Leadership and Beyond

Leadership and beyond:
how civil society can lead the future

Sponsored by Edited by
Filippo Addarii
Ben Rattenbury
Ginés Haro Pastor

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Contents
2 Forewords
The European Commission
Diputación Foral de Alava (Spain)
7 Introduction
10 The forms of new leadership
1. Leadership development
2. Financial sustainability
3. Good governance
4. Soft power
22 Self-assessment questionnaire
30 Recommendations
31 About Euclid Network
34 Civil society leaders’ twinning programme
36 Contributors

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

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Foreword from the
European Commission
European civil society leadership in
the 21st century
Civil society organisations play a vital role in the development
of the European Union. They are the linchpins of Europe’s
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 - for 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 by
responding to the Commission’s calls for public consultation,
dialogue and partnership. They provide the Commission with
invaluable input at an early stage of the policy-making process.
Dialogue between civil society organisations and the Commission
is now firmly established.

Civil society organisations also play the role of watchdog, holding
public authorities accountable for delivering policies. They
also help to raise awareness on issues at European Union level,
explaining the terms of the debate in a user-friendly way, helping
citizens to make up their own minds and enabling the European
Union institutions to communicate more effectively with citizens.

The Lisbon Treaty now enshrines and reinforces the participatory
dimension of the European democratic model. It introduces the

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

European citizens’ initiative, which enables one million citizens

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who are nationals of a significant number of member states to
call directly on the European Commission to bring forward an
initiative of interest to them in a policy area of European Union
competence. The diversity of civil society organisations will be
particularly important in this context, as they have a unique
capacity to mobilise resources, most notably volunteering. This
is particularly important in view of the upcoming European Year
of Volunteering in 2011.

This manual collects the experience gained by civil society
leaders from across Europe as part of a project co-funded under
the “Europe for Citizens” Programme. The project was selected
to explore and develop innovative trans-national mobility
schemes, in the spirit of developing “Erasmus-like” opportunities
for all, while at the same time offering more structured avenues
for longer term cooperation among European Union civil society
organisations.

Civil society organisations operate in a variety of ways and
have different goals. It is therefore crucial that civil society
organisation leaders share know-how with their peers and
learn from each other. Individuals as well as organisations and
institutions, in fact European society as a whole, will benefit from
such “cross-border cross-fertilisation”!

Civil society organisations are a cornerstone of the construction
of 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 and
Citizenship
Vice President of the European Commission


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Foreword from
Diputación Foral de
Alava (Spain)
Innovation strategies for the future of the social
service system – the case of Alava region
The Basque province of Alava has been characterised for years
by a pioneering model of social services, responding to the
different needs of people and promoting a welfare system that
guarantees the quality of life of its citizens.

These are its future challenges.

Alava’s population currently stands at 313,592 inhabitants. By
2020 71,500 people will be over 65 years old, representing
over 20% of the projected population. The percentage of
people over 80 years will reach over 6% of 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 of people using the network of social services would
increase by about 8,000 people over the 2006 figure.

This scenario raises the need to devote greater resources to
the functions of health care, sickness and old age in order to
maintain current coverage rates. The ageing of the population
of Alava, as in the whole of Europe, poses challenging financial
implications. Similarly, the evolution of preferences and needs
of dependents and their families who wish to continue living
in their homes, points to home care and community-based
services.


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

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network for home-based carers, due to the increasing integration
of women into the labour market (traditionally the primary
caretakers of dependents), the ageing of caregivers and the
reduction in the size of family 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 future system that encourages autonomy,
rights, equal opportunities and an improving quality of life of all
people, seeking to respond to different needs, ensuring continuity
of care.

Therefore, we have proposed five strategies:

1. Rationalisation and cost containment. Prioritisation of
services and benefits of subjective rights. It is urgent to clarify
the responsibilities of each public body in the provision of
services, coordination between them to allow for effective and
efficient management. It is necessary to establish guidelines for
optimising the allocation of resources available, and establish
mechanisms for managing, monitoring and enabling the
development of good practices to avoid, among other aspects,
potential fraud.

2. Additional fundraising. It is important to study the different
alternatives that are being implemented in different countries
and they have to do with the tax burden, tax-affected
spending on social services, with special dependency
insurance or with contributions to a contingency system. We
need to establish the contribution of the users in the financing
of the cost of the benefit or service, and the definition of the
free services and those subject to co-payment.


