Most leaders understand that you get what you measure. We love Balanced Scorecards, OKRs, and KPIs because they’re tangible and quantifiable. But these tools were designed to monitor results—not to understand performance. KPIs tell you what happened, not why it happened or what’s coming next. I love relying on Key Behavior Indicators (KBIs) instead. They reveal the patterns that predict future success! –Christian Anibarro, Director, Operational Effectiveness
I’ve learned that building a community isn’t about control—it’s about creating something people want to rally around, contribute to, and find value in. You lead without explicit authority, which means embracing servant leadership and guiding through influence. You show up consistently and keep things fresh so the energy doesn’t fade. And eventually, you can step back because the energy and momentum is fueled by others in the community. –Craig Nakagawa, Director, Development & Strategy
Being a B Corp means making sure our work uplifts our people, strengthens our communities, and respects our planet. We may not always get it right, but it’s critical to commit to a learning mindset—because, now more than ever, I believe our future relies on business being a force for good. –Debi Blizard, Principal, Social Impact
I’ve learned that building effective Ops systems starts with listening—understanding what’s working, what’s not, and where the friction lies. Sustainable feedback forums like our annual all-employee survey and a peer group we call the Advocacy Board provide grounding in where to focus improvement efforts and how changes are landing. Thoughtfully selecting and implementing tools like Paylocity, HubSpot, and Parallax has helped us not only improve reporting and resourcing, but also gain real clarity into how we work. With each improvement, we've been able to connect the dots more easily across teams, streamline decisions, and move forward with greater confidence. Great systems, calibrated by candid feedback, don’t just support the work—they create the foundation for an organization to achieve its goals. –J.J. Westfall, Director, Operations
I’ve learned that staying committed to impactful work requires courage: the courage to question, to speak up, to learn and unlearn, and to keep going. As Angela Davis reminds us, “Sometimes we have to do the work even though we don't yet see a glimmer on the horizon that it's actually going to be possible.” Impact isn’t always immediately visible, but our commitment to the work is a promise to ourselves and each other. We must keep that promise even in the face of opposition and uncertainty; we must be courageous. –Nolie Ramsey, Associate Director, Education
At iF, I’ve learned that innovation means remaining curious and open to new ideas. It’s about keeping a pulse on different signals—across business, culture, technology, and more—and noticing when different trends are converging to open up new opportunities. At the same time, it’s knowing when to let go of old processes or initiatives, and accepting that not every effort or idea will pan out. On the DSI team, we’ve been exploring what “regenerative design” looks like. Forest succession—the natural, gradual change in forest ecosystems—reminds us that innovation is about understanding and making room for what’s next. Like a forest, innovative systems and solutions emerge through cycles of decay and renewal. Innovation is about staying attuned to where in that cycle you are and the conditions that will enable new growth or opportunities. –Samantha Bazant, Associate Director, Digital Strategy & Innovation
