentionally open doors for women. I remain grateful for that.

Research by McKinsey and LeanIn.org published in 2024 shows that women are promoted more slowly than men, receive less actionable feedback, and are often evaluated more harshly when they lead decisively. Harvard’s Rosabeth Moss Kanter described this reality decades ago as the “visibility paradox”, the fewer women in a room, the more their actions are scrutinized.

What makes this landscape exclusive is not a lack of opportunity. Instead, it is the narrow definition of leadership itself. We still reward a familiar style and a familiar voice. Expanding who we recognize as leaders strengthens teams and outcomes.

How Leadership Evolves Over Time

During my first day in the boardroom, I carried an expansive vision of leadership. I knew it would take time to turn that vision into reality. I am still working on it.

Over the years, I noticed how employees who felt unseen would fall silent. I saw high performers burn out when their efforts went unacknowledged. These experiences were especially common among women from underrepresented backgrounds and among women with caregiving responsibilities. They balanced many priorities while working to lead with purpose.

Along this journey, I learned that leadership is not only about carving new paths. It is also about paving the way so others can move forward with confidence. Leadership is not the volume of your voice. It is the clarity of your intent. People feel that difference.

A Story that Illustrates Leadership in Action

Consider a recent investment in Nest Health by Global Impact Fund, the venture capital fund where I serve as Managing Partner. Nest Health was founded by a physician who is also the mother of five children. She understands what it means to manage a career while caring for loved ones. Nest Health brings twenty four seven care into the homes of families who qualify for Medicaid at no cost to them. One appointment serves the entire family and removes the burden of waiting rooms, time off work, childcare arrangements, and transportation.

Nest is expanding across the United States to support vulnerable communities. This progress comes from founders who understand the specific health care challenges families face and who turn that understanding into business innovation. Lived experience strengthens leadership and sharpens a leader’s ability to design solutions that meet families where they are.

When we invest in leaders who bring varied lived experiences to the executive table, we move beyond “do good.” We expand the system’s intelligence and build market driven solutions. Nest Health shows what can happen when leadership reflects the world it aims to serve.

How I Support Emerging Leaders

One of the most fulfilling parts of my career is supporting underrepresented professionals, including women, who are at key inflection points in their leadership journeys.

I recommend them for stretch projects. I nominate them for board roles. I make sure their ideas are credited. I hand them the microphone whenever possible. When I am told someone is not ready, I ask “Why not” and follow with “Why” if the answer lacks substance.

Sponsorship is not about access. It is about reinforcing that people already belong.

I also redesigned how we assess leadership potential inside the organizations I lead. Traditional assessments prize loud confidence and often penalize reflective thinking. Today, we evaluate readiness based on potential, competency, consistency, follow through, and trust building. These factors paint a fuller picture of a leader’s capability.

The result is higher retention, broader innovation, and a culture where more people feel safe taking ownership. Every time an emerging leader finds her footing, the entire team gains stability. The ripple effects can be profound.

The Work Ahead for Inclusive Leadership

There is no simple fix for gender imbalance in leadership. Yet there is a discipline that every colleague, executive, board member, and shareholder can practice.

Show up. Listen. Lift.

Notice who speaks without interruption. Notice whose ideas receive credit. Support leaders who create environments where everyone can contribute fully.

For those already in positions of influence, progress is not only measured by how many women are in the room. It is measured by how freely those women lead in their own voices.

Recently, I walked into a board meeting and did not bother to count how many women were present. I already knew. I had helped hire the executives and recruit the board members.

When the women in leadership roles spoke, the room turned their way.

When women no longer carry the burden of belonging, they carry the work forward in ways that move us all forward.

That is the kind of progress we must continue building together.

The post Women in Leadership, A Personal View appeared first on THE GLOBAL GOOD FUND.

Over the past five years, organizations have learned that remote work can preserve productivity and offer flexibility. Yet there is growing evidence that fully virtual models cannot replace the kind of human connection and creative friction that happen when people are physically together.

What the Research Shows

Hybrid work typically means that employees spend certain days each week in the office and the rest working remotely. This model gives people flexibility while maintaining intentional time together for collaboration and culture building.