3. The promotion of public-private partnerships. In recent
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times new initiatives have emerged that shape the so-called
fourth sector, aimed at a social purpose using practices from
the private economic activity. They are new experiences with
new approaches, seeking to tackle the great challenges that are
impossible to ignore and difficult to manage, with the aim of
achieving sustainable social action.

Alava has a dynamic third sector, capable of 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 of employment. The increase in demand for
services for older people and their dependents will be an
important field of employment and participation by the need to
offer new products and services to these groups with growing
needs.

5. Social innovation. The future of social policy is closely
related to a model of 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 of 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 of approaches and tools
to find new solutions to the problems and needs of coexistence
and social justice and equity in our society.
Covadonga Solaguren Santamaría
Deputy for Social Policy and Social Services
of the Provincial Council of Álava


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Introduction
The world is changing and civil society has to change along
with it. After the global financial crisis it cannot be business as
usual. Governments and corporations can’t lead on their own,
treating civil society as irrelevant. Whatever you call it – civil
society, third sector, social economy, non-profit, NGOs, social
enterprises – it’s the glue in society, a bastion of universal rights
and pluralism, a source of citizens’ engagement, sustainable
development and social innovation across borders and
boundaries. However, its potential can be fully expressed only if
it takes a new role.

Since its inception, Euclid Network has been a catalyst of 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 for the 21st century.
In Europe major shifts are underway: economic slow-down,
ageing populations, migration and a European Union
simultaneously integrating and enlarging. Confidence in the
future has become rare. European citizens demand a different
Europe with a new development model: innovative, sustainable
and fair.

Meanwhile, traditional players look tired of leading. Post-WWII
ideals sound dated while material interests are too volatile.
There is a fatigue with institutional change. The European
Union is in search of a new mission. It is time for civil society to
lead the change.

Civil society could be the new driving force for the
development of Europe, but some structural changes are
required. There are five major challenges to be overcome.


1. Coordination. European integration has reconnected states
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and progressively built a single market, but the third sector
remains stuck in national borders. Leaders must take their
organisations out of their domestic comfort zone and open up
to the rest of Europe.

Internationalism goes to the heart of the solidarity that the
sector promotes. Knowledge-sharing and economies of scale
are the long-term benefits. Networks can be the vehicles to
enable this.

2. Capacity.There is an urgent need for the sector to increase its
effectiveness through investing in talent and skills. The sector
hasn’t yet developed a culture of professional development.
The mission comes first at the expense of developing staff.

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 of business models,
from Scandinavian associations based on membership
fees and volunteering, British charities surviving off 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 different in Central and Eastern Europe and
beyond the EU, where civil society organisations mainly rely on
international or European funding. Where this funding is being
phased out, diversifying income strands is the clear recipe for
sustainability.


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

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at the expense of governance. Too often it’s said the sector
is poorly led, lacking coherence in strategy, implementation,
evaluation, transparency and accountability. Few countries
have developed a governance framework or performance
monitoring 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 of civil society, public institutions still fail to give the
sector appropriate recognition, while the public is not aware of
the importance of the sector.

However, both membership and the reputation of third sector
organisations are growing as confirmed by the Edelman
Barometer of Trust again this year: NGOs are the most trusted
across all sectors. Civil society is potentially the best agent of
public diplomacy and the EU should not miss this opportunity
to enhance its mission domestically and globally.

Summary
The scale and complexity of these five crucial challenges –
coordination, capacity, financial sustainability, governance and
reputation – is daunting, and a response must be multifaceted.
The following pages contain the contributions of leading figures
within the European third sector, who deal with these challenges
on a daily basis. Their testimonies1 map out a range of ways in
which these challenges can be addressed, and offer a personal
view on how to survive and thrive as a leader in this new era. We
hope that among their words you will find tools to add to your
repertoire, strengthening you and your organisation.

1
We have used selected quotes for this publication. You can, however, read the full
contributions at www.euclidnetwork.eu


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The forms of
new leadership
1. Leadership development
Timeless leadership traits
“More than 2,000 years ago, Lao-Tzu needed fewer than the 400
words I have been asked for 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 fail to honour you. But
of a good leader, who talks little, when his work is done, his
aim fulfilled, they will all say, ‘we did this ourselves’. “

This is still a state-of-the-art description of 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 Gnärig, Berlin Civil Society Center (Germany)

“At a minimum, a leader should not ask of others more than
what he/she does ask of himself. A leader must also have the
courage to risk being unpopular. A leader is not someone that
takes popular decisions to win support, but rather someone


who wins support because he/she can take unpopular

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decisions that will prove popular with time.”
Simona Paravani, HSBC Global Asset Management (UK)

