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HOW

WE
SERVE
How we erve

LEO MARTELLOTTO
President
JA Americas
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HOW WE SERVE

OUR VALUES

01 • We believe in the unlimited potential of youth

02 • We share and promote their passion for excellence

03 • We respect their talent and creativity

04 • We celebrate their honesty and integrity

05 • We create opportunities for quality hands-on learning

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HOW WE SERVE

HOW WE SERVE

is a summary of principles and behaviors that allow that our


actions be a reflection of our values. A series of unnegotiable
principles that define the way we proceed, respond and look
for concrete solutions: the implicit norms that, although are
institutionally accepted by all, are also aspirational. This is the
way we expect that the people joining the organization can
act and bring value to Junior Achievement.

“How we serve” is what we hope is part of our spirit


as leaders in a changing world.

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HOW WE SERVE

CONGRUENCE MODEL
is derived from four elements: people, culture (software), tasks and structure
(hardware). The higher the congruence amongst these elements, the greater the

STRATEGY

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HOW WE SERVE

WE BELIEVE in the unlimited potential of youth


1 MIND THE RELEVANCE OF OUR IMPACT

Be a reflection of the potential of our youth. Mind the relevance


of our impact by maximizing their unlimited potential

• Be a reflection of the JA mission and values

• Be an example with those behaviors that we try to inculcate in


the youth and the members of our team.

• Make sure that we contribute to specific actions not just based


on our “job descriptions”, also with the overall JA ultimate goals.

• E.G.: JA is invited to be part of a huge social initiative that is far


away from our three pillars… Is this relevant for the JA goals? Is it
going to help youth to grow their potential? Or is it just a way to
increase our fund by showcasing JA as a different organization?
Don´t be in conflict with the JA mission.
HOW WE SERVE

WE SHARE and promote their passion for excellence


2 ACT WITH PASSION AND DISCIPLINE

We reach excellence when we act with passion and discipline.

• Demonstrate passion for the mission: maximize opportunities that


our role gives us and get other contagious for becoming a referent.

• Develop a managerial structure that would keep the passion intact, but
at the same time assure high standard of professional effectiveness.

• Don´t “drop the ball”: develop a systematic follow up to avoid that.

E.G.: be an inspirational leader but incorporate methods and sys-


tems (staff performance assessment, operational plans, strategic
priorities, etc.) that maximize the performance.
HOW WE SERVE

WE SHARE respect their talent and creativity


3 INNOVATE

Put innovation as the critical factor in giving young people


access to skills that develop their creativity and talent.

• How the incorporation of new technologies


will allow to reverse the “zero-sum” game
between scale and quality. FREE
STYLE

• Question the common way of doing things:


FLEXIBLE
change, improve and look for excellence.

• Learn from the context to incorporate innovative FIXED


ways for keeping our relevance.

• Invest our human capital and social innovation


to consolidate us as a “cutting edge” organization.

• E.G.: incorporation of blended model as the way to stay relevant


to our beneficiaries.
HOW WE SERVE

WE CELEBRATE their honesty and integrity


4 BE TRANSPARENT AND ACCOUNTABLE

Communicate internally and externally with honesty, demons-


trating transparency and being capable of proving commit-
ment.

• There will be problems: the difference is how we approach to them: we own,


we share, we show proactivity and we look for concrete solutions.

• Be capable of proving what we promise in a clear and precise way.

• Measure your actions and behaviors under the rule of the “Newspaper headline”}

• Be aware of our decision´s consequences and how these will affect others.

• E.G.: we know that we are not going to accomplish a deadline, so


we communicate in advance, assume responsibility for that and look
for proactive solutions.
HOW WE SERVE

WE CREATE opportunities for quality hands-on learning


5 SITUATIONAL LEADERSHIP WITH COLLABORATION AS
COMMON GROUND

Through collaboration, keep the organization relevant in terms


of penetration, geographic reach, scale, contents, etc.

• “Learnability” as a key skill for a changing context

• Assume at all times a “team member” role: commit to tasks and generate syner-
gy to contribute to success.

• Seek permanently the generation of collective impact, understanding the need


of adding other actors for the effective solution of social problems.

• Have a clear understanding of roles, responsibilities and value propositions of the


ecosystem members, understanding their needs and collaborating to their objectives.

• Commit to co design processes to assure team awareness and common goals.

• E .G.: although all we have specific roles as members of a team, our leadership
must inspire by helping others: put yourself an "all-court player" role when is
needed.
HOW WE SERVE

6 PUT YOURSELF in the “other shoes” to serve

Through collaboration, keep the organization relevant in terms


of penetration, geographic reach, scale, contents, etc.

• Always establish warm bonds based in mutual respect, Mission


comprehension, constructive criticism and collaboration.

• Demonstrate commitment to the needs of our stakeholders,


for acting and reacting. What we have to say should be a source
for motivation and not fear.
JA Value
Opportunity
• Assume ethnic, cultural, religious, political and economic
differences as part of a heterogeneous world that needs
collective work and consensus.
Social Issues Partners
• Maintain a fluid bond within time with those partners,
organizations and individuals that are part of our initiatives.

E.G.: We identify social issues that currently receive the most generous support
from funders in the region. Which ones align with our mission and capabilities? We
listen to funders’ needs, and work with them to develop a solution collaboratively.