Large field studies and randomized experiments find that hybrid schedules, where employees spend some days at home and other days together in person, do not generally harm performance and often increase retention and job satisfaction. These findings support hybrid models as a pragmatic middle path, not a compromise.

At the same time, experimental work shows that there are cognitive limits to working through a screen. Researchers comparing idea generation online with face-to-face collaboration found that videoconferencing narrows focus and reduces the variety of ideas that teams produce.

In short, overuse of screens can impair creative thinking.

That matters because innovation is not just a metric. When teams cannot brainstorm freely, they lose a creative muscle that is hard to rebuild purely online.

If you are an executive, board member, or shareholder considering a permanent move to fully virtual operations, here are three realities to weigh.

Reality 1: Digital Connection ≠ Real Intimacy

Leadership is built on repeated moments of building trust. Those moments often happen in hallways, seated alongside each other, and over lunches where context is shared with fewer filters. Online tools can connect us across distances, but they cannot replace looking another person in the eye. And no amount of quiet, productive work can substitute for the energy and understanding that emerge when people share physical space and time together.

Reality 2: Hybrid Designs are Research Backed

Multiple studies from academic institutions, including Stanford University, recommend hybrid models because they preserve deep work time while enabling in-person sessions for collaboration, training, onboarding, and culture building.

The hybrid model can be designed intentionally so that the office becomes a culture space where connection and cross-pollination are prioritized, not a place for rote tasks. That intentionality is what separates a meaningful hybrid approach from an accidental one.

At The Global Good Fund, our impact ecosystem operates in this way. Across our three impact avenues, including The Global Good Fund’s leadership development programs, Global Good x Amani, and the Global Impact Fund, we work remotely and come together intentionally throughout the year. These moments of in-person presence deepen trust, strengthen partnerships, and align our collective purpose.

Reality 3: Presence is Measurably Valuable

Research published in 2024 by IZA Newsroom found that teams who meet in person periodically outperform fully remote teams on measures of creativity and idea generation. When leaders schedule in-person sprints, immersive workshops, or dedicate core days for collaborative work, they create predictable rhythms that amplify serendipity. Those rhythms help newer employees learn social norms faster and keep mentorship from becoming a series of awkward calendar invites.

My Perspective

Remote days are a lifeline for parents, caregivers, and employees managing dual responsibilities. As a parent of three young children, I know how vital flexible work policies are. They allow caregivers to attend therapies, handle school appointments, manage extracurriculars,  and show up for family on hard days.

So what should leaders do to get the most value from teams who are employees with responsibilities that extend beyond the workplace?

Start with intent.

Managing expectations matters immensely. Employees, clients, donors, and investors all benefit when there is clarity from the outset about when and how often we meet in person. Clear expectations create accountability, reduce friction, and ensure that each gathering delivers value.

Make in-person days purposeful. Train managers to measure outcomes that matter, not hours. Invest in rotational in-person schedules and cover travel stipends.

Then ask yourself: what message do we send about commitment and care when we choose a location policy? Presence is more than physical proximity. Presence is about being available to notice the small misalignments, to mentor without an agenda, and to model a culture that values both excellence and human needs.

In Short

Managing expectations for the frequency of in-person presence is critical to delivering value, no matter the type of work environment. Leaders who decide to go fully virtual should do so with clarity about the losses they accept and build new rituals to compensate for lost human cues. Those who choose hybrid or otherwise flexible models build trust by setting clear expectations for when in-person presence is required and design those moments with purpose so that every gathering is impactful. 

Because at the end of the day, presence is not nostalgic. Presence is strategic.

How are you designing presence in your organization?

The post Why Presence Matters More Than Proximity appeared first on THE GLOBAL GOOD FUND.

At The Global Good Fund, we see leadership preparation as the foundation of effective leadership. It reflects intention, respect, and a willingness to take ownership. These traits define the kind of leaders we invest in and support around the world.

Preparation Is How Leaders Show Respect

We often talk about innovation and disruption when discussing leadership. Yet one of the most consistent traits of successful leaders is not their boldness, but their preparedness.

