Assessing Career Options

I've been dedicating time to collecting grant opportunities for impact-driven companies. I couldn't resist using AI tools to dive deep into the data and analyze where the money is actually flowing... The most surprising finding hit me immediately: -Innovation and Development grants (35% and 33% respectively) vastly outnumber traditional "aid" categories. -Out of 226 grants analyzed (totaling $402M), For-profit organizations now have access to 84% of opportunities. But here's where it gets really interesting for our regions: -🌎 LATIN AMERICA (52 opportunities, 23% of total) The sweet spot? Digital Innovation dominates the landscape. If you're building fintech, edtech, or cleantech solutions in LATAM, you're sitting in the hottest sector for grant funding. -🌍 AFRICA (53 opportunities, 23.5% of total) Climate Action and Global Health lead the charge. The funding priorities reflect urgent continental needs, but there's a strategic opportunity for organizations that can bridge sectors. Think climate-health nexus or education-climate solutions. -The game-changer insight? Few grants explicitly require impact measurement, yet our analysis shows the highest-value grants tend to demand it. This is your competitive advantage: while most organizations scramble to meet basic legal requirements (35% require legal registration, 29% years of operation), investing in robust impact measurement frameworks sets you apart. My strategic recommendations for both regions: 1. Don't just apply to grants in your exact sector. The data shows cross-sector solutions (like digital innovation for climate action in LATAM, or health-tech for education in Africa) are hitting multiple funding streams. 2. Think globally, not just locally. With global grants representing 35% of all opportunities, don't limit yourself to regional funding. Go international from day one. 3. Frame your impact through a digital or AI lens, even if it's not primarily a tech solution. Given digital innovation and AI's dominance in funding opportunities, positioning your work within digital transformation narratives can unlock significantly more funding doors. Want the full report? Comment and I send it out in a DM:  - ➡️ 🇬🇧 "English report" for the complete analysis in English  - ➡️ 🇪🇸 "Reporte en español" for the Spanish version 🔺 Disclaimer: This analysis is based on grant opportunities we've manually collected, so there may be selection biases we cannot control (you'll notice it's heavily focused on companies rather than traditional NGOs). This isn't academic research, but our own analysis aimed at helping the entrepreneurship and social innovation ecosystem. Courtney Sipes Shoshana Grossman-Crist #Grants #ImpactInvesting #SocialEntrepreneurship #LatinAmerica #Africa #Innovation #DigitalTransformation #ClimateAction #GlobalHealth

The long road to career success is a two-way street between the efforts of the manager and the individual employee. We traversed one way in a recent post discussing ways in which managers can help their teams and employees succeed. Now, I would like to take a stroll to the other side and share some insights from my own experiences as well as suggest some ways people can forge their path.   The most important way to take charge of your own career is self-advocacy. It starts by picking a destination or at least direction. Then looking at the different roads that lead toward the industry or discipline of your choice so you can start advocating for opportunities to learn and to take responsibilities that will get you there.   While a “road map” is important, I also recommend keeping an open mind in the face of an unexpected detour or fork in the road. In my own career there were several pivotal moments where I faced choices that seemed less than ideal at first. But these detours turned out to be invaluable learning experiences that shaped my professional journey. One such moment came early in my career. I was working on payload fairings for rockets, a role that I thoroughly enjoyed and found engaging, but one that landed squarely in the middle of my comfort zone. Sure enough, discomfort came shortly, in the form of the Berlin Wall falling. The event triggered a domino effect of restructuring, program cuts and workforce reductions. I was asked to shift my focus to working on boosters — a task I perceived as far less exciting.   Reluctantly, on my manager’s advice, I decided to give it a shot. I embraced the work with curiosity and immersed myself into learning about composites design, stainless steel tank design, and leading a comprehensive test and development program. The decision proved to be a turning point in my career. We presented our findings from the test program I led to NASA and the Air Force, and the experience broadened my perspective and skill set in ways I never anticipated.   A well-prepared traveler also keeps abreast with the conditions not only on their planned path but also alternative routes. For example, having knowledge about manufacturing and products makes for a better engineer. Another aspect that determines the quality of one’s journey is their fellow travelers. As vast as the industry space seems, it can sometimes be a small world. Maintaining good relationships and not burning bridges keeps you from getting lost with nowhere to go and no one to help.   For anyone embarking a journey for career advancement, my advice would be to stay open to embracing new skills, opportunities, and people. Who knows where the road may lead? In the famous words of Dr. Suess - “You’re on your own. And you know what you know. And you are the one who’ll decide where to go.” I look forward to your comments on your own career journeys! Happy travels!

