FSG

The Business of Giving Visits the Offices of FSG

Better Than Most is a regular feature of The Business of Giving examining the best places to work among social businesses and nonprofit organizations. 


Denver: Much of the breakthrough thinking has occurred in addressing the most vexing social issues that challenge global society has come from an organization by the name of FSG. And that is where we will be going to this evening! To 1020 19th Street North West in their Washington DC offices. I asked members of the FSG team about working there and this is what they had to say.

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Hayling: So what I love about FSG is that there’s one part of my brain that views a lot of these, frankly, social justice issues as market failures, so I’m able to layer on my grad school rigor lens on issues that I care about from an ethical and moral perspective. But then also engage with those who are hopefully beneficiaries of the work and create a vision that makes sense for their work.

Rahfin:  When I think about what stands out for me at FSG, it’s that every piece of work, every project we’re on has a clear line of sight to the world and the impact that it can generate

Ursula: I will also say in that same vein of having no hierarchy… instead of having traditional sort of bosses, if you will, managers, FSG does not take that approach. People have what we call PDLs — professional development leaders. And because we are, by and large, generalists working on different projects across different geographies, people have that constant PDL who help to coach their professional development, help them understand how they can sort of engage in projects that would satiate them in the most satisfying of ways. But it’s not a traditional boss, and the absence of that boss I think again, contributes to a spirit of camaraderie and co-creation that you really don’t find in any other places.

Neeraja: I’ve really seen the magic and the power of the work that we do through this particular work that we’ve been doing over the past few years. We’ve had people who are so steeped in the technical expertise say to us, “We’ve never thought about this this way. You’ve helped us tremendously. You kind of helped us figure out how to move forward.” You’re actually facilitating progress in ways that they wouldn’t have been able to do. And when that happens it is both humbling, exciting, and a little bit surprising because you’re sitting there with people who’ve had expertise in these areas for so long. But it’s having someone to be able to bring the strategic lens, helping bring the facilitation skills to actually help people pull up from all of the expertise that they have and make sense of everything that they’re working on.

And this has really kind of have come to life for me on some work that I’m doing right now on helping to support accelerating the market introduction of new HIV prevention products in South Africa, Kenya and Zimbabwe. And that work has really had us entering rooms full of people with MDs, PhDs, longtime experts on HIV prevention, longtime advocates on HIV and I have to admit there’s a lot of trepidation when you walk into those rooms wondering if you almost have a right to be there, if you can really help push this issue forward with people who have been working on it for decades and to have all the technical expertise that comes with these topics in global health.

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