The silver lining

As the reality of self-isolation, social distancing and home schooling sets in, I can’t help myself but to think that some positive - dare I say, great - things will come out of this dire situation.

At a personal level, I sense we might gain greater gratitude for what was before ‘taken for granted’. And on a business front, a fresh perspective on traditional work environments, new approaches to leadership and innovative products and services might be some of the gains.

The optimistic and even opportunistic view is certainly one our team has adopted. On 16 March, all our programs were suspended until further notice. In this unfortunate event, a silver lining presented itself...

Our years of experience and research have shown that our approach is successful; young people flourish in their education and personal lives as a result of their participation in our programs. So we have been wanting to impact many, many more youth across the country. But our high impact, intensive intervention was set up to achieve depth rather than breadth. So we set ourselves the ambitious goal, a couple of years ago, to become a scalable and sustainable business.

Our team had been making progress towards this objective, but in the midst of program delivery and with little resources at our disposal, it had been a slow and disrupted process.  

Now, with ‘business as usual’ on hold, we’re using this opportunity to take the bull by the horns and give our goal the absolute focus it deserves. The ultimate aim being to roll out a scalable and sustainable business model at the start of 2021. We’re being methodical in our approach, employing a design thinking process, to ensure the evolution of our programs and services continue to meet needs in the market.

Our vision remains the same: to create a world where young people realise their potential.

Now is not the time to stop nor slow down. More than ever, young people need us to think of new ways to support their wellbeing, resilience, self-confidence, hope. We must focus and go hard so that we come out on the other side with opportunities for a better world.

Kim Larochelle

Kim joined The Helmsman Project as a volunteer when it first started delivering programs in 2013. In January 2014, she became one of the organisation's first two employees and is now CEO. She has had the privilege, along with the team, to witness and support The Helmsman Project's growth.

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