Corporate Social Responsibility (CSR) and family philanthropy are set to lead private sector giving. But everyday giving — donations from ordinary individuals — already contributes around 30% of all philanthropic funding and holds vast potential to grow.

In 2023, Anant Bhagwati (Bridgespan Group) and Woodrow Rosenbaum (GivingTuesday) proposed a bold idea: if 300 million middle-class Indians gave just ₹100 ($1.25) monthly, it would raise $4.5 billion — more than all CSR contributions combined.

The value of everyday giving goes beyond money. Research from GivingTuesday in the U.S. shows that donors are nearly twice as likely to trust their community and the nonprofit sector. This suggests a virtuous cycle: giving builds trust, which in turn fuels more engagement and generosity, strengthening civil society.

Why Isn’t Everyday Giving More Common in India?

1. We’re Shooting in the Dark Without Meaningful Data

One significant hurdle is the lack of data to inform everyday giving strategies. In the U.S., the Fundraising Effectiveness Project analyses sector-wide fundraising data and creates benchmarks against which nonprofits can measure their performance. In India, however, practical case studies and benchmarking remain scarce. As a result, organisations often start from scratch rather than building on tested methods.

To address this, the GivingTuesday Data Commons launched its first collaborative Indian study: Using Data and Research to Advance Everyday Giving (UDARTA:EG). The study aims to identify actionable insights for nonprofits engaging everyday donors, and findings are expected by September 2025. These insights could be a gamechanger for nonprofits seeking to scale their individual giver strategies.

2. Harnessing the Power of Giving Moments

Worldwide, ‘giving moments’ — specific times that spark collective generosity — have proven highly effective. India has several already: DaanUtsav, India Giving Day, Good Deeds Day, and the global day of celebration for GivingTuesday.

This year’s India Giving Day in March raised over $8 million from 2500+ donors in a single day. SVP India’s Fast Pitch saw over 4000 people participate in the two-hour event that raised ₹5.5 crore. Meanwhile, in the United States, where GivingTuesday is in its 14th year, donors contributed over $3.6 billion last year. In India, campaigns raised ₹3.6 crore — a promising start. The next GivingTuesday, on 2 December, will again encourage global acts of generosity — from donations to volunteering and kind gestures.

These moments are ideal entry points for nonprofits to attract new donors. Success lies in planning smart campaigns that ride these existing waves of generosity, executing them well, and building lasting relationships afterwards. Organisations like e-Vidyaloka, Manzil Mystics, and Sanjhi Sikhiya have effectively leveraged GivingTuesday. Manzil Mystics’ #StrumASmile encouraged all forms of generosity, while e-Vidyaloka mobilised its team for fundraising.

It’s not only global observances that matter. Indian festivals like Diwali, or international days like World Health Day, can also be leveraged to inspire giving. Sanjhi Sikhiya, for instance, centres its month-long retail fundraising drive around Guru Nanak Jayanti each year, and leverages GivingTuesday as a part of this campaign. When people contribute as part of a shared moment, it strengthens community bonds and shared purpose.

3. Building Capacity for Everyday Giving

Early data from UDARTA:EG shows many nonprofits struggle with organisational capacity, shying away from everyday giving due to a lack of resources or know-how. Common challenges include issues such as: ‘We’ve exhausted our networks’, ‘Our cause isn’t crowdfundable’, and ‘We tried, but nobody gave’.

While having a dedicated and well-resourced fundraising team is ideal, most nonprofits start small. Upskilling current staff, testing creative ideas, and planning focused campaigns can make a big difference. Ambitious goals may backfire, but gradual progress, guided by data and training, can be transformative.

Capacity-building efforts are already underway. danaVrddhi by danamojo, crowdfunding platforms like GIVE, and The ILSS Fundraising Program offer structured support. Building on this, GivingTuesday is launching Fail Forward with Retail Fundraising, a practical training program addressing real-world fundraising challenges. Sign-ups are now open for access and updates.

View our Newsletter: https://leadershipinspired.indialeadersforsocialsector.com/

The Road Ahead: Growing a Movement

As India’s social sector confronts a growing funding gap, everyday giving represents a powerful, underutilised opportunity. It can democratise philanthropy, allowing millions to become part of social change, not just as donors, but as advocates and believers in a shared mission.

Asking for small donations isn’t just about raising funds. It’s about inviting people to be part of something larger than themselves. It helps build a sense of civic responsibility and belonging.

Yes, obstacles remain. But with insights from UDARTA:EG, strategic use of giving moments, and investment in training and tools, nonprofits can shift toward a more resilient and inclusive fundraising model. If cultivated well, everyday giving can become the cornerstone of a new era in Indian philanthropy — one where every ₹100 matters, and every giver plays a part in building a more generous future.

