Visionary practitioners are showing how.  

The American University of Beirut (AUB) has invited David Haskell to chair a social enterprise panel on responsible business models. This panel will be featured at the first conference on Corporate Social Responsibility in the Middle East and North Africa (MENA) hosted by the AUB Oleyan School of Business, Friday 4 to Saturday 5 May, 2012.

Alongside Dreams InDeed, the social enterprise panel will include founders and managers of Souk El Tayeb, Cedar Environmental, Sarah’s Bags, 2B Design, and Tomorrow’s Youth Organization.

Here are some tough questions David and the panel of social enterprise practitioners will tackle:

· Is the Arab Spring an opportunity or threat for MENA social enterprise?

· What social enterprise challenges are unique to MENA?

· How can social enterprises discover or create markets in MENA?

· Does mixing economic, social, and environmental aims require trade-offs?

· How can social enterprises compete with single bottom-line business?

· How can social enterprises attract investment into MENA turbulence?

· How can social enterprise harness spiritual values in sectarian contexts?

For more information, the conference program, schedule, and registration details are available at http://osbcsr.blogspot.com/.

This April, UC Berkeley Haas and Duke Fuqua Schools of Business hosted David Haskell to present on the paradoxical power of weakness to leverage mission impact.  But Berkeley and Duke graduate students are anything but weak.  These MBA programs rank among the top ten worldwide for social entrepreneurship and nonprofit management.  

So why celebrate weakness at these powerhouses? Because humble weakness, if wisely harnessed, is an unrecognized but powerful lever for mission impact.

The story of an unsung Egyptian civil engineer illustrates how.  His dream is to solve the poverty housing problem of 22 million people in Egypt. Undeterred by Egypt’s turmoil, his housing movement is expanding to house thousands of Egyptian families struggling to survive on less than $2 per day.   So far, over eighteen thousand families have moved into decent housing.

Within six years, this phenomenon showed up on the global radar of Harvard Business School researchers.  Now a published HBS case, it demonstrates how a visionary network can deliver more mission impact than any organization could wish for alone. You can find a case preview here.

David unpacked four keys to this networked approach that unleash mission impact:

• shared dreams
• aligned values
• participatory weave
• servant leadership

At UC  Berkeley Haas School of Business, David co-presented with Jane Wei-Skillern in the MBA class, Social Entrepreneurship and Social Innovation, from 4:00 to 6:00 pm, Wednesday, April 4, 2012. For more information, please email info@dreamsindeed.org.

At  the Duke Fuqua School of Business, David presented at the Center for Advancement of Social Entrepreneurship, from 6:30 to 7:30 pm, Monday, April 23, 2012. For more information, please email info@dreamsindeed.org.

“It’s broken!” A phrase no one likes to hear.

Brokenness touches all areas of life – objects, the environment, relationships, bodies, spirits.  Each of us is broken one way or another.  For some, brokenness strikes suddenly and on many levels.  Take Omar.

“I can’t feel my legs!  What happened?  Why can’t I feel my legs?!”

Struggling to emerge from anesthesia, eighteen-year-old Omar thought he was having a nightmare.  In the chaos of treating war casualties, a disastrous mistake had been made.  Someone else’s spinal surgery had been done on him!

Omar entered that emergency room wounded, but able-bodied.  He left a paraplegic in a wheelchair.  Thus, he was inducted into the ranks of the estimated 100,000 Lebanese disabled during the civil war.

Omar’s future now looked bleaker than it had ever been.  He’d spent his teenage years knowing only the horrors of war.  Now, he would face the daily challenges and biting stigmas of paraplegia – brokenness.

In 1966, Omar was born into Lebanon’s vibrant years when it was called the “Switzerland of the Middle East.”

After the civil war broke out in 1975, unpredictable violence eliminated his hope to attend school regularly.  That’s why, at age eleven, Omar started work as an apprentice car mechanic.  His joy and skill in working with his hands soon landed him a job in a carpentry workshop.

However, the civil conflict only escalated.  Sectarian militias were actively recruiting strong young men like Omar.  Taking sides seemed inevitable.  Fearing these gang pressures, Omar’s father suggested he join the Lebanese army instead.  Although he was underage, Omar signed up.

In the middle of an intense battle in 1984, an explosion – followed by that tragic medical error – changed the course of his life.