“Leadership is not primarily related to decisions, but about the
ability 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 for the leaders to take into
account a vast number of factors to make a decision and to
succeed with his team. Therefore, the needed management is far
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
of each situation.”
Thierry Weishaupt, Réseau Education & Solidarité (France)

“ These 21st century leaders see the world differently, leaving the
command and control hierarchical tradition of leadership behind
them. They embrace a new collaborative approach in order to
seize new opportunities.”
Patricia Munro, World Café Europe (Germany)

“Increasingly social partners are recognising that the greatest
challenge of the 21st century is to find synergies between
the non-profit organisations, private companies and public
administration. The instrument for finding these new ways to lead
is to implement integrated innovation processes adapted to the
third sector, and to identify new opportunities by systematically
incorporating creative processes and professional management
tools.”
Gorka Espiau Idoiga, DenokInn (Spain)


“First try, then think if it may work. Be creative. Look for change! Be
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more courageous and not too afraid of failures.”
Magdalena Zawodny-Barabanow, Social Enterprise Poland

“As the once clear divisions between the three sectors of business,
government and civil society are becoming increasingly
blurred, third sector leadership will require different skills and
approaches. For too long, the sector defined itself by what it was
not, setting itself apart from the other sectors and eschewing
engagement. This has changed significantly 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 often been focused
on internal competition and local context, ignoring the
richness of models, best practice, innovation and learning
emerging from the sector in other parts of the globe.
• Second, leaders need to borrow the best from other sectors,
and not feel compelled to adopt models or ideas wholesale.
Leaders need to free themselves from this legacy, allowing
the sector to borrow freely what is useful 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 of the token role of “third sector voices”, and a
premium placed on the inclusion of world-class experts who
happen to be drawn from the third sector.”
Cynthia Hansen, World Economic Forum (Switzerland)


“ The winning recipe appears to be almost independent of where

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leadership is applied: profit, not-for-profits, politics....It rests on four
key traits and qualities: the ability to be an effective “networker”, a
global mindset, being a results-driven pragmatic decision-maker,
and having a high level of personal integrity.”
Simona Paravani, HSBC Global Asset Management (UK)

“If 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 don’t know
and what they can teach us. Some of this will be about how
to influence in the new world of social media, engaging with
people globally, using different definitions of community… The
use of information technology presents enormous opportunities
to do things in different ways, reaching and involving people
with an immediacy that challenges how we have learned to
communicate as leaders.”
Dame Clare Tickell, Action for Children (UK)

“ Today it is no longer about choosing between top-down or
bottom-up leading, participative or charismatic styles, people or
profits, 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 successful approach to
address fast-changing contexts is to develop context-driven
‘adaptive’ solutions. Shaped from their intentions and purpose,
driven by the values out of which they emerged and adapting
continuously to the tasks at hand.

Leaders are looked upon to anticipate, define, give direction, be
decisive and solve truly ‘wicked problems’ all the while harnessing
the creativity of the whole including the diversity in cognitive
maps, divergent values, morals and ideas everyone uses to make
sense of their confusing information environment. To lead in such
non-dialectic way, we need to be aware of our own and others’
‘maps’ of reference, our belief systems and values as well as the
perspectives we choose to accept as valid at the time.

We have to base our decisions on a blend of thesis and anti-thesis,
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on contradictory angles on the one strategic issue at hand. Leading
then becomes a way of reconciling the positives of seemingly
contrary ideas and bridging the gap between them, making every
solution ‘hybrid’ and fitting to its purpose, the people involved and
the planet hosting us. And more than anything else, it means we
need to be able to face conflict because we have to accept that we
cannot satisfy the needs of the ‘either-or fraction’… And possibly
the most difficult task of all: we need to get our ego out of the way
and our conditioned thirst for having all the answers.”
Wiebke-Anka Koch, Berlin Hub of Social Innovation
(Germany)

“A third sector organisation leader needs to be a sound financial
manager, long-term strategist, psychologist, team player responsive
to the attitudes and feelings of his/her staff, 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 of people within the organisation,
giving them the opportunity to be entrepreneurial and realise the
ideas and activities that make it meaningful for them to be part of
the respective organisation.”
Nadezhda Maksimova, Coalition for the Nature (Bulgaria)


