Search results for: leadership

…strengthen the resilience, impact and legitimacy of CSOs and the broader ecosystem of civil society support. We believe that networks can effectively and equitably distribute leadership and practice and can…

…Post Graduate Diploma in Executive Coaching and Leadership Mentoring, and a BA in Applied Social Studies. Lucy Heaven Taylor With over two decades of expertise in safeguarding and PSEAH (protection…

…embedded in the context, with deep understanding of the culture, reality and knowledge that is needed in different civil society ecosystems. Our intention is to increase the leadership and participation…

…new leadership development programme for CSO staff, facilitated by Ethiopian leadership development specialists.   Reflections from the biannual strategy meeting  INTRAC and Agar also provided support for a biannual strategy meeting,…

…we gain through our interactions with actors across the sector to provide high-quality training and thought leadership to INGOs in their practice, supporting them and strengthening longer-term change within the…

…Poland, and Slovenia. He still teaches leadership and management courses to staff and volunteers in the NGO sector. Prior to joining INTRAC, he was the International Development and Partnerships Manager…

…including human rights and advocacy. Reflecting this, the learning approach is designed to incorporate and build on their expertise through peer learning and leadership. We are also merging thematic and…

…international aid sector, share best practice, and advocate in favour of training. The members are Bioforce, Bond, CHS Alliance, DisasterReady, Groupe URD, Humanitarian Leadership Academy, Humentum, IECAH, INTRAC, and RedR….

…Programme Funding & Partnerships division, providing strategic leadership across all of their commercial and restricted grant contract development with governments, bilateral and multilateral agencies worldwide. In his +15yrs of private…

…Jitske Hoogenboom from PAX. Further reading: All of the previous entries in the Praxis series are available in the INTRAC resource library. These include papers on varied topics including leadership…

…useful to leverage wider change. In fact, strategic leadership from a funder, who is able to sit outside a particular system, can be instrumental in enabling wider system change. They…

…youth-led accountability, which each have a chapter of their own within the text: Youth leadership Transparency and access to information Community awareness and engagement Mechanism to gather and listen to…

…feminist, collaborative leadership; and would I find good answers to my question: how can INTRAC build on its 30 years of experience and contribution, while also shifting the power and…

…of being part of a values-driven organisation, which not only delivers consultancy, but also training and contributes to sector-wide thought leadership and learning. We will be balancing attention on our…

…15 local CSOs, with projects focusing on promoting inclusion, community-based dialogues, civil society leadership development, support to grass-roots civil society organisations and legal aid services through human rights-based approaches. The…

…our network consultants, partnerships and senior level commitment from our organisational leadership and board. But we also have much to learn and unlearn, and we hope that by sharing where…

…must ensure evaluation results are listened to and acted on, encouraging senior leadership and donors to take feminist MEL findings on board and turn recommendations into action; i.e. ensuring their…

…senior leadership roles, ultimately as the Head of the Programme Policy, Research and Learning Division. In this role she led Christian Aid’s thinking on decolonisation, and the team provided a…

…gender and accountability and learning. In 2013 she joined Christian Aid where she worked in a variety of senior leadership roles, leading strategy implementation, setting up a Centre for Excellence…

…mostly listen and say little. We try to understand the internal power dynamics. Every organisation has their own stated hierarchy but also their informal leadership working within . A lot…

Isabela has a unique blend of experience in monitoring, evaluation and learning (MEL), the design and implementation of aid projects, corporate partnerships and executive leadership training. She has a 25-year…

…generalist, recognising that the success of every organisation depends on its people and how we work together to achieve the organisation’s mission. She has a particular interest in leadership, cultural…

…spent 10 years in Malawi with INTRAC, where he trained a team of Malawian OD consultants, facilitated change with NGO support organisations, undertook research into leadership change issues and consulted…

Paul provides strategic direction for INTRAC’s consultancy and network services and is a member of the Senior Management Team. Paul has held advisory, management and leadership roles in civil society,…

