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I can introduce myself in two ways.
I could give the LinkedIn version: I have been the founder and executive director of Babson College’s for the past 15 years Institute of Social Innovationwhich reinforces the mission of teaching entrepreneurial leaders to create social and economic value concurrently. A frontrunner in corporate social responsibility and social innovation, I’m the co-creator of the book Creating social value: a guide for leaders and changemakerswhich is as relevant today because it was ten years ago when it was first published.
Or I can tell one other story: I grew up in an activist household where difficult the establishment was a serious sport for my family. If something mattered, you didn’t just talk about it – you probably did something about it. I saw firsthand the impact their work had on people and communities, and I knew from a young age that I desired to have the same impact. Fifteen years ago, I founded the Institute of Social Innovation without an motion plan. All I had was a vision for a place where students could be happy to query the changing role of business in creating a more just, equitable and sustainable world.
The first version says What I do. But the other one starts telling you Why I do what I do. And therein lies the power of Marshall Ganz’s concept of public narrative, a framework typically used by community organizers.
My first exposure to public storytelling was in Jennifer McCrea’s exponential fundraising course. By then, I used to be deeply rooted in my work and committed to creating economic and social value, but I had not yet fully considered the “why” behind what I did. The moment of realization got here when I used to be asked to share my story—not only the strategies I used to be working on or the mission of my institution, but the story of how I got to this point in my profession and life.
I have concluded that the key to meaningful change lies at the intersection of entrepreneurial leadership and relational design. It’s not only about innovation or disruption for its own sake. It’s about finding what you care about, seeing opportunities to handle it, and mobilizing others to affix you in that effort. It’s about weaving together your values, your story, and your actions to create something larger than yourself.
Public narrative, especially self-story, is a powerful tool in this process. It encourages us to reflect on the experiences and values that have shaped who we are and why we do what we do. By sharing our personal stories, we go beyond titles and job descriptions. We connect on a deeper level.
Skip the bio – share your why
I have seen this power in motion many times, most recently in the Nonprofit Entrepreneurial Leadership Certification Program that I have taught for Arthur M. Blank Foundation Fellows for the past seven years. There, I witnessed people from very different backgrounds – tribal communities, Black leaders, philanthropists, refugee educators – come together and share their stories about themselves. Name tags now not mattered. What mattered was their shared understanding of what called them to work and what they hoped to attain.
It’s a transformative experience to see people stop talking about it What they do Why they do it. And it is during this change that relationships are built, partnerships are formed, and change begins to take shape.
Skip the presentation – ask why
Engaging others in your idea is a key key to success for any entrepreneurial leader. Many young entrepreneurs imagine that signing up other people means acquiring customers, gaining followers and securing sources of funding. They focus on creating the perfect pitch.
The problem is that this can result in transactional relationships. It can narrow the aperture too much, leaving progressive possibilities on the table.
I actually never quit. When I meet with potential partners and funders, I do not prepare what I would like to inform them, but what I would like to ask them. I study the leader and his organization. I read their articles. I concentrate to how they talk about their values and how they put them into practice.
I remember meeting one potential partner. During my research, I used to be intrigued by how sustainability is embedded in his company’s DNA. I didn’t start by imposing an institute. Instead, I began by asking why I hadn’t heard of his company before, despite its impressive mission-driven work. This query opened the door to a deeper conversation, rooted in shared values. He admitted that the biggest challenge for his company was visibility, and from that moment we began looking for ways to cooperate. It wasn’t about entering into a partnership just for the sake of it. It was about building relationships, identifying shared values, and finding ways to create meaningful change together for each of our stakeholders.
When you begin with “why,” all the things else – strategy, partnerships, actions – falls into place. It’s not only about the soft stuff. It’s a matter of power. It fuels you, keeps you grounded and helps you make an impact.
Conclusion
At the basics entrepreneurial leadership is it the intersection of values and motion. Whether you are trying to handle equity, climate change, or public health, the opportunity for innovation lies in approaching these challenges through the lens of what you and your stakeholders care about most. It’s not only about developing recent products or services, but about rethinking leverage resources and relationships in recent and alternative ways.
This is where daring ideas and transformational partnerships are born. When you are clear about what is essential to you and why, you may mobilize others, build meaningful relationships, and ultimately create lasting change.