Preparation is how leaders show respect. Coming to any situation prepared communicates that other people’s time matters, their contributions matter, and the mission matters. No matter your role or title, how you prepare signals how you lead.

In my role as CEO of a global organization, I have seen this truth hold across cultures, time zones, and industries. Preparation is not about perfection. It is about being intentional with your energy and your presence. It is one of the simplest and most consistent ways to earn trust.

Why Leadership Preparation Matters

Leaders rarely have all the answers. Many critical decisions are made with imperfect information because that is what timely leadership requires.

Even under uncertainty, prepared leaders take time to understand context, listen, and think before acting. They create space for sound judgment under pressure. Leadership preparation shows commitment to more than personal success. It shows commitment to the team, the mission, and the long view.

Preparation is not an extra step. It is a form of leadership.

A Lesson in Trusting Your Preparation

An emerging leader I once mentored came to me overwhelmed. She had researched dozens of professional development programs and created a detailed comparison chart. Yet when it came time to make a choice, she froze. She wanted someone else to decide for her.

That moment became a turning point. I told her the decision had to be hers. That was how she would grow.

Leadership is not about collecting information. It is about having the courage to act on what you know. Taking ownership, even when the outcome is uncertain, builds confidence in your judgment and strengthens your conviction to uphold the mission. That combination of courage, preparation, and accountability is what sets leaders apart.

You Do Not Need Permission to Lead

Leadership is not defined by a title. It begins with taking ownership and showing up prepared.

That might mean arriving early to a meeting, reading the agenda in advance, or understanding how your role connects to others. It means listening carefully, asking thoughtful questions, and creating forward momentum for the team.

At The Global Good Fund, we invest in people who take initiative to solve the world’s most pressing challenges. Leadership preparation is often where that journey begins. When people come ready to engage, not just participate, they strengthen culture, build stronger teams, and lead by example.

Reflection for Emerging Leaders

If you are early in your leadership journey, ask yourself:

• –  How am I preparing to contribute, not just to complete a task?

• –  How do my actions affect the people around me?

• –  How am I taking ownership of my growth, rather than waiting for someone else to give me permission?

Leadership preparation is a habit. It is a mindset. And it can be learned.

The world does not need perfect leaders. It needs prepared ones.

The post Leadership Preparation Starts Before You Lead appeared first on THE GLOBAL GOOD FUND.

I was there to visit Victor Manuel Gutiérrez Rojas, a Global Good Fund alumnus and Founder of Fútbol Más. Victor believes sport has the power to transform communities, and he has proven it. In neighborhoods once defined by instability, his organization builds trust, connection, and emotional resilience through something as simple and profound as play.

Standing beside Victor, I thought about the ripple effect of one committed leader. Years ago, The Global Good Fund invested in Victor through our Fellowship model, which means we invested not only in his organization, but in him. That investment has multiplied. Today, Fútbol Más operates in more than ten countries and has impacted more than 150,000 people worldwide.

It is a powerful reminder that supporting one visionary can transform many lives.

A Proven Model for Social Entrepreneurs Support

At The Global Good Fund, we have spent more than a decade refining a simple but powerful idea: when you invest deeply in social entrepreneurs, they will go on to transform their communities.

Victor is one of hundreds of examples. Across 70 countries, our alumni have touched more than 11 million lives, from improving access to clean water in rural India to advancing maternal health care in Tanzania to creating job pathways for low-income youth in the United States.

Yet for every Victor, there are thousands of equally talented and driven entrepreneurs who apply to The Global Good Fund each year. They are leading community-rooted solutions, tackling entrenched challenges, and creating measurable impact. Still, with limited resources, we are only able to support a fraction of them. That means millions of lives remain waiting to be reached.

Meeting the Moment: Scaling Social Entrepreneurs Support

The need is urgent, but so is the opportunity.

Across 113 countries, we have identified thousands of qualified social entrepreneurs. Eighty percent are Black and Brown leaders, 68 percent women, and 90 percent from low-income backgrounds. These are the innovators who understand their communities best. What they lack is not vision or courage, but access to mentorship, networks, and resources.

