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We put a lot of energy into building camaraderie among employees and management alike, which is absolutely critical to maintaining empathy and mutual respect. We’ve developed a strong virtual community, so that employees get to know each other across team and managerial lines. It doesn’t replace face-to-face, but it absolutely enhances the employee experience.
People take time out and recruit themselves to accomplish extraordinary things.
People often ask me why I started working with Ashoka and why I have I stayed with Ashoka for the last eight years. I tell the story of how d
By partnering with the New Cities Foundation, Ashoka looks forward to highlighting the importance of social entrepreneurs in making cities the best they can be, and to sharing the key principles and patterns from urban innovations that can offer practical solutions. Perhaps most importantly, Ashoka hopes to change the framework with we all approach our cities to start with.
A friend recently asked me advice related to an organization where she’s on the Board.
Something remarkable happened in the three years between 2008 and 2011 that fundamentally challenged our perception of leadership.
What do you do when the game you have prepared for your whole life has changed? This is the question I posed in The Changemaker Effect. Our centuries old one-leader-at-a-time past has given way to a new everyone-a-leader present. Leadership in this context requires everyone to see the big picture and advance solutions that contribute to positive change. This new game demands very different skills and a new kind of teamwork. Here are 10 things you need to know:
It's game time.
It’s time for a reality check.