100 Days of Gratitude - Day 21: Elizabeth Stefanski

Eli Stefanski

This blog post that Elizabeth Stefanski wrote sums up a lot of what GlobalGiving is about.  What Elizabeth does not fully convey is how central her leadership, work, creativity, and never-say-never attitude was to GlobalGiving in the early days.

Eli joined our fledgling team at a time when we faced what we thought were insurmountable obstacles.  And she surmounted them.  GlobalGiving would probably not exist today - and certainly not be as successful as it is - if not for Eli.

Plus Eli brought to the culture of GlobalGiving an attitude that "even though this is hard, very hard, it also has to be fun, and what the heck let's go out and run a marathon in the middle of all this stress."  That was a real lesson for me.

For all that, and much more: Thank you, Eli!

100 Days of Gratitude - Day 20: Ami Dar

Ami Dar

In late 2000, I was in New York City for some meetings when I got a call from Mari, who said "You have to go meet Ami Dar.

"Ami Dar?" I replied, "Who is he?"

"Find a copy of the Chronicle of Philanthropy - he's on the cover,"  she replied.  And so I did (in those days, there were actual magazine stands and shops!)  I read the story right away and then called Ami.

He invited me to his office that afternoon, and we spent a couple of hours talking about what the new thing called the Internet might mean for aid and philanthropy. Ami had started something called Action Without Borders in 1995, whereas Mari and I were just starting to think about launching what is now GlobalGiving.

At that time, there were very few people who understood the concept of what we were hoping to do - much less had any experience implementing something like it.  Ami was already in the process of thinking about the next phase of Action Without Borders, which would go on to become the very well known Idealist.

Fast forward to eleven years later.  I meet a new staff member at GlobalGiving who is terrific.  I say to Mari "Wow, she seems good.  Where did we find her?"

Mari looks at me like I am a moron and says "Idealist, of course - where else?"

Over the years, I have seen Ami here and there.  What strikes me each time I see him is that he is about action, not talk.  Others get more PR, but few get more done than Ami.  He does not go to that many conferences, but when he does you can be sure he will be worth listening to.  Candor, not flattery, is his middle name; he tells it the way it is (and that does not always make other people happy)!

What Ami may not know is how much that first meeting meant to me in terms of giving me the courage to  take the leap into the great unknown and launch GlobalGiving with Mari.  Trailblazers like Ami are few and far between, and they show the rest of us the way.  For that, I am very grateful.

100 Days of Gratitude - Day 19: Angus Deaton

Prof. Angus Deaton

Angus Deaton, who recently received the BBVA Frontiers of Knowledge Award, is in my pantheon of professors.  No one in my graduate school gave me better tools to understand the world than he did.

His class in cost-benefit analysis in 1983 enabled me later in life to hold my own with the world's top experts in the area (and it has informed my skepticism about the current emphasis on metrics in aid and philanthropy).  I regret I did not devote more effort to his econometrics class - but even half my attention gave me more understanding of that discipline than many practitioners have.

In this day and age of one silver bullet after another, Angus stands out as a sober source of intelligent insight and perspective - especially related to the latest fads.

For example, in 2009 he wrote an understated but devastating critique of the exaggerated hype about randomized controlled trials in development aid.  Last year Angus delivered a low-key but serious indictment of the entire foreign aid apparatus, something he and I have both worked with for decades.  (The video is not easy to watch, but it does contain painful truths we all need to grapple with, and I highly recommend it.)

I was lucky enough to get a very good education before I started my working career, and it was professors such as Angus Deaton who gave me the skills to do what I am doing today.  For that, I am exceptionally grateful.

Why I will Buy More Jawbone

What do great companies do when they make a mistake?  They fix it.  They don't stonewall. They don't send form letters saying "We value customer feedback." They fix the problem.  And when they do, even if it is costly, the returns to them in terms of customer loyalty is huge.

