1. The Charismatic Organization Shirley Sagawa and Deborah Jospin

2. (C) sagawa/jospin 2009

3. 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

5. (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

6. (C) sagawa/jospin 2009 Why a strong community matters: 1) People produce the impact 2) People connect you to other forms of capital

7. (C) sagawa/jospin 2009 What people want: 1) People want to make a difference 2) People want to belong to a community

8. (C) sagawa/jospin 2009 Mission: Your Purpose A Real Need A Credible Response An Inspiring Vision

9. (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

10. (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

11. (C) sagawa/jospin 2009 Data Driven Decision-making Set measurable goals Create a road map Show results

13. (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

14. (C) sagawa/jospin 2009 Intentional Innovation Create higher value products, services, strategies, and processes

17. (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

18. Can Do Culture Vibrant Positive Inclusive (C) sagawa/jospin 2009

20. People-focused Management Trust Teamwork Communication Respect (C) sagawa/jospin 2009

22. Compelling Communications The power of story

24. (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

26. Recruiting others

27. (C) sagawa/jospin 2009 Donating

28. Partnering

29. Thank