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This is the essence of advocacy — ensuring your voice is not just heard, but resonates; sparking change rather than merely raising awareness; telling stories that move hearts; presenting data that compels action; and crafting ideas that influence decisions.

At India Leaders for Social Sector (ILSS), we empower leaders across India’s social sector to perfect this craft. We understand that effective leadership is not fuelled by passion alone; it is about harnessing that passion into a message that demands attention. Social change, as we know, is propelled by a powerful narrative.

Why Communication Is the Core of Advocacy and Social Change

Good Intentions to Meaningful Impact
Advocacy begins with conviction, but it succeeds through communication. Whether you are speaking up for gender rights, clean water, better schools, or inclusive policies, the goal is the same: to move people, to make them care, help them understand, and ultimately, inspire them to act. That’s what makes communication in advocacy so vital. It’s the bridge between mere good intentions to meaningful impact.

Storytelling for Social Change
Across time and geography, social change has been driven by individuals and movements that not only had a message but also knew how to deliver it. Think of the recent campaigns for LGBTQ+ rights and menstrual health awareness, for example. Each combined the power of storytelling, strategy, persistence to shift public perception, and eventually influence institutions.

Context Is Key
In India, where social issues are complex, layered, and deeply contextual, effective advocacy communication enables nonprofits and changemakers to build trust, mobilise communities, shape public discourse, and influence systems. When messages reach the right people at the right time, social change happens.

Strategy Meets Storytelling in Advocacy Communication

Once you understand why communication is essential to advocacy and social change, the next step is learning how to do it well. Successful advocacy communication is never ad hoc. It begins with a clear goal and is backed by a thoughtful, strategic plan. Whether you’re trying to make your work visible, influence policy, shift public perception, or mobilise support, there are four essential steps in any effective advocacy effort.

Know your audience: Who are you trying to reach? A message meant for policymakers won’t resonate the same way with young volunteers or rural communities.

Shape your message: What do you want them to understand, feel, or do? Framing the right content can turn confusion into clarity and concern into action.

Choose the right channel: Is it a tweet, a town hall, a WhatsApp message, or a long-form article? Your medium should match your message.

Offer a clear call to action: What’s the next step? Whether it’s signing a petition, donating, or simply sharing a story, action needs direction.

Running through all of this is one powerful thread: storytelling. The most compelling advocacy efforts don’t rely on numbers alone; they translate data into lived experience, making the abstract feel personal and urgent.

Some core principles can make advocacy communication truly effective.

Clarity: Strip away the jargon. Say it simply. Make your message stick.

Credibility: Back your story with facts and tell it with honesty. Trust builds confidence.

Adaptability: Stay responsive. Campaigns that evolve with time remain relevant and powerful.

When these elements come together, advocacy and social change cease to be abstract goals. They become actionable, compelling, and achievable.

Reaching the Masses with Digital Advocacy

Digital platforms have revolutionised the landscape of advocacy. Today, a viral Instagram reel or a compelling tweet can ignite conversations that previously took months of campaigning to generate. At the heart of successful digital advocacy lies the ability to craft a purposeful communication strategy — one that not only broadcasts messages but actively fosters communities, encourages dialogue, and drives ongoing action.

Key Pillars of a Strong Digital Advocacy Strategy

Audience Mapping: Know who you are speaking to and where they are. Digital campaigns must segment and understand audiences not just demographically, but also psychographically. What do they care about? What platforms do they use? What content formats engage them?

Content Strategy: Every message must be tailored to the platform and moment. Short-form videos, explainer threads, infographic carousels, and vernacular storytelling are all part of the expansive modern digital toolkit. Content should educate, move, and empower.

Multilingual and Inclusive Communication: In a country as diverse as India, digital advocacy must cross linguistic and cultural lines. Adapting content into regional languages and reflecting local realities ensures that messages are accessible and resonate more deeply.

Data-Driven Decision-Making: Digital tools offer real-time feedback through engagement metrics, comment sentiment, share rates, and more. This allows for agile campaigning and sharper messaging.

Ethical and Responsible Use: With great reach comes great responsibility. Digital communication must be rooted in truth, transparency, and respect. The goal is not manipulation, but mobilisation. Leaders must be mindful of privacy, misinformation, and digital fatigue.

Community Building, Not Just Broadcasting: The most successful digital advocacy doesn’t just go viral; it sparks conversations. By fostering interaction, inviting co-creation, and nurturing trust, organisations can build lasting digital movements instead of mere short-lived spikes.

For nonprofits and changemakers in India, digital advocacy is both a great equaliser and a powerful amplifier. From grassroots WhatsApp groups organising community action, to data dashboards showcasing real-time impact, the digital shift has enabled even small organisations to punch above their weight. But success in this space isn’t about simply being online; rather, it’s about being strategic, authentic, and culturally aware.