Last year, Jawbone released UP, a highly anticipated "revolutionary" wristband that promised to "track your daily activities and inspire you to be live a healthier lifestyle."  The initial reactions were positive - the wristband itself is stunningly beautiful, and the features included were very cool.  Some users loved it. But others found fatal and/or highly annoying flaws in the details of its design and functioning, and they made an uproar about it.

In response, Jawbone did not hunker down.  Jawbone did not go into denial, or say that the problems were due to user error or misunderstanding.  Instead, Hosain Rahman, Jawbone's CEO, took the extraordinary step of posting a letter on the web site that said, in part: "While many of you continue to enjoy the UP experience, we know that some of you have experienced issues...Given our commitment to delivering the highest quality products, this is unacceptable, and you have our deepest apologies."

But he did not stop there.  He then said the following:

When you see a company do this, you know that it is on the right track for the future.  You want to buy more of their products.  I just bought a Jambox speaker from them with my refund.  And who knows, I may just buy some stock in the company.

100 Days of Gratitude - Day 18: Morehead Foundation

Chuck Lovelace

This past year I have been spending a couple of days a month at UNC-Chapel Hill as "Global Social Entrepreneur in Residence."  It's a pleasure to be able to give back a little bit to my alma mater.  This place is bursting with creativity and energy.  The students, smart and motivated, are not waiting for permission to launch all sorts of initiatives aimed at improving the world.  The faculty and administration, to their credit, are devoting great energy and resources to supporting the entrepreneurial spirit of the students while also maintaining standards of academic excellence.

My days here are packed with meetings with students seeking advice on their ventures, classes designed to give students the tools needed to succeed , and meetings with faculty who are thinking up new ways to make the soil even more fertile for innovation in Chapel Hill.  Each day I am here makes me prouder to be a Tar Heel.

As I wrote earlier, to the extent that I have achieved anything in life it has been because of the help I have received along the way.  Nothing illustrates this better than the scholarship I received from the Morehead-Cain Foundation that brought me to UNC in 1979.  The Foundation paid not only my tuition and living expenses but also provided resources for me to do several internships - including an extended stint in Kenya and Nepal - that put me on the path I have been on my entire professional career in international development.

Megan Mazzocchi

Tomorrow I will spend a bit of time at the Foundation offices and get a chance to see Chuck Lovelace, the Executive Director, and Megan Mazzocchi, Associate Director.  They have both helped steward the Foundation since the mid 1980s, through financial times both thick and thin. Like the University itself, the Foundation is thriving now, better than at any time in its history, and Chuck and Megan (together with the extraordinary Trustees and benefactors) deserve huge credit for what they have achieved.

But above all, they deserve my thanks.  I hope I will live long enough to repay what they and others at the Foundation have done for me.

Who moved my AYT?

"$40,000 per month?  You must be joking."

I am happy our neighborhood in Washington DC is thriving.  Before we moved here, it used to be too dangerous to walk here, even during the day.  It is now a happening place, with all sorts of restaurants, theaters, and places to hear live music.  Fortunately, it remains ethnically and socio-economically diverse.  It's still edgy (there is too much crime), but I like it.

Nonetheless, development brings costs, as well all know.  I have had friends in the neighborhood who have had to move out because the rents have risen.  And some of the funkier businesses have gone away.  I had thought about this mostly in the abstract until the other day when I drove over to 14th St to get a tire fixed only to find my neighborhood garage closed.  One of the managers was there packing things away.  When I asked him why he was leaving, he said:

"When our lease came up, they raised our rent from $14,000 per month to $40,000 per month."

$40,000 per month? You must be joking," I replied.

"We might have been able to pay a bit more, but not triple.  There was no way."

Wow.  $40,000 per month.  That puts some numbers around the whole phenomenon, doesn't it?

Diffusion of Innovation - Prius Edition

Last week I got in a taxi at Union Station here in Washington, DC and was surprised that it was a Toyota Prius.  Though I like the efficiency of the Prius, what I really appreciate is the ride - so much better than the rickety old jalopies typically lying in wait for passengers at the station.

