When I first heard about the exposure visit as part of my SWAR Fellowship, I understood it in a very simple way. I thought it was meant for learning from different organisations -understanding their models, their strengths, how they work with communities, and how they sustain their impact. For me, it was like stepping into someone else’s field to borrow ideas that could be replicated back home. But when I actually went for my exposure visit, I realised it was much deeper than that. I want to be clear that this is entirely my personal understanding – I don’t know the exact intent behind designing the fellowship this way – but what I experienced changed my perspective completely.
Before this visit, I believed I was doing fairly well in my work. And yes, I did learn from the organisations we visited. But more than that, I learned about myself. I realised that being “good enough” is not enough when you are managing a project. Every small detail matters. A minor oversight, even if unintentional, can affect the entire outcome. One delayed communication, one unclear assumption, or one unplanned expense can disturb your timeline and budget. That realisation was humbling.
The learnings I am taking back from this exposure visit go far beyond organisational models.The first and strongest lesson is that planning is the backbone of any project. Planning does not just mean booking tickets or fixing meetings; it means thinking through every possible scenario – What if the meeting gets postponed? What if the cost is higher than expected?What documents or information will be required? I realised that the more deeply and honestly you plan, the more confidently you execute. Proper planning reduces last-minute stress, avoids unnecessary expenses, and builds trust with stakeholders. It is like building a strong foundation before constructing a house; if the foundation is weak, cracks will eventually appear.
The second major learning is the power of clear and proactive communication. While dealing with different stakeholders, I understood that assumptions are dangerous. Even a small misunderstanding – about time, expectations, financial details, or roles – can create confusion. Clear communication means confirming details, asking questions without hesitation, and ensuring that everyone involved is on the same page. It also means communicating internally within the team about responsibilities and expectations. I realised that good communication is not about speaking more; it is about speaking clearly, listening actively, and clarifying doubts at the right time.
The third and perhaps most practical lesson is to always have a backup plan. Field realities are unpredictable. Budgets may overshoot, plans may change, or unforeseen challenges may arise. During such times, panic only blocks your thinking. Instead, staying calm and exploring alternative solutions helps you move forward. A backup plan is not a sign of negativity; it is a sign of preparedness. It reflects maturity in leadership – understanding that things may go wrong and being ready to handle them responsibly.
My exposure visit project was, in a way, slightly successful. We completed it on time. Yes,our budget overshot, but we also managed to cut costs in several areas and adjust responsibly. And maybe that is what fellowship is truly about – not just achieving targets, but learning through responsibility and reflection. This is just the beginning of my journey. I am learning, unlearning, and relearning with every step. If there is one thing I would like readers to take back, it is this: growth begins when responsibility is placed in your hands, and real leadership develops when you learn to plan carefully, communicate clearly, and stay calm in uncertainty.
On that note, this chapter ends – but the learning continues. See you soon with another storyfrom the field.
iVolunteer Blog - everything about volunteering 