From a manager of our young Fellows: ‘we’re not seeking an “ideal” outcome, we’re companions on the journey’
As a Project Manager (PM) for Rise’s Fellowship Program, the thing I’ve learned the most hasn’t been about project plans or community impact, but about how to walk alongside fellows, alongside the growth of young people who are wrestling with how to address the social issues around them. Their ideal is to help build a better Vietnam, one where the whispers of marginalized communities are heard and granted the rights they deserve.
Fellows enter this journey from all kinds of backgrounds. Some already step in as confident leaders, while others are just beginning to find their footing. Some have a clear strategic vision while others are only starting out with their first-ever projects. To me, the PM’s role at this stage isn’t that of a supervisor holding a scorecard to judge what’s “right” or “wrong,” but of a connector: someone who creates a safe space for fellows to grow, change, and mature, so they can become true movement leaders in the future.
Success isn’t just about “ideal stats”
There are many moments when I ask myself: What does success really look like for a project? There are fellows whose final projects didn’t achieve the results they initially hoped for, yet I still see success radiating from within them.
I remember one fellow who proactively did everything—from communication and community education to building networks. Even though the final numbers seemed average, what stood out to me was that they had stepped out of their own shadow and begun to think in a more systemic and sustainable way. For a young person, that’s a huge leap in their activism journey. When someone knows how to scale back a plan because it feels overwhelming, knows how to adjust after receiving feedback, or dares to admit, “This part wasn’t very effective,” that’s when I know they are truly forming leadership capacities.
Skills that bloom late
Some changes don’t appear right after a few training sessions. They seep in slowly—through many coaching sessions, one-on-one conversations, and real-life “collisions” with projects and real people.
I’ve seen fellows who were once shy grow into confident, captivating speakers in front of an audience. Others who used to take on everything themselves have learned to trust their teams and delegate. These skills are like late-blooming flowers—they only emerge when fellows realize they need to change to create more positive impact for their projects.
When “I” gradually becomes “we”
One thing that truly makes me happy is seeing the shift in how fellows perceive leadership. From being used to working independently or carrying most of the workload themselves, many fellows begin to realize that leadership isn’t just about doing your own part well—it’s about empowering, guiding, and creating conditions for others to grow too.
Fellows gradually move from implementing projects on their own to building and leading core teams, supporting team members in developing leadership capacity, and connecting with other groups and organizations to scale their impact.
From there, they start talking more about “ecosystems,” “networks of allies,” and long-term movements. The shift from being someone who “runs a project” to someone who “builds a movement” becomes increasingly clear. Plans such as expanding local clubs, launching community campaigns, or developing support models may still be in their early stages, but they already show strategic thinking and a desire to spread sustainable impact.
Sometimes, continuing to move forward is already an achievement
Of course, these journeys aren’t always smooth. There are times when fellows lose motivation midway, have to face heavy personal mental health challenges, or struggle to balance work and life.
Through my work as a PM at Rise, I’ve also learned that management can’t be separated from the human element. At certain moments, I don’t need fellows to produce breakthrough results—I just need them to remain responsible, face their own difficulties, and not give up. For me, that alone is already a deeply meaningful success.
Walking alongside them, I also remind myself of a few things:
Don’t rush to label someone based on a short period of time.
Always create space for fellows to try, to fail, to change, and to grow.
Evaluate a person through changes in mindset and commitment, not just final outputs.
The Fellowship isn’t only a place where fellows grow—it’s also a place that trains me to become a more humane and patient manager. I believe that when given the right opportunities, every young person can grow and find their place within the broader flow of social movements.
Team Rise