The healthcare landscape since January 2025 has dramatically shifted under renewed policy directives, capital-driven reforms, and rapid technological transformation. Physicians today have a unique window to step into powerful leadership roles that shape entire health systems, drive innovative ventures, strategically allocate capital, influence national policy, or harness AI and advanced analytics. In my latest article, I outline five high-impact career tracks tailored specifically for physicians: 1. System Leadership (CMO, VP roles) 2. Entrepreneurship & Venture Creation (Founder, Clinical Co-founder) 3. Private Equity & Venture Capital (Clinical Operating Partner, Investment Principal) 4. Health Policy & Regulation (CMS Advisor, Policy Fellow) 5. Informatics & Advanced Analytics (Clinical AI Lead, Chief Data Officer) Each pathway offers deep technical insights, essential competencies, and targeted professional development recommendations. 🚀 Why this matters: The role of the physician is expanding. Those who embrace multidisciplinary leadership now will set the future standard of healthcare delivery and innovation. #PhysicianLeadership #HealthcareInnovation #HealthPolicy #DigitalHealth #HealthcareVentureCapital #CareerDevelopment #HealthcareStrategy

My best salesperson was struggling because she was selling so much and could not keep up with the paperwork. She sucks at the latter, but paperwork made sure there was follow-through for customers and payments are collected. Conventional wisdom suggests weaknesses offer growth opportunities. But instead of coaching her to eliminate the weakness, I hired an administrator to do the admin stuff. Why? Don’t ask a monkey to swim when they are at their best, swinging in the trees. For her, admin work is demotivating. She dislikes it, and it distracts her from perfecting what she likes best- sell! When we leverage our strengths, it feels natural. Marcus Buckingham advises employees to identify and cultivate their natural skills and advantages. “If you want to win, if you want to excel, if you want to stand out, you’re going to have to take the few unique things about you that are beautiful and powerful, and take them seriously, and turn them into contributions.” Here are some ways to operationalise Buckingham's advice. 1. Use self-reflection and feedback to identify your strengths. Then name them, and find ways to leverage these optimally for others and for yourself. 2. Learn from people who are great at leveraging their strengths. 3. Find ways of applying and adapting your strengths to new situations and in different circumstances. 4. Manage your weaknesses by eliminating them, and if not possible, minimising their impact so they are not derailers. # 4 resonates with me. A LinkedIn friend, Andy, messaged me about an error on my LinkedIn profile. It was a highly visible mistake, but I missed it! I told Andy my carelessness was what got me into trouble early in my career. In my first job, many were vying to join the Planning Division. I got it. But I did not realise my weakness would show up big time as the work involved writing policy papers that are discussed at the Board level. Every letter, word and punctuation mark must be in order. Not getting every fact on point is a career breaker. I can’t ignore my weakness. I must manage it. I tried many ways to overcome it, but nothing worked. My manager coached, but I was beyond help. I am surprised I did not have a breakdown! Finally, I realise I could not change myself. So I changed jobs. Instantly, because of different job requirements, my weakness was not a derailer, just an irritant. I leverage my strengths, gain confidence, and eventually, recognition. Back to the salesperson who dislikes admin work. She still dislikes it. She also got promoted and is leading a team, helping them sell, sell, sell. And she is still getting bonuses for doing something she loves - selling. And how is the admin staff doing? Very well! Every salesperson appreciates that he helps them shine. And he gets a share of the team's bonus. When people leverage their strengths, they look forward to work instead of worrying about mistakes they will make. Agree?

