The Charismatic Organization

Shirley Sagawa and Deborah Jospin

(C) sagawa/jospin 2009

(C) sagawa/jospin 2009

Charismatic Leaders

• Visionary change-agents• Compelling communicators• Personal goals v. organizational goals• Impulsive• Manage by in-group/out-group• Poor implementers• Fail to develop leadership in

others/successors

(C) sagawa/jospin 2009

Leaders of Charismatic Organizations

• Put the cause first, the organization second, and themselves third

• Get the right people in the right jobs and nurture them

• Share power and responsibility

• Build a strong community

(C) sagawa/jospin 2009

Why a strong community matters:

1) People produce the impact

2) People connect you to other forms of capital

(C) sagawa/jospin 2009

What people want:

1) People want to make a difference

2) People want to belong to a community

(C) sagawa/jospin 2009

Mission: Your Purpose

A Real Need

A Credible Response

An Inspiring Vision

(C) sagawa/jospin 2009

Year Up

• To close the Opportunity Divide by providing urban young adults with the skills, experience, and support that will empower them to reach their potential through professional careers and higher education

(C) sagawa/jospin 2009

• To give ordinary folk the chance to buy the same thing as rich people

• To enable people and businesses throughout the world to realize their full potential

• Making great-tasting, truly healthy organic beverages while making a contribution to energy savings, sustainability and environmental health

(C) sagawa/jospin 2009

Data Driven Decision-making

Set measurable goals

Create a road map

Show results

(C) sagawa/jospin 2009

Year Up Outcomes

• 100% placement of qualified students into apprenticeships

• 83% student retention• 90% of apprentices meet or exceed

apprenticeship partner expectations• 87% of graduates placed in full or

part-time positions within 4 months of graduation

• $15/hr average wage at placement

(C) sagawa/jospin 2009

Intentional Innovation

Create higher value products, services, strategies, and

processes

(C) sagawa/jospin 2009

Building the Capacity for Innovation

• Base capacities: mission, data-driven, can-do culture

• Seek ideas from a broad range of sources• Understand the idea• Nuture the new

• Test promising ideas• Implement change

Can Do Culture

Vibrant

Positive

Inclusive

(C) sagawa/jospin 2009

People-focused Management

Trust

Teamwork

Communication

Respect

(C) sagawa/jospin 2009

(C) sagawa/jospin 2009

(C) sagawa/jospin 2009

Compelling Communications

The power of story

(C) sagawa/jospin 2009

Building social capital

• Create systems to collect stories

• Prepare tools that communicate well

• Train everyone to talk about your work

• Create “low risk” points of entry

• Build opportunities for meaningful involvement

Recruiting others

(C) sagawa/jospin 2009

Donating

Partnering

Thank