Last week we curated a workshop with fellow practitioners on women economic empowerment. In the process, we met curiosity and experience, unearthed new opportunities but most importantly learnt what works and how to make it happen. Now, time to reflect and rekindle.

Using case studies and experiential exercises, we have been working with frontline health leaders to cultivate their supervisory skills, helping them better understand the value of their role, practice effective leadership traits and introduce key field-management tools.

This week we provided technical assistance to support the launch of a hotline for polio workers in KP. Workers can use the hotline to seek information, share suggestions and report issues. The platform is reflective of the constructive and result oriented mindset of the polio program, in their pursuit to support and empower its frontline teams.

Last week we started a six-month transformation journey, where through our support, selected health workers will use their voices to debunk myths around preventable diseases and challenge discriminatory behaviors.

We are working to enhance respect and receptivity of communities towards working women, particularly those from low-income households – the most neglected segment.

At the core of our work lies a simple but powerful principle: we learn by doing, iteratively but surely, we build by doing it together. Learning and co-creation are not peripheral—they are central to how we grow, adapt, and deliver.

We have often found teams to fail or underperform due to inadequate leadership and management support. Leadership is not a designation, it’s a life-skill. Evidence shows that the skills and attitudes which enable effective and supportive management i.e., allow supervisors to bring-out the best in their teams is lacking amongst many with the requisite responsibility. More on this later.