The key is getting creative with the deliverables and outputs. Too often, whilst managing multidisciplinary teams in the not-for-profit sector, I find myself in the classic ‘do more with less’ scenario. By focusing on projects that bring real impact and ensuring team members are receiving the right type of support to maximise their impact. Along the way, I’ve learnt that financial stability isn’t the goal in itself, but it’s the fuel that keeps the mission moving.

Balancing financial goals and social impact requires aligning both objectives within a shared vision. Start by integrating social responsibility into your business strategy—show how financial success can fuel greater social impact and vice versa. Encourage open dialogue to ensure team members understand that both goals are achievable and complementary. Prioritize initiatives that create long-term value for both stakeholders and society. Measure success with a balanced approach, focusing on financial performance and social outcomes. By fostering a culture of shared responsibility, you can achieve meaningful results in both areas.

Balancing financial goals and social impact is no easy task, but I believe the two can coexist harmoniously. I would start by fostering a culture of open communication and collaboration within the team, ensuring that everyone understands the importance of both aspects. By aligning our financial strategies with our social impact goals—such as investing in sustainable initiatives or community programs—we can create a synergy that supports long-term success. Regularly reassessing our progress and being willing to adapt would be key to maintaining this balance.

Align Vision: Develop a mission that integrates profit and purpose. Dual Metrics: Track both financial KPIs and social impact indicators. Engage Stakeholders: Collaborate with community leaders, partners, and team members. Innovate: Use technology and creative solutions to drive efficiency and impact. Cultivate Culture: Empower your team to prioritize both outcomes equally.

Financial performance and social impact are not mutually exclusive. They're interdependent. I've seen how reframing 'impact' as a strategic lever rather than a trade-off changes everything. When teams resist, I focus on transparency: What’s the vision, how does it link to long-term value, and why does it matter now? Then I involve them early, co-creating KPIs that reflect both economic and societal outcomes. It’s about shifting the mindset from either/or to both/and. Success comes when people feel ownership, not obligation. In life sciences, this is particularly powerful: when patients benefit, the business follows. Clarity, co-ownership, and conviction are the keys to alignment.

This is not a walk in the park. Often the tow sit on opposite direction and its not easy to get them together. My approach is to ensure i create an organizational culture in regards to understanding the two goals. To ensure that every team member understand it clearly. Then i will ensure that whenever a decision is made the two are put into consideration. This would entail workplan, budgets and execution.

When my team is torn between meeting financial goals and achieving social impact, I facilitate an open discussion to align our objectives and values. We reassess our mission and vision, ensuring that financial sustainability & social responsibility are intertwined. I encourage the team to think creatively, exploring innovative solutions that drive both financial growth and positive social change. By setting clear, measurable key performance indicators (KPIs) that balance financial and social metrics, we establish a framework for decision-making that supports our dual objectives. Through regular progress monitoring and adjustments, we find a harmonious balance between financial viability & social impact, fostering a culture that values both.

Balancing financial goals with social impact starts by knowing your values — and sticking to them. I’ve turned down work that didn’t align with my ethics, because your reputation and purpose aren’t worth compromising. But not every instance is black and white. Sometimes, you can help shift the brief and turn a misaligned project into one that drives real change. Staying true to your ‘why’ helps build stronger relationships with customers and peers who share your values. And if you’re doing work that’s good for people and the planet, don’t feel guilty about making money from it. The two can absolutely go hand in hand. As Warren Buffett said “It takes 20 years to build a reputation and five minutes to ruin it.”

Profit and purpose aren’t opposites. Align them. Build a model where financial success fuels impact, and impact strengthens your brand. Sustainable value wins long term.

I believe, its the WORK ENVIRONMENT that values employees' socioeconomic indicators. An Individual's perception about financial + Social may vary. Therefore, fostering a work environment that aligns business's core social values with teams' expectations might contribute to the cause. The goal is to make employees believe that, "They doing good for the society while working a regular job for their prestigious organization"