Jan 6, 2022

Understanding the Tricky Balance When Launching Social Startups

At a time when our world is facing unprecedented challenges, from climate change to political polarization to a global pandemic, entrepreneurs and nongovernmental organization (NGO) leaders cannot afford to operate in silos. Entrepreneurs possess resourcefulness, creativity, and initiative; heads of nonprofit organizations are equipped with depth of knowledge, purpose, and the patient determination that comes with that purpose. Together, these partners can turbocharge impact if they properly calibrate their respective contributions to create new social enterprises.

A social enterprise can be a business with a social mission or a civic effort with an entrepreneurial culture and instincts. When a social enterprise is structured as a business, it can channel market forces to advance the social good while building a self-sustaining enterprise. When a social enterprise is structured as a nonprofit organization, its funding engine relies on donations instead of a commercial stream of income; but it moves more swiftly, acts more resourcefully, and may have a more innovative change model than does a traditional NGO.

The healthy tension between business entrepreneurs and NGO leaders who partner to create new organizations is important to navigate with balance…

Read the full article on Inc.

NGO          social entrepreneurship

More from Daniel

End of Year Note 2023

Dear Friends,

As we approach the close of this tumultuous year, I am reflecting on the challenges we’ve experienced in pursuit of our mission to foster kindness in the US and across the world. 

It has been a difficult journey marked by the rise of extremism, lack of civility, and various forms of racism – including a dramatic rise in antisemitic attacks and reports of anti-Muslim hate – that have tested the fabric of our humanity.

In times like these, we face a choice: to be Builders, united in our efforts to construct a better world, bring light, and reach out to the “other” — or to be Destroyers that aim to divide and diminish.

While social media amplifies voices of hate and extremism, we cannot allow ourselves to be consumed by anger or to become more radical ourselves. When we do, we unwittingly contribute to greater division.

To build, we must commit to develop the skills to bridge differences and solve problems across lines of difference (for concrete tips on how to do so, read this letter and listen to this Axios podcast with Lonnie Ali, co-founder of the Muhammad Ali Center, sharing concrete tips on how to do so). We must cultivate the habits of curiosity, compassion, and courage to embrace authentic pluralism.

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Terrorist Attacks by Hamas- Builders vs. Destroyers

As someone who has dedicated my life to build bridges between people, most centrally among Israelis and Palestinians committed to resolve their conflict and build a better future for their children (ie., OneVoice & PeaceWorks Inc), I hope everyone will unanimously and vocally condemn the appalling terrorist attacks by Hamas. Hamas proudly targeted women and children as hostages. Ukrainian President Zelenskyysaid it best: terror like that perpetrated by Hamas must be eradicated or else violent extremism metastasizes and harms us all.

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You can’t make big ESG commitments while failing at the basics of kindness

Ultimately, what we achieve as corporate leaders, even in the form of social impact, must work hand in hand with how we go about achieving it. How we act along our journeys is at least as important as–if not more so than–the destination. For example, if we are donating a portion of profits to at-need communities, but not being open-minded, respectful, and honest in how we lead in the workplace, we risk undermining our larger goals by contributing to a disrespectful, intolerant, or unethical culture. In fact, a company with no stated social mission that is modeling positive values like integrity and respect may be doing more good for our world than one with a big ESG commitment failing at the basics of kindness.

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