There are two ways to introduce yourself.

I can give you the LinkedIn version: For the past 15 years, I have been the founding executive director of Babson College Institute for Social Innovationwhich amplifies the mission to educate entrepreneurial leaders to create social and economic value at the same time. A leader in corporate social responsibility and social innovation, I co-authored the book Creating Social Value: A Guide for Leaders and Change Makerswhich is as relevant today as it was when it was first published a decade ago.

Or, I can tell you another story: I grew up in an activist family where challenging the status quo was a serious sport for my family. If something mattered, you didn't just talk about it, you did something about it. I saw the impact their work had on people and communities, and I knew from a young age that I wanted to have the same impact. Fifteen years ago, I started the Institute for Social Innovation without a roadmap. I just had a vision of a place where students could unapologetically challenge the changing role of business in creating a more just, equitable and sustainable world.

The first version tells you what I do. But the second starts to tell you why I do what I do. And that is the power of Marshall Ganz's concept of public narrative, a framework commonly used by community organizers.

I was first introduced to public narrative during Jennifer McCrea's exponential fundraising course. Until then, I was deeply rooted in my work, committed to creating economic and social value, but had not yet fully reflected on “why” after what i did The moment of realization came when I was asked to tell my story about myself – not just the strategies I was working on or the mission of my institution, but the story of how I got to this point in my career and life.

I have come to believe that the key to meaningful change lies at the intersection of entrepreneurial leadership and relational design. It's not just about innovation or disruption for its own sake. It's about finding what interests you, recognizing the opportunity to respond to it, and mobilizing others to join you in that effort. It's about weaving your values, your story, and your actions to create something bigger than yourself.

The public narrative, especially the story of the self, is a powerful tool in this process. It encourages us to reflect on the experiences and values ​​that have shaped who we are and why we do what we do. from sharing our personal storieswe go beyond job titles or descriptions. We connect on a deeper level.

Related: Why storytelling is a skill every entrepreneur should practice

Skip the bio – share your why

I've seen this power in action time and time again, most recently in the Nonprofit Entrepreneurial Leadership certificate program I've run for Arthur M. Blank Foundation grantees for the past seven years. There, I saw individuals from very different backgrounds – tribal communities, black leaders, philanthropists, refugee educators – all come together and share their stories about themselves. Name tags no longer mattered. What mattered was common understanding what called them to their work and what they hoped to achieve.

It's a transformative experience to witness that people don't talk about it what they do for him why they do it. And it is in that change that relationships are built, partnerships are created and change begins to take shape.

Skip the pitch – ask them why

Enlisting others in your idea is a crucial key to success for any entrepreneurial leader. Many young entrepreneurs think that signing others up means attracting customers, gaining followers and securing funding. They focus on creating the perfect pitch.

The problem is that it can lead to transactional relationships. It can narrow the opening too much, leaving innovative opportunities on the table.

Actually, I never pitch. When I meet with potential partners and funders, I prepare not what I want to say to them, but what I want to ask them. I research the leader and their organization. I read their articles. I pay attention to how they talk about their values ​​and how they put those values ​​into action.

I remember meeting one potential partner. In my research, I was intrigued by how sustainability is in his company's DNA. I did not start by opening the institute. Instead, I began by asking why I hadn't heard of his company before, despite its impressive mission-driven work. This question opened the door to a deeper conversation rooted in shared values. He admitted that his company's biggest challenge was visibility, and from there, we started exploring ways to collaborate. This was not to enter into a partnership for its own sake. It was about building a relationship, identifying shared values ​​and finding ways to create meaningful change together for both of our stakeholders.

When you start with the “why,” everything else—the strategy, the partnerships, the actions—falls into place. It's not just the soft stuff. It's the power thing. It's what drives you, keeps you grounded, and helps you make an impact.

Related: 5 compelling reasons why storytelling is critical to business success

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In essence entrepreneurial leadership it is this intersection between values ​​and action. Whether you're trying to tackle equity, climate change or public health, the opportunity for innovation lies in approaching these challenges through the lens of what you and your stakeholders care about most. It is not just about developing new products or services, but about rethinking how to use resources and relationships in new and different ways.

This is where bold ideas and transformative partnerships take root. When you're clear about what matters to you—and why—you can mobilize others, build meaningful relationships, and ultimately create lasting change.