…on strengthening the capacity of the six Ethiopian civil society organisations in four key areas: leadership, strategy, resource mobilisation, and financial management. Here, Sosena Lemma of AGAR and INTRAC Principal…

…months.” Paul has held advisory, management and leadership roles in civil society, academia, and government for 15 years. He has worked extensively with civil society, national and local government, ethnic…

…worked in the international development sector for over 25 years. She joined Christian Aid in 2013 and has held a number of senior leadership roles. Most recently, she has served…

…of his 20+ years of experience in the international development sector has been in senior leadership roles. He was previously Chief Operating Officer at United Purpose, and has also worked…

…series of articles dealing with leadership succession, capacity strengthening and exit in Ethiopia. This continues the longstanding INTRAC interest in responsible exit processes, which inspired a previous blog series in…

…Ethiopian accompaniers and consultants used participatory methods in their approaches whether addressing issues of leadership, strategy, resource mobilisation or financial management. According to the evaluation, we should have gone even…

…consultants on expected approaches; ensured coherence and communication between the different strands; and monitored progress and learning. focused on four priority issues: leadership, strategy, resource mobilisation and financial management. Two…

…in ‘Supporting CSO Leadership Succession’ asked funders to address the issue in four key ways, by: engaging more directly with grantee governance and second-line leadership; putting succession more explicitly on…

The appointment of five new trustees brings valuable perspectives from global civil society to INTRAC as we adapt our strategy and ways of working to achieve greater local leadership. Our current…

…semi-independent MEL support unit. When the pandemic started, WFD was in the middle of their African Liberal Network Women’s Leadership Programme. As with all the training at the time, the…

…resonates strongly. Under new leadership in an uncertain world, INTRAC is currently reviewing its values, theory of change and goals, how it addresses diversity, equity and inclusion, and how it…

“Without healthy leadership transitions there is no organisational sustainability. The civil society sector is littered with distressing examples of founders staying on too long, so that when they eventually leave…

…can then end up subsidising incompetence and allowing the leadership to avoid difficult decisions. This blog examines how best to use a core grant from the perspective of a recipient,…

…a particular programme. The choice therefore requires a wider understanding of an organisation’s vision, niche, ideas, leadership, internal dynamics and capabilities. It means spotting the right moment when an organisation is ready…

…At a time of increasing commitment to shifting leadership to local civil society,  INTRAC has a vital role to play in making this happen. We are really excited to have…

…of how to shift power and to have most impact on the lives of children as a medium-sized INGO for a while.  Inspiring leadership and a Board that was willing…

…most of all, trustworthy leadership. To help NGOs rise to these challenges, they need access to skilled and committed in-country capacity building providers.” This short paper by Rick James examines…

…We are providing a package of support for four organisations, which combines strengthening their financial management, resource mobilisation and leadership skills through a combination of technical training, executive coaching and…

…leadership support and commitment from the board. Dedicated OD staff and engaged programme staff. All five foundations hired staff (ranging from 0.3 to 10) to develop and implement their OD…

…The course reinforced to me the idea that ownership is critical. The leadership and staff in an organisation should see the need for change, and they must be part of…

…to live up to who we say we are and who we want to be. This takes courageous, yet humble, leadership. Some INGOs have found it valuable to develop a…

…& Capacity Development Read the blog “It’s (almost) all about leadership” (2014) and the paper “Leadership transition: overcoming the thread of founder’s syndrome” (2019) by INTRAC Principal Consultant Rick James…

…international consultants to deliver high-quality M&E at a distance; and we are providing advice and support to programme managers and organisational leadership to develop appropriate strategies to cope with the…

…broker and a qualified coach – specialising in transformational change. She’s an experienced trainer & facilitator, with a track-record of delivering training in ‘effective and equitable partnerships’ and co-facilitating leadership…

…be more important than more tangible forms of assistance. This is a time when real leadership skills are needed to maintain morale and make the right decisions. Hard choices may be…

…NGOs (INGOs), and donors can elevate local leadership through transition processes. In order to learn about responsible transitions, the SAS consortium conducted 20 positive case studies in 13 different countries….

