Latest news with #changemakers
Forbes
21-07-2025
- Business
- Forbes
How Nonprofits Can Help Post-Grads Find Fulfillment And Community
Melanie Schild is CEO of The Association of Junior Leagues International, empowering women to lead through community and civic impact. Graduation is a time filled with pride, celebration and possibility. But once the ceremonies and parties end, many recent graduates find themselves asking, 'Now what?' The transition from college to life after school, without the built-in routines of classes, clubs and close friends, makes it easy to feel lost and disconnected. On top of that, starting a new job or moving to a new city can be lonely and overwhelming. This phase often brings more questions than answers, especially around purpose, identity and belonging. The Power Of Community And Connection What many post-grads are really looking for in this time of change is something simple but meaningful: connection. They want to feel part of something again and find a community where they can grow, contribute and connect with others who share their values. Most young people want to make a difference, even if they're not quite sure how yet. This is where nonprofit organizations have a unique and timely opportunity. Nonprofits can become the communities these young adults are seeking. By welcoming post-grads into mission-driven work, organizations don't just fill volunteer spots; they invest in the next generation of changemakers. Young people bring fresh ideas, digital fluency and a drive to serve. In return, they're looking for purpose, mentorship and a place where they can belong. Nonprofits that embrace this exchange can benefit from engaged, long-term supporters who may one day become leaders, donors or staff members. Sectors focused on community development, social justice, education, the arts or health equity may find particularly strong alignment with values-driven young adults who want to do meaningful work. Leadership Through Service To truly engage post-grads, nonprofits should think beyond the typical volunteer experience. Offer opportunities that equip young people with the skills and confidence they can carry into their careers. This means inviting them to lead projects, take part in training that builds confidence, develop public speaking skills and serve as essential contributors to the organization's mission. According to Walden University, volunteering can be a powerful tool for career advancement. It allows individuals to build transferable skills, expand their networks and demonstrate initiative to future employers. For post-grads, this kind of strategic engagement can create momentum in both personal and professional growth. At the Junior League, we see this in action every day. Members plan and lead impact projects, advocate on important issues and participate in hands-on training in leadership, communication and organizational development. These are real-world skills that support both personal and professional success. For nonprofit leaders, the lesson is clear: Create roles that challenge and empower. When post-grads are trusted to lead and grow, they don't just show up; they invest. Finding Those Who Align With Your Mission Connecting with mission-aligned young adults starts with meeting them where they are. In our experience, storytelling is key. We highlight the real experiences of members, especially those at similar life stages, and focus on how their involvement has shaped both their lives and the communities they serve. We also use digital platforms strategically, tapping into social media, newsletters and partnerships with universities and alumni groups to share our story. When someone expresses interest, our intake process focuses on shared values, personal growth goals and mutual fit. It's not just about what they can do for the organization; it's about how the organization can help them thrive. That clarity on both sides lays the groundwork for lasting, meaningful engagement. What Nonprofit Leaders Should Keep In Mind For young people just stepping into adulthood, finding a community that challenges and supports them can be life-changing. It can turn uncertainty into confidence, loneliness into connection and interest into action. If you're a nonprofit leader, here are a few ways you can harness this moment: • Create leadership pathways. Don't just offer tasks; offer training, ownership and mentorship. • Market the mission with meaning. Use stories, not just statistics, to inspire and recruit. • Invest in onboarding. Be intentional about first interactions. Ensure alignment on values and expectations. • Foster belonging. Build a culture that welcomes questions, honors growth and encourages peer connection. • Show the ripple effect. Help post-grads see that even small contributions can lead to big change. By opening your doors to recent grads, you aren't just filling a volunteer need; you are cultivating the next generation of leaders who will carry your mission forward. In a world that often feels divided and uncertain, nonprofits have the power to offer what's most needed: a place to belong, a way to serve and a reason to hope. This chapter after graduation isn't just a pause between school and the 'real world.' It is the real world. And it can be one of the most meaningful seasons of life, seeking out purpose and community along the way. Forbes Nonprofit Council is an invitation-only organization for chief executives in successful nonprofit organizations. Do I qualify?
