IMPACTèExecutives in Residence impact in numbers…

70

SENIORLEADERS
Since 2011

1,300+DAYS

57

FELLOWS
ENGAGED23

ACROSS
COUNTRIES≈ $450,000

WORTH OF PRO-BONO CONSULTINGè What participants say…

95%

100% 100% 86%
OF SR. LEADERS

OF SR. LEADERS

OF SR. LEADERS

Say its valuable orhighly valuable

Would recommendit

Say it increased
their level ofempathy

OF FELLOW
HOSTS
said EIR helped
dramatically speed
up the completionof a critical projectf o r t h e i rorganization

94%

OF SR. LEADERS

Say it improved
their listening &communicationskills

96% 100% 93%
OF SR. LEADERS

OF SR. LEADERS

OF SR. LEADERS100%

Say its superior toother development
opportunities

Say they learnt toturn innovativeideas into businessresults

S ay i t c h a n g e dassumptions ofown and others

Say it made themmore receptive tonew ideas

OF SR. LEADERS

1

LEARNINGSèExecutives in Residence first hand learnings….

STRATEGIC IMPACT
è Gain transferrable business insights….
“There are connections that are made, not only people connections, but connections
that drive innovation.” Maureen“I had the opportunity to really dig deeper and gain insight into emerging models... Iexperienced, first hand, the impact of social entrepreneurship and how utilizing thisknowledge re-shapes engagement within the global health ecosystem” Mohamed“Patients Know Best (PKB)’s model offers an innovative solution to a common
challenge in the healthcare industry. My Company’s UK team met with PKB to learn
more about their organization and the potential for partnerships andcollaborations.” Joseph“Anyone participating in an EIR placement will have his or her eyes constantly
opened to new opportunities. How one choses to respond to those opportunities
could have an extensive ripple effect” Daniel“Aside from giving me confidence that I can have an impact on a different type ofbusiness, and the benefits of gaining an integrated view of mission, strategy andexecution, the undertaking exposed me to a small company for which operating
efficiently is key to survival. Those lessons can be valuable for what I contribute at mycompany.” Emmanuel…with a global perspective and awareness“The biggest thing is my team understands that our sphere of influence is broader than wethink. I hope to continue to drive my team to think beyond the immediate situation.”“This experience… provided me a more global awareness. I now recognize that I also havea global responsibility that is more than just local it’s global.” Michelle2è Place the customer at heart…
“Empathy, realizing what others have (or don’t have) and therealities of the world they see and live in. This provided better
insight to my Company’s customers, and how important ourservice is to them, which makes it even more important that we
provide simple, reliable products.” Terry

A customer-centricorganizational culture
is more than merely agood thing—it’sbecoming a matter ofsurvival.
McKinsey July’17

Now that I’m back in my role at [my Company], having had this experience I canoffer business solutions that focus on the needs of our clients” Talitha“My biggest takeaway from my experience was how well they knew, and catered totheir customer” Richardenhance organization loyalty…
“This experience has made me more loyal to [my Company] because it
demonstrated how much it cares about and invests in improving and innovating
global healthcare…The experience gave me insight into how start-ups like Patients
Know Best are working hard to create solutions to problems in healthcare that exist
not only in UK but around the world.“ Joseph…and increase home-team performance“The whole experience was an empowerment for the team…the biggest
learning was to learn to trust yourself.” Team member“We had to start making decisions ourselves.You had to question, do I
need to ask? It’s been great, I was able to take things on.” Team member“We felt like we were adding something and supporting his initiative,
even though we weren’t actually doing it…What he brought was an areaof entrepreneurship back to the company.” Team member“My team delivered beyond my expectations. Their capabilities proved that they can do more in thisorganization– that is something I discovered, and I want to build more chances for them to show up
more globally in our organization. “ Roger

Many businesses are stepping up to tackle a new role, often withpartners, to tackle social and economic challenges. Corporations
are seeking to build legitimacy – and the license to operate – in theeyes of demanding consumers employees and stakeholders whocare about the impact and motivations of companies with whomthey associate. But it’s also good business as companies realize
mutual benefits with society”
The Economist, 2013

3

CHANGEMAKING TALENT“I changed not just as an executive, but as a person” Maureen“The entire experience was life altering and professionally fulfilling” Bill

è Empower leaders to be drivers of change…
“Developing the plan and meeting wonderful andcourageous people at Reinserta has empowered me tomake a positive change, big or small, back at home” Carolina“I have much deeper understanding and equipment to be
more entrepreneurial and intrapreneurial. I’m braver tomake change and be a change leader in the company. “ Roger“The experience empowers people to realize the skills they
don’t use all the time.” Cindy
Kristen played a key role in developing [the Company’s] newNGO system, drawing on her insight and experience
working alongside social entrepreneurs to ensure thesystem was designed in a way that effectively addressedneeds faced by customers. Kristen”After my experience… I moved to a new more strategicarea [that] will allow me to accelerate growth and combine
what’s happening in the real markets with the corporate
side. I don’t have any doubt that the EIR program helped merealize that I have the skills for this new role, and also
discover myself by doing it.” Juan

