This document discusses qualities of innovative organizations and successful social entrepreneurs. It provides details on four practices of innovative organizations: institutionalized listening, paying attention to exceptions, designing real solutions for real people, and focusing on human qualities. It also outlines six qualities of successful social entrepreneurs: willingness to self-correct, share credit, break from structures, cross boundaries, work quietly, and have a strong ethical drive. Specific organizations and individuals are used as examples to illustrate these points.

1. Four Practices of InnovativeFour Practices of Innovative
OrganizationsOrganizations
Six Qualities of SuccessfulSix Qualities of Successful
Social EntrepreneursSocial Entrepreneurs
Things I Learned in Non-Profit ClassThings I Learned in Non-Profit Class
By Renee HigginsBy Renee Higgins

2. Four Practices ofFour Practices of
Innovative OrganizationsInnovative Organizations
Institutionalized ListeningInstitutionalized Listening
Pay Attention to the ExceptionalPay Attention to the Exceptional
Design Real Solutions for Real PeopleDesign Real Solutions for Real People
Focus on the Human QualitiesFocus on the Human Qualities

3. Institutionalized ListeningInstitutionalized Listening
 Every call is importantEvery call is important (Credo for Jeroo Billimoria of(Credo for Jeroo Billimoria of
ChildlineChildline –– Child Rights Service for street and runaway kidsChild Rights Service for street and runaway kids))
 Do not loose contact with those you serveDo not loose contact with those you serve
(Szekeres’s living and working centers for the disabled)(Szekeres’s living and working centers for the disabled)
 Outreach with those you serveOutreach with those you serve (( Things We HaveThings We Have
organization to trade food bank donations for other services)organization to trade food bank donations for other services)
Once you are really listening there is noOnce you are really listening there is no
limit to the opportunities.limit to the opportunities.

4. Pay Attention to the ExceptionalPay Attention to the Exceptional
 Notice what makes the unexpectedNotice what makes the unexpected
success work.success work.
Example:Example: Barka Foundation for the Promotion of MutualBarka Foundation for the Promotion of Mutual
Help:Help: Barka’s system is informed by a good-humoredBarka’s system is informed by a good-humored
acceptance of human imperfection.acceptance of human imperfection.

5. Design Real Solutions forDesign Real Solutions for
Real PeopleReal People
 Low-cost managed based initiatives ratherLow-cost managed based initiatives rather
than technology based initiatives.than technology based initiatives.
 DoesDoes notnot mean low-quality.mean low-quality.
Examples: Harley Henriques do Nacimento founderExamples: Harley Henriques do Nacimento founder
Gapa-BahiaGapa-Bahia in dealing with the problem of HIV/AIDSin dealing with the problem of HIV/AIDS
in poorer areas of northeastern Brazil. Ravil Agarwalin poorer areas of northeastern Brazil. Ravil Agarwal
of Toxics Link in dealing with solid waste in India.of Toxics Link in dealing with solid waste in India.

6. Focus on the Human QualitiesFocus on the Human Qualities
 Recruiting, hiring and managing staff inRecruiting, hiring and managing staff in
particular.particular.
 Generally retention comes from engagingGenerally retention comes from engaging
people who have certain qualities in theirpeople who have certain qualities in their
nature. They believe they can make anature. They believe they can make a
difference.difference.

7. Six Qualities of SuccessfulSix Qualities of Successful
Social EntrepreneursSocial Entrepreneurs
Willingness to:Willingness to:
Self-CorrectSelf-Correct
Share CreditShare Credit
Break Free of Established StructuresBreak Free of Established Structures
Cross Disciplinary BoundariesCross Disciplinary Boundaries
Work QuietlyWork Quietly
Have a Strong Ethical ImpetusHave a Strong Ethical Impetus

8. Willingness to Self-CorrectWillingness to Self-Correct
 Highly successful SEs are also highly self-Highly successful SEs are also highly self-
correcting. This stems from the attachment orcorrecting. This stems from the attachment or
motivation to the goal rather than attachment tomotivation to the goal rather than attachment to
a particular approach or plan.a particular approach or plan.
Examples:Examples: Veronica Khosa and Tateni Home Care vs. AIDS-Veronica Khosa and Tateni Home Care vs. AIDS-
only service. TMEC officer voting procedure.only service. TMEC officer voting procedure.

9. Willingness to Share CreditWillingness to Share Credit
 Part of the critical path to success because thePart of the critical path to success because the
more credit shared, the more people typicallymore credit shared, the more people typically
will want to help. Also grown from motivation.will want to help. Also grown from motivation.
Example: Jeroo Billimoria ofExample: Jeroo Billimoria of ChildlineChildline –– Every interviewEvery interview
Jeroo would spend at least half the time explaining theJeroo would spend at least half the time explaining the
contributions of otherscontributions of others..

10. Willingness to Break Free ofWillingness to Break Free of
Established StructuresEstablished Structures
 Perhaps redirecting existing organizationsPerhaps redirecting existing organizations
 This is critical because all innovation entails theThis is critical because all innovation entails the
ability to separate from the past.ability to separate from the past.
 Challenging because it involves financial andChallenging because it involves financial and
professional risk.professional risk.
Example: James P. Grant of UNICEF (redirection)Example: James P. Grant of UNICEF (redirection)..
Discussion please: St. Mary’s University. ???Discussion please: St. Mary’s University. ???

11. Willingness to Cross DisciplinaryWillingness to Cross Disciplinary
BoundariesBoundaries
 One of the primary functions of the SE is toOne of the primary functions of the SE is to
create new social compounds, gather new ideas,create new social compounds, gather new ideas,
experiences, skills and resources.experiences, skills and resources.
 Approach this state of order with a need toApproach this state of order with a need to
engage the world in its wholenessengage the world in its wholeness
Example: Jeroo Billimoria ofExample: Jeroo Billimoria of ChildlineChildline – it makes little– it makes little
sense to run an emergency phone service for streetsense to run an emergency phone service for street
children if the hospitals and police won’t cooperatechildren if the hospitals and police won’t cooperate..

12. Willingness to Work QuietlyWillingness to Work Quietly
 Often SEs become recognized only after yearsOften SEs become recognized only after years
working in relative obscurity.working in relative obscurity.
 Very pure motivation to push ideas steadilyVery pure motivation to push ideas steadily
forward with so little fanfare.forward with so little fanfare.
Example: Bill Drayton ofExample: Bill Drayton of AshokaAshoka and the “how-tos”and the “how-tos”
engaging the discussion of how things really worked.engaging the discussion of how things really worked.

13. Strong Ethical ImpetusStrong Ethical Impetus
 Nature of the visionNature of the vision
 ““II hadhad to do this”to do this”
 Not being able to bear other’s suffering withoutNot being able to bear other’s suffering without
acting to change it.acting to change it.
 At some point SEs decide that it is up to themAt some point SEs decide that it is up to them
to solve a particular problem.to solve a particular problem.

14. The EndThe End