Khaleej Times
10-07-2025
- Business
- Khaleej Times
KT Plus 150: First judges revealed; have you cast your vote yet?
The countdown is on for one of the UAE's most exciting new recognitions of talent — the KT Plus 150 list. The initiative, to be launched by Khaleej Times in Q4 this year, will celebrate 150 trailblazers under 40 who are making waves across 15 industries, from tech and healthcare to sports and design. With nominations now open, and winners to be announced on September 15, the search is underway. If you haven't cast your nomination yet, this is your chance to invited to vote for the next generation of changemakers. At the heart of all this is a panel of expert judges, each bringing deep industry knowledge to the table. Today, Khaleej Times introduces the first tranche — leaders in their own right — who will play a key role in selecting standout individuals for this list. Say hello to the first three leading the way!
Fast Company
07-07-2025
- Business
- Fast Company
Tech is only half the transformation—don't forget the people
You just launched a new platform. The tech is live, the dashboards are humming, and the project milestones are moving along as planned. But three months in, something's off. Adoption is lagging. Teams are skeptical. Progress has stalled. If this sounds familiar, you're not alone. In my experience, too many transformation efforts focus on technology and process while overlooking the most critical factor: people. Real, lasting transformation doesn't happen because you install new software. It happens when you empower the humans behind the change. THE CHANGE MANAGEMENT GAP According to McKinsey, 56% of business leaders say their organizations have achieved most or all of their transformation goals. But only 12% have sustained those goals beyond three years. That gap is where change management lives and where most efforts fall short. It's easy to roll out a new tool. It's much harder to unlearn old habits, align cross-functional teams, or win over skeptics. Yet that's where the real opportunity lies for aspiring changemakers. McKinsey also finds that organizations that put people at the center of change are 3.4 times more likely to achieve and sustain performance gains—not because they work harder, but because they work smarter, with intention and empathy. HOW CHANGEMAKERS EMPOWER PEOPLE A powerful example of people-first transformation comes from Air France-KLM, which recently worked with my company to replace multiple legacy content management systems with a single platform across all brands and channels. Throughout the process, the management team recognized that transformation isn't just about technology: • They merged product and content teams from Air France and KLM, using intercultural workshops to build trust and collaboration. • They prioritized user adoption, providing extra training and support for business users less familiar with content management tools. • They communicated openly, maintained clear documentation, and ensured responsive support to manage uncertainty. • They celebrated milestones to reinforce progress and boost morale. • They established a two-way feedback loop with my team at Contentstack, surfacing user pain points and informing platform enhancements. If you want transformation to stick, you need more than a go-live date. You need to empower the people driving the change. Here's how: 1. Align change with purpose. Before introducing any tool or process, tie it to a clear, meaningful business outcome. If your goal is to reduce time-to-market for digital campaigns, show how the new system streamlines publishing across regions or channels. If you're aiming for more personalized customer experiences, connect the dots between composable content and one-to-one engagement. As a changemaker, you need to make that alignment obvious. Draw a straight line from your platform or initiative to a tangible business win. When that connection is clear, it's easier for internal champions to advocate for change and harder for detractors to push back. 2. Activate champions. Find internal collaborators early—people who speak their colleagues' language, model new behaviors, and provide honest feedback. The best way to activate champions? Show how the change solves their specific challenges. Their pain points often reflect broader organizational needs; when people see their frustrations addressed, they become advocates. And don't forget: vendors have champions, too—customer success managers, solution architects, and industry thought leaders who can amplify learning and momentum across organizations. 3. Tackle resistance with empathy. Resistance is natural when people are asked to leave familiar ways of working behind. Instead of pushing harder, get curious about what's behind the hesitation. At Levi's (another client of Contentstack), when the digital team proposed eliminating PDF mockups in favor of live previews, creatives initially balked; PDFs were central to their workflow. By making the change optional at first, they gave people space to adapt. Over time, creatives embraced the new process because they saw its value. As a changemaker (or tech provider), recognize that you may be seen as a disruptor (or outsider). Listen closely, adapt, and co-create with your stakeholders. When you acknowledge concerns and show flexibility, resistance becomes a catalyst for trust. 4. Enable teams for ongoing success. Modern transformation requires clearly defined roles, skill development, and ongoing support. Ask yourself: Are the right people in the right seats with the tools they need to succeed? Sometimes, enablement means unblocking; sometimes, it means rallying; sometimes, it means getting out of the way. Tech partners can play a critical role here—through AI Accelerators, customer conferences, peer communities, and other shared learning opportunities that help people and teams grow into modern heroes. VENDORS WON'T SURVIVE—PARTNERS WILL True partners earn trust when things get messy—when resistance surfaces or priorities shift—and stay present long after go live. If you're not guiding your customers through the human side of transformation, you're becoming replaceable. Transformation isn't just about new tools. It's about new ways of working and leading. That kind of change demands changemakers who champion people first—and partners who walk alongside them every step of the way.