Leaders must be
nimble “tri-sectorathletes,” toborrow a phrasefrom Harvard
political scientist
Joseph Nye: able
to engage andcollaborate acrossthe private, public,
and social sectors.
…As organizations
grow larger andmore complex,
leaders must work
harder to stay intouch with thefront line and view
themselves as“chief realitytesters.”
McKinsey
Quarterly, June2012 “Leading inthe 21st Century”…and to seek change in others“The EIR experience showed me what someone
needs to be changemaker, and these are theattributes I’ll seek when hiring and reinforce whencoaching.”“In 12 year old fashion, she posted it on social
media with a comment saying, “My mom washelping kids who are much less fortunate thanme.” In that moment I thought, “Wow, she got it.”

“I will now be thinking: When you’reuncomfortable, how can you still be a source ofpositive change? Be a catalyst for change, don’t justreact to it.” Michelle“Moving forward, I will support my daughter tobecome a changemaker in our family, in her
school, and in our local community.” Michelle4è Develop their leadership skills - EIRs become moreagile, adaptive, practical, accountable, entrepreneurial)…
“Many of us, as executives in large organizations, sometimes forget how to beentrepreneurial. So it’s very good grounding to go back and work with small tomedium-sized enterprises led by passionate individuals who are willing to makepositive social impact, while still making a profitable, sustainable venture." Declan“This experience empowered me with total
autonomy and yet held me to a higher standard ofaccountability. It tested my adaptability to dynamicenvironments. It motivated me to work with a fastand focused execution mindset and improvise
when confronted with challenging obstacles
requiring risk/benefit decision-making” Bill
“Being put in different tasks and challenges helped
me to develop my complete range of skills:
starting from technical skills up to learning about
the different motivation drivers.” Nicole
After this experience, I will now be thinking: Howcan I do more with less? How do you look atthings through a different lens, do things
differently? Michelle“I was endlessly impressed with how the team
had to address issues in a creative but urgent
sort of way. Upon my return I spent more timelooking for agile solutions, particularly withregards to issues that would otherwise affectour customer’s experience. “ Richard“Constraints enable new, faster, and pragmatic
methodologies and processes. The project really
stretched me professionally; I needed to ensure
every concept was made practical withoutcompromising on the learning or the outcome. It
has really helped me challenge our existing
training methodologies and look for faster, morepractical ways to deliver content and ensure
application of skills.” Jolene…With empathic leadership at heart“As a leader, I’m making a more conscious effort tolearn about my co-workers background and personal
circumstances beyond their role at work. Putting myself
in their shoes, and using an emphatic approach whenmanaging as opposed to a more authoritative approach
has made a big difference in the way my team members
and I are able to interact, and accomplish our goals.” Bill
“This program increases your level of empathy… makes
you understand there is another world other than thecorporate world” Jean-Claude"The business we are in is tomeet the unmet,unarticulated needs ofcustomers," The CEO ofMicrosoft, Satya Nadella in a
recent WSJ interview“And there’s no way you’regoing to do that well without
having empathy & curiosity”
Business Insider, Oct 4 2017

“I am a more empathic leader, have a deeper understanding of our company’s role increating social change, and recognize my own power to create positive change” Kiran5è Getting out of comfort zone is key“It is a great way to unsettle people, since people
lose their dynamism [when they] have gotten
comfortable in what they do. I feel that a
successful career requires a branching out into
other areas as opposed to the change one canmake in their commercial context.” Cindy“Personally, being immersed in a very different
culture and getting stretched outside my comfort
zone was a unique experience“ Terry“Being in an environment I didn’t know allowed
me to keep it really simple. Often all thedistractions in our lives mean that we aren’tpresent. This mindset- shifting is about beingpresent.” Juan

“It’s about taking you as a human being, putting
you out of your comfort zone, and allowing you
to be you. In other programs you’re with otherpeople in a room. This allows you to connect
with yourself and figure out what you need todo- important because in the business world you
need to make your own decisions.” Juan
“When you’reexposed to even
15 days you truly
incorporate thisNew reality andlook at the worldfrom a differentangle.” Maureen“Just as a coach wouldview an athlete’s muscle
pain as a proper responseto training, leaders whoare stretching themselves
should also feel somediscomfort as they struggle
to reach new levels ofleadership performance.”“I cannot understate the value of removing from one’s normal routine
and placing oneself in a totally new environment. New ideas arise as one
confronts a new context.” RichardMcKinsey Quarterly,January 2014

è Connecting with one’s purpose is key“Connecting with my purpose made me discover that I have very strong ambition tosupport and help people. - Their success is my success. It was really a driver for me towork hard. I realized the more I could add to the project that would make me feelproud and happy. My journey and insights in Kenya proved that that’s true. I willcontinue to be an enabler and support other people.” Roger"If you want to be successful over the long haul, you have to have asense of purpose that is clearly articulated and embedded in yourorganization and processes, but you also have to live it. There can’t
be two sets of rules.”Punit Renjen, Chairman of the Board,
Deloitte, in a Forbes Interview, April 2014