…moment to reflect on what we’ve learnt. Active Citizens is a social leadership programme that promotes intercultural dialogue and social responsibility; it supports participants to develop leadership skills and facilitate…

…research and programme work, for over eight years, specialising in participatory processes, youth leadership and organisational learning. She worked with a number of NGOs, including Restless Development, Civicus, Womankind Worldwide,…

…leader. She has the skills and understanding necessary to facilitate individual and organizational learning and change. Nadia’s professional assignments have included: facilitating training events on gender, leadership and management skills;…

…and capacity building partners based in different countries on a range of training, learning and research initiatives.” About the authors Hiwot Alemayehu is a leadership and capacity development consultant based…

…and leadership for change in the hands of communities. This is why I joined INTRAC. We may be small but we have the potential through collaborative relationships and rigorous reflection…

Hiwot Alemayehu is a leadership and capacity development consultant based in Addis Ababa, Ethiopia with significant experience in civil society capacity development in Ethiopia, Ghana, Sudan, South Sudan and New…

…violence against women and girls, women’s leadership and political participation, girls’ education, child rights, child participation. She has facilitated gender equality reviews, feminist evaluations, gender assessments of programmes and organisations,…

…transformational change, strengthen leadership and capacity, and support the generation of evidence, lesson learning and influencing. Trustees’ report introduction The INTRAC 2018/19 Trustees’ Report and Accounts are now available to…

…Wageningen, The Netherlands. Her leadership has contributed to the conception and execution of complex programmes, as well as leading comprehensive evaluations, assessments, and studies, incorporating both qualitative and quantitative techniques….

…in this issue? Leadership transition is aptly the theme of our latest Praxis paper from Rick James (p.10). In her guest contribution Helen Collinson, an INTRAC associate and advocacy specialist,…

A change in leadership is “usually rocky, painful, risky and sometimes even fatal”, particularly when founders are involved. This Praxis Paper, written by Rick James, expands on a series of…

INTRAC is delighted to announce the appointment of Jim Emerson as Chief Executive. We are convinced that Jim will provide strong leadership for INTRAC as we reinforce our focus on…

…question how CSOs can be supported to think outside of the box and realise their vision.   3. Leadership: It can be difficult for young people to be taken seriously in leadership…

…in many counties including Sudan, Ethiopia, Bangladesh and Pakistan. Yvonne has an MBA from Oxford Brooke’s University and her specialist expertise and interest is in leadership and management of change….

…and governance systems are, and commit to strengthening research ecosystems in the global south. Redress evidence hierarchies. Incentivise intellectual leadership by southern-based academics and civil society practitioners and engage communities…

…Consider the global representativeness of partnerships and governance systems and commit to strengthening research ecosystems in the global South. Redress evidence hierarchies. Incentivise intellectual leadership by Southern-based academics and civil…

…developing and implementing M&E systems and tools with projects that use sport for youth empowerment, leadership and education. Her experience also includes: curriculum and project development, training of sport coaches,…

…She has significant experience in developing and implementing MEL systems and tools with projects that use sport for youth empowerment, leadership, education and inclusion. Her experience also includes: curriculum and…

…civil society practitioners and private sector executives in a variety of leadership and consultancy roles, to advance social change in Africa, Asia and Europe. Immediately prior to joining INTRAC she…

…has also worked with public sector policy makers and civil society practitioners in a variety of leadership roles to advance social change in other parts of Africa and Asia. Civil…

Jan works as a freelance consultant supporting organisational change and leadership development. Before going freelance she worked for more than twenty years in the not-for-profit sector, with most of this…

…the tip of the iceberg glistens in the Arctic sunlight, its mass lurks unnoticed in the cold water below. Of course leadership in civil society organisations (CSOs) is vitally important….

