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SUPERPOWERS FOR GOOD


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MARGRET TRILLI SHARES HER SUPERPOWER

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Superpowers for Good: Empowering Changemakers for Social Impact via Regulated
Investment Crowdfunding from the SuperCrowd.
Margret Trilli Shares Her Superpower
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MARGRET TRILLI SHARES HER SUPERPOWER

Prominent Impact Investor Teaches Us How to Master Strategy Development and
Implementation
Devin Thorpe
Sep 07, 2021
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MARGRET TRILLI SHARES HER SUPERPOWER

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The following text, related to this podcast episode, is a sample chapter from my
new book Superpowers for Good. Get your copy today.

Get 20% off forever

Devin: What is your superpower, Margret?

Margret: One of my core values is being modest and humble. So, the way your
question is framed is difficult for me. That said, I have been told by
colleagues that I am a visionary and strategic leader.

But I also really enjoy the execution. My strategies tend to always incorporate
what's feasible, and they always extend through execution. I enjoy making the
strategy come alive. I've spent times in my career where I was doing only one or
only the other. And what surprised me is that when I was the head of strategy
for an organization, I missed the execution. Not a lot of people like both. I
do.



You can watch the full interview with Margret here: margret.s4g.biz.

Margret Trilli, the CEO of ImpactAssets, has helped accelerate the growth of the
nonprofit impact investment company since she joined in the fall of 2018,
tripling the assets. She has also led the dramatic expansion of giving.

During the COVID-19 pandemic, grants reached $200 million. At the same time, the
organization made impact investments of the same scale, meaning that
ImpactAssets deployed a total of $400 million for good during the crisis.

One example of an investment made by ImpactAssets was a $12 million fund created
for microloans for smallholder farmers and entrepreneurs. The program ultimately
made $63 million in loans to almost 1 million individuals by revolving the
capital as borrowers repaid their loans. The funds were effectively recycled
more than five times.

That $12 million fund is a powerful example of the difference made by the $1.5
billion Margret manages at ImpactAssets. It drives change for good and provides
investors with a financial return.

Margret sees how her ability to develop strategy and execute the implementation
successfully helps her drive more good. She can now create strategies that the
organization can implement readily, moving quickly from ideation to impact.

She started her career on the execution side and loved it. She can see how to
make things work considering the constraints, challenges and issues that her
colleagues raise and addressing them.

You can learn to do the same.

Leave a comment

How to Develop Strategy Development and Implementation as a Superpower

Margret joined me for a follow-up interview to discuss how you can learn to
emulate her, making strategy development and implementation your superpower. You
can watch that second interview here: margret2.s4g.biz. [The podcast associated
with this post is the audio from this second interview.]

She points out that many books are available to help you learn to think more
strategically and execute more effectively. She encourages aspiring leaders to
look for opportunities to work on both sides, spending time developing strength
in both disciplines.

She offers additional insights to help people on each side to develop a greater
understanding of the other side.

Those working on the strategy side, such as people who do or have done
management consulting with a mandate to develop strategic plans, can develop
execution chops using skills they already have. If you’re in this group, look at
how you can break down a strategy that may start with a big, hairy audacious
goal (BHAG from Jim Collins’ Good to Great) into smaller chunks.

As you work down into the details, more of what you’ll need to address is
operational. The more you think about the operational nuances, the better you’ll
execute on implementation when you have that opportunity.

Share

She adds that it is vital for folks on the strategic side to respect the role of
people doing the implementation. Their functions are critical. You may be
tempted to scoff at the part of the corporate attorney, but by considering their
concerns early in the process, you can accelerate and improve implementation.
This is true across the organization. Consider as many of the functional issues
as early in the process as possible.

On the other side, folks doing the crucial work of the company day in and day
out may feel a desire for more strategic opportunities. Margret notes that
everyone has opportunities to build those strategic muscles.

First, recognize that you are likely already doing some strategic work. Anytime
you are revising a process or planning an event, you are strategic. By looking
for ways to achieve something new or improve outcomes, you’re thinking about how
inputs lead to results. That’s strategy.

Second, she says you can build your capacity to be strategic by intentionally
using your growing strategic power to improve further the work you manage. By
involving other people in your strategic initiatives, you build on your
capacity.

Ultimately, whether you are coming from the strategic or operational side of the
organization, you can strengthen your other abilities to become effective on
both. Not everyone will achieve the mastery that Margret has. But by improving
your ability to understand and do work across the strategy-implementation
spectrum, you gain more capacity for having impact.

Get 20% off forever


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Superpowers for Good: Empowering Changemakers for Social Impact via Regulated
Investment Crowdfunding from the SuperCrowd.
We host changemakers who are using regulated investment crowdfunding for social
impact--impact crowdfunding--as impact investors or social entrepreneurs,
catalyzing change with leadership skills we call superpowers.
We host changemakers who are using regulated investment crowdfunding for social
impact--impact crowdfunding--as impact investors or social entrepreneurs,
catalyzing change with leadership skills we call superpowers.

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