Rejecting self-pity, hatred, and revenge, Omar set out on a lifelong journey to become the person God created him to be, not looking back.  His parents’ “can do” spirit sustained and encouraged him.

Within a year, Omar had invented and built a simple system that allowed people with disabilities to drive.  Then, inspired by one of the managers of a rehabilitation center, Omar and several other patients began making and selling traditional Lebanese snacks.

What started as a snack shop manned by war casualties grew into a major factory employing scores of people marginalized by disabilities.  With talent and passion, they design, build, and sell wheelchairs, prosthetics, and customized aids for the disabled.

Entirely self-taught, Omar earns his living as their lead blacksmith.

But Omar is not all work and no play.  His energetic spirit has spurred him on to enjoy competitive basketball, complete the New York Marathon, and travel the globe.

So what was next for Omar to thrive as God intended?  When Benedicte, founder of the social enterprise 2BDesign, visited the factory where he works, Omar recognized the chance to reach far beyond his shop community.

Benedicte not only salvages traditional handwork from crumbling Lebanese buildings, but also chooses people marginalized by misfortune as her creative teammates.  From broken balustrades and damaged doors and window frames reclaimed from scrap heaps, one-of-a-kind home décor objects are designed and crafted such as lamps, candlestick holders, and tables.  Previously unemployed women now join in fashioning custom lampshades and accenting antiqued patinas.

Benedicte designes and creates the unique objects; Omar helps bring them to life. Together with other marginalized people, they transcend physical, social, and spiritual boundaries. Together, joining forces, they put beauty and order and relationship on display in boutique shops and elegant homes in France, England, Switzerland, Australia, Hong Kong, Japan, and beyond.

Benedicte’s paradoxical view of life affirms that creativity results in order, beauty, and relationship.

Where others see destruction, she sees the raw materials for a reclaimed heritage.  Where others see atrophied limbs, Benedicte sees strength in talented hands and dignity in determined eyes.  Where others see an empty “no-man’s” land between sectarian enclaves, she sees a space primed to fill with the joy of new community.

The proof of the transformative power of this paradoxical perspective is best expressed by Omar, himself, “Benedicte and I have a special relationship.  She is the mind.  I am the body.”

An astounding statement coming from a man in a wheelchair of his able-bodied co-designer!

So what does it mean to thrive as God intended?

Benedicte, Omar, and the whole 2BDesign team are learning what it means to recognize one’s own brokenness, to build trust in interdependent community, and to express their God-given dignity and creativity.  Life’s mysteries and treasures are only discovered when we look up from a focus on self, and take the risks to engage with each together to pursue order, beauty, and relationship.

In the 2BDesign workshop, they call it “restoring the unseen beauty of the broken.”

Can you see it?

In an Egyptian village roasted by the merciless sun, civil engineer Yousry and I sat down on shaded bamboo chairs in April 1999.  A sniffing and wagging session ensued to find out if we could work together.

I’d been asked to found Habitat for Humanity in the Middle East.  Perhaps my skepticism of its prospects in the Arab world was forgivable, given its American profile and Jesus Christ’s name in its legal charter.  But I agreed to visit its only pilot project on Arab soil.

Yousry had turned down a promotion in a premier construction firm in Cairo to join Habitat.  After days with him in garbage-recycling cities and rural squalor, I began to understand why.

Two things struck me.  First, Egypt’s poverty.  Inhuman.  Desperate.  Staggering.

It got under Yousry’s skin, too.  “I grew up in Cairo, but I’ll never forget my first sight of poverty.  A family of ten in a two-by-three meter room.  They couldn’t stand upright because they’d built a loft so everybody could sleep at the same time.  Those in the loft had it better; those below slept in beds on stilts in ten centimeters of sewage water.  The next thatch-roofed house was six-by-seven meters, but I lost track of those living there when my count reached 23 – and the father was blind.”

And second, Yousry’s solution.  Risky.  Audacious.  Compelling.

I asked him why he’d walked away from his big career chance for this.  His voice was quiet, but steely.  “I have a dream.  To solve the poverty housing problem of Egypt.”

I wondered out loud, “How do you propose to do that?”