The Role of Leadership in Social Advocacy

Behind every meaningful movement is a leader who knows how to communicate, not just clearly, but purposefully. In advocacy, leadership isn’t just about holding a position; it’s about setting a direction, building belief, and creating alignment. The most impactful leaders in the social sector are often the most effective communicators. They don’t just speak, they effortlessly connect.

ILSS has consistently emphasised communication as a core leadership competency. Our programs are built on this belief. Whether through structured learning or coaching, we help leaders master the art of communication by refining their ability to craft effective messages, tell compelling stories, and convey them with authenticity and conviction. When leaders learn to wield the power of effective communication, they lead transformation. Those who understand the nuances of strategic communication can transform abstract goals into achievable realities while navigating the complex labyrinth of the social sector and rallying diverse groups towards a common purpose.

How ILSS Equips Leaders to Craft Their Narratives

ILSS is an institution dedicated to holistic leadership development within India’s nonprofit ecosystem, with a communication approach grounded in practical and context-relevant training. Through its programs, ILSS has been nurturing a new generation of changemakers who are as comfortable crafting narratives as they are designing interventions.

The ILSS Fundraising Program, for instance, incorporates the Pitch Fest as a key component. This competitive element enables participating fundraisers to craft and present the narrative of their work, ensuring they pitch to donors with clarity of mission, authenticity in storytelling, and confidence in making the ask. The ILSS Emerging Women’s Leadership Program aids mid-career women in discovering their voice, increasing their visibility, and speaking with authority — skills that are essential for both personal leadership and broader systemic change. A standout feature of the program is the ‘My Terrifically Tiny Tale’ exercise, where participants develop a three-minute narrative that encapsulates their personal story, lived experiences, and vision for the future. This exercise helps them define and refine their leadership identity, enabling them to express it with impact. In The ILSS Digital Transformation for Social Impact Program, participants navigate the course to identify a digital solution tailored to their organisation’s needs, culminating in a presentation of their proposed solution to mentors for validation and support.

Through these and other efforts, ILSS enables nonprofit leaders to move beyond operational execution and become confident, credible voices for the causes they champion.

Driving Social Change Through Voice and Vision

As India’s social challenges evolve, so must its leadership. The ability to communicate with purpose to inspire, persuade, and spur action is no longer optional; it’s essential. ILSS is championing a new kind of leader: one who doesn’t just understand the problems, but can shape the conversations that lead to solutions.

If you believe in the power of voice, vision, and values to drive social change, ILSS invites you to be part of this journey. Explore our programs and discover how you can become a leader who doesn’t just respond to change, but pioneers it.

Visit India Leaders for Social Sector (ILSS) to learn more.

About the Author

Tapoja Mukherji
Senior Manager – Marketing and Communication

Tapoja Mukherji is the senior manager, communications at ILSS, leading the organisation’s communications efforts to ensure its message is conveyed with clarity, impact, and resonance across platforms. With two decades of experience in publishing, content writing, and editorial leadership, she previously served as the senior editor of TTIS, a leading children’s weekly from The Telegraph, Kolkata. She has a strong background in storytelling and editorial management, specialising in crafting impactful narratives, proofreading, and copy editing. She began her career as a high school teacher before transitioning into media and communications, where she discovered her passion for shaping narratives and engaging audiences.

The post The Art of Advocacy: How Strategic Communication Drives Social Change appeared first on India Leaders for Social Sector.

The team soon discovered that the problem was not the quality of training. In fact, the girls loved the content, the teachers and their simple ways of training. The program’s success was being shaped by the larger social and cultural ecosystem. Like many underprivileged households in India, these girls faced pressures to do housework, care for their younger siblings, marry early, or have limited hours for which they can step outside their homes. The team soon realised that they had to work through navigating the larger socio-cultural barriers at play. They started working with the community and their families. They talked about redefining gender roles within the community and ensured the learning space felt safe and supportive to the parents. The team even planned to conduct sessions for parents and create new support systems in the community, so that these girls can take out time for the training.

The above anecdote reflects a broader truth about India’s social sector. Behind every social issue lies a web of other interrelated issues. It is this complexity that makes working with the social sector so demanding yet so vital.

This is a composite story based on real challenges faced by nonprofits working in informal settlements across India.

What Makes the Social Sector so Complex?

Working in the social sector means working to improve social issues in the domains of education, health, poverty, environment, gender equality, sustainability, and much more. Over the last few years, the sector has seen an increase in the number of nonprofit organisations and other civil society groups working in different ways to solve social issues at scale. The problems that these stakeholders want to solve are rarely straightforward, but highly interwoven. Take, for instance, a nonprofit trying to improve school attendance. They can’t do so without looking at a child’s access to proper nutrition, overall family income, or the safety of getting to school. Child nutrition and health, on the other hand, may involve taking care of clean water, sanitation, and access to proper healthcare facilities.