I asked the driver whether he liked the car, and he replied immediately "Love it. Just love it."  I asked him about gas mileage, and he said that he gets good mileage in the winter, but he takes a hit in the summer.  "What does that mean exactly?" I asked.  "Well, in the winter I get about 52 miles a gallon, but in the summer it goes down to 47 or 48."

When I expressed my amazement, he told me that he saves $1,000 per month in fuel costs alone compared to the old beat-up sedan he used to drive. "Good lord, if that's the case, then why don't all drivers use hybrid cars?" I asked. "Two reasons," he replied.  "First, most people believe that hybrid cars break down a lot and are expensive to maintain.  And second, they can buy a beat up car for $700, whereas this one costs $24,000 new."

"Actually," he went on, "this car has needed nothing but oil changes in the two years since I have had it.  My old car was in the shop for expensive repairs every month or two - and I couldn't drive it during that period.  So this car is actually cheaper.  With the fuel savings alone, I can pay off the car in two years, and that doesn't even count the repair costs I avoided.  And even after my car is paid off, it is still worth $10,000 or more."

I sat there with my economist's hat on, wondering why all taxis in Washington weren't hybrids.

"They'll come," said the driver, reading my mind.  "It just takes time for people to realize what a good deal they are."

100 Days of Gratitude - Day 17: The GlobalGiving Team

GlobalGiving is catalyzing a global market for ideas, information, and money that democratizes aid and philanthropy.  In the process, the unbelievable team there has helped 5,200 qualified organizations in 129 countries raise $57 million from 248,000 donors and some of the world's most innovative companies and foundations.  (And this does not include the $15 million they have helped Pepsi distribute to hundreds of US-based organizations.)

I could go on and on about their achievements, tenacity, and exploits.  Or about the pathbreaking feedback loops they are creating that provide incentives for ever-increasing quality and impact.  Or...

But instead, I just want to show the video below, which is worth a thousand words and more.  As we begin a new year, I want to say thanks to them all.  What a pleasure and privilege it has been to work with you.  And the best is yet to come.

100 Days of Gratitude - Day 16: Sombit Mishra

Many years ago, we hired a young guy named Sombit Mishra.  He brought to GlobalGiving a nice three-piece suit but pretty much zero experience.  In those days, we had little money and a lot of unskilled labor.

Shortly thereafter, I was out in Palo Alto at the offices of Kleiner Perkins talking with our advisor Randy Komisar.  "Do you have a dashboard for keeping track of your progress against targets?" he asked. "Of course we do," I replied. "I'll send it to you when I get back."

Upon my return to Washington, I called Sombit into a conference room and said, "Sombit, I want you to put together a dashboard for us." His bottom lip trembled, and he said nothing.  Finally: "What's a dashboard?"  "It's progress against targets," I replied. "Just do what you think makes sense, but be ready with a draft for the staff meeting next week."

Thus was born the GlobalGiving dashboard, which has been the centerpiece of GlobalGiving's weekly staff meetings for the past eight years.  The dashboard started off crudely, but Sombit made steady improvements.  Every week after the staff meeting I gave him feedback and pushed him to create analytics that he had no experience with. In retrospect, I was a little hard on him - I probably put him under a little too much stress, which I regret.  But Sombit never said never.  Head down, he pushed ahead.

After a couple of years, Sombit went on to business school at MIT and founded a company, EveryFit, of which he is now CEO.  But he left behind at GlobalGiving an exceptional legacy of focus and discipline.  When he created our dashboard, we had facilitated just a few hundred thousand dollars of donations.  We closed the year 2011 with a cumulative total of over $85 million raised for 5,000 organizations in 129 countries.

All of us owe Sombit a tremendous debt of gratitude. As the year 2012 opens, I want to say this publicly:  Thank you.

100 Days of Gratitude - Day 15: Weekends in WV