euclid publication english final
TRANSCRIPT
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Leadership and beyond:how civil society can lead the future
Sponsored by Edited by
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Published by Euclid Network
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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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Leadership and beyond: how civil society can drive the future 3
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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4 Leadership and beyond: how civil society can drive the future
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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Leadership and beyond: how civil society can drive the future 5
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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6 Leadership and beyond: how civil society can drive the future
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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Leadership and beyond: how civil society can drive the future 7
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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8 Leadership and beyond: how civil society can drive the future
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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Leadership and beyond: how civil society can drive the future 9
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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10 Leadership and beyond: how civil society can drive the future
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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Leadership and beyond: how civil society can drive the future 11
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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12 Leadership and beyond: how civil society can drive the future
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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14 Leadership and beyond: how civil society can drive the future
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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16 Leadership and beyond: how civil society can drive the future
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.
Nadezhda Maksimova, Coalition or the Nature (Bulgaria)
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.
Dr John Low, Charities Aid Foundation (UK)
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.
Nadezhda Maksimova, Coalition or the Nature (Bulgaria)
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.
Jean-Marc Roirant, Ligue de lEnseignement (France)
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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20 Leadership and beyond: how civil society can drive the future
who understand the market place and are passionate about the
social benet you create.
Allison Ogden-Newton, Social Enterprise London (UK)
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.
Dr John Low, Charities Aid Foundation (UK)
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.
Jean-Marc Roirant, Ligue de lEnseignement (France)
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.
Dr John Low, Charities Aid Foundation (UK)
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.
Allison Ogden-Newton, Social Enterprise London (UK)
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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
SUBTOTAL:Add the number of ticks for each column
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
SUBTOTAL:Add the number of ticks for each column
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24 Leadership and beyond: how civil society can drive the future
Leadership Competency Never
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
SUBTOTAL:Add the number of ticks for each column
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
SUBTOTAL:Add the number of ticks for each column
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
SUBTOTAL:Add the number of ticks for each column
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Leadership Competency Never
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
SUBTOTAL:Add the number of ticks for each column
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
SUBTOTAL:Add the number of ticks for each column
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
SUBTOTAL:Add the number of ticks for each column
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26 Leadership and beyond: how civil society can drive the future
Leadership Competency Never
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
SUBTOTAL:Add the number of ticks for each column
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
SUBTOTAL:Add the number of ticks for each column
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
SUBTOTAL:Add the number of ticks for each column
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Leadership Competency Never
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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28 Leadership and beyond: how civil society can drive the future
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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30 Leadership and beyond: how civil society can drive the future
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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32 Leadership and beyond: how civil society can drive the future
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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Leadership and beyond: how civil society can drive the future 33
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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34 Leadership and beyond: how civil society can drive the future
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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Leadership and beyond: how civil society can drive the future 35
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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36 Leadership and beyond: how civil society can drive the future
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