He asserted, “Over twenty million of Egypt’s seventy million people suffer in sub-human housing.  In my lifetime, I’ll help two million volunteers build their own homes, and they will show the other 90% how to solve the problem without me.”

But with no organization legally registered, I knew he could not hire staff.  Nor open a bank account.  Nor sign a single mortgage.

I did some quick math: “Your target is 400,000 houses in 25 years.  Habitat just celebrated building 200,000 houses worldwide in 30 years.  How will you double that impact, in less time?”

His answer pinpointed the paradoxical power of weakness.

“An Egyptian proverb says, ‘The basket with two handles is meant to be carried by two.’  There are over 17,000 nonprofits registered in every corner of Egypt.  We’ll team up.  Alone, we’re weak.  Competing, we’ll fail.  But together, we’ll succeed.”

I figured if I could help just this one guy achieve this dream, it’d be worth five years.  So I signed on.  Habitat’s traditional organization model was stopped cold right out of the starting gate.  The bureaucratic legal registration dragged on for over four frustrating years.

That headache was a gift in disguise.

Weak, we couldn’t go it alone.  So we cultivated friends.  And explored networks.  We assessed values alignment.  And trusted volunteers.   We forged collaboration.  And empowered allies.

And then we jumped to get out of their way!

The exponential curve of families housed started climbing.  What began crawling at under 30 homes/year in 1997 gained momentum until 25 strategic alliances and entire communities of families together built over 2000 homes/year in 2007.  So far, over 15,000 Egyptian families have moved into decent homes.

Dignity as God intended is now reality for those who never dared to dream.

Fully 99.7% are repaying loans on time, most from two-dollar-a-day incomes.  That rate held steady in the 2008 global economic meltdown.  Egyptian villagers faithfully paid back while the world’s mightiest banks begged for mortgage crisis bailouts.

All this on a shoe-string budget with nine staff.

I’d worked myself out of a job.  And by then, I’d bumped into other dreamers like Yousry in even harder places.  Insiders with the right values.  And the right dreams.

I pondered how to strengthen them.

An intriguing article¹ caught my eye as I bid Habitat farewell in 2005, headed to Harvard to research the keys to impact in even harder places.  On arrival, I phoned Jane Wei-Skillern, a business professor researching networks.  “Could we meet?  I’ve just lived a story that confirms your findings.”

Yousry’s approach was soon published as a Harvard Business School teaching case.²

But Yousry is not an isolated example.  Wei-Skillern and Marciano’s field research demonstrates that “networked nonprofits achieve their mission far more efficiently, effectively, and sustainably than they could have by working alone.”3

Among practitioners and academics alike, the insight that networks trump organizations is gaining traction.

The findings of Stanford MBA’s Brafman and Beckstrom support their striking metaphor that likens centralized, top-down organizations to spiders (which die if beheaded) – contrasted with adaptive networks that function as starfish (which regenerate when cut up).⁴ Similarly, social development researchers Taschereau and Bolger affirm that networks generate synergies: “In networks, 1 + 1 > 2.”⁵

But as Yousry and I had learned in the trenches, effective networks are anything but haphazard.  When mapping network emergence stages, practitioners Krebs and Holley spotlight the role of “network weavers”, informal and active leaders with “the vision, the energy, and the social skills to connect to diverse individuals and groups and start information flowing.”⁶

Networking stems from a growing realization that our problems are far bigger than any one organization.  Wei-Skillern and Marciano conclude that because “most social issues dwarf even the most well-resourced, well-managed nonprofit…it is wrongheaded for nonprofit leaders simply to build their organizations.  Instead, they must build capacity outside of their organizations…focus[ing] on their mission, not their organization; on trust, not control; and on being a node, not a hub.”³

The Bridgespan Group in Boston advocates collaboration across organization lines to build strong fields for scaled impact.⁷ Similarly, at Oxford, Hartigan promotes the “critical need to scale to the issues.“  However, this requires “giving up ownership of the issue, which can be difficult given the existence of egos, and…the reality that donors and investors drive organizations to differentiate themselves from others doing similar work, increasing fragmentation.”⁸

This preoccupation with ego is decried by Krebs and Holley: “if two or more community development organizations start battling over turf and control of the community then the result may be two or more competing…networks that ignore the larger community need and just focus on the survival of their own network.”⁶

Impact requires servant leaders to set aside ego to serve the common good.