That is why we have invested in a digital platform to scale our proven model beyond borders. With this platform, The Global Good Fund can extend mentorship, practical tools, and leadership development services to thousands more entrepreneurs worldwide, even if they are not selected for our Fellowship.

Think of it as high-tech meets high-touch: a global network where entrepreneurs access coaching, connect with peers, and collaborate with mentors, while receiving the personalized guidance that fuels transformation.

The Vision Ahead

Our goal is bold. By 2029, we aim to support 10,000 social entrepreneurs worldwide. The potential outcomes include:

• 50,000 jobs created

• $500 million in capital raised

• 100 million lives positively impacted

This is not only about numbers. It is about creating an ecosystem where more leaders like Victor can thrive, where their ideas take root, their solutions scale, and their communities flourish.

Be the Spark

When I think back to that soccer field in Nairobi, I remember the sound of children’s laughter carried on the wind. That moment exists because one leader, Victor, had access to the right support at the right time.

Now imagine the possibilities if we could be the spark for thousands more leaders worldwide.

This is the vision of The Global Good Fund: unlocking potential at scale, equipping social entrepreneurs to drive change far beyond their borders, and proving again and again that investing in people is the surest way to transform the world.

We invite you to join us. Whether through partnership, philanthropy, or amplification, you have the power to fuel this work. Together, we can create a future where thousands of leaders go on to shape millions of lives.

A bonfire starts with one spark. Will you be part of ours?

Donate Now

On a recent trip to Nairobi, I stood at the edge of a dusty soccer field watching dozens of children laughing, running, and chasing a ball across uneven ground. What struck me was not the game itself, but what it represented: resilience, hope, and belonging.

I was there to visit Victor Manuel Gutiérrez Rojas, a Global Good Fund alumnus and Founder of Fútbol Más. Victor believes sport has the power to transform communities, and he has proven it. In neighborhoods once defined by instability, his organization builds trust, connection, and emotional resilience through something as simple and profound as play.

Standing beside Victor, I thought about the ripple effect of one committed leader. Years ago, The Global Good Fund invested in Victor through our Fellowship model, which means we invested not only in his organization, but in him. That investment has multiplied. Today, Fútbol Más operates in more than ten countries and has impacted more than 150,000 people worldwide.

It is a powerful reminder that supporting one visionary can transform many lives.

A Proven Model for Social Entrepreneurs Support

At The Global Good Fund, we have spent more than a decade refining a simple but powerful idea: when you invest deeply in social entrepreneurs, they will go on to transform their communities.

Victor is one of hundreds of examples. Across 70 countries, our alumni have touched more than 11 million lives, from improving access to clean water in rural India to advancing maternal health care in Tanzania to creating job pathways for low-income youth in the United States.

Yet for every Victor, there are thousands of equally talented and driven entrepreneurs who apply to The Global Good Fund each year. They are leading community-rooted solutions, tackling entrenched challenges, and creating measurable impact. Still, with limited resources, we are only able to support a fraction of them. That means millions of lives remain waiting to be reached.

Meeting the Moment: Scaling Social Entrepreneurs Support

The need is urgent, but so is the opportunity.

Across 113 countries, we have identified thousands of qualified social entrepreneurs. Eighty percent are Black and Brown leaders, 68 percent women, and 90 percent from low-income backgrounds. These are the innovators who understand their communities best. What they lack is not vision or courage, but access to mentorship, networks, and resources.

That is why we have invested in a digital platform to scale our proven model beyond borders. With this platform, The Global Good Fund can extend mentorship, practical tools, and leadership development services to thousands more entrepreneurs worldwide, even if they are not selected for our Fellowship.

Think of it as high-tech meets high-touch: a global network where entrepreneurs access coaching, connect with peers, and collaborate with mentors, while receiving the personalized guidance that fuels transformation.

The Vision Ahead

Our goal is bold. By 2029, we aim to support 10,000 social entrepreneurs worldwide. The potential outcomes include:

• 50,000 jobs created

• $500 million in capital raised

• 100 million lives positively impacted

This is not only about numbers. It is about creating an ecosystem where more leaders like Victor can thrive, where their ideas take root, their solutions scale, and their communities flourish.