Associated Press
26-06-2025
- Associated Press
The Martin Eagan Scholarship Fund: Empowering Future Leaders Through Education with The Martin Eagan Scholarship for Criminal Justice and Education Majors.
Morristown, New Jersey, United States, June 25, 2025 -- The Martin Eagan Scholarship Fund offers a one-time $1,000 award to graduating high school seniors pursuing degrees in criminal justice or education. Applications are open until June 1, 2026, at Applications are now open and must be submitted by June 1, 2026. The recipient will be announced on June 15, 2026. Full eligibility criteria and application details are available at Inspired by Eagan's deep commitment to community safety and the power of learning, the scholarship is designed to support students passionate about improving society through legal reform, teaching, or civic leadership. Eagan, a respected figure in Montville and Morristown, New Jersey, created the fund to invest in the next generation of changemakers. 'Education and justice are pillars of a better future,' said Eagan. 'This scholarship is about encouraging students who want to make a difference in the world, whether that's in the classroom or the courtroom.' Scholarship Eligibility – Criminal Justice & Education Focus To qualify for the Martin Eagan Scholarship, applicants must: Additional requirements: The Martin Eagan Scholarship Fund aligns with Eagan's broader mission to uplift youth, promote educational opportunity, and inspire civic responsibility. More about Martin Eagan's work and his dedication to community development can be found at About Martin Eagan Martin Eagan is a New Jersey-based community leader, mentor, and proponent of educational equity and criminal justice reform. Raised in Montville and active throughout Morristown, Eagan has spent years working to support youth and future professionals who aim to serve others. Through this scholarship and his ongoing community engagement, he hopes to empower students committed to creating a more just and educated society. Contact Info: Name: Martin Eagan Email: Send Email Organization: Martin Eagan Scholarship Fund Address: 12 Renshaw Dr, Montville, NJ 07045 Phone: 4402969876 Website: Release ID: 89163143 In case of encountering any inaccuracies, problems, or queries arising from the content shared in this press release that necessitate action, or if you require assistance with a press release takedown, we urge you to notify us at [email protected] (it is important to note that this email is the authorized channel for such matters, sending multiple emails to multiple addresses does not necessarily help expedite your request). Our responsive team will be readily available to promptly address your concerns within 8 hours, resolving any identified issues diligently or guiding you through the necessary steps for removal. The provision of accurate and dependable information is our primary focus.