Dreams InDeed is committed to serve as network weavers with visionaries in hard places.  But talk is cheap.  And egos resurgent.  So we’ve learned that we need to live our core values – passion, humility, wisdom, faith, and integrity, as modeled in the life of Jesus Christ – to effectively embody this role.

Like Yousry, we aim to catalyze change that multiplies far beyond the visionaries with whom we have immediate contact.   He doesn’t aim to become a social entrepreneur rock-star.  He aims to see the last family on his waiting list move into a decent home to live in dignity as God intended.

And he’s getting there.

Why?  He chooses to put the last, first.  And the first, last.  That’s how the whole becomes more than the sum of the parts.

2 Wei-Skillern, Jane and Herman, Kerry (2006).  Habitat for Humanity – Egypt, Harvard Business School Case 307-001, October 3, 2006.  Available at: http://hbr.org/product/habitat-for-humanity-egypt/an/307001-PDF-ENG?Ntt=Wei+He.

3 Wei-Skillern, Jane and Marciano, Sonia (2008).  The Networked Nonprofit, Stanford Social Innovation Review, Spring 2008.  Available at: http://www.ssireview.org/images/articles/2008SP_feature_wei-skillern_marciano.pdf

4 Taschereau, Suzanne and Bolger, Joe (2007).  “Networks and Capacity: Discussion Paper 58C” in Capacity, Change and Performance, The European Centre for Development Policy Management, ISSN 1571-7577.  Available at: http://www.ecdpm.org/Web_ECDPM/Web/Content/Navigation.nsf/index2?readform&http://www.ecdpm.org/Web_ECDPM/Web/Content/Content.nsf/7732def81dddfa7ac1256c240034fe65/6316b8893f3fec8ec12570b500470f77?OpenDocument

5 Brafman, Ori and Beckstrom, Rod A. (2006).  The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations, ISBN 1591841437.  See also http://www.starfishandspider.com.

6 Krebs, Valdis and Holley, June (2002).  Building Smart Communities through Network Weaving. Available at: http://www.orgnet.com/BuildingNetworks.pdf.

7 The James Irvine Foundation and The Bridgespan Group (2009), The Strong Field Framework: A Guide and Toolkit for Funders and Nonprofits Committed to Large-Scale Impact, June 2009.  http://irvine.org/images/stories/pdf/pubs/strongfieldframework.pdf.

8 Hartigan, Pamela (2008).  Scaling to the Issue: The Way Forward in the “Phoenix Economy”, Harvard Kennedy School Center for Public Leadership, December 9, 2008.  Available at: http://64.151.79.128/?p=108.

Her tiny face crumpled as it dawned on her that she would get no food that day. Even in the emaciated crowd, she was smaller and thinner than the rest, easily pushed aside as stronger ones shoved their way to the front.

The soldier had first spotted her under a scrawny tree as his aid convoy approached the refugee camp. But he’d forgotten her, focusing on the chaotic scene at hand. He and his comrades in arms were to protect the convoy from warlords and rioters. Sometimes aid-seekers became unruly.

Desperation gave the starving strength.

After the crowd disbursed, she remained. Her haunting eyes met his. He remembered the banana he’d tossed in his pack at breakfast. He pulled it out and walked over to offer it to her.

She took it silently. He watched her make her way back to the tree, and only then perceived two little boys lying in its shade, too weak to get up. She peeled the banana, broke it in two, and gave a piece to each of them.

Then she ate the peel.

“It was the most moving illustration of servant leadership I have ever seen,” he told me years later. “She changed the course of my life. I resigned from my career to follow her example, serving with communities in need in Africa.”

What was the power of this little girl to change a battle-hardened fighter’s heart? The soldiers and the humanitarians were ostensibly there “to serve.” They had the aid, the arms, the answers. But she offered something more rare, more vital.

She offered humble love.

After decades of development work, we’ve only seen real, sustained change when leaders are servants. The marginalized are weary of being led and used by those who lay claim to greater resource, power, or intellect.

Only being served out of love honors their dignity transformatively, affirming their identity and restoring hope. This paves the way for them to freely choose to become servant-leaders themselves.