Each problem is connected to many others, and hence, trying to fix just one issue without understanding the full picture can lead to limited results or even create new problems. Moreover, India is a land of socio-cultural diversity. Hence, social systems such as caste, gender, and geography also play a big role in access to equal opportunities within the larger social context of the Indian subcontinent.

‘You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.’
— Buckminster Fuller

Systemic Lens: Seeing the Bigger Picture

Systemic Approach

To make lasting change, social sector organisations must look beyond individual problems and adopt a systemic approach, i.e. seeing issues as parts of a whole. Returning to the Dharavi example, what seemed like an increased dropout rate turned out to be a web of deeper challenges, such as family expectations, gender norms, safety, and restriction on mobility. Hence, the team had to not just work around training, but also build long-lasting trust with families, create safe spaces, and subtly challenge gender and social norms over a period of time.

Akshaya Patra Foundation

The Akshaya Patra Foundation, for instance, operates one of the world’s largest mid-day meal programs, serving over 2.25 million children across 16 states and 3 union territories in India. Their studies have shown that midday meals improve attendance rates among school children, reduce dropout rates, improve classroom performance, help in cognitive development and improve nutritional levels drastically. Hence, by providing nutritious meals in schools, the organisation not only combats classroom hunger but also incentivises school attendance, especially among children from economically disadvantaged backgrounds.

Effective Practices to Navigate Social Sector Challenges

Apart from adopting a ‘systemic lens’, navigating the complexity of the social sector also includes adopting some other effective practices such as:

Stakeholder Alignment

This involves aligning all stakeholders, beneficiaries, community leaders, funders, and government officials to build a shared understanding of the problem and a shared vision for a solution. It’s only when the problem is identified clearly, can the problems be solved.

Digging deeper

Solutions to the social sector issues might appear very simple and logical at the outset. However, they are rarely as straightforward. Looking for root causes of problems, not just symptoms, and asking oneself, ‘What exactly is going on here?’ becomes imperative.

Adaptability and flexibility

Once the root cause of the problem is identified, the social sector organisations need to constantly adapt their implementation and impact strategies for need-based, real and sustained impact.

Redefining the meaning of ‘success’

Unlike the private sector, ‘success’ in the social sector is much harder to measure. Improvement in the lives of the people at large – better living conditions and access to health, empowered girls, women and communities takes time, and might not show up immediately. In fact, it might not show up for years. Human shifts like changes in mindset, attitudes or confidence, are difficult to measure.

Collaborative Efforts

While approaching a problem, all stakeholders come with different expectations and impact needs. The on-ground organisations need to hold it all together and need to strongly align with various stakeholders from time to time. Solutions to social issues need to be created with collaboration, patience, and creativity. Sometimes, situations demand tough choices where there is no perfect answer, yet one has to take the best possible way ahead.

Social sector leadership to navigate the complexity

The Need for Purpose-Driven Leaders

The sector needs leaders who not only understand scale and systems but who also lead with empathy, humility, and a people-first mindset. The sector needs seasoned professionals from the corporate world, where their experience in navigating complexity, leading teams, building systems, and driving results can be transformative for the social sector. However, leaders who cross over to the sector, often find themselves in situations where traditional success metrics don’t apply, and impact is much harder to explain and quantify. The sector doesn’t provide simple answers, and progress is often slow and time-consuming. This often calls for a significant shift in mindset and a deeper understanding of the social sector’s unique dynamics. Crossover leaders who choose to work in the sector must have a clearer understanding of their values, motivations, and limits to stretching.

ILSS: A Transformative Leadership Journey

Such a transition requires a structured space that can foster reflection, learning, and help build a systemic lens towards the sector. The ILSS Leadership Program is a 9-day immersive experience designed for senior professionals from the private sector who seek to meaningfully engage with the social sector. Blending theory with practice, the Program focuses on both the ‘head’ and the ‘heart’. Leaders are encouraged to think clearly and act with purpose and empathy by embracing approaches that are inclusive, holistic, and sustainable. The participants leave not only with practical tools but also with the clarity and confidence to navigate the complexities of the social sector.

Conclusion

By now, it has been established that the social sector is not just about solving problems; it’s about understanding them deeply. This comes from a conscious work on listening, adapting, and working with the system as it is. This can be challenging and uncertain, but it is also deeply rewarding. It asks us to bring not just our skills, but our whole selves, with clarity, compassion, and courage. As Margaret Mead once said, ‘Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has.’ For those of you who are ready to navigate this complexity with intent, the social sector offers a powerful opportunity to create impact that lasts and to find meaning that truly matters to you.

See you on the other side!