Be the Spark

When I think back to that soccer field in Nairobi, I remember the sound of children’s laughter carried on the wind. That moment exists because one leader, Victor, had access to the right support at the right time.

Now imagine the possibilities if we could be the spark for thousands more leaders worldwide.

This is the vision of The Global Good Fund: unlocking potential at scale, equipping social entrepreneurs to drive change far beyond their borders, and proving again and again that investing in people is the surest way to transform the world.

We invite you to join us. Whether through partnership, philanthropy, or amplification, you have the power to fuel this work. Together, we can create a future where thousands of leaders go on to shape millions of lives.

A bonfire starts with one spark. Will you be part of ours?

Donate Now

The post Scaling Support for Social Entrepreneurs appeared first on THE GLOBAL GOOD FUND.

Tip #1: Always Be Building

The biggest mistake is waiting until you need money to start reaching out. Fundraising relationships are built over time—often 18 to 24 months before a gift is made. Trust is earned, not requested. Keeping your donor pipeline active all year ensures you’re never starting from scratch when the need arises.

Tip #2: Understand Donor Life Cycles

Donors are not a monolith. Their financial capacity and priorities shift with life stages. Younger professionals may be short on capital. Parents often prioritize family expenses. Donors aged 50 and above typically have more capacity and are thinking about legacy. Still, everyone in your network has something to offer. Some will donate, others will connect you with potential supporters or share advice. Fundraising is about building a community, not just raising money.

Tip #3: Engagement Drives Results

Donor relationships must be nurtured continuously. Engagement means more than newsletters or event invites—it’s about personalized, meaningful interaction.

• – Develop a consistent engagement plan with quarterly touchpoints.
• – Lead with curiosity. Ask what matters to them before making assumptions.
• – Make every donor feel heard and valued.

When you invest in relationships, trust follows.

Tip #4: People Fund People

Donors don’t just support causes—they support people. While your mission matters, your ability to connect, communicate, and follow through is what sets you apart.

To stand out, demonstrate:

• – A compelling vision
• – Honest, clear communication
• – A consistent track record of doing what you say you’ll do

These qualities inspire confidence and set the foundation for long-term support.

Tip #5: Set and Respect Expectations

Every donor has different preferences around recognition and updates. The best way to honor that? Ask.

• – “How would you like to receive updates about your gift’s impact?”
• – Offer options—from public shoutouts to private reports.
• – Follow through consistently.

When donors feel understood and respected, trust deepens—and relationships strengthen.

A Simple 3-Conversation Model

If you’re unsure when to make the ask, this model can help:

1. 1. Conversation One: Learn their story. Discover shared values and interests.
2. 2. Conversation Two: Deepen engagement. Seek their advice or input on something meaningful.
3. 3. Conversation Three: Make the ask. If alignment is clear, this will feel like a natural next step.

If the third conversation doesn’t feel right, take a step back. Focus on rebuilding trust or clarifying alignment.

The Hard Truth About Fundraising

Fundraising is hard. The people who make it look easy are putting in the relationship work behind the scenes. Great fundraisers are: thoughtful, consistent, and trustworthy. They deliver on promises and make donors feel like partners—not just sources of funding. 80% of success is follow-through. The remaining 20% is the spark—that genuine connection that transforms interest into commitment. People often give their time before their money. When someone offers either, treat it like the beginning of something meaningful.

Want to Strengthen Your Fundraising Strategy?

Explore our Fundraising for Social Impact course to access practical tools and frameworks that help you raise more money by building lasting relationships.

The post Fundraising Is a Relationship: 5 Tips That Work appeared first on THE GLOBAL GOOD FUND.

Social impact leadership development is key to creating sustainable change. When local leaders receive the right training, they drive economic growth and strengthen communities. That’s why Global Good x Amani has partnered with Breitling through the Diamond Impact Fund. Together, we are equipping social entrepreneurs and nonprofit leaders in Gujarat, India, with the skills and networks they need to build lasting impact.

