As I began writing another piece in this series, this bible of a book for expectant mothers, What to Expect When you’re Expecting, suddenly came to mind. And it set me thinking – what could possibly be a more pertinent subject for a ‘crossover’ like me to write about, than ‘What to Expect When you Cross Over’! What is it like when you contemplate a shift from for-profit to not-for-profit? What should you be prepared for? What should you look forward to? What should you be excited about? And what should you possibly leave behind when you move over.
Many factors can guide the decision to cross over to the non-profit sector – a desire to serve a higher purpose, to give back to society, to find an outlet for one’s passion – the reasons are myriad. Whatever be the driving forces, the transition is significant especially if one has spent disproportionate time in the for-profit sector. The shift in thinking, in values, in approach can perch you on a learning curve that you are likely to enjoy.
The journey usually begins by decoding the basics – that philanthropy is different from NGOs and is different from CSR. There are other types like faith-based organisations etc. but let’s stay with these three for now. Just like everyone south of India is NOT a ‘madrasi’, everyone working in the social sector is not from an NGO and CSR is not the umbrella term to describe the social sector. CSR emerged only in 2014 as a government mandate for corporates but the ‘recency effect’, I suppose, plays up and the entire sector is sometimes labelled as ‘CSR’. Although they are all Social Purpose Organisations (SPOs), each brings alive its objectives differently. So, a foundation or a philanthropy typically uses its own funds bequeathed to it by a founder to drive social change, while an NGO raises funds from foundations and CSR to fulfil its objectives. CSR on the other hand, is a corporate off-shoot that uses the mandated revenue percentage to engage in activities that further its cause. Despite the apparent differences, these terms often end up being used interchangeably.
With that important distinction out of the way, you move on to deeper aspects of your delivery. If you’ve been in marketing, like I have, the biggest shift in mindset will probably be the transition from being at the centerstage of all action in a for-profit organisation to becoming a ‘support’ function in a non-profit. You discover that not ‘all budget’ is your budget and not everyone in the organisation is waiting for your next campaign for their redemption. And while you will no longer build campaigns that drive sales volume and revenue and thus bottom line, you will now create ones that build your non-profit brand for fund-raising or create advocates for your brand amongst citizens, soon realising that you don’t seem to mind the shift at all. Over time you understand that no matter which side, the fundamentals remain intact be it the quintessential 4 Ps to work with or the need for a compelling consumer insight to build a ‘moving’ campaign.
A big change that can potentially surprise you as a former corporate, is this whole philosophy of ‘bhai-chara’ (read ‘collaboration’) that prevails, as you discover that the concept of ‘competition’ is nearly conspicuous by its absence in the social sector. You realise that the size and magnitude of issues being solved for, are so vast that if an organisation hopes to bring about change, it’s virtually impossible for it to ‘Ekla Cholo Re’, like in Tagore’s famous anthem. Collaboration, not just in spirit, but in execution, both within and outside the organisation with partners, funders, the government and other actors, is one of the key pillars that the sector rests on. So, the whole value of ‘sharing & caring’ typically not so much a practice in corporates, slowly starts coming to you – quite naturally.
Having settled in, next you are oriented to the ‘issues’ that your organisation is working on. With the confidence of having solved complex business problems, you march in wondering what can possibly be hard about getting parents to send their girls to school or not be married off while still a minor, for instance. As you dive deep in, you learn to unbox the multiple layers and complexities of access, cultural beliefs, social norms, deeply ingrained patriarchy, poverty, and so much more. You begin to truly appreciate what it takes to solve ‘human’ problems albeit with the complete participation and buy-in of the communities that you serve.
From being a master of quick fixes and tactical strategies, you are now immersed in the world of multiple deliberations, round tables, discussions and conversations that need to be engaged in, before any action can be taken on ground, for, it’s people’s lives that you are dealing with. You now rarely meet the friendly ‘power-point’ and instead say hello, way more often, to the solemn ‘Word’, for programme documentation, lengthy reports and white papers. Dining in fancy restaurants during ‘market’ visits, becomes a distant memory over time. Instead, it’s usually a freshly prepared meal offered with love and humility by a community member in a remote area in the country, leaving you awestruck by how satisfying it feels.
My move to the development sector, a decade ago, was entirely by accident so my learning curve went through its own journey of discovery to conscious competence. The sector has since evolved, and it would do potential crossovers, a world of good if they availed of the various bridge courses now available, prior to making the move. If you are comfortable with being an authentic version of yourself, armed with genuine compassion for the community and a willingness to learn and unlearn, this move could be rewarding in more ways than one. For, on most days, you will wake up looking forward to that one smile of gratitude that may come your way, because you’ve possibly contributed to changing a life for the better and getting paid for it even though not as much.
The views and opinions published here belong to the author and do not necessarily reflect the views and opinions of the publisher.
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