Small but mighty: how we use impact management to drive change

We want to share some highlights from an interview with our friends at Pioneers Post about what we’ve learnt about impact management and how we use data to drive our programmes.

You can read the full interview here.

Six impact management insights from SE100 champion Breadwinners

Words by Anna Patton

Earlier this year Breadwinners took home the NatWest SE100 Social Business Award for impact management. So how does a small organisation prioritise impact management? And what have they learned along the way? We spoke to director Martin Cosarinsky Campos to find out more. 

1. Industrial engineering is compatible with running a social enterprise

Having been an industrial engineer, Cosarinsky Campos was used to constantly revisiting processes to make them more efficient – a philosophy he has brought to overseeing Breadwinners’ impact. 

“Even if we are happy with what we're doing, we try to see how we can do it better, and continuously improve on it,” he says.

2. Simple can be powerful

Breadwinners’ latest impact report is a pretty quick read. “We really try hard [to make it] something that anyone can read and pick up,” he says.

Simpler metrics make it easier not only to explain your impact, but also to understand what you can do about it, he says.

3. Mentors can help you assess impact – with the right support

Breadwinners uses ‘outcome stars’ – a tool that asks programme participants to assess their progress on things like aspiration and motivation, and communication and social skills.

Completing the stars is a key part of mentoring sessions. But some mentors have been reluctant to ask questions for fear of being too intrusive. A lesson learned: make sure mentors know that the exercise is actually a “unique opportunity” for participants to reflect.

4. Getting honest feedback takes extra effort

Breadwinners has trained up and paid six programme participants to conduct feedback interviews with alumni. Speaking to a peer who has experience of similar challenges, prompts more honest answers and equips interviewers with new skills and extra income.

5. Change can be scary

Breadwinners used to support individuals until they found their next job. But following feedback programmes are now capped at six months maximum, which frees up space for a new cohort.

Making the change was “a bit of a scary thing to do”. But the results look promising: “People are progressing to better jobs, because there is a deadline” and 87% of participants agree with the change.

6. It’s not about perfection

“I don't think we're looking for perfection, really. We're looking for ways to improve.” Any changes to a programme involve a “trial and error phase”, he explains. “You try, and then you challenge it again: you go back and ask, did this work?”  

You can read the full interview on Pioneers Post’s website here