About the Author

Nupur Mahajan
Associate Director

Nupur Mahajan has a decade of experience in content creation, training, and facilitation, working across EdTech, Big 4, healthcare, and IT sectors. An entrepreneur at heart, she was a founding team member at Parwarish, leading efforts to unlock human potential. She later worked in both corporate and startup spaces, designing and delivering learning programs for senior women leaders, mid-management, and early talent at Deloitte India Shared Services Pvt. Ltd. As director of learning at Ingenious Faces, she taught a 110-hour design thinking course globally. Nupur holds a master’s in human development and childhood studies (University of Delhi) and is passionate about fostering entrepreneurial mindsets in young talent across India.

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Leadership in the social sector is distinct from the mainstream understanding of leadership due to the unique context, values, approaches, and challenges it entails. Nonprofit leadership skills involve navigating complex social issues, collaborating with diverse stakeholders, and demonstrating empathy, transparency, and accountability.

Drawing from such realities, Social Sector Leadership must be driven by the tenets of systemic leadership. Systemic leadership eschews orthodox designations of leader and follower as the starting point of its inquiry and focuses on leadership as an emergent phenomenon in the collective. Systemic leaders understand power relations and identity constructions that are inherent in social systems which play a direct role in legitimising and reproducing divisive and exclusive societal roles.

Leadership is considered a social process occurring among members in a social setting regardless of what position they hold. Formal and informal interactions, seen and unseen alliances, and differences and convergences align and mobilise the members in the social context towards a shared vision, making leadership an emergent phenomenon. Leadership becomes a practice that denotes an engagement with messy and complex realities of bringing about collective collaboration across multiple interests around a shared purpose to enable systemic shifts.

Primacy of working on the self

Social Sector Leadership shifts the focus from the individual to the collective. For such impact-driven leadership, leaders must go through a critical rethink of their own position and boldly embrace viewpoints from other stakeholders, who may have contrarian perspectives, in a process where they may often have to de-centre themselves in the path towards creating a shared future.

To navigate the challenges in social leadership, self-discovery, emotional balance, and resilience are foundational. Emotional balance is vital for maintaining perspective and making rational decisions in high-stress situations. Social sector leaders often face challenging environments marked by resource constraints, political pressures, and community expectations.

Following are some benefits of working on the self:

• By cultivating emotional intelligence, leaders can manage their own emotions, respond empathetically to others, and maintain composure during crises.
• Emotional stability enables leaders to navigate the social sector’s complexities with grace and efficacy, ensuring steady progress toward their goals.
• Resilient leaders can withstand pressures and maintain their focus on the mission, inspiring their teams to do the same.
• Resilience is crucial for sustaining momentum and achieving lasting impact.

Discussions presented above point toward the necessity of bringing together a variety of dimensions to equip leaders with the knowledge, skills, and mindset unique to the social sector. The next section elaborates on this thinking in further detail.

Also Read Balancing Compassion and Efficiency

Dimensions of Social Sector Leadership

Social Sector Leadership is a transdisciplinary endeavour that draws on the following dimensions:

• Developmental: Effective leadership must begin with self-discovery and self-awareness. Self-discovery is the process of gaining insight into one’s own personality, values, beliefs, strengths, and weaknesses. It involves introspection and reflection, leading to a deeper understanding of oneself. Self-awareness is the ongoing conscious knowledge of one’s character, feelings, motives, and desires. It allows leaders to understand how their actions and decisions impact others and the environment in which they operate. Together, these processes help leaders align their personal values and motivations with their professional roles, enabling them to lead with authenticity and integrity.
• Perspectival: India’s social fabric is intricately woven with layers of cultural, economic, and political diversity. Each region has its unique challenges and opportunities, shaped by historical, geographical, and social factors. A one-size-fits-all approach to social impact interventions often fails to address the specific needs and circumstances of different communities. Therefore, a perspectival approach must be considered for crafting community leadership strategies. Such an approach considers the unique characteristics and needs of specific target geographies and populations, ensuring that strategies are tailored and contextually relevant. In the following discussion, we will touch upon some of the key perspectives that need consideration.
• Sectoral: Effective leadership in the social sector necessitates a comprehensive understanding of the various sectors in which interventions are designed and implemented. This mandates covering critical areas such as education, health, livelihoods, climate and sustainability, gender, civic area regeneration, and the restoration of places of historical and environmental importance, among others.
• Functional: Involves understanding of the policy context and program design that includes strategic planning, resource mobilisation, program development and evaluation through theory of change, programmatic communication and advocacy, the ability to think creatively, adapt to changing circumstances, and embrace innovation to address evolving social challenges and opportunities. Such understanding hinges on a systems thinking mindset that appreciates and accounts for interconnections, feedback, and emergent behaviours and patterns.
• Organisational: Effective social impact leadership demands a suite of organisational capabilities such as talent management (recruiting, developing, and engaging diverse sets of sectoral and crossover teams), fundraising (securing resources through grants and partnerships, marketing (storytelling, branding, reputation management), digital (tools and platforms process efficiency, knowledge management, analytics and innovation), and board governance (ensuring oversight, accountability, and strategic guidance).

