The complexity of leadership in an International Non-Governmental Organisations Moynihan Institute...
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Transcript of The complexity of leadership in an International Non-Governmental Organisations Moynihan Institute...
The complexity of leadership in an International Non-Governmental
Organisations
Moynihan Institute of Global Affairs
9 March 2010
Dr Colm Ó Cuanacháin
Contested leadership in membership based organisations -
Amnesty as a Movement• Challenges from within, as stakeholders use different
understandings to legitimise different directions• Questions from outside, as partners and observers feel they have
legitimate space to question a big players• No bottom line, and the lack of good measurement of impact,
means a lack of steerage.• The tyranny of multiple urgent (life or death) priorities and interestes
with high expectations of the relatively well resourced players
How leaders in global organisations embrace and react to these real challenges defines the level of
success in the organisation.
Amnesty International: a multi-site, multi-governed organisation
International Executive Committee
International Council Meeting
National boards, committeesin over 80 countries
Local groups, networks, committees
Secretary General
International Secretary (IS)
National directors
National and local offices and staff
2.8 million members10 million plus activists
500 staff at IS1500 at country level
Balancing the internal and external legitimacies
The strength, capacity, credibility, and validity that is inherent in a membership base of 2.8 million is invaluable.
There is a cost to democracy, and an internally oriented resource requirement that must be balanced.
There can be a tendency to overvalue internal audiences at the expense of external reality and other legitimate voices.
Management of change, of conflict and of operations is more complex, more demanding, yet the management toolbox is underdeveloped.
The organisational history, culture, and weight the comes with the territory in Amnesty can be difficult to navigate, slow to change, and can be self-serving if not managed provocatively.
The conundrum of multiple accountabilities
CouncilMeeting,
Chairs Forum
Directors, staff in
countries
Members, groups at Local level
Media Beneficiaries
and RightsHolders
Partnersand Human
RightsDefenders
Managementand staff at
the IS
National chairs and boards
Board(IEC)
Secretary General
The complexity and multiple layers of accountabilitycan overload and the resultantbureaucracy canundermine leadership, decision making and effectiveness.
The solutionfor Amnestylies in strengthening leadership - management with governance - and looking at the people and process side, not just on the systems and structures.
It is impossible to provide the necessarylegitimacy, control, responsibility andresponsiveness across all these axes!
The dilemma!
• If we don’t get the balance right…• If we don’t manage the conundrum…
We are less likely to achieve our vision or to effectively address human rights violations!
• And we change more slowly…• React ineffectively…• And learn less…
Trying to get the balance rightLeadership = Governance + Management
Governance Management
Strateg
ic Op
eration
al
Develop strategy for
specific area of work
Hire staff, approve activitiesSpokesperson,
representation
Set vision and
mission
The energy line!
The Energy Line
• The grey zone where roles and functions of volunteers/board members can be confused with staff/management is the centre-point of leadership conflict in membership based NGOs
• It is also the nerve centre, where organisations can be at their most effective and most innovative
• The win-win situation is where volunteers and staff lead as one! But this is dependent on strong organisational policies, robust processes, and great people!
Investing in People
Leadership is about keeping the focus on the people, the processes and policies. And not becoming fixated on the systems, structures and shape.Its about attracting, keeping and nurturing people with the attitudes, understands and skills needed.
Process management
• Managing expectations• Managing inclusion and participation• Managing learning and knowledge• Managing processes and policies• Managing planning and phasing• Managing relations and partnerships• Managing conflict and change
This requires a strong and shared organisation wide planning and prioritisation process!
Global priority statement
Sections’ Operational plans
IS Operational plan
Local workInternational
workGlobal work
StrategicThe global direction!
Global operational projects •Resourced from both
international/IS & national budgets
•Delivered by IS &/or national entities
Global workInternational workIS specific work
How does Amnesty plan together: international, national & global
Operational
The global glue!
Integrated Strategic PlanGlobal key directions •The changes we seek•The way we must work
•The innovation we expect•The resources we will
mobilise
Operational EnablersOperational EnablersCampaigningCampaigning Responding to opportunities and building capacityResponding to opportunities and building capacity(OP1 = 2010/2011; Flagship Projects are bulleted)
Engaging Partners
Promoting Active Participation
Foc
usin
g o
n In
divi
dua
l Rig
hts
Hol
ders
at R
isk
Inte
grat
ing
Gen
der
Cha
lleng
ing
Glo
bal l
ead
ers
(BR
ICS
, E
urop
e, U
S)
Demand Dignity Embedding Human Rights
in the MDGs
No Security Without Human Rights
Ending Unlawful Detentions
Make International Justice Real Ratifying the ICC universally
Crisis Response for Human Rights
Global Action For The Abolition Of The Death Penalty
Protecting People On The Move
Communicating in a Changing Environment
Renewing Al’s identity – AI@50
Strengthening Al’s Operations Globally Enabling joint planning & delivery
Building Global Digital Strategy Transforming AI’s digital platforms
& tools
Assessing Impact Assessing Al’shuman rights impact
Growing in the 21st Century
Enhancing Innovative Growth
Global Priority Statement for 2010 / 2011
…and the plug!
Join Amnesty International, and make a difference!
www.aiusa.org