6SOCIAL IMPACT“Looking through the lens ofsocial entrepreneurs means
anticipating market changes
for the good of all”

è Working alongside the world’s leadingsocial entrepreneurs…

Christian Boehringer,
President, Boehringer
Ingelheim“I can't express in words the invaluable andcritical nature of the work that Roger did during
his tenure with iSikCure that lead to thesuccessful launch of our first social innovation
hub outside Nairobi. Roger got the team aligned
around the vision and opportunities to improve
the scale of our impact. He … pushed the team tograb the opportunity to disrupt the supply chain
to get drugs to where they are needed most. ”“Cindy’s experience related directly to her
ability to assist me in thinking through a new
strategy. After meeting with multiple
stakeholders, we worked successfully tocommunicate the idea of the for profit arm,
explaining how it enables Syafunda’ssustainability. Community partners began tounderstand the goal of the approach & became
more comfortable with pursuing this model.”Ashoka Fellow Moka Lantum, Founder & Director of
MicroClinic Technologies, Kenya

Ashoka Fellow Ahmed ‘Smiley’ Ismael, Founder ofSiyafunda, South Africa“Shannon´s contributions to ourstrategy and organizational
structure were very valuable andare enabling us to better achieve
our midterm vision. It was apleasure learning from such asenior, high-skilled professional.”
Ashoka Fellow Vicky Colbert, Founder& Director of Fundación Escuela
Nueva, Colombia“When I sit down with Joe theworld becomes a bigger place.
He has so much varied
experience & such a wide
network. His input has been
instrumental in helping us growthrough strategic
partnerships.”"As we scale our impact, welook back at the wonderful job
Rajeev did of nudging,facilitating and encouraging HFF
to find solutions to challenges.
This was one of the best gifts,
which has become thecornerstone of our scale up."

Ashoka Fellow Mohammad AlUbaydli, Founder of PKB, UK

Ashoka Fellow Mukti Bosco, Founder,Healing Fields Foundation, India

7

“The EIR provided Soko’s management team with great insights into how
to strategize and affect our vision throughout the Company, enabling us toachieve greater positive impact in our community. What we got from
Erick’s visit went far beyond our initial expectation. Through his example I
became a better leader, I learned how to better interact with my teamand inspire them with Soko’s vision. Erick has greatly elevated Soko’spotential for success and was a consistent proponent of the potential of acompany to have great goals and impact on society and one another.”
Ashoka Fellow Ella Peinovich, ShopSoko, Nairobi, Kenya“I’ve learnt new ways of effectively managing team members acrosscountries. Facilitated by the EIR we defined the DNA of Young Africa. I
also developed my thoughts on the balance between control and letting
creativity happen.”
Ashoka Fellow Dorien Beurskens,Young Africa, Mozambique“The strategy that was compiled will really help us to achieve our goals ofbecoming a self-sustaining institution through partnering with strategicallyselected companies. It was really useful having someone from outside theorganization point things out that we hadn’t had time to examine…Some ofthe suggested changes are not major but will have a really big impact iddone better”
Ashoka Fellow Taddy Blecher and team member Tracey Peppler, Johannesburg“I learnt about defining the gaps in ourorganization and overcoming our challenges.
We will be diversifying in footwear because
its very logical for us- since we are based in
the footwear park. This will lead to morejobs, skills development, and use of waste
being generated in the neighboring factories.”“The EIR has really ignited a greater urgency inme to bring about change. The strategy thatwas developed with the EIR was about rethinking one of our big projects. Developing
meaningful metrics and allocation of resources
will assist us as we develop strategies acrossour various programs.”

Ashoka Fellow Anita Ahuja, Conserve India, New Delhii

Ashoka Fellow Marlon Parker, Rlabs, South Africa

EIRs connectwith their
purposethroughindividual andgroup coachingThroughworking oneon-one withAshoka Fellows,
the world’s
leading social
entrepreneurs

Cohortsystem canprovide EIRs
with collective
support &team learning

A fully
immersive, onsite experienceengages not
only minds, butalso hearts andbodies

EIR projects are
independently
tailored to matchthe company’s
purpose, strategic
objectives, & corevaluesHOW DOESEIR ACHIEVE
THISIMPACT?

EIRs areplaced outside
their comfortzone

EIR projects are
independently
tailored tomatch EIR
professional andpersonal goals
and preferences
EIRs aresupported bytrusted
coaches forintentional
development360
behavioralassessments
EIRs aresupported bya “Buddy”
systemExecutive
sponsorshipenhances individual/
collective businessvalue (ensuresalignment of goals,supports career
pathing, etc.)

EIRs learn by
doing andexperimenting…Among others!

For EIR stories and further information: https://www.ashoka.org/en/program/ashoka-executive-residence,Contacts: Jason Bernhardt-Lanier (jbernhardt-lanier@ashoka.org) and Carla Gomez-Acebo Botin (cgomezacebobotin@ashoka.org)

9