Working in the social sector presents a unique set of intricacies due to its intersection of various factors, internal and external to the organisation. Being cognizant of these nuances and intricacies is crucial and the five dimensions of Social Sector Leadership can help us in navigating the complexities of the sector effectively.

About the Author

Dr Rajneesh Chowdhury
Head – Centre of Excellence for Leadership

Dr Rajneesh Chowdhury leads the Centre of Excellence for Leadership at ILSS. A distinguished professional with over two decades of experience, his expertise spans management consulting, lifelong learning, social impact, and strategic communications. He played a pivotal role in designing and launching a master’s program in systems thinking and leadership for the UK civil service at the Birmingham Leadership Institute, University of Birmingham. Rajneesh holds an MA in Sociology, an MSc, and a PhD in Systems Thinking. He is the author of two books and several peer-reviewed publications and has been appointed a Fellow at the Centre for Systems Studies (UK) for his contributions to systems thinking and practice.

The post Social Sector Leadership: Key Dimensions for Effective Change and Impact appeared first on India Leaders for Social Sector.

Similar to Ganga, the work of a social sector leader often entails empathising deeply with the communities they serve, while simultaneously ensuring that resources are efficiently allocated. This balance is not just an essential leadership quality, but it is also the cornerstone of achieving meaningful, long-lasting impact in the social sector. Let’s understand the meaning and application of the concepts of compassion and efficiency in the social sector.

Understanding compassion as the driving force in social purpose organisations (SPO)

‘A generous heart, kind speech, and a life of service and compassion are the things that renew humanity’.

In this quote, Gautam Buddha defines compassion as a quality to embody deep empathy, the ability to truly understand and share another’s feelings. Compassion demands a rare combination of self-awareness, humility, and a connection to a larger purpose beyond oneself. It thrives in genuine human connection: in active listening, empathetic dialogue, and creating safe spaces where individuals feel seen, heard, and valued.

Several SPOs keep compassion at the core of their mission and vision in order to bring large-scale changes in society. Organisations such as the Akshaya Patra Foundation (APF) address the critical issue of malnutrition by ensuring that children from under-served communities receive at least one nutritious meal daily. This, in turn, also improves children’s attendance, concentration, and overall well-being in government schools. Goonj is another such example of an organisation that focuses on dignity over charity by ensuring recipients are not mere ‘beneficiaries’ but partners in the process. Goonj focuses on prioritising community-based solutions that are rooted in empathy and a deep understanding of the needs of vulnerable populations.

Compassion is the invisible thread that connects a leader’s passion for societal change to the perseverance needed to overcome inevitable challenges. However, compassion alone cannot create change. Without operational efficiency, strategic thinking, and creative problem-solving, even the deepest acts of empathy and compassion can fall short of delivering meaningful impact.

SPOs need efficiency to drive results

With organisations often struggling to find committed and long-term funders, creating effective and scalable operational structures becomes imperative. Long-term funding often comes with a clear expectation of maintaining transparency along with measurable impact. High-impact organisations are often seen streamlining their processes, such as taking measures to reduce administrative overheads, avoiding duplication of work to improve effectiveness and results, etc.

Continuing on my above example of Akshaya Patra Foundation, ever since 2000, APF has leveraged technology to serve millions of children through its mid-day meal program, making it the world’s largest not-for-profit initiative of its kind. Its state-of-the-art kitchens employ advanced technologies like blockchain, AI, and Microsoft Dynamics and are setting global benchmarks in efficiency and quality. Using these efficient processes helps APF to enhance traceability, i.e. enabling end-to-end tracking of food ingredients from sourcing to meal preparation, inventory management, donor transparency and quality assurance. Operating 75 kitchens across 16 states and two union territories, APF reaches over 2.2 million beneficiaries in 23,000+ schools and Anganwadis. In 2024, APF partnered with Delhivery to track meal distribution in real-time, optimising routes and resources to enhance delivery efficiency.

Goonj, on the other hand, works tirelessly to convert the discarded urban materials into valuable goods that can be utilised by communities in need. They support the rural communities by helping them identify and address their local needs and then distributing these valuable goods within those communities. This participatory approach ensures that resources are used effectively for impactful projects while fostering a sense of ownership with the local community. By establishing hubs in multiple cities across India, Goonj operates on decentralised models, hence allowing optimisation of logistics, reduction of transportation costs, and ensuring faster and more effective distribution of resources. Moreover, their well-organised processes for collection, sorting, and distribution ensure minimal wastage and timely delivery of resources. By integrating technology for tracking donations, managing inventory, and streamlining communication across its hubs, Goonj successfully creates meaningful, scalable, and sustainable impact while maintaining a low operational footprint.