Seizing the historic opportunity

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“ The financial crisis generated by the banking sector, together with
the need to address the causes and effects of climate change [offer
an]… opportunity for not-for-profit organisations to once again
reassert their unique identity - an identity shaped around a set of
core values and a search for change. If our organisations were to take
up that opportunity, what might it look like? If we were to effectively
and overtly put our ‘stated’ values into practice, there would be
benefits for our own organisations in addition to the benefits for
wider society. Bringing values to the forefront and being able to
show how they are put into practice, how using a values-based
leadership approach is key for healthy and effective CSOs - all of
this can be an attractive proposition. It can attract supporters and
donors; it can encourage and motivate staff; it can mobilise activists.”
Brenda Lipson, Independent Consultant (UK)

Taking the best from business
“Running a third sector organisation can be just as challenging as
leading a large listed private sector business or a major government
department. We need to be professional, innovative, financially
literate, a strategic thinker, flexible yet disciplined, good with people
and motivated by passion and values. If we think that well-meaning
amateurism is sufficient, then the impact for our beneficiaries 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
effective 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
identify effective social business models, empower them to create
best practices and research in order to develop active learning
contents and effectively share knowledge.”
Miguel Alves-Martins, Social Entrepreneurship Institute
(Portugal)

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2. Financial sustainability
Being practical
“Many new opportunities for funding will be pursued and found in
big cross-border projects realised by large consortia of participating
organisations and institutions from different countries… but the
present EU programmes with all the paperwork (taking up to 60%
of the time of work on the project for paper and document work
instead of real action) are not suitable for the future 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 of innovation in funding strategies? Innovative
approaches to securing funding through leading consortiums (e.g. of
third 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 financial professionalism
“It needs nowadays a lot of energy and intelligence to gather
necessary funds. Therefore, we need to explore new ways, and in
particular:
• 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 financing of operations with social return rather than financial
return.”
Thierry Weishaupt, Réseau Education & Solidarité (France)


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“Our strategies need to go beyond traditional ideas about funding.
We need to understand the principles of business and be able to
create sustainable means of generating income that supports our
social impact. Setting up a business is not necessarily for everyone,
but delivering contracts and securing loans, as well as grants has to
be part of the modern CEO’s portfolio.”
Allison Ogden-Newton, Social Enterprise London (UK)

“It’s important to pay more attention to developing independent
sources of income for 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 for tax advantages
such as OSEO. This is a fund helping French SMEs grow. Social
economy enterprises can call on OSEO for social innovation. They can
equally ask to have access to the regional hubs of innovation from
which social economy enterprises are excluded.”
Jean-Marc Roirant, Ligue de l’Enseignement (France)

“ When it comes to funding, 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 a
positive 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 unfairness when
we see it. If we don’t, we let down the people we serve.”
Dame Clare Tickell, Action for Children (UK)


Changing regulations?
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“I would not be surprised to see trans-national giving governed
by international treaties, probably brokered by the UN long
before the middle of the century. Loan finance, bonds and quasi
equity in the not-for-profit sector will be commonplace and
banking services for the sector will be increasingly differentiated.
Differentiation between traditional civil society organisations
and social purpose business will be altered in part as a result of
allowing greater returns on investments. Lines may become
even more blurred with traditional private sector firms becoming
increasingly defined as social purpose businesses and vice versa.”

“New funding 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 fund for financing 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 flexible and open to outside influence;
• is transparent and secures the organisation’s transparency;
• is accountable and holds others accountable.”
Burkhard Gnärig, Berlin Civil Society Center (Germany)

“The principles of good governance in the social economy are:
• collective governance: one person, one vote, to avoid the
excesses of individual property;


• shared governance: participation of all stakeholders in the

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project (participants, members and employees);
• not for profit or not just for profit: profits are reinvested in
the mission of the organisation;
• localisation where employees leave to avoid delocalisations
and takeovers;
• transparency in decision-making.”

“ What kind of governance? A governing body that is committed to
self-evaluation through regular ‘governance health checks’.”
Dr John Blackmore, Action Acton (UK)

Being reflective
“ The central thing that I learnt is that I have lost sight a little of why
I am in the third sector. That sense of community that sees further
than an inability to fund 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 of the `system’ that
we can often end up thinking like central or local government
rather than who we are… At the moment I am focusing 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 other
single subject. Introducing the right balance of accountability
and responsiveness is key. You need to be able to react quickly to
the changing requirements of your social needs and put the ideal
finance in place. The way in which you are set up needs to be able
to let you do this, as do your Board of Trustees or Directors. Social
enterprises demand good business people at the helm, people

2
Refers to Euclid Network’s Leader Twinning Programme, see page 33 for further information


who understand the market place and are passionate about the
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social benefit you create.”

