{"id":2141,"date":"2020-12-11T11:31:42","date_gmt":"2020-12-11T11:31:42","guid":{"rendered":"https:\/\/idronline.org\/2020\/12\/23\/leadership-unrealistic-expectations-and-self-doubt\/"},"modified":"2025-02-20T16:11:06","modified_gmt":"2025-02-20T10:41:06","slug":"leadership-unrealistic-expectations-and-self-doubt","status":"publish","type":"post","link":"https:\/\/idronline.org\/kn-in\/leadership-unrealistic-expectations-and-self-doubt\/","title":{"rendered":"Unrealistic expectations and self-doubt"},"content":{"rendered":"

This article is part of Failure Files<\/a>, a special series conceived by India Development Review<\/a> in partnership with Acumen Academy<\/a>, where social change leaders chronicle their failures and lessons learnt.<\/i><\/p>

My story of failure has to do with a series of decisions I took as a co-founder of a nonprofit organisation, Project Potential, which led to challenges with fundraising, internal team morale, and confusion about our model. At a deeply personal level, the outcomes of those decisions shattered my own sense of identity and self-worth. <\/span><\/p>

Let me expand.<\/span><\/p>

\"What<\/a><\/div>

I was born in the US to an Indian father. And from the age of 16, I have been working on and interning with small development projects. I always knew that I wanted to work in the social sector, and that I wanted to play an enabling role when working with communities, rather than dictating to them what and how they should do things.<\/span><\/p>

Listen to this article instead<\/em><\/strong><\/div>
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