Fast Company
25-06-2025
- Business
- Fast Company
How to create a workplace where changemakers thrive
Innovation doesn't happen in silos: it happens in systems. And yet many companies still rely on lone heroes to ignite transformation. They recruit visionary thinkers, celebrate bold ideas, and preach agility, but beneath the surface, their structures reward predictability and punish deviation. As a result, the very people most capable of driving innovation—fast-moving, future-oriented changemakers known as catalysts—are often left isolated, misunderstood, and burned out. Catalysts ignite possibilities. They challenge the status quo, connect seemingly unrelated dots, and accelerate momentum. But they don't thrive in traditional organizational ecosystems because they threaten bureaucracy, resist incrementalism, and without support, they either burn out or leave. According to Gallup, just 21% of employees strongly agree that they can take risks at work without fear of negative consequences. As Shannon Lucas and Tracey Lovejoy explain in their book Move Fast. Break Shit. Burn Out., these workers often struggle with intense isolation and exhaustion not because they aren't capable, but because the system isn't designed for them to succeed. To unlock sustainable innovation, organizations must evolve from celebrating individual disruptors to cultivating ecosystems where diverse changemakers—catalysts, stabilizers, implementers—can thrive together. This isn't a culture tweak. It's a systems redesign. The 4 Layers of a Catalyst Ecosystem Shannon and I have seen how catalytic energy can drive exponential growth if the right conditions exist. This framework outlines the four interdependent layers that support thriving catalyst ecosystems. 1. Identification: Spot the Sparks Catalysts don't always stand out on paper. They're often the ones asking provocative questions in meetings, proposing ideas that seem off-script, or moving faster than the rest of the system. But without intentional practices, these traits can be seen as disruptive rather than visionary. To find them, leaders must look beyond the org chart. Psychometric assessments, cross-functional feedback, and structured self-discovery tools can help you to illuminate hidden change agents at every level in your organization. You can also train managers to spot curiosity, systems thinking, and pattern recognition. In her work with large organizations, Shannon uses her company's Catalyst Assessment Tool to uncover innate changemakers hidden throughout the business. This often-overlooked talent is frequently underutilized. At one company, 60% of the employees identified as catalysts were previously considered 'hidden talent' by the C-suite—and they went on to solve some of the organization's most pressing challenges. 2. Integration: Design for Complementarity Once identified, catalysts need more than autonomy. They need meaningful integration with the broader system. Pairing them with stabilizers (who bring operational excellence) and implementers (who drive execution) creates cross-functional 'change pods' that balance energy, tempo, and sustainability. In my work facilitating story-based leadership circles, catalysts often emerge through narratives of disruption, such as career pivots, reinventions, and vision quests. However, their breakthroughs become organizational breakthroughs only when they are translated into a shared purpose. This requires redesigned team norms: tempo-matching, structured conflict mediation, and deep respect for different working styles. Catalysts are the spark, but the team is the engine—and the organization is the road they need to travel together. 3. Protection: Shield the Flame A large amount of pressure to innovate without adequate support is a recipe for burnout. According to Deloitte, innovation-driven employees are 2.5x more likely to leave if they lack proper support systems. Catalysts in particular are prone to emotional exhaustion, especially when their efforts are blocked by bureaucracy or misunderstood by leadership. Organizations must build containers that buffer catalytic energy. This means establishing sponsorship structures, recovery protocols (such as off-cycle sabbaticals or reflective retreats), and psychological safety as a norm. This could include internal coaching circles, energy mapping, or check-in rituals that normalize emotional processing. Investing in resilience practices isn't a perk; it's a prerequisite for sustainable change. 4. Amplification: Scale the Spark Catalysts can't just be unleashed; they must be amplified. Invite them to inform strategic offsites, facilitate internal labs, or lead cross-functional storytelling initiatives. Establish formal channels, like 'Catalyst Councils,' to elevate their insights into enterprise-level planning. Codify what they learn. Translate their experiments into onboarding content and playbooks. Make space for them to coach emerging catalysts in the system. When you treat catalysts not as rogue actors but as cultural accelerants, their energy becomes contagious. In a Catalyst program with a large healthcare organization, Shannon worked with the team to identify, train, and activate catalysts from across the business. The program participants were given the most pressing strategic initiatives to tackle. In just 16 weeks, the Catalyst participants helped the company reduce reimbursement times from eight weeks to just two days, a 96% improvement, driving significant gains in both customer and employee satisfaction. Additionally, the organization reported a 24% improvement in change leadership capabilities across the enterprise. This is the power you can unleash and amplify by engaging your catalysts. Innovation isn't a solo act; it's an emergent phenomenon. It happens when diverse roles, energies, and mindsets interact in the right environment. That means building systems that reward exploration, reframe conflict, and move ideas from the margins to the center. The future won't be led by lone geniuses. It will be shaped by ecosystems that can accommodate differences, adapt rapidly, and nurture catalytic energy over the long arc of change. Don't wait for a crisis to value your changemakers: Design for them now, and your organization won't just survive change—it will shape it. The next time someone in your organization brings an idea that feels risky or 'too soon,' pause before you dismiss it. Ask: What if this is the spark we've been waiting for, and how might we build the right conditions to let it burn bright?