Big changes ahead?
“In part due to the EU and in part because of increasing charities’
tax incentive arbitrage between countries, pressure will mount
for international norms of governance in the sector. It is likely
that not-for-profit governance will be unrecognisable in 50 years.
Frankly it is not possible to predict with any confidence which
type of model will emerge on top.”

4. Soft power
“ The ability of third sector organisations to influence the policies
and decision-making processes of ruling elites will be even
more determined by their ability to talk understandably to the
public and to attract public support through changing people’s
perceptions 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 for social dialogue that are able to bring people
closer together.”
Nadezhda Maksimova, Coalition for Nature (Bulgaria)

“ The complexity of the current society requires a co-responsible
attitude by all of the social agents implied with the matters of
collective interest… it is crucial that the third sector participates
actively in the processes of construction of public policies,
bringing up its vision as well as giving voice to the most deprived.


The entities of second and third level develop a fundamental

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role for advocacy, since they constitute as key interlocutors and
representatives of a great number of entities and collectives.
The more coordinated are the actions of advocacy, the more
impact they can have.”
Pau Vidal and Laia Grabulosa, Observatorio del Tercer
Sector (Spain)

“ The role of social economy in society must be recognised by
government through a state or direction within the ministry
of economy and employment to exercise its influence. 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 framework and related financial 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 the
vast power and resources of the state for the betterment of
societies of all kinds and histories.”

“You need to be persuasive, genuine and as clear as spring
water. People will not listen to you if you shout but if what you
are saying strikes them as vital, necessary and exciting they will
listen even if it comes to them in a whisper.”


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Self-assessment
questionnaire
This questionnaire is based on the leadership competencies
identified in this publication and generically. Use this
questionnaire to help assess your strengths and development
needs in leadership.

Instructions
• Read each statement and reflect on how often you
demonstrate this competency: Never; Rarely; Usually;
Frequently; Almost always. Tick the appropriate column.
• For each competency count the amount of ticks in each
column and record a sub total.
• Add the sub totals of each column and record a total for
each column.


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Almost always
Frequently
Usually
Rarely
Never
Leadership Competency
Collaborator
I facilitate a co operative and collegiate approach
within my organisation and across the sector
I pursue and encourage an exchange of ideas
from a wide variety of sources
I create a flexible environment to ensure the right
people work on the right projects to get the best
possible results
SUBTOTAL: Add the number of ticks for each column

Networker
I build and use networks of influence to achieve
objectives
I engage my networks to share ideas and
resources for mutual advantage
I tap into and use the professional expertise and
experiences of others

Global mindset
I seek to understand the culture of the local
environment in context with the wider national
and international view
I identify and interpret new patterns affecting the
organisation and local environment
I respond to issues with insights and perspectives
from a diverse variety of sources


Euclid Network

Almost always
Frequently
Usually
Rarely
Never
Persuasive negotiator
I recognise and respect cultural and
style differences in others and amend my
communication as required to achieve best
results
I identify key influencers and know how to
involve them to deliver outcomes
I motivate others using a range of techniques to
achieve the vision

Resilient
I confidently embrace ambiguity and complexity
and operate within my circle of influence
I achieve balance between work and personal
time to minimise my stress levels
I identify the risks of alternative actions

Quick learner
I integrate key points from a mass of disparate
information and make sense of it
I reframe negative situations to gain learning and
move situations forward
I push myself out of my comfort zone and seek
development opportunities


Euclid Network
Almost always
Frequently
Usually
Rarely
Never
Strategic management skills
I set the strategy by consulting internally and
externally and translate this into objectives for
others to achieve
I clearly and positively communicate the
organisational vision, mission and strategies
I set challenging performance standards for
myself and others

Management skills
I remove obstacles for the working team so
objectives can be met
I seek feedback on my performance and
implement development plans
I give performance feedback and coaching to
others regularly to ensure objectives are met

Accountable for achievement of results
I drive myself and others to achieve objectives
I ensure everyone has the tools and resources to
achieve objectives
I resist pressure to be distracted from achieving
the vision and objectives


Euclid Network

Almost always
Frequently
Usually
Rarely
Never
Accountable for improving results

I challenge others and address poor performance
if it is affecting service and delivery

I measure and evaluate results
I actively work to improve the performance of
myself 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 identify
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 organisation’s mission and use this to
identify options that will have the greatest
strategic impact
I resist pressure to be distracted from achieving
the vision and objectives