A Partnership Advancing Leadership and Sustainability

Breitling, a Swiss luxury watch brand, is committed to sustainability and ethical business. Through the Breitling Legendary Future Entrepreneurs program, the company invests in social impact leadership development. This five-month initiative focuses on founders and senior leaders of nonprofits and social enterprises in Gujarat.

Participants gain essential leadership skills, mentorship, and strategic guidance. The program highlights women’s economic empowerment and sustainable social innovation. By empowering 40+ leaders in the first year, this collaboration is strengthening the social impact ecosystem in India.

Why Leadership Development in Gujarat Matters

Gujarat is an entrepreneurial hub with a growing social sector. Breitling sources lab-grown diamonds from selected suppliers in this region. By investing in leadership development, the company ensures that its supply chain also supports local changemakers.

“Gujarat, India, is a vibrant hub of entrepreneurship. Breitling’s lab-grown diamonds originate from selected suppliers in this region. As part of our commitment to social and environmental impact along our value chain, we are delighted to partner with Amani Institute,” said Aurelia Figueroa, Global Director of Sustainability at Breitling.

Business-Led Social Impact Through Leadership Programs

Companies can do more than donate—they can invest in leadership. This partnership with Breitling sets a strong example.

“A collaboration with a globally recognized brand like Breitling strengthens our ability to drive meaningful change in India,” said Varun Mukerji, India Director at Global Good x Amani. “By supporting social impact leadership development, Breitling uplifts local entrepreneurs and integrates social responsibility into its core strategy.”

This initiative shows how businesses can align their supply chain ethics with community impact. Investing in leadership is a long-term approach to creating real change.

Explore Social Impact Leadership Development for Your Company

Breitling’s Legendary Future Entrepreneurs program launched in January 2024. The first cohort is already shaping the future of social entrepreneurship in Gujarat.

Is your company looking for a way to drive sustainable impact? At Global Good x Amani, we specialize in custom leadership development programs for businesses committed to making a difference.

Let’s create something transformational together. Click here to learn more.

The post Social Impact Leadership Development: Breitling & Global Good x Amani appeared first on THE GLOBAL GOOD FUND.

Introduction
Globally-minded entrepreneurs face challenges today. They must balance their own cultural identity with diverse global perspectives. I have spent 15 years professionally dedicated to global good. I’ve learned that success in global impact comes from harmonizing instead of enforcing uniformity. Recently, I experienced this reality firsthand during our India deep dive with Global Good x Amani Consulting.

Embracing Global Entrepreneurship and Diversity
Global entrepreneurship is not just about innovation – It’s about connecting people from different parts of the world who share values. At our team gathering, colleagues from four continents met and exchanged ideas. We united under our shared mission to drive impact. I was reminded that embracing varied backgrounds and perspectives  is a powerful asset.

Many Roles, Many Voices
During my time in India, I met colleagues from various ethnicities, languages, and backgrounds. Additionally, we came from different socio-economic settings and religious traditions. This rich mix created a dynamic environment. Each unique voice helped shape our business success. In short, our differences made our collaboration more harmonious.

Why Harmonizing Matters in Business
Harmonizing is more than a metaphor. It is a key business strategy. When companies value individual backgrounds, they build strong and resilient cultures. Research shows that embracing varied perspectives boosts creativity and productivity. For example, a recent Pew Research Study found that 56% of U.S. adults view workplace harmony as beneficial.

Lessons from India: Real-World Global Impact
One conversation in India stands out. A colleague shared her journey from Kenya to the United States and beyond. Moreover, she faced challenges because of her nontraditional experience. Our colleague ultimately developed exceptional communication skills, business skills and confidence over time, in part thanks to her nontraditional experience. Today, she holds a C-suite role at Global Good x Amani building partnerships, many of which are nontraditional. Her story clearly demonstrates how our unique experiences drive business success.

The Business Case for Embracing Myriad Perspectives
Organization works like living ecosystems. Each team member adds unique value, from entry-level employees to executives. Yet, no one person can master every role. Similarly, one voice cannot sing every part of a symphony. Recognizing and embracing these differences is essential. Moreover, it boosts the confidence of employees and drives business growth. Embracing a myriad of perspectives means recognizing and valuing the ideas and experiences that people from various backgrounds bring forward. It can lead to a deeper understanding of the world and more effective problem solving. 