As management sage Robert Greenleaf wrote, “The servant-leader is servant first…The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society?”1

The Achilles’ heel of servant-leadership is what Martin Luther King, Jr. called the “drum major instinct” — “a desire to be out front, a desire to lead the parade, a desire to be first.”2 Social entrepreneurs, when lauded as modern-day heroes, believe their press at their own peril.

Ego short-circuits servant-leadership.

Jesus, the model for Dreams InDeed core values, confronted the drum major instinct in his followers. When they vied for the top spot, he re-defined greatness: “If anyone wants to be first, he must be the very last, and the servant of all.”3

In one of his last speeches before his assassination, Dr. King affirmed what that starving girl knew to be true under that scrawny tree:

“Everybody can be great, because everybody can serve. You don’t have to have a college degree to serve. You don’t have to make your subject and your verb agree to serve. You don’t have to know about Plato and Aristotle to serve…You only need a heart full of grace, a soul generated by love. And you can be that servant.”4

Servant leaders eat banana peels – and leave changed lives in their wake.

__________________________________________________________________________

1 Greenleaf, Robert (1977).  Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness, ISBN 0809125277, pp 13-14.

2 King, Martin Luther, Jr. (1968). The Drum Major Instinct, available online at http://mlk-kpp01.stanford.edu/index.php/encyclopedia/documentsentry/doc_the_drum_major_instinct.

3 Mark 9:35.

Attribution URL.  Meygaag by Somali Nomad. Re-used under a Creative Commons license.

Who We Are

]]> http://dreamsindeed.org/news/recognizing-servant-leaders-not-drum-majors/feed/ 0 http://dreamsindeed.org/events/synergizing-dreams-and-talent/ http://dreamsindeed.org/events/synergizing-dreams-and-talent/#comments Tue, 29 Nov 2011 17:57:38 +0000 janicehaskell http://dreamsindeed.org/?p=1056 Dreams InDeed hosted a conflict resolution practitioner in Amman, Jordan from December 9 to 11 to convene with a community mobilization expert.  Bringing formidable experience to the table, each collaborated with Dreams InDeed staff to design a Participatory Rapid Appraisal (PRA) for an at-risk community. A PRA process engages a community around a strategic issue to enable community members to discover and agree steps they can take to address the issue, define their priorities, and take effective action together.  Dreams InDeed was honored to bring these two talented minds and passionate hearts together to synergize their dreams and serve their people.

]]> http://dreamsindeed.org/events/synergizing-dreams-and-talent/feed/ 0 http://dreamsindeed.org/events/haskell-presents-social-enterprise-case-at-american-university-of-beirut/ http://dreamsindeed.org/events/haskell-presents-social-enterprise-case-at-american-university-of-beirut/#comments Tue, 08 Nov 2011 13:03:11 +0000 janicehaskell http://dreamsindeed.org/?p=1010 Are values such as love and respect mere sentimentality, just marketing slogans? Or are they pivotal to delivering social enterprise impact? A case from Egypt in the wake of the Arab Spring answers that question definitively. The Olayan School of Business at AUB featured David Haskell in its Mikati Corporate Social Responsibility Speaker Series. To be published this winter by Palgrave-Macmillan, the case study of Dreams InDeed’s collaboration with Care with Love in Egypt demonstrates impact beyond profits, showing how harnessing values in social enterprise can significantly improve performance. Haskell’s case presentation was held at the Olayan School of Business on November 21, 2011 at 5:30PM, at the Maamari Auditorium.

]]> http://dreamsindeed.org/events/haskell-presents-social-enterprise-case-at-american-university-of-beirut/feed/ 0 http://dreamsindeed.org/events/upcoming-social-enterprise-alliance-summit/ http://dreamsindeed.org/events/upcoming-social-enterprise-alliance-summit/#comments Tue, 18 Oct 2011 08:05:14 +0000 janicehaskell http://dreamsindeed.org/?p=1001 Social Enterprise Alliance Annual Summit convened in Chicago from October 30 to November 2, 2011.  On November 2, David Haskell presented the Dreams InDeed networked approach for mission impact and a case from Egypt on a panel chaired by the Duke University Center for Advancement of Social Entrepreneurship on Strategy Drivers for Growth: Scaling Social Impact:  Exploring Strategies Beyond Replication and Growth (Nash, Bohen, Hall, Haskell, Trask).  Click here for more information.

