When was the last time your organization truly embraced discomfort in pursuit of change? For most nonprofits and social service organizations, the answer is probably "not recently enough." But Andrea Silverstone and Carrie McManus from Sagesse Domestic Violence Prevention Society aren't most leaders.
In their book Innovation at the Back of the Bus, Andrea and Carrie share a philosophy that challenges everything we think we know about innovation in civil society. And it starts with getting comfortable being uncomfortable.
Crisis as Catalyst
When COVID-19 hit in 2020, organizations worldwide scrambled to adapt. Sagesse was no exception, but their response revealed something remarkable. They didn't panic or freeze. Instead, they rapidly pivoted their services online, transforming how they served clients almost overnight.
This wasn't about perfection. It was about incremental steps, quick adjustments, and keeping their community safe. The secret? They'd already built the foundation for innovation long before the crisis arrived.
"I think what is relevant is to create the emotional capacity to be able to engage [innovation] in the first place." — Andrea Silverstone
Building Emotional Capacity for Change
Andrea's insight cuts to the heart of why so many organizations struggle with innovation. It's not about having the best technology or the biggest budget. It's about creating the emotional capacity within your team to sit in discomfort, embrace vulnerability, and ask courageous questions.
At Sagesse, this meant doing the foundational work first: establishing clear organizational values, engaging in leadership development programs like Brene Brown's Daring Leadership, and fostering a culture where "what if" questions aren't just tolerated but celebrated.
This is where Andrea and Carrie's partnership, affectionately dubbed "Candy McStone," becomes crucial. Their combined willingness to challenge assumptions and push boundaries created an environment where innovation could flourish. It's a similar kind of synergy to that which HeroX's platform facilitates by connecting problem-solvers with diverse perspectives to tackle complex challenges together.
The View from the Back of the Bus
So what does "innovation at the back of the bus" actually mean? It's about perspective, freedom, and yes, bumpiness.
Sitting at the back of the bus gives you a unique vantage point. You can see the whole journey, anticipate what's coming, and spot problems before they become crises. You also have the freedom to move around, try new things, and take risks. But make no mistake, the back of the bus is bumpy. Innovation isn't smooth sailing. It's messy, uncertain, and uncomfortable.
Sagesse intentionally maintains this perspective, continuously questioning and improving rather than settling into comfortable routines.
Everyone Is an Innovator
Perhaps most radically, Sagesse operates on a framework of three levels of innovation that empowers everyone, not just designated "innovation teams," to identify and fix what's broken.
Direct service staff, administrators, leadership… they all have permission and responsibility to spot problems and experiment with solutions. This democratization of innovation means that improvements come from those closest to the work, creating more effective and sustainable change.
This mirrors how HeroX challenge competitions engage diverse participants, from front-line workers to external experts, in solving problems at every organizational level.
The Ultimate Mission: Working Themselves Out of a Job
"We truly believe that we should be working towards a world where we don't need to exist." — Carrie McManus
This might be the most powerful statement you'll hear from a nonprofit leader. While many organizations focus on growth, expansion, and building institutional legacy, Sagesse asks: What if our success meant we were no longer necessary?
This mission drives their focus on systemic change over programmatic growth. They're not interested in building an empire; they're interested in eliminating domestic violence.
Navigating the Innovation Paradox
Of course, this approach comes with challenges. Sagesse has faced funding cuts because they refuse to provide the definitive, outcome-guaranteed answers that funders sometimes demand. Operating in a risk-averse sector while acknowledging complexity and uncertainty isn't easy.
But Andrea and Carrie remain committed to ethical practice over easy answers. They understand that real change requires acknowledging what we don't know and being willing to experiment and learn.
This is where platforms like HeroX can help organizations frame innovation risk to funders, demonstrating how experimental approaches lead to breakthrough solutions and long-term impact.
The Journey Continues
Innovation isn't a destination. It's a continuous journey of learning, adaptation, and improvement. Even when facing setbacks, the commitment to finding a better way forward remains paramount.
Sagesse's story reminds us that meaningful innovation requires courage, partnership, and a willingness to sit in the bumpy back of the bus. It's uncomfortable. It's uncertain. And it's absolutely necessary.
Relevant links from the discussion:
Find the book, Innovation at the Back of the Bus, here: https://www.sagesse.org/what-we-do/innovation/book/
Learn more about the inspiring work of Sagesse: www.sagesse.org @sagesecalgary
Connect with HeroX and see the full Innovation Leadership Speaker Series: HeroX Speaker Series on YouTube
Connect with Andrea Silverstone and Carrie McManus
Follow HeroX: LinkedIn | Instagram | X
Connect with Jamie Elliott
Ready to embrace the bumps and drive innovation from the back of the bus? Watch the full conversation with Andrea Silverstone and Carrie McManus on the HeroX Innovation Leadership Speaker Series and discover how your organization can foster a culture of continuous improvement and impactful change.