Euclid Network
Almost always
Frequently
Usually
Rarely
Never
Stakeholder management

I work to develop a clear understanding of each
stakeholder’s requirements
I strive to create conditions for successful
partnering
I work to meet multiple stakeholder
expectations
SUBTOTAL: Add the number of ticks for each
column

TOTAL: Add all the subtotals for each column
and record the total for each column

How to interpret the results

1. Review the ratings of each competency in turn
For each competency area, which column has the highest
number of ticks?
i. If it is the columns Frequently or Almost always then this
competency is one of your strengths.
ii. If it is the column Usually then you may like to reflect on
which specific areas in this competency you may need to
develop further in.
iii. If it is the columns Never or Rarely then you may like to
consider developing in this competency.


2. Rank the competencies
Euclid Network

By recording for each rating category the competency which
has the highest, second highest and third highest subtotals.

Competency Competency
Competency with second with third
with highest highest highest
Rating category subtotal subtotal subtotal

Almost always

Frequently

Usually

Rarely

Never

i. Your key strengths will be the competencies with the
highest sub totals in the rating categories of Almost always
and Frequently.
ii. Your moderate strengths will be the competencies with the
highest sub totals for the rating category Usually.
iii. Your development needs will be the competencies with
the highest sub totals in the rating categories of Rarely and
Never.

3. Review the TOTALs column
Which column overall has the highest score?
i. If columns Almost always and Frequently, congratulations;
you are operating at a high level.
ii. If the column Usually, congratulations; you are meeting
requirements.
iii. If the columns Rarely or Never then you may want to
seek some expert coaching and/or mentoring to help you
develop your leadership further.


4. Seek feedback from others

Euclid Network
Seek feedback from others to confirm your self view. You
could give the questionnaire to a range of staff and other
stakeholders to complete for you. Alternatively ask staff and
stakeholders by discussing the competencies with them.

5. Reflect on your key strengths
• What do you need to do in order to keep building on
these?

6. Reflect on your moderate strengths
• Which of these is vital for success?
• What do you need to do in order to develop this moderate
strength further?

7. Reflect 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 of your results and to create a development plan


Euclid Network

Recommendations
Taking in to account the opinions of 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 of the recession and in to the future:

1. Establish and scale up an Erasmus-like exchange
programme for civil society.

2. Reform European funding, starting with the reform of
the financial regulation, to promote a culture of social
innovation and ensuring a better return on investment for
tax payers, European institutions and civil society.

3. Moving from a culture of social spending to social
investments, recognising the importance of social
investments in the Europe 2020 strategy, and earmarking
quotas of European structural and regional funds for social
enterprises.

4. Establish a European fund for social investments which will
widen the credit base of national social funds.

5. Develop a framework for good governance across borders
and link it to more flexibility in European funding.

6. Invest developing the role of civil society as an agent of
public diplomacy to promote European values in the EU and
globally.


Euclid Network
About Euclid Network
Euclid Network (EN) is the European network of third sector
leaders, working together to strengthen civil society across
borders, promote professionalism and enhance innovation.

Like any network when you connect its members, or in our case
300 leaders across 25 countries, you enable change to happen
through the collective knowledge of entrepreneurial and
driven social change makers (or as we are often called, trouble
makers).

EN was established in 2007 as a joint venture between ACEVO
(UK), CJDES (France) and Ideell Arena (Sweden) and our vision
is for third sector leaders at the heart of the European project: a
source of peace, freedom, justice and prosperity for citizens of
Europe and beyond.

What we do
As a network of leaders, we focus on the challenges that
our members face using peer-learning and cutting-edge
technology:
Focus Reason What we do
Peer- Where strong leaders are Run Erasmus for Social
learning required to build a strong Entrepreneurs – an
European civil society, exchange programme for
EN develops members members to learn about
through connecting social enterprise across
members from across borders.
the sector and from all Has completed its ‘Leader
corners of Europe to Twinning Programme’,
engage in knowledge funded by the European
sharing and peer-learning. Commission to connect
third sector leaders.


Euclid Network

Focus Reason What we do
Sustainable The recession has Campaign for the reform
funding highlighted and reinforced of European funding
the importance for Promote innovative
organisations to develop funding models.
a culture of sustainable Support members in
financial management. On access European funding.
the other hand, donors
and grant makers need
to increase the scale and
effectiveness of funding
available.
Good Good governance is Run a research project