]]> http://dreamsindeed.org/events/upcoming-social-enterprise-alliance-summit/feed/ 0 http://dreamsindeed.org/events/growing-social-impact-in-a-networked-world/ http://dreamsindeed.org/events/growing-social-impact-in-a-networked-world/#comments Sat, 01 Oct 2011 18:32:17 +0000 janicehaskell http://dreamsindeed.org/?p=986 David Haskell and Jane Wei-Skillern of Stanford Graduate School of Business and UC Berkeley Haas School of Business co-presented a case from Egypt on the networked approach for mission impact at Growing Social Impact in a Networked World: A Grantmakers’ Gathering on Networks.
This conference was held by Grantmakers for Effective Organizations and Monitor Institute in San Francisco on October 17 – 18, 2011. This interactive convening focused on how funders and social change leaders can increase their impact by supporting networks and embracing more collaborative approaches to grantmaking. See Geofunders for more information.

]]> http://dreamsindeed.org/events/growing-social-impact-in-a-networked-world/feed/ 0 http://dreamsindeed.org/events/epcon-2011-better-together-haskell-to-deliver-keynote/ http://dreamsindeed.org/events/epcon-2011-better-together-haskell-to-deliver-keynote/#comments Thu, 16 Jun 2011 09:27:46 +0000 janicehaskell http://dreamsindeed.org/?p=935 A simple, yet powerful formula.  Innovative Social Entrepreneurs + Committed Social Investors = Synergy on Social Dilemmas

See what people are blogging and tweeting about EPCON 2011:

EPCON 2011: How to Solve the World’s Biggest Problems

My View: Solving Minnesota’s Problems Means Getting Everybody at the Table

@writerpollock Tristan Pollock
David Haskell is one of the most articulate, inspiring speakers I’ve ever heard.

@JLoMN Jennie Olson
“If you haven’t found something worth dying for then you haven’t found something worth living for.” @dreamsindeed David Haskell

@larsleafblad Lars Leafblad
Love this -> David Haskell’s keys to building network approach: “Shared Dream. Aligned Values. Participatory Weave. Servant Leaders.”

@works_progress Works Progress
Love David Haskell’s idea of a “participatory weave!”

@JLoMN Jennie Olson
“I’ve got a dream…” @dreamsindeed David Haskell – What’s your dream?

MentorPlanet Beth Parkhill
Real change requires deep trust across varied organizations. Difficult but worthy. David Haskell

@lhavens Lucas
Love David Haskell’s metaphor of resonance at #epcon. If you find resonance with a person/org, follow it for as long as he has–30 yrs?

@writerpollock Tristan Pollock
“Draw your circle large enough to include even the smallest voice.” – David Haskell of @DreamsInDeed

@JLoMN Jennie Olson
Keynote speaker Dream Indeed’s David Haskell talks about Minnesota’s philanthropic success

@works_progress Works Progress
“It’s better together… it’s also harder together.” Real talk from David Haskell.

To learn more about the EPCON conference, read on.

EPCON 2011: Better Together; Haskell to Deliver Keynote

A simple, yet powerful formula. Innovative Social Entrepreneurs + Committed Social Investors = Synergy on Social Dilemmas

Applying that formula, Social Venture Partners Minnesota is hosting the Engaged Philanthropy Conference (EPCON) on 16 June at the Minneapolis Hyatt Regency.  No other gathering in Minnesota brings together such a diverse group of trailblazers.  Nonprofit leaders.  Foundation directors.  Individual philanthropists.  Business entrepreneurs.  Corporate executives.  Government policy makers.

The aim?  Listen to each other and take action together on entrenched social problems.  These leaders know that community needs are far bigger than any one foundation, institution, or government agency can take on alone.

EPCON 2011 has tapped David Haskell to give the keynote address.  Through two decades of international development practice in the Middle East, East Africa, and Southeast Asia, Haskell has grappled with complex social problems firsthand.  Those experiences have taught him a simple, yet profound, truth required for leveraged impact: collaboration.  Illustrated by an inspiring case from Egypt, Haskell will unpack the verity that we are “Better Together.”

Haskell’s aspiration for EPCON 2011? “Generous and engaged civic networks have sustained values and leveraged change in Minnesota for decades, but I hope their greatest impact is still ahead.”

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