This log reflects my experience of the second week of my Leadership-in-Action, which started on May 26, 2025.

I started the week with a list of around 20 individuals in business, NGO, government, and law. Last week I received JA Worldwide's introductory materials and an invitation letter customized to our target audience in Bangladesh. We also met a longtime friend of Mr. Advani, who's from Bangladesh and has been an active member of the World Economic Forum community. He remarked that JA's financial literacy programs are the most needed in Bangladesh's context, followed by those in work readiness and entrepreneurship. He recommended that we connect with local banks, financial institutions, and certain NGOs. He also shared valuable advice on tapping into the networks of our target groups.

What went well?
Outreach really picked up this week. I managed to expand our focus to the financial sector—banks are serious power players here, and we can’t ignore them. Drafting decks and letters for outreach gave me a sense that things were becoming real, not just brainstorms.

What could have been done differently?
I tried to do too much solo—emails, follow-ups, and outreach all at once. A bit of delegation or at least setting staggered timelines would have saved my sanity.

What did I learn about myself when working with others?
I learned I can be the “connector” in a group. When someone mentioned a name or a target profile, I often had a link to another person who knew that person.

What did I learn about leadership?
Leadership sometimes means being okay with half-baked drafts. A “good enough” outreach letter sent on time beats a “perfect” one stuck in drafts. Momentum matters when results are time-based.

What do I want to develop or focus on next?
I want to get better at balancing quality and speed. Also, I’d like to bring in more humor into my interactions—it seems to break the ice in Bangladesh’s formal settings.