Page 213 - The Power to Change Anything
P. 213

202 INFLUENCER


                 Consider the work of Muhammad Yunus, “banker to the
             poor.” When Dr. Yunus began to create a financial institution
             to administer loans to the working poor of Bangladesh, he dis-
             covered that some of the best young bank officers (who were
             often required to go door to door and meet with people living
             in the humblest of conditions) were former revolutionaries who
             had once fought to overthrow the government. Many put down
             their guns and picked up clipboards as they learned that they
             were able to effect more change through administering
             microloans than they could ever hope to achieve through vio-
             lent means.
                 If you’ve ever visited any of the settings where these young
             people have worked their magic, you can’t help but be
             impressed with the nobility of their work. Villagers who had
             once lived on the edge of starvation—whose children were
             often born with severe handicaps resulting from the arsenic
             found in the unfiltered water, and who often died at a young
             age—now run small businesses. They also rear healthy children
             who, for the first time in their family’s history, attend school.
                 Given the enormous intrinsic and social benefits associated
             with their jobs, what could possibly provide additional incen-
             tive to these erstwhile revolutionaries? Earning a gold star. An
             executive discovered this surprising fact almost by accident. To
             ensure that local branches were focusing on the right goals, one
             of the regional managers instituted a program where branches
             of Dr. Yunus’s bank earned different-colored stars for achiev-
             ing mission-central results—one color for hitting a certain
             number of loans, another for registering all the borrower’s
             children in school, another for hitting profit goals, and so forth.
                 Soon it became the goal of every manager to become a five-
             star branch. Individuals who were doing some of the most
             socially important work on the planet—and already working
             diligently and with focus—kicked their efforts to a new level
             when faced with the opportunity of earning colored stars. Of
             course, there was nothing of tangible value in these ten-a-penny
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