euclid publication english final

8/8/2019 Euclid Publication English Final

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Leadership and beyond:how civil society can lead the future

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Leadership and beyond: how civil society can drive the future 1

2 Forewords

The European Commission

Diputacin Foral de Alava (Spain)

7 Introduction

10 The orms o new leadership

1. Leadership development2. Financial sustainability

3. Good governance

4. Sot power

22 Sel-assessment questionnaire

30 Recommendations

31 About Euclid Network

34 Civil society leaders twinning programme

36 Contributors

Contents


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2 Leadership and beyond: how civil society can drive the future

Foreword rom the

European CommissionEuropean civil society leadership inthe 21st century

Civil society organisations play a vital role in the development

o the European Union. They are the linchpins o Europes

public sphere. They provide services which citizens need, thus

contributing to social cohesion and solidarity.

At European Union level, they implement European projects in

practically all policy areas - or example, human rights, equality,

environment, social inclusion and youth - acting as intermediaries

between EU institutions and EU citizens.

Civil society organisations contribute to policy shaping byresponding to the Commissions calls or public consultation,

dialogue and partnership. They provide the Commission with

invaluable input at an early stage o the policy-making process.

Dialogue between civil society organisations and the Commission

is now rmly established.

Civil society organisations also play the role o watchdog, holding

public authorities accountable or delivering policies. They

also help to raise awareness on issues at European Union level,

explaining the terms o the debate in a user-riendly way, helping

citizens to make up their own minds and enabling the European

Union institutions to communicate more eectively with citizens.

The Lisbon Treaty now enshrines and reinorces the participatory

dimension o the European democratic model. It introduces the


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European citizens initiative, which enables one million citizens

who are nationals o a signicant number o member states to

call directly on the European Commission to bring orward an

initiative o interest to them in a policy area o European Union

competence. The diversity o civil society organisations will beparticularly important in this context, as they have a unique

capacity to mobilise resources, most notably volunteering. This

is particularly important in view o the upcoming European Year

o Volunteering in 2011.

This manual collects the experience gained by civil society

leaders rom across Europe as part o a project co-unded under

the Europe or Citizens Programme. The project was selected

to explore and develop innovative trans-national mobility

schemes, in the spirit o developing Erasmus-like opportunities

or all, while at the same time oering more structured avenues

or longer term cooperation among European Union civil society

organisations.

Civil society organisations operate in a variety o ways andhave dierent goals. It is thereore crucial that civil society

organisation leaders share know-how with their peers and

learn rom each other. Individuals as well as organisations and

institutions, in act European society as a whole, will benet rom

such cross-border cross-ertilisation!

Civil society organisations are a cornerstone o the construction

o the European Union, which is why I warmly welcome this

manual and wish you an interesting read.

Viviane Reding

EU Commissioner for Justice, Fundamental Rights andCitizenshipVice President of the European Commission


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Foreword rom

Diputacin Foral deAlava (Spain)Innovation strategies or the uture o the socialservice system the case o Alava region

The Basque province o Alava has been characterised or yearsby a pioneering model o social services, responding to the

dierent needs o people and promoting a welare system that

guarantees the quality o lie o its citizens.

These are its uture challenges.

Alavas population currently stands at 313,592 inhabitants. By

2020 71,500 people will be over 65 years old, representing

over 20% o the projected population. The percentage o

people over 80 years will reach over 6% o the total population

compared to 4.5% in 2006. In that year 35,880 disabled

dependent people will be living in Alava, so the potential

number o people using the network o social services would

increase by about 8,000 people over the 2006 gure.

This scenario raises the need to devote greater resources to

the unctions o health care, sickness and old age in order to

maintain current coverage rates. The ageing o the population

o Alava, as in the whole o Europe, poses challenging nancial

implications. Similarly, the evolution o preerences and needs

o dependents and their amilies who wish to continue living

in their homes, points to home care and community-based

services.


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In parallel, it is expected that there will be a decrease in the care

network or home-based carers, due to the increasing integration

o women into the labour market (traditionally the primary

caretakers o dependents), the ageing o caregivers and the

reduction in the size o amily support networks.

Our challenge today, besides putting in place the necessary

measures to respond in a timely manner to these cyclical

situations, is to ensure a uture system that encourages autonomy,

rights, equal opportunities and an improving quality o lie o all

people, seeking to respond to dierent needs, ensuring continuity

o care.

Thereore, we have proposed ve strategies:

1. Rationalisation and cost containment. Prioritisation o

services and benets o subjective rights. It is urgent to clariy

the responsibilities o each public body in the provision o

services, coordination between them to allow or eective and

ecient management. It is necessary to establish guidelines oroptimising the allocation o resources available, and establish

mechanisms or managing, monitoring and enabling the

development o good practices to avoid, among other aspects,

potential raud.

2. Additional undraising. It is important to study the dierent

alternatives that are being implemented in dierent countries

and they have to do with the tax burden, tax-aected

spending on social services, with special dependency

insurance or with contributions to a contingency system. We

need to establish the contribution o the users in the nancing

o the cost o the benet or service, and the denition o the

ree services and those subject to co-payment.


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3. The promotion o public-private partnerships. In recent

times new initiatives have emerged that shape the so-called

ourth sector, aimed at a social purpose using practices rom

the private economic activity. They are new experiences with

new approaches, seeking to tackle the great challenges that areimpossible to ignore and dicult to manage, with the aim o

achieving sustainable social action.

Alava has a dynamic third sector, capable o addressing these

challenges, as demonstrated by its track record and experience

in recent years. It also has a private sector, sensitive to social

concerns and generating employment. An alliance between

the two sectors is important at any time, but especially so at this

juncture.

4. The creation o employment.The increase in demand or

services or older people and their dependents will be an

important eld o employment and participation by the need to

oer new products and services to these groups with growing

needs.

5. Social innovation.The uture o social policy is closely

related to a model o social and economic organisation that

considers ethical values and sustainable development. This

model encourages balanced progress, putting people - their

problems, their living conditions - at the centre o their actions

and decisions. Social innovation, in this context, becomes the

method that provides the ability to address needs in society at

any given time. It is the appropriation o approaches and tools

to nd new solutions to the problems and needs o coexistence

and social justice and equity in our society.

Covadonga Solaguren Santamara

Deputy for Social Policy and Social Services

of the Provincial Council of lava


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IntroductionThe world is changing and civil society has to change along

with it. Ater the global nancial crisis it cannot be business as

usual. Governments and corporations cant lead on their own,

treating civil society as irrelevant. Whatever you call it civil

society, third sector, social economy, non-prot, NGOs, social

enterprises its the glue in society, a bastion o universal rights

and pluralism, a source o citizens engagement, sustainable

development and social innovation across borders and

boundaries. However, its potential can be ully expressed only iit takes a new role.

Since its inception, Euclid Network has been a catalyst o such

change, equipping the sector with the right skills and tools to

rise to the challenge. It connects, develops and inspires civil

society leaders with a new vision suitable or the 21st century.

In Europe major shits are underway: economic slow-down,

ageing populations, migration and a European Union

simultaneously integrating and enlarging. Condence in the

uture has become rare. European citizens demand a dierent

Europe with a new development model: innovative, sustainable

and air.

Meanwhile, traditional players look tired o leading. Post-WWII

ideals sound dated while material interests are too volatile.There is a atigue with institutional change. The European

Union is in search o a new mission. It is time or civil society to

lead the change.

Civil society could be the new driving orce or the

development o Europe, but some structural changes are

required. There are ve major challenges to be overcome.


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1. Coordination. European integration has reconnected states

and progressively built a single market, but the third sector

remains stuck in national borders. Leaders must take their

organisations out o their domestic comort zone and open up

to the rest o Europe.

Internationalism goes to the heart o the solidarity that the

sector promotes. Knowledge-sharing and economies o scale

are the long-term benets. Networks can be the vehicles to

enable this.

2. Capacity.There is an urgent need or the sector to increase its

eectiveness through investing in talent and skills. The sector

hasnt yet developed a culture o proessional development.

The mission comes rst at the expense o developing sta.

3. Financial sustainability. While our economic system is

under change, organisations have to become more creative

in their income generation strategy. Looking across borders

the sector has developed a rich variety o business models,rom Scandinavian associations based on membership

ees and volunteering, British charities surviving o private

donations and sponsorships, to French and Italian cooperatives

competing on the market and working with public contracts

to deliver services. Civil society leaders can pick what suits their

organisations.

The situation is dierent in Central and Eastern Europe and

beyond the EU, where civil society organisations mainly rely on

international or European unding. Where this unding is being

phased out, diversiying income strands is the clear recipe or

sustainability.


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4. Governance. Organisations ocus on their day-to-day running

at the expense o governance. Too oten its said the sector

is poorly led, lacking coherence in strategy, implementation,

evaluation, transparency and accountability. Few countries

have developed a governance ramework or perormancemonitoring systems. At the European level, there are none.

5. Reputation.Though political rhetoric at both the national

and the European levels now unanimously lauds the

importance o civil society, public institutions still ail to give the

sector appropriate recognition, while the public is not aware o

the importance o the sector.

However, both membership and the reputation o third sector

organisations are growing as conrmed by the Edelman

Barometer o Trust again this year: NGOs are the most trusted

across all sectors. Civil society is potentially the best agent o

public diplomacy and the EU should not miss this opportunity

to enhance its mission domestically and globally.

Summary

The scale and complexity o these ve crucial challenges

coordination, capacity, nancial sustainability, governance and

reputation is daunting, and a response must be multiaceted.

The ollowing pages contain the contributions o leading gures

within the European third sector, who deal with these challenges

on a daily basis. Their testimonies1 map out a range o ways inwhich these challenges can be addressed, and oer a personal

view on how to survive and thrive as a leader in this new era. We

hope that among their words you will nd tools to add to your

repertoire, strengthening you and your organisation.

1 We have used selected quotes or this publication. You can, however, read the ullcontributions at www.euclidnetwork.eu


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The orms o

new leadership1. Leadership development

Timeless leadership traits

More than 2,000 years ago, Lao-Tzu needed ewer than the 400

words I have been asked or to describe leadership:

A leader is best when people barely know that he exists, not

so good when people obey and acclaim him, worst when they

despise him. Fail to honour people, they ail to honour you. But

o a good leader, who talks little, when his work is done, his

aim ullled, they will all say, we did this ourselves.

This is still a state-o-the-art description o optimal leadership.

Good leadership...

is barely visible at times and leads from the front at others;

is able to tackle complex leadership challenges with

minimal formal authority;

is a serving leadership mobilising the wisdom and the

power of the crowd; strategically balances local, national and global levels for

maximum impact.

Burkhard Gnrig, Berlin Civil Society Center (Germany)

At a minimum, a leader should not ask o others more than

what he/she does ask o himsel. A leader must also have the

courage to risk being unpopular. A leader is not someone thattakes popular decisions to win support, but rather someone


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who wins support because he/she can take unpopular

decisions that will prove popular with time.

Simona Paravani, HSBC Global Asset Management (UK)

Leadership is not primarily related to decisions, but about theability to inspire people to make them change direction. The

leadership uses empathy and relational skills to achieve set goals

and improve the overall climate in which we live and work.

Gian Paolo Montini, Associazione Peter Pan (Italy)

Adapting to the new era

We live in a complex world, needing or the leaders to take intoaccount a vast number o actors to make a decision and to

succeed with his team. Thereore, the needed management is ar

more about horizontal networking than vertical authority:

to get the best of each actor and of his/her capabilities;

to make a collective assessment and tackle the complexity

o each situation.

Thierry Weishaupt, Rseau Education & Solidarit (France)

These 21st century leaders see the world dierently, leaving the

command and control hierarchical tradition o leadership behind

them. They embrace a new collaborative approach in order to

seize new opportunities.

Patricia Munro, World Ca Europe (Germany)

Increasingly social partners are recognising that the greatestchallenge o the 21st century is to nd synergies between

the non-prot organisations, private companies and public

administration. The instrument or nding these new ways to lead

is to implement integrated innovation processes adapted to the

third sector, and to identiy new opportunities by systematically

incorporating creative processes and proessional management

tools.Gorka Espiau Idoiga, DenokInn (Spain)


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First try, then think i it may work. Be creative. Look or change! Be

more courageous and not too araid o ailures.

Magdalena Zawodny-Barabanow, Social Enterprise Poland

As the once clear divisions between the three sectors o business,government and civil society are becoming increasingly

blurred, third sector leadership will require dierent skills and

approaches. For too long, the sector dened itsel by what it was

not, setting itsel apart rom the other sectors and eschewing

engagement. This has changed signicantly in the past decade,

and the third sector is now better positioned to demonstrate its

complementary value, rather than to stand in opposition.

First, third sector leaders need to be curious about the

world, and outward-looking in their approach. Whether one

is leading a large international NGO or a small community-

based organisation, there is no advantage to isolationism.

Domestic third sector markets have too oten been ocused

on internal competition and local context, ignoring the

richness o models, best practice, innovation and learning

emerging rom the sector in other parts o the globe. Second, leaders need to borrow the best from other sectors,

and not eel compelled to adopt models or ideas wholesale.

Leaders need to ree themselves rom this legacy, allowing

the sector to borrow reely what is useul and leave aside

what is not.

Third, leaders need to actively engage in global decision-

making processes and position themselves as players

alongside government and business. There needs to be

a shedding o the token role o third sector voices, and a

premium placed on the inclusion o world-class experts who

happen to be drawn rom the third sector.

Cynthia Hansen, World Economic Forum (Switzerland)


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The winning recipe appears to be almost independent o where

leadership is applied: prot, not-or-prots, politics....It rests on our

key traits and qualities: the ability to be an eective networker, a

global mindset, being a results-driven pragmatic decision-maker,

and having a high level o personal integrity.Simona Paravani, HSBC Global Asset Management (UK)

I we are to provide guidance and ideas to young leaders,

who will be in uncharted waters, we must make sure that we

are connecting with them, recognising what we dont know

and what they can teach us. Some o this will be about how

to infuence in the new world o social media, engaging with

people globally, using dierent denitions o community The

use o inormation technology presents enormous opportunities

to do things in dierent ways, reaching and involving people

with an immediacy that challenges how we have learned to

communicate as leaders.

Dame Clare Tickell, Action or Children (UK)

Today it is no longer about choosing between top-down orbottom-up leading, participative or charismatic styles, people or

prots, competition or cooperation, teamwork or individualism,

courage and caution, creativity or logic. No either-or, no black

or white, no right or wrong The only successul approach to

address ast-changing contexts is to develop context-driven

adaptive solutions. Shaped rom their intentions and purpose,

driven by the values out o which they emerged and adapting

continuously to the tasks at hand.

Leaders are looked upon to anticipate, dene, give direction, be

decisive and solve truly wicked problems all the while harnessing

the creativity o the whole including the diversity in cognitive

maps, divergent values, morals and ideas everyone uses to make

sense o their conusing inormation environment. To lead in such

non-dialectic way, we need to be aware o our own and othersmaps o reerence, our belie systems and values as well as the

perspectives we choose to accept as valid at the time.


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We have to base our decisions on a blend o thesis and anti-thesis,

on contradictory angles on the one strategic issue at hand. Leading

then becomes a way o reconciling the positives o seemingly

contrary ideas and bridging the gap between them, making every

solution hybrid and tting to its purpose, the people involved andthe planet hosting us. And more than anything else, it means we

need to be able to ace confict because we have to accept that we

cannot satisy the needs o the either-or raction And possibly

the most dicult task o all: we need to get our ego out o the way

and our conditioned thirst or having all the answers.

Wiebke-Anka Koch, Berlin Hub o Social Innovation

(Germany)

A third sector organisation leader needs to be a sound nancial

manager, long-term strategist, psychologist, team player responsive

to the attitudes and eelings o his/her sta, being able to both

delegate tasks and responsibilities and take responsibility when it

matters. A leader needs to be able to recognise, give room to and

reward the personal initiative o people within the organisation,

giving them the opportunity to be entrepreneurial and realise theideas and activities that make it meaningul or them to be part o

the respective organisation.

Nadezhda Maksimova, Coalition or the Nature (Bulgaria)


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Seizing the historic opportunity

The nancial crisis generated by the banking sector, together with

the need to address the causes and eects o climate change [oer

an] opportunity or not-or-prot organisations to once again

reassert their unique identity - an identity shaped around a set o

core values and a search or change. I our organisations were to take

up that opportunity, what might it look like? I we were to eectively

and overtly put our stated values into practice, there would be

benets or our own organisations in addition to the benets or

wider society. Bringing values to the oreront and being able to

show how they are put into practice, how using a values-based

leadership approach is key or healthy and eective CSOs - all othis can be an attractive proposition. It can attract supporters and

donors; it can encourage and motivate sta; it can mobilise activists.

Brenda Lipson, Independent Consultant (UK)

Taking the best rom business

Running a third sector organisation can be just as challenging as

leading a large listed private sector business or a major governmentdepartment. We need to be proessional, innovative, nancially

literate, a strategic thinker, fexible yet disciplined, good with people

and motivated by passion and values. I we think that well-meaning

amateurism is sucient, then the impact or our beneciaries and

social good will be diminished. Yet we cannot simply swallow

without thought the business school mantras.

Dr John Low, Charities Aid Foundation (UK)

Europe is lacking in entrepreneurs that can build initiatives in an

eective and sustainable way, not only to create new ventures but

also to improve existent organisations We have to reinvent the

business school concept to address to the social sector. We have to

identiy eective social business models, empower them to create

best practices and research in order to develop active learning

contents and eectively share knowledge.Miguel Alves-Martins, Social Entrepreneurship Institute

(Portugal)


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2. Financial sustainability

Being practical

Many new opportunities or unding will be pursued and ound in

big cross-border projects realised by large consortia o participating

organisations and institutions rom dierent countries but the

present EU programmes with all the paperwork (taking up to 60%

o the time o work on the project or paper and document work

instead o real action) are not suitable or the uture and the real

action, grassroots organisations.


Do not get dragged into bureaucracy simply because it is the

language my funders understand; it is not the language of my clients.

Jim Baker, Age Concern Brighton, Hove & Portslade (UK)

What kind o innovation in unding strategies? Innovative

approaches to securing unding through leading consortiums (e.g. othird sector organisations) and also through joining in as a partner in

consortiums (e.g. led by multinational private sector companies).

Dr John Blackmore, Action Acton (UK)

Innovation and nancial proessionalism

It needs nowadays a lot o energy and intelligence to gather

necessary unds. Thereore, we need to explore new ways, and inparticular:

to mutualise social economy/third sector funds to support

individual projects when needed, nationally but also

internationally;

create social investment funds with public money to specialise

in nancing o operations with social return rather than nancial

return.

Thierry Weishaupt, Rseau Education & Solidarit (France)


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Our strategies need to go beyond traditional ideas about unding.

We need to understand the principles o business and be able to

create sustainable means o generating income that supports our

social impact. Setting up a business is not necessarily or everyone,but delivering contracts and securing loans, as well as grants has to

be part o the modern CEOs portolio.

Allison Ogden-Newton, Social Enterprise London (UK)

Its important to pay more attention to developing independent

sources o income or social economy enterprises, especially

associations. They create employment when they invest in core

business activities. Hence, public authorities should promote: investment in developing public and/or public income streams

through purchasing equities;

granting multiannual contracts which include an assessment of

results at the end.

On the other hand, social economy enterprises ask or tax advantages

such as OSEO. This is a und helping French SMEs grow. Socialeconomy enterprises can call on OSEO or social innovation. They can

equally ask to have access to the regional hubs o innovation rom

which social economy enterprises are excluded.

Jean-Marc Roirant, Ligue de lEnseignement (France)

When it comes to unding, the third sector needs to understand

how important innovation and new approaches will be. [] We

must make sure that we are able to show that what we do makes apositive impact on people and on communities with evidence. But

we must also make sure that we retain our independence and ability

to speak truth to power, challenging injustice and unairness when

we see it. I we dont, we let down the people we serve.

Dame Clare Tickell, Action or Children (UK)


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Changing regulations?

I would not be surprised to see trans-national giving governed

by international treaties, probably brokered by the UN long

beore the middle o the century. Loan nance, bonds and quasi

equity in the not-or-prot sector will be commonplace and

banking services or the sector will be increasingly dierentiated.

Dierentiation between traditional civil society organisations

and social purpose business will be altered in part as a result o

allowing greater returns on investments. Lines may become

even more blurred with traditional private sector rms becoming

increasingly dened as social purpose businesses and vice versa.


New unding strategies may be embedded in law as well,

giving ordinary people the option to choose which third sector

organisation to donate their money to, as opposed to creating an

enormous state-run und or nancing NGOs which would make

them too dependent on the government.


3. Good governance

Governance checklists

Good governance...

serves the mission;

involves all key stakeholders; is exible and open to outside inuence;

is transparent and secures the organisations transparency;

is accountable and holds others accountable.

Burkhard Gnrig, Berlin Civil Society Center (Germany)

The principles o good governance in the social economy are:

collective governance: one person, one vote, to avoid the

excesses of individual property;


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shared governance: participation of all stakeholders in the

project (participants, members and employees);

not for prot or not just for prot: prots are reinvested in

the mission of the organisation;

localisation where employees leave to avoid delocalisationsand takeovers;

transparency in decision-making.


What kind o governance? A governing body that is committed to

sel-evaluation through regular governance health checks.

Dr John Blackmore, Action Acton (UK)

Being refective

The central thing that I learnt is that I have lost sight a little o why

I am in the third sector. That sense o community that sees urther

than an inability to und something and retains commitment to

the direction you believe the organisation needs to travel. The

third sector in the UK is so built into the nature o the `system that

we can oten end up thinking like central or local government

rather than who we are At the moment I am ocusing on

bringing in money and modernising the organisation. The visit2

reminded me that people need to brought along with that or I

will lose the very people who care about our clients.

Jim Baker, Age Concern Brighton, Hove & Portslade (UK)

I am asked about governance more regularly than any othersingle subject. Introducing the right balance o accountability

and responsiveness is key. You need to be able to react quickly to

the changing requirements o your social needs and put the ideal

nance in place. The way in which you are set up needs to be able

to let you do this, as do your Board o Trustees or Directors. Social

enterprises demand good business people at the helm, people

2 Reers to Euclid Networks Leader Twinning Programme, see page 33 or urther inormation


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who understand the market place and are passionate about the

social benet you create.


Big changes ahead?

In part due to the EU and in part because o increasing charities

tax incentive arbitrage between countries, pressure will mount

or international norms o governance in the sector. It is likely

that not-or-prot governance will be unrecognisable in 50 years.

Frankly it is not possible to predict with any condence which

type o model will emerge on top.


4. Sot power

The ability o third sector organisations to infuence the policies

and decision-making processes o ruling elites will be even

more determined by their ability to talk understandably to the

public and to attract public support through changing peoplesperceptions about causes, problems and issues in our society.

Their success will very much depend on their readiness to

challenge their own notions and convictions, on their ability to

enter into dialogue with their perceived enemies, employing

new methods or social dialogue that are able to bring people

closer together.

Nadezhda Maksimova, Coalition or Nature (Bulgaria)

The complexity o the current society requires a co-responsible

attitude by all o the social agents implied with the matters o

collective interest it is crucial that the third sector participates

actively in the processes o construction o public policies,

bringing up its vision as well as giving voice to the most deprived.


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The entities o second and third level develop a undamental

role or advocacy, since they constitute as key interlocutors and

representatives o a great number o entities and collectives.

The more coordinated are the actions o advocacy, the more

impact they can have.Pau Vidal and Laia Grabulosa, Observatorio del Tercer

Sector (Spain)

The role o social economy in society must be recognised by

government through a state or direction within the ministry

o economy and employment to exercise its infuence. Only

in this way will it be recognised in its legitimacy as happened

in the UK and recently in Spain. This has to be complemented

with a clear legal ramework and related nancial support by

government.


It will be the third sector which will give voice to the vulnerable

and hold politicians to account, underpinning democracy, but

delivering tangible social change in the process, directing thevast power and resources o the state or the betterment o

societies o all kinds and histories.


You need to be persuasive, genuine and as clear as spring

water. People will not listen to you i you shout but i what you

are saying strikes them as vital, necessary and exciting they will

listen even i it comes to them in a whisper.



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Leadership Competency Never

Rarely

Usually

Frequently

Almostalways

Collaborator

I acilitate a co operative and collegiate approach

within my organisation and across the sector

I pursue and encourage an exchange o ideas

rom a wide variety o sources

I create a fexible environment to ensure the right

people work on the right projects to get the bestpossible results

SUBTOTAL:Add the number of ticks for each column

Networker

I build and use networks o infuence to achieve

objectives

I engage my networks to share ideas and

resources or mutual advantage

I tap into and use the proessional expertise and

experiences o others


Global mindset

I seek to understand the culture o the local

environment in context with the wider nationaland international view

I identiy and interpret new patterns aecting the

organisation and local environment

I respond to issues with insights and perspectives

rom a diverse variety o sources



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Rarely

U

sually

Frequently

Almostalways

Persuasive negotiator

I recognise and respect cultural and

style dierences in others and amend my

communication as required to achieve best

results

I identiy key infuencers and know how to

involve them to deliver outcomes

I motivate others using a range o techniques to

achieve the vision


Resilient

I condently embrace ambiguity and complexity

and operate within my circle o infuenceI achieve balance between work and personal

time to minimise my stress levels

I identiy the risks o alternative actions


Quick learner

I integrate key points rom a mass o disparateinormation and make sense o it

I rerame negative situations to gain learning and

move situations orward

I push mysel out o my comort zone and seek

development opportunities



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Rarely

U

sually

Frequently

Almostalways

Strategic management skills

I set the strategy by consulting internally and

externally and translate this into objectives or

others to achieve

I clearly and positively communicate the

organisational vision, mission and strategies

I set challenging perormance standards or

mysel and others


Management skills

I remove obstacles or the working team so

objectives can be met

I seek eedback on my perormance andimplement development plans

I give perormance eedback and coaching to

others regularly to ensure objectives are met


Accountable or achievement o results

I drive mysel and others to achieve objectives

I ensure everyone has the tools and resources to

achieve objectives

I resist pressure to be distracted rom achieving

the vision and objectives



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Ra

rely

Us

ually

Frequently

Almostalways

Accountable or improving results

I challenge others and address poor perormance

i it is aecting service and delivery

I measure and evaluate results

I actively work to improve the perormance o

mysel and others


Innovative

I challenge the status quo

I acknowledge innovation and encourage

creative thinking in others

I think and act with a long term view to identiy

opportunities and linkages


Systematic

I make it a priority to know about what my

organisation is delivering and the impact this has

on end users

I organise and analyse research on issues linked

to my organisations mission and use this to

identiy options that will have the greatest

strategic impact

I resist pressure to be distracted rom achieving

the vision and objectives



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Rarely

U

sually

Frequently

Almostalways

Stakeholder management

I work to develop a clear understanding o each

stakeholders requirements

I strive to create conditions or successul

partnering

I work to meet multiple stakeholderexpectations

SUBTOTAL:Add the number of ticks for each

column

TOTAL: Add all the subtotals or each column

and record the total or each column

How to interpret the results

1. Review the ratings o each competency in turn

For each competency area, which column has the highest

number o ticks?

i. I it is the columns Frequently or Almost always then this

competency is one o your strengths.

ii. I it is the column Usually then you may like to refect onwhich specic areas in this competency you may need to

develop urther in.

iii. I it is the columns Never or Rarely then you may like to

consider developing in this competency.


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2. Rank the competencies

By recording or each rating category the competency which

has the highest, second highest and third highest subtotals.

Rating category

Competency

with highest

subtotal

Competency

with second

highest

subtotal

Competency

with third

highest

subtotal

Almost always

Frequently

Usually

Rarely

Never

i. Your key strengths will be the competencies with the

highest sub totals in the rating categories oAlmostalwaysand Frequently.

ii. Your moderate strengths will be the competencies with the

highest sub totals or the rating category Usually.

iii. Your development needs will be the competencies with

the highest sub totals in the rating categories oRarely and

Never.

3. Review the TOTALs columnWhich column overall has the highest score?

i. I columns Almost always and Frequently, congratulations;

you are operating at a high level.

ii. I the column Usually, congratulations; you are meeting

requirements.

iii. I the columns Rarely or Never then you may want to

seek some expert coaching and/or mentoring to help youdevelop your leadership urther.


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4. Seek eedback rom others

Seek eedback rom others to conrm your sel view. You

could give the questionnaire to a range o sta and other

stakeholders to complete or you. Alternatively ask sta and

stakeholders by discussing the competencies with them.

5. Relect on your key strengths

What do you need to do in order to keep building on

these?

6. Relect on your moderate strengths

Which of these is vital for success?

What do you need to do in order to develop this moderate

strength urther?

7. Relect on your development areas

Are these areas vital for success? Do you need to develop

in these areas?

If yes, what do you need to do in order to develop

in this competency?

8. Seek a coach, mentor or trusted peer to help you make

sense o your results and to create a development plan


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Taking in to account the opinions o third sector leaders across

Europe, including those in this publication, participants on the

Leader Twinning Programme and the wider network, Euclid

Network propose 6 recommendations to the European Union

in order to support civil society in achieving its potential to lead

Europe out o the recession and in to the uture:

1. Establish and scale up an Erasmus-like exchange

programme or civil society.

2. Reorm European unding, starting with the reorm o

the nancial regulation, to promote a culture o social

innovation and ensuring a better return on investment or

tax payers, European institutions and civil society.

3. Moving rom a culture o social spending to socialinvestments, recognising the importance o social

investments in the Europe 2020 strategy, and earmarking

quotas o European structural and regional unds or social

enterprises.

4. Establish a European und or social investments which will

widen the credit base o national social unds.

5. Develop a ramework or good governance across borders

and link it to more fexibility in European unding.

6. Invest developing the role o civil society as an agent o

public diplomacy to promote European values in the EU and

globally.

Recommendations


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Focus Reason What we do

Sustainable

unding

The recession has

highlighted and reinorced

the importance or

organisations to developa culture o sustainable

nancial management. On

the other hand, donors

and grant makers need

to increase the scale and

eectiveness o unding

available.

Campaign or the reorm

o European unding

Promote innovative

unding models.Support members in

access European unding.

Goodgovernance

Good governance iscrucial or all third sector

organisations and varies

across Europe. But with the

European Union unding

civil society projects across

Europe, is it possible or

organisations to adopt

a shared ramework or

governance?

Run a research projectlooking or shared

principles o good

governance across

Europe with a view to

establishing a common

European code.

Run good governance

workshops .

Share and developresources.

Sot power Civil society across Europe

is no longer just an add on

but is central to providing

solutions to some o

Europes most pressing

social problems including

an ageing society, theenvironment and the

delivery o public services.

Campaign on key issues

or the sector.

Create guides on how to

lobby eectively.

Connect our members to

the policy makers.


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Where we work

Despite being a pan-European organisation, EN recognizes that

civil society is not the same in every country. Far rom it.

On a national level some civil societies are relatively young

whilst regionally many countries share common challenges and

opportunities. Furthermore, civil society is a vehicle through which

democracy is developed and is a driver towards European Union

integration.

Sharing expertise and knowledge between peers, EN is

empowering civil society through running specic undedprojects:

ReunitingEurope:

The 18-month civil society development project unded

by the British Foreign and Commonwealth Oce aimed to

empower civil society in Albania, Kosovo and Montenegro.

Strengtheningcivilsocietyacrossborderstodevelop

democracy:

The two-year project, unded by the United Nations

Democracy Fund, aims to increase the potential or

democracy in Ukraine and Moldova by improving the

relationship between civil society and government.

For civil society, EN works as a champion or the sector acrossEurope, bringing solutions to the table.

For our members, we are many things to many people but

ultimately we oer the opportunity or third sector leaders to

develop themselves and their organisations.


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This publication is part o a pilot project unded by the

European Commission to oster civil society through

connecting leaders in an Erasmus-like exchange programme

called Leader Twinning.

The Leader Twinning programme has sent 26 leaders romacross Europe on week-long job-shadowing exchanges to

Bulgaria, Estonia, Italy, Germany, Slovenia and the UK.

Working with local partners, the objective o the programme

was to give leaders the platorm to connect, learn and develop

long-term partnerships across borders with both their host and

with other twinners on the exchanges.

The responses have been positive:

I learned a lot in ve days; the customs, traditions and, above

all, about the people in Estonia who are building civil society

and the relationship with the government structure. I also

had the opportunity to start building good relations with

organisations and wonderul people.

Gianpaulo Montini, rom Italy, went on an exchange toEstonia

All contacts I made during the exchange are useul or my

organisation. I met representatives rom dierent European

CSOs that have rich experience and expertise.

Stean Stoyanov, rom Bulgaria, went on an exchange to

Germany

Civil society leaders

twinning programme


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The third sector in the UK is so built into the nature o the `system that

we can oten end up thinking like central or local government rather

than who we are. The Italian concept is much more o a welare and

amily model, which is one that is also central to our traditions, but

one possibly we lose sight o.Jim Baker, rom the UK, went on an exchange to Italy

Euclid Network is also piloting the rst exchange programme or

social entrepreneurs developed within the ramework o the European

project Erasmus or Young Entrepreneurs.

See www.euclidnetwork.eu or more inormation.


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Name Organisation Country

Allison Ogden-Newton Social Enterprise London UKBrenda Lipson Independent Consultant UK

Burkhard Gnrig Berlin Civil Society Center Germany

Dame Clare Tickell Action For Children UK

Cynthia Hansen World Economic Forum Switzerland

Dobrinka Valkova Workshop or Civic BulgariaInitiatives Foundation

Gian Paolo Montini Associazione Peter Pan Italy

Gorka Espiau Idoiga DenokInn SpainJean-Marc Roirant Ligue de lEnseignement France

Jim Baker Age Concern Brighton UK

Hove & Portslade

Dr John Blackmore Action Acton UK

Dr John Low Charity Aid Foundation UK

Kai Krabo Peipsi Center or EstoniaTransboundary Cooperation

Laia Grabulosa Observatorio del SpainTercer Sector

Luigi Vittorio Spes Contra Italy

Magdalena Zawodny-Barabanow Social Enterprise Poland Poland

Marta Meloni Lai-momo ItalyCooperative Society

Miguel Alves-Martins Social Entrepreneurship PortugalInstitute

Nadezhda Maksimova Coalition or Nature Bulgaria

Patricia Munro World Ca Europe Germany

Pau Vidal and Laia Grabulosa Observatorio del SpainTercer Sector

Simona Paravani HSBC Global Asset UKManagement

Stean Stoyanov Workshop or Civic BulgariaInitiatives Foundation

Thierry Weishaupt Rseau Education France& Solidarit

Wiebke-Anka Koch Berlin Hub o GermanySocial Innovation

Contributors


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Euclid Networkis the European network of third sector leaders, which was

launched in 2007.

It connects over 300 members from 29 European countries

to strengthen civil society across borders and promote

professionalism and innovation in the sector.

Euclid Network was established as a social venture between

the Association of Chief Executives of Voluntary Organisations

(ACEVO) in the UK, Centre des Jeunes, des Dirigeants, des Acteurs

de lEconomie Sociale (CJDES) in France, and Ideell Arena inSweden.

For more information, visit www.euclidnetwork.eu

euclid publication english final

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