Three Key Takeaways for Globally-Minded Entrepreneurs

1) Determine Your Own Value Add:
Whether you are a CEO or a new hire, your experiences are valuable. In addition, your unique skills set you apart.

2) Understand Your Limits:
Just as every singer has a vocal range, every professional has strengths and weaknesses. Knowing your limits helps you focus on your strengths.

3) Look for Value Everywhere:
Leadership is not defined by a title. Recognizing others’ contributions creates a more harmonious workplace.

Research-Backed Insights on Workplace Harmony
The benefits of embracing varied perspectives are well documented. For instance, the NIH found that higher self-esteem boosts productivity, and employee self esteem grows when their opinions matter. Moreover, Forbes highlights that respect for different perspectives in the workplace increases job satisfaction and productivity. In other words, respect for different perspectives can be a business advantage when leveraged effectively.

Conclusion: The Unshakable Chorus of Global Good
At Global Good x Amani, Global Impact Fund, and The Global Good Fund, we live these principles. Every voice matters. Together, our many voices create an unshakable chorus for global good. I am grateful for the inspiring conversations I shared with our colleagues from around the world when we met in India. Ultimately, the combination of varied backgrounds and perspectives drives business success and creates meaningful global impact.

The post Harmonizing Global Voices For Impact appeared first on THE GLOBAL GOOD FUND.

Maya Frodeman, of Maya Frodeman Gallery and No. 62 Jewelry in Jackson Hole, Wyoming, met Carrie Rich, co-founder of The Global Good Fund, this past summer in Jackson Hole. They quickly bonded over their shared appreciation for each other’s work and began envisioning ways the gallery could support Carrie’s initiatives at GGF. In our first effort to unite our two worlds, Maya Frodeman Gallery is proud to extend a donation to The Global Good Fund, contributing a portion of proceeds from purchasesmade through this connection.

Below, you can explore Maya Frodeman Gallery and No. 62, where contemporary art and fine jewelry come together in support of The Global Good Fund. Visit in person or take a personalized virtual tour from the comfort of your home—you can reach out at (307) 733-0555 or email info@mayafrodemangallery.com. Every purchase made through this partnership helps drive meaningful impact.

Maya Frodeman Gallery

Specializing in modern and contemporary art, Maya Frodeman Gallery unites artists from all over the world in a tightly curated vision. Maya Frodeman Gallery began in 2024, continuing the 23-year legacy of Tayloe Piggott’s eponymous gallery, the first of its kind in Jackson Hole, Wyoming. In an expansive exhibition space in downtown Jackson, and a secondary space just over the Snake River in Wilson, the gallery pursues a rigorous schedule of exhibitions representing both emerging and established artists, encompassing unique practices of painting, sculpture, paper, photography, and printmaking.

Exhibiting contemporary giants such as Caio Fonseca, Jane Rosen, Richard Fleischner, Rakuko Naito, Nicola Hicks, and Stephen Talasnik alongside emerging stars like Jane Yang D’Haene and Kathryn Lynch, Maya Frodeman Gallery supports its extensive contemporary roster with close relationships with the estates of Wolf Kahn, Emily Mason, Hans Hofmann, and Esteban Vicente.

EXPLORE MFG

No. 62

No. 62 is a curated selection of significant jewelry designers of our time. Nestled within Maya Frodeman Gallery, a contemporary art gallery in downtown Jackson Hole, Wyoming, No. 62 showcases award-winning designers from around the globe, such as Nicholas Varney, Silvia Furmanovich, and Fernando Jorge, among others.

Elevating the preconceptions of fine jewelry, No. 62 is a boutique that allows the viewer to discover new modes of personal expression. An experience all its own, No. 62 ensures each guest who visits the space leaves with an enduring sense of how art in the form of jewelry can enrich our day-to-day lives. It is this power that has inspired No. 62 to build a home for artists where their work is shown in an elevated environment aimed at connecting you with something deeper.

EXPLORE NO. 62

The post ART SUPPORTING GOODNESS appeared first on THE GLOBAL GOOD FUND.