Here’s the career advice no one tells you: Stop trying to be good at everything. You’ll end up being mediocre at most things and exhausted from the effort. I used to think admitting weaknesses was like showing up to a job interview in my pajamas (even though my pjs are really cute). I’ve come to learn that it’s more like showing up with a really good map. Here’s what happens when you get comfy and cozy with your limitations: • You stop wasting time trying to be the world’s worst public speaker when you’re naturally a brilliant strategist • You build dream teams to complement you instead of trying to be a one-person circus act • People actually trust you more (really!) • You can focus on being ridiculously good at what you’re actually good at The leaders who can’t, don’t, or won’t share their weaknesses are usually surrounded by yes-people and making decisions with massive blind spots. Meanwhile, the leader who says “I’m terrible at details but I hire amazing detail people” is building an empire. That’s why I’ve hired people for my team who are brilliant at administration, videography, and finances (read: math), so that I can be brilliant at coaching, speaking, and training. Your weakness isn’t a dirty secret; it’s your hiring and team building strategy. What’s one thing you’ve stopped pretending to be good at? Bonus points if it led to finding someone who’s actually amazing at it. #leadership #selfawareness Art by Caitlin Marie Prints

The quiet crisis nobody's talking about is that 66% of your employees are mentally checked out at work. 😳 I've been analyzing engagement data and the numbers are alarming. Only 34% of workers feel truly engaged and the rest are just going through the motions while updating their LinkedIn profiles. When I dig deeper with leaders, they're shocked by what disengagement actually costs them: • $4,129 per employee replacement (conservative estimate) • 44 days of productivity lost during hiring • Countless hours of institutional knowledge that walks out the door But what fascinates me most is the companies bucking this trend aren't throwing money at fancy perks or office ping-pong tables. They're doing something much simpler… Showing people a future. When employees can see their career path within your organization, 94% will stay longer. & not just a little longer - YEARS longer. Growth-oriented companies are crushing their competition with 26% higher profits and significantly better customer satisfaction scores. Why? Because humans crave progress. When we can't see forward movement, we look elsewhere. Most companies get this completely backwards. They wait for annual reviews to discuss career growth (if they discuss it at all). But your people are thinking about their future DAILY. If you're not part of that conversation, someone else will be. The leaders winning the talent war are making growth pathways visible, accessible, and concrete. They're asking better questions: ↳ "What skills does Sarah already have that we're not utilizing?" ↳ "Which adjacent roles could David move into with minimal upskilling?" ↳ "How can we create stepping stones between entry-level and leadership positions?" The ability to map and communicate career paths is no longer an HR nice-to-have. Because the companies that retain institutional knowledge while their competitors constantly onboard newbies will dominate their markets. How visible are your internal career paths? #EmployeeEngagement #TalentRetention #CareerGrowth #WorkforceStrategy

Are You Stalling Your Own Career Growth? You’re ready for the next big step—whether it’s a promotion or a new opportunity elsewhere—but something is holding you back. It’s not a lack of ambition, qualifications, or capability. It’s the concern that there’s no one to backfill your role. This is especially challenging if you want to move up within the same company. You’ve become indispensable, and that can feel more like an obstacle than an advantage. Leadership sees your value right where you are. If you’re feeling stuck because your current role depends too much on you, consider these three strategies: 1. Develop Your Successor Now Proactively mentor and upskill a team member who could take on key aspects of your role. This not only helps you, but it also demonstrates strategic foresight and leadership—qualities that make you an even stronger candidate for advancement. 2. Redefine ‘Value’ in Your Organization Being indispensable in your current position can limit mobility. Shift the perception of your value from doing the work to elevating the organization. Communicate how you can drive impact at a higher level and how a well-planned transition benefits the company long-term. 3. Make the Case for a Structured Transition Rather than waiting for leadership to solve the backfill issue, present a clear transition plan. Show how your move can be managed effectively—whether through interim solutions, process documentation, or a phased transition. Executives want solutions, not roadblocks. One of my clients expressed wanting to stay at her current organization, but she felt trapped—she was ready for the next level, but leadership hesitated to move her because there was no clear successor. We worked together to identify a high-potential team member she could mentor while documenting key processes to ensure a smooth transition. Concurrently we worked on a way she could pitch herself into a newly created role around her skillset that would serve a need for the organization. (In my Career Velocity program we call that "Write & Pitch Your Job Description." It worked!) By proactively presenting a succession plan, she shifted leadership’s perception of her from indispensable in her role to indispensable to the company’s future. Within months, she secured the promotion, confident her team was set up for success. Staying stuck isn’t an option for high performers. The best leaders don’t just fill roles—they build pathways for future success. If you want to move up, start paving the way today. #CareerVelocity #QualifiedIsntEnough #jobs