Balancing compassion with efficiency: Practical strategies for leaders

In the social sector, relying solely on compassion or efficiency without balancing the two can lead to significant challenges. Leaders and teams who operate entirely on empathy and emotional drive risk compassion fatigue and burnout, as the constant exposure to others’ suffering can drain one’s own emotional reserves. On the other hand, leaning too heavily into efficiency due to funders’ demands of measurable outcomes might overshadow the real human needs at the core of an organisation’s mission. Hence, striking a balance requires open communication with donors, advocating for flexibility, and aligning funder priorities with beneficiary realities. Leaders must ensure that while processes become more structured, the organisation’s ethos and commitment to empathy remain intact.

Here are some practical tips to help social sector leaders achieve a balanced approach that integrates compassion and efficiency:

• When facing competing priorities, it is essential for social sector leaders to keep the mission at the heart of decisions and use it as a guiding star to anchor all the decisions.
• Resource allocation needs to be strategic in terms of identifying high-impact programs and reallocating resources from low-impact initiatives to scale the programs that perform well.
• Fostering regular and open communication is another mark of effective leaders. By regularly engaging with teams and understanding their challenges and perspectives, social sector leaders can help design programs and initiatives centred around the principles of human-centred design.
• Leveraging digital tools like data analytics, CRM platforms, and digital fundraising tools come in handy to help leaders automate processes like donor engagement. Integrating these technologies, social sector leaders can better focus on creating impactful programs that truly meet the needs of their communities.

Balancing compassion and efficiency is not just a skill but a defining trait of impactful leadership in the social sector. Social sector leaders must balance emotional sensitivity with skills to implement large-scale solutions effectively. Creating equilibrium and harmony between the heart (compassion) and head (strategy) empowers leaders to create lasting, scalable change without losing the heart of their mission. At ILSS, we invite leaders like Ganga for our flagship Leadership Program to gain insights into the skills needed to navigate these nuanced decisions with courage and conviction.

About the Author

Nupur Mahajan
Associate Director

Nupur Mahajan has a decade of experience in content creation, training, and facilitation, working across EdTech, Big 4, healthcare, and IT sectors. An entrepreneur at heart, she was a founding team member at Parwarish, leading efforts to unlock human potential. She later worked in both corporate and startup spaces, designing and delivering learning programs for senior women leaders, mid-management, and early talent at Deloitte India Shared Services Pvt. Ltd. As director of learning at Ingenious Faces, she taught a 110-hour design thinking course globally. Nupur holds a master’s in human development and childhood studies (University of Delhi) and is passionate about fostering entrepreneurial mindsets in young talent across India.

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Ananya, a talented corporate lawyer and associate partner at a top Indian law firm, often witnesses the injustices faced by the less privileged in the same court where she wins cases for her wealthy clients. As she observes these inequalities, she wonders if there is any way she can use her skills to support those with fewer resources. She often asks herself – what does it mean to work for the rights of the underprivileged? However, she struggles to find answers because of her limited knowledge of the social sector. Her decision to explore working in this sector is further clouded by the numerous misconceptions she harbours, the most common among them being that the sector is solely about charity, confined to grassroots or ‘jhola wala’ work that typically involves rural fieldwork or direct community engagement. As she contemplates on her intent, she also wonders – how much of it is true and what are the other avenues to contribute?

Ananya is not alone. The last decade has seen an upsurge in the number of talented private sector professionals who have shown interest in working with the social sector. However, many are held back due to their limited understanding and the numerous misconceptions that create a negative narrative around social sector careers. Here, we attempt to break these stereotypes and offer a clearer understanding of the social sector as it exists today.

Busting myths about the social sector

The social impact sector is often misunderstood and has several common misconceptions surrounding it. Many believe that transitioning from the corporate world to the development sector means moving into easy and low-pressure jobs, as compared to the hectic corporate environment. Some also believe that most of the organisations working for social impact are not-for-profit and the sector may not offer ample avenues to demonstrate innovation and professionalism. However, challenging these myths reveals a completely different reality.

The social sector in India is diverse, dynamic, and ever-evolving. Driven by the growing availability of corporate social responsibility (CSR) funds and philanthropic capital, the Indian social sector is currently in a high-growth phase. The sector employs some of the most versatile and brightest minds, who maintain high levels of professionalism and skilled expertise to address some of the most complex problems through innovation and sustainable solutions. Much of the social sector now thrives on innovation, passion, vigour, and genuine commitment. Take, for example, the Self Employed Women’s Association (SEWA), which focuses on rural development and has been instrumental in empowering women through microfinance initiatives. By providing women the financial resources to start their own businesses with, SEWA has not only transformed individual lives but also informed policy changes to support women entrepreneurs. Anecdotes from SEWA’s work include women who, with a small loan, started their own weaving business that eventually employed many villagers, showcasing the ripple effect of their grassroots impact.

