Hataraku Fund, they encountered bias immediately. Since the fund was led by two women and addressed issues like childcare—often categorized as “women’s issues”—it was quickly labeled a “women’s fund” by peers. This bias placed the founders in a challenging position. Operating in Japan’s male- dominated financial industry, they consistently rejected the “women’s fund” label, emphasizing instead that their fund was for everyone—men and women alike. By challenging these narrow perceptions, they sought to prevent the categorization from undermining their broader mission. Capital Deliberate Leaders believe that taking care of profits, people, and the planet is critical to organizational success, both now and in the future. The capital dimension of Deliberate Leadership includes financial, social, human, and environmental capital. Social capital theories focus on the relationships between people and institutions, emphasizing the importance of trust in fostering collaboration. 33, 34 Deliberate Leaders recognize that strengthening civil society is crucial because it provides a foundation for people to work together toward common goals of community improvement. Through these collaborative efforts, leaders and their organizations build social capital—a valuable resource composed of knowledge, experience, and trust. This social capital becomes an asset that can be leveraged to sustain and amplify ongoing initiatives, driving long-term positive change in the community. 35 The blended pursuit of social and financial returns offers an effective approach for long-term sustainability. By adopting the triple bottom line—people, planet, and profit 36 — nonprofits not only strengthen their appeal to funding partners but also enhance their social impact and financial stability. Partnering with for-profit organizations further amplifies these benefits. Diversifying revenue streams, tracking the triple bottom line, and focusing on long-term goals give nonprofits a clearer strategy for growth and resilience. This approach equips them with the financial flexibility and strategic foresight necessary to overcome the challenges of delivering lasting social impact. 37 The A0 case tells a valuable story of how Deliberate Leaders manage a variety of capitals to create impact. Yuya Kato describes A0’s systemic approach to nature-positive, social business as “being centered on three interrelated elements—people, nature, and economy.” 38 He adds, “This is not a siloed approach, but an integrated systems approach to supporting community and thriving.” 39
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Ten Years in the Making
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