…in water and sanitation, livelihoods, health, advocacy…); Strengthening the organisation itself, helping it adapt to and manage change (whether in strategy, structure, leadership, staffing or systems…); Improving external relationships, whether…

…NGOs with funding from the Government of Norway (2009, 2012 and 2015). a women’s leadership project of the Palestinian Centre for Peace and Democracy and Kvinna Till Kvinna (2010). a…

…governance and leadership skills; change management; communication and facilitation skills; Training of Trainers; participatory approaches to development; advocacy for human rights; and cross-cultural communication. Facilitation: of a wide range of…

Charles Kojo Vandyck is a social justice activist and thought leader with experience in strengthening civil society resilience, sustainability, and civic leadership. He is a member of the Global Governance…

…(CSOs). These functions can include strategy, leadership, fundraising, monitoring, and evaluation. A national consultant, grounded in the context and culture and able to speak the language, is better placed to…

…range of international NGOs, donors and UN agencies, in such areas as strategy and organisational development, governance and leadership, as well as undertaking evaluations and programmatic reviews. He was one…

Isobel is an experienced coach and facilitator, supporting individuals, groups and teams to bring the best of themselves to their leadership for a more equitable and sustainable world. Beginning with…

…capacity building practice for small and medium sized organisations – including developing strategy, building skills, governance, leadership and organisational values. Since 2003 she has worked freelance as an INTRAC consultant…

…a degree in psychology and a graduate diploma in law, as well as a professional background in human resources, management, and leadership. She is a Fellow of the Chartered Institute…

…dimensions in change. His main areas of specialism include: Organisational change Leadership coaching and transition Formation of OD consultants Working with faith in development Monitoring and evaluating capacity building Rick…

…and articles. Our approach goes beyond organisational systems to issues that may have as much or more impact on the legitimacy and strength of CSOs, such as: leadership, integrity, relationships…

In May 2016, the Humanitarian Leadership Academy commissioned INTRAC to help inform its operational, partnership and learning requirements across the Middle East. INTRAC conducted a comprehensive needs assessment which focused…

…changes in funding streams and detailed and frequent reporting requirements, for example, are incongruent with their preferred leadership style. Hence, there does come a time when founders move on from…

…of top leadership and CEO must be planned even more carefully. Typically, the Governing Boards of entities should be responsible for ‘smooth and effective’ transition of CEOs. So, what is…

…or other leadership transitions will usually involve more than just the leader changing. The wider leadership and staff need to be ready for this. Understanding impacts, managing potentially fractured relationships…

By Rick James, Principal Consultant at INTRAC. Healthy leadership transition from a founder is never easy. It requires careful and proactive management. It benefits from: A transition team and roadmap…

By Rick James, Principal Consultant at INTRAC. Too often we blame Founder’s Syndrome on the founder alone not letting go. But healthy leadership transition is about much more than one…

…his many books (http://www.cadeco.mw/books.html). He co-edited the NGO Management Handbook with Alan Fowler. With INTRAC he published papers that shaped our thinking around integrating culture in change: Learning Leadership Development…

…task), and as INTRAC’s experience show, support related leadership development. Talking candidly about issues of diversity both ahead and following leadership transition is key. It may make all the difference…

…frustration. Emotions are intensified during times of uncertainty and change. Emotions can take a long time (if ever) to adjust. Leadership transition is too significant to be anything but bumpy,…

…Syndrome is the condition commonly referred to when a founder stays on too long in leadership so that it creates increasing organisational dysfunction. Some liken it to the founder having…

…course money is necessary, but when it starts to distort priorities, then trouble is brewing. 4. Losing Sight of the Mission: There are victims in all of this. Weak leadership,…

…recently to include video material in a tailor made training. Here’s a good clip: useful for discussing leadership and creating social movements. It’s called ‘Leadership Lessons from Dancing Guy’: https://www.youtube.com/watch?v=fW8amMCVAJQ…

…long-term and context-relevant support that is empowering and effective. Capacity building for sustainability should cover a whole range of areas such as leadership, programme effectiveness through improved monitoring and evaluation,…

…to take ownership and leadership of the process. It requires careful management and healthy relationships. Exit may be challenging and even threatening to our normal NGO ways of operating, but…

Posted by Rod Macleod. There are many aspects to building strong and sustainable civil society organisations. Mission and values, leadership, resources and an enabling environment all play a role. Getting…

…with beneficiaries, leadership, strategy, resource mobilisation, and financial management. 4. Influencing wider stakeholders at community, district and national level Greater attention to advocacy is part of the shift towards sustainability….