Another example is the Central Square Foundation (CSF), a leading social sector organisation involved in multiple aspects of educational reform. They are not only engaged in rigorous research and policy advocacy but also in practical implementation, collaborating with schools to ensure that their work has a tangible impact at the classroom level. The CSF employs some of India’s brightest minds, who steer the organisation’s multifaceted approach with strong commitment and dedication.

SEWA and CSF are just two examples of the many other organisations that form the dynamic social sector in India. As the sector rapidly evolves, there is a growing demand for more talented professionals working in the sector, across various capacities.

Career Opportunities in the Social Sector

The evolving social sector landscape is creating a wealth of career opportunities for skilled professionals. Here are some of the key roles available in the social sector:

• Research and Analytics: These professionals gather, analyse, and interpret data to inform decisions and strategies. They conduct studies to understand social issues, guide program design, and measure effectiveness, optimising interventions and demonstrating impact.
• Strategy: Strategy professionals focus on long-term planning, aligning activities with mission and goals. By developing strategic plans, analysing markets, and engaging stakeholders, they ensure cohesive and effective initiatives in the sector. Their strategic vision helps organisations navigate challenges, drive innovation, and enhance overall impact.
• Project Management: Project management professionals oversee planning, execution, and completion, ensuring projects meet objectives on time and within budget. They coordinate with stakeholders, manage risks, and ensure efficient implementation.
• Impact Evaluation: The professionals working in this domain measure program outcomes using qualitative and quantitative methods. They analyse data, assess effectiveness, and provide feedback to improve programs, ensuring accountability and meaningful change.
• Fundraising: These professionals secure financial resources through strategies like grant writing, donor cultivation, and events. They build relationships with donors and sponsors, ensuring financial stability for continued mission success.
• Enabling functions: These include roles in finance, HR, IT, legal, and administration that ensure smooth operations. They handle budgeting, recruitment, and IT management, supporting the organisation’s mission and impact.

There are also numerous roles within the private sector that address social and environmental concerns, driven by government mandates, corporate social responsibility, or a combination of both. Some of these private sector roles include:

• Corporate Social Responsibility (CSR): Professionals in CSR roles design and manage initiatives aligned with company values and community needs. They ensure compliance with CSR mandates, manage budgets, and measure impact, collaborating across departments and engaging stakeholders effectively.
• Environment, Society and Governance (ESG): ESG professionals integrate environmental, social, and governance factors into business operations, ensuring sustainability and ethical practices. They develop policies for reducing environmental impact, manage social issues like labour practices, and ensure regulatory compliance. Their role includes risk assessments, setting targets, and preparing sustainability reports to drive long-term business sustainability.
• Social Impact Consulting: Social impact consulting firms guide organisations in achieving social outcomes. Firms like Dalberg, Sattva, and Bridgespan offer expertise in strategy, planning, and scaling, enhancing impact and best practices.

Dealing with social issues in India is a challenging task that requires many bright minds working together in the sector. The sector is brimming with diverse opportunities for those with passion, offering a dynamic environment for innovation and growth. Bridging the gap between passion and skills, organisations like the India Leaders for Social Sector play a crucial role in building leadership capabilities, enabling career transitions, and mobilising the ecosystem for catalytic impact. Their programs equip corporate leaders with the essential knowledge, skills, and mindset to navigate the complexities of the social sector effectively.

Whether you’re drawn to research, strategy, project management, or fundraising, your expertise can contribute significantly to creating impact in the social sector. The sector needs more talented individuals like Ananya to drive progress, create lasting social impact, and contribute to a more equitable world.

Insights on Social Sector Career Transition from Aakanksha Gulati, Ashish Dhawan, & Tarun Cherukuri

About the Author

Nupur Mahajan
Associate Director

Nupur Mahajan has a decade of experience in content creation, training, and facilitation, working across EdTech, Big 4, healthcare, and IT sectors. An entrepreneur at heart, she was a founding team member at Parwarish, leading efforts to unlock human potential. She later worked in both corporate and startup spaces, designing and delivering learning programs for senior women leaders, mid-management, and early talent at Deloitte India Shared Services Pvt. Ltd. As director of learning at Ingenious Faces, she taught a 110-hour design thinking course globally. Nupur holds a master’s in human development and childhood studies (University of Delhi) and is passionate about fostering entrepreneurial mindsets in young talent across India.

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