As a project manager, you hide them in interviews. You downplay them in meetings. But your weaknesses might be your biggest asset. We love to talk about our strengths: Leadership. Communication. Organization. The words we copy-paste into resumes and performance reviews. But what about the weaknesses? The stuff we don’t say out loud. The habits we think make us “less professional.” The traits we’ve been taught to apologize for. Here’s what I’ve learned—both from my own journey and from coaching other PMs: Some of the most common “weaknesses” in project managers are actually underrated superpowers—if you know how to use them. 7 PM Weaknesses That Can Be Turned Into Strengths: 1. Imposter syndrome → Self-awareness You don’t pretend to know it all. That makes you a better listener, a sharper learner, and a humbler leader. 2. People-pleasing → Stakeholder empathy You sense tension before it explodes. You’re the bridge that keeps relationships from burning. 3. Overthinking → Risk mitigation You don’t just plan—you anticipate. And that’s why things rarely spiral under your watch. 4. Struggle delegating → Accountability mindset You care deeply. That’s not a flaw. It means you don’t pass the buck—you build trust before you let go. 5. Conflict avoidance → Strategic diplomacy You don’t pick fights. You defuse them. That’s emotional intelligence at work. 6. Lack of technical depth → Curiosity and clarity You ask questions others are afraid to. You connect the dots, others assume. That makes you a translator—not just a facilitator. 7. Being introverted → Deep listening You’re not just waiting to speak. You hear what people don’t say—and that’s what makes you a great PM. You don’t have to pretend to be perfect. You just have to reframe what already makes you powerful. Your biggest weakness might just be the thing that makes you great. → Repost ♺ to remind another PM that they don’t need to hide their imperfections. → Follow Jesus Romero for real talk about leadership, growth, and being human in project management.

Don’t do what you excel at & enjoy; at least not all the time” – this is the advice I received from my functional manager when I made the most critical career transition in my professional life & moved into the HR Head role for the first time.   The advice did sound counter intuitive; I had often been told ‘play to your strengths'. But as I discussed it with him further; I learned 2 things:   1) I had to stop doing what I was good at because it wasn’t good for my team. We all naturally gravitate towards our comfort zones, strengths & interests & may end up over-managing the function we know well or enjoy & under-manage others. And because I inserted myself more than needed in some areas, I ended up not adequately building the teams' skills in those areas.   2) Any overused strength can also be a weakness. It took me time to understand that underusing or overusing any strength impacts its effectiveness – and finding that right balance wasn’t easy. Taking the time to identify our strengths, & their associated potential weaknesses, helps us to become more self-aware & self-moderate as we grow in our careers.   Whenever we make any significant career transition; we need to purposefully rethink our ways of working, assumptions as well as where we focus our attention & time. #transitions

What if I told you that you don’t need to be an HRBP to hit six figures? Somewhere along the way, “make six figures in HR” became synonymous with “become an HRBP.” And because HRBPs dominate the job boards, it feels like the only path. But it isn’t. There are high‑earning HR roles that most people never explore — roles that match different strengths, different personalities, and different career goals: HR Project Manager — perfect for the planner, the organizer, the person who thrives in structure. Companies rolling out new HR tech, scaling, or restructuring need someone to run the project. That someone gets paid. HR Compliance Specialist — ideal for the rule‑follower, the investigator, the person who likes clarity. Compliance is specialized, in demand, and often overlooked. HRIS Analyst / Systems Lead — for the tech‑curious and process‑minded. HR runs on systems now, and companies pay well for people who can build, optimize, and maintain them. HR Operations Manager — for the person who naturally creates order out of chaos. If you’re already the “process person,” this is your lane — and it pays accordingly. Total Rewards Analyst — compensation, benefits, equity. Highly specialized, high impact, and a fast track to six figures. And here’s something people forget: HRBPs aren’t the only strategic thinkers in HR. Many of these roles drive business strategy in ways that are just less visible — but equally critical. The HRBP path is great — for the people who genuinely want it. But it’s not the only path to meaningful work and meaningful pay. Know your strengths. Know what energizes you. Then choose the role that aligns with both your talent and your value. For anyone exploring these paths, what’s the one piece of advice you wish you had starting out?