…problem the ALS set out to address. So what difference and impact do supportive leadership make in exit processes? Does a lack of leadership cause particular problems in certain stages…

…learning from three consultancy firms delivering leadership development in Ethiopia. There are interesting similarities and contrasts with a previous experience of four foundations working together in Africa. So what makes…

…by the Civil Society Support Programme (CSSP) in Ethiopia proved him wrong. The pilot programme, with Center for African Leadership Development(CALD), Emerge Leaders Consultancy and Training and Center for Creative…

Guest blog by Felix Obanubi from SAVI Nigeria. The fundamental crisis of social justice is rooted in leadership, management and persistent self-centeredness. When the interests of some groups and cliques…

…at each ALS meeting: You need to invest in the exit process; staff care during exit may require additional resources Leadership from senior staff and trustees is essential to motivate…

…from below (political and social movements). In Central Asia a change in CS leadership is gradually taking place, after 20 years of independence in Central Asia, during which migrants’ remittances…

By Suzanne Hammad. Civil society organisations can be well resourced and legitimate with established structures and strong leadership, yet still struggle to become truly sustainable. One reason for this might…

…a strong leadership to deploy those resources, then continued relevance and effectiveness – the point of any organisation in the first place – must be in doubt. So what leadership…

…an integrated concept of sustainability are leadership, purpose, values, and structures. We will explore whether particular leadership qualities or approaches matter to sustainability. Organisations that prove to be effective agents…

…the organisation: Get leaderships support first to gain traction – without this, any initiative is unlikely to gain support. Arrange a meeting with a small group where people feel able…

…jumped out for me included: leadership, trust, conscience, character, being self-critical, cultivating not building, cultivating not controlling, making it personal not mechanical, thinking long-term not short-term, and being ruthless where…

…2: Cultivating capacity: returning to first principles (March 2014) No. 3: Obsessed by assessment tools (April 2014) No. 4: It’s (almost) all about leadership (May 2014) No. 5: Cultivating character…

…takeaway from the discussion is that the context – in terms of countries, policy landscapes, funding support, leadership, capacity – will always be decisive in how influential civil society organisations…

…2: Cultivating capacity: returning to first principles (March 2014) No. 3: Obsessed by assessment tools (April 2014) No. 4: It’s (almost) all about leadership (May 2014) No. 5: Cultivating character…

…2: Cultivating capacity: returning to first principles (March 2014) No. 3: Obsessed by assessment tools (April 2014) No. 4: It’s (almost) all about leadership (May 2014) No. 5: Cultivating character in capacity building (May 2014) No. 6: Cultivating trust…

…and international levels. At the internal level, many CSOs suffer from a lack of staff with the technical, financial, research, and leadership skills needed to effectively implement the programmes they…

…2: Cultivating capacity: returning to first principles (March 2014) No. 3: Obsessed by assessment tools (April 2014) No. 4: It’s (almost) all about leadership (May 2014) No. 5: Cultivating character…

…2: Cultivating capacity: returning to first principles (March 2014) No. 3: Obsessed by assessment tools (April 2014) No. 4: It’s (almost) all about leadership (May 2014) No. 5: Cultivating character…

…I was underplaying the importance of leadership. Today I firmly believe that leadership is the most important element in capacity building. You can look to improve finances, staffing, systems, structure…

…2: Cultivating capacity: returning to first principles (March 2014) No. 3: Obsessed by assessment tools (April 2014) No. 4: It’s (almost) all about leadership (May 2014) No. 5: Cultivating character…

…2: Cultivating capacity: returning to first principles (March 2014) No. 3: Obsessed by assessment tools (April 2014) No. 4: It’s (almost) all about leadership (May 2014) No. 5: Cultivating character…

…and values underpinning exit processes Capacity building and relationship management with partners Staff care and personnel issues The role of leadership Praxis Paper 31: Developing a timeline for exit strategies…

…2: Cultivating capacity: returning to first principles (March 2014) No. 3: Obsessed by assessment tools (April 2014) No. 4: It’s (almost) all about leadership (May 2014) No. 5: Cultivating character…

…including Oxfam GB and Save the Children International, are considering how mindfulness could help deal with stress and burnout or as part of management and leadership programmes. The private and…

…on freedom will exist alongside the ebb and flow of new political formations and faces – a new leadership in China, Barack Obama’s re-election, debates on the future of Europe,…

Leadership may sound impressive, but it is immensely difficult. While many of us know what we should do as leaders, we just do not have enough time to put it…

…to civil society and delineates the areas which may present a challenge to how civil society and its leadership have operated in recent years. This paper is a background paper…

…advocacy, monitoring and evaluation, theory of change, leadership, partnerships and capacity building, strategic planning, governance, fundraising A short guide to getting the most out of a VSO toolkit on participatory…

…a leadership aspect in the programme to support self-help movements. We wanted to bring together new ’agents for change’ within self-help groups and NGOs and effectively address gender and age…

…alone and depends upon interpretations of religion, which in turn are influenced by the cultural and educational background of an organisation’s leadership. The research also found that Islamic FBOs have…

…people, issues and geographic areas. INTRAC provided the following support to the programme over a six year period: Thought leadership and key input into the design of the programme Team…

…identity can have profound organisational implications. It can affect how they operate internally – the leadership, relationships, culture, and policies of an organisation. It can alter how they relate externally…

…leadership commitment, a multi-sectoral approach and promotion of the ABC prevention model. Yet, almost 80% of HIV positive people in Uganda remain unaware of their status. More action is needed…

…considered traditional and modern leadership models in a range of national and local, large and small civil society organisations in Kyrgyzstan. Improved learning, the researchers hoped, would enable Centre Interbilim…

Coaching and mentoring are increasingly being used as tools for leadership development within civil society organisations. This Praxis Note illustrates how coaching can be used with leaders and staff in…

…leaders must as a consequence incorporate best practice and current experience rather than rehashing tired, traditional approaches to leadership training. This paper examines the role of leaders and leadership in…

…in Africa must be rooted in the influential cultural heritage. The note explores aspects of leadership and leadership development in precolonial Africa and draws lessons for leadership development in civil…

…of development change. Consequently we find our capacity building at best ineffective and at worst destructive. Leadership is particularly important in small, informal organisations such as CBOs, being both their…

Research into what makes civil society leaders in Malawi change behaviour yielded some startling implications for leadership development. It highlighted the need to focus on the individual’s self-development, be holistic,…

…who are actively interested in supporting leadership development with their partners. It is also aimed at leaders of civil society organisations in Africa as well as providers of leadership services….

…empowering approach to leadership, leaders had to overcome an engrained habit or ‘addiction’ to autocratic decision-making. Such a comparison may have radical implications for the design of leadership development programmes….

…their perspectives on leadership; the nature of the leadership change processes they had experienced; and the factors that had promoted and constrained change in their leadership behaviour in the past….

The stark statistics for HIV/AIDS in sub-Saharan Africa are terrifying. Each year, countries like Malawi, for example, are losing more teachers than are being trained. Seventy per cent of major…

…management style, where decisions are made by a few, and leaders are characterised as being autocratic, dominant and undemocratic in leadership style that does little to assist co-operation. At the…

…work placement at INTRAC, highlights the particular problems of leadership development facing the young Vietnamese NGO sector. In ‘Capacity Building News’, Chiku Malunga of the NGO Support Organisation CABUNGO writes…