The complexity of leadership in an International Non-Governmental Organisations

The complexity of leadership in an International Non-Governmental

Organisations

Moynihan Institute of Global Affairs

9 March 2010

Dr Colm Ó Cuanacháin

Contested leadership in membership based organisations -

Amnesty as a Movement• Challenges from within, as stakeholders use different

understandings to legitimise different directions• Questions from outside, as partners and observers feel they have

legitimate space to question a big players• No bottom line, and the lack of good measurement of impact,

means a lack of steerage.• The tyranny of multiple urgent (life or death) priorities and interestes

with high expectations of the relatively well resourced players

How leaders in global organisations embrace and react to these real challenges defines the level of

success in the organisation.

Amnesty International: a multi-site, multi-governed organisation

International Executive Committee

International Council Meeting

National boards, committeesin over 80 countries

Local groups, networks, committees

Secretary General

International Secretary (IS)

National directors

National and local offices and staff

2.8 million members10 million plus activists

500 staff at IS1500 at country level

Balancing the internal and external legitimacies

The strength, capacity, credibility, and validity that is inherent in a membership base of 2.8 million is invaluable.

There is a cost to democracy, and an internally oriented resource requirement that must be balanced.

There can be a tendency to overvalue internal audiences at the expense of external reality and other legitimate voices.

Management of change, of conflict and of operations is more complex, more demanding, yet the management toolbox is underdeveloped.

The organisational history, culture, and weight the comes with the territory in Amnesty can be difficult to navigate, slow to change, and can be self-serving if not managed provocatively.

The conundrum of multiple accountabilities

CouncilMeeting,

Chairs Forum

Directors, staff in

countries

Members, groups at Local level

Media Beneficiaries

and RightsHolders

Partnersand Human

RightsDefenders

Managementand staff at

the IS

National chairs and boards

Board(IEC)

Secretary General

The complexity and multiple layers of accountabilitycan overload and the resultantbureaucracy canundermine leadership, decision making and effectiveness.

The solutionfor Amnestylies in strengthening leadership - management with governance - and looking at the people and process side, not just on the systems and structures.

It is impossible to provide the necessarylegitimacy, control, responsibility andresponsiveness across all these axes!

The dilemma!

• If we don’t get the balance right…• If we don’t manage the conundrum…

We are less likely to achieve our vision or to effectively address human rights violations!

• And we change more slowly…• React ineffectively…• And learn less…

Trying to get the balance rightLeadership = Governance + Management

Governance Management

Strateg

ic Op

eration

al

Develop strategy for

specific area of work

Hire staff, approve activitiesSpokesperson,

representation

Set vision and

mission

The energy line!

The Energy Line

• The grey zone where roles and functions of volunteers/board members can be confused with staff/management is the centre-point of leadership conflict in membership based NGOs

• It is also the nerve centre, where organisations can be at their most effective and most innovative

• The win-win situation is where volunteers and staff lead as one! But this is dependent on strong organisational policies, robust processes, and great people!

Investing in People

Leadership is about keeping the focus on the people, the processes and policies. And not becoming fixated on the systems, structures and shape.Its about attracting, keeping and nurturing people with the attitudes, understands and skills needed.

Process management

• Managing expectations• Managing inclusion and participation• Managing learning and knowledge• Managing processes and policies• Managing planning and phasing• Managing relations and partnerships• Managing conflict and change

This requires a strong and shared organisation wide planning and prioritisation process!

Global priority statement

Sections’ Operational plans

IS Operational plan

Local workInternational

workGlobal work

StrategicThe global direction!

Global operational projects •Resourced from both

international/IS & national budgets

•Delivered by IS &/or national entities

Global workInternational workIS specific work

How does Amnesty plan together: international, national & global

Operational

The global glue!

Integrated Strategic PlanGlobal key directions •The changes we seek•The way we must work

•The innovation we expect•The resources we will

mobilise

Operational EnablersOperational EnablersCampaigningCampaigning Responding to opportunities and building capacityResponding to opportunities and building capacity(OP1 = 2010/2011; Flagship Projects are bulleted)

Engaging Partners

Promoting Active Participation

Foc

usin

g o

n In

divi

dua

l Rig

hts

Hol

ders

at R

isk

Inte

grat

ing

Gen

der

Cha

lleng

ing

Glo

bal l

ead

ers

(BR

ICS

, E

urop

e, U

S)

Demand Dignity Embedding Human Rights

in the MDGs

No Security Without Human Rights

Ending Unlawful Detentions

Make International Justice Real Ratifying the ICC universally

Crisis Response for Human Rights

Global Action For The Abolition Of The Death Penalty

Protecting People On The Move

Communicating in a Changing Environment

Renewing Al’s identity – AI@50

Strengthening Al’s Operations Globally Enabling joint planning & delivery

Building Global Digital Strategy Transforming AI’s digital platforms

& tools

Assessing Impact Assessing Al’shuman rights impact

Growing in the 21st Century

Enhancing Innovative Growth

Global Priority Statement for 2010 / 2011

…and the plug!

Join Amnesty International, and make a difference!

www.aiusa.org