HIRING BEST LEADERS FOR NGOs

ByAKSHATA

TEJASHREESUDHIR

Non Governmental Organization

Popularly known as NGO.It’s a legally constituted organization.The term is usually used by governments.Also termed as “civil society organizations”Usually formed among private groups sharing specialized

interests.

Characteristics of NGO’s

Voluntary association.IndependentNot for profitNot self serving in aims and related values.

Type of NGO’s

Operational NGO’s.

Advocacy NGO’s

NGO activitiesCommunity health promotion and education.Emerging health crisis.Community social problems.Environmental.Economic.Development.Women’s issues.

Functional system of NGO’sPrograms

Governance

Management

Financial resources

Importance of human resource in NGO’s

Human resource form an integral part of NGO’s.

Staffing decisions amongst most important decisions.

NGO’s face same tasks as profit seeking companies of establishing and maintaining solid work force.

NGO s have to address six personnel issues:

Assessing personnel needs.Recruiting personnel.Screening personnel.Selecting and hiring personnel.Orienting new employees to the organization.Deciding compensation issues.

COMPETENCIES AND CHARACTERISTICS

• Communication

• Inspire teams.

• Motivate individuals.

• Identify opportunities

• Initiate transformation.

NGO LEADERS

• Inward-looking (management) and outward looking (influencing) skills.

• Networking skills (resilience and emotional attachment)

• ‘Emotional intelligence’

THE 4 E’s

• Envision (create and communicate individual

strategy)

• Enable (identify and apply appropriate tools, processes, and people)

• Empower (develop effective teams)

• Energize (communicate and inspire through personal leadership).

Women NGO Leaders

Women leaders face cultural expectations as to their gender roles. In practice this can mean that they face prejudice, harassment, family

pressures, and have limited career expectations.

CHANGES REQUIRED

• Professionalism

• Technical expertise

• Political interference

• ‘Development entrepreneurs’ or ‘Social innovators’

LEADERSHIP SELF-ASSESSMENT

ACTIVITY

This self-assessment will provide you with feedback as to your feelings of leading others.

Be honest about your answers as it is only for your own self-assessment.

For the following questions, Rate yourself on a scale of 1 to 5, with 5 being a definite YES and 1 being a definite NO.

1. I enjoy working on teams.

2. I am able to speak clearly to others.

3. I enjoy relating to others on an interpersonal basis.

4. I am good at planning.

5. I can interpret rules and regulations.

6. I can interpret rules and regulations.

7. I enjoy collecting and analyzing data.

8. I am good at solving problems.

9. I am comfortable writing memos to others.

10.I can delegate work to others.

11. I am effective at handling employee complaints.

12. Giving directions is comfortable for me.

13. I know how to develop goals and carry them out.

14. I am comfortable at implementing new techniques.

15. I enjoy appraising performance and giving feedback.

16. If I made an mistake, I would admit it and correct it.

17. I am able to resolve conflict in the workplace.

18. I believe in diversity in the workplace.

19. I thrive on change.

20. One of my greatest desires is to become a leader.

A score of fifty or higher indicates a desire to become a leader and a perceived ability to perform the tasks required of a leader.

A score of fifty or less indicators a general dislike of wanting to become a leader or a perceived inability to perform the tasks required of a leader.

BUT, no matter what your score is, your commitment, desire, and determination are the biggest indicators of your ability to become a leader.

Leadership and management in the NGO sector is different from leadership in other sectors.

NGOs are vulnerable to the exigencies of donors.

The political sensitivities of governments, and

The needs and imperatives of the local community.

Absence of formal structures.

Perception about NGOs.

The question for the future is how will such organizations find or develop a new generation of managers or leaders who can meet these challenges.

DESHPANDE FOUNDATION

Founders: Gururaj Deshpande Jaishree Deshpande

CEO: NAVEEN JHA

Advisors: Arnob Roy Ashok Shettar Hemang Dave Kate Guedj Vivek pawar

The various programs carried on the Deshpande Foundation:

• Champions Program

• Fellowship Program

• Grant Making

• Global Exchanging Program

• Leadership Accelerating Program

A Successful Short Course on Leadership

Six most important words: ‘I admit I made a mistake’

Five most important words: ‘I am proud of you’

Four most important words: ‘What is your opinion’

Three most important words: ‘If you please’

Two most important words: ‘Thank you’

One most important word: ‘We’

Least important word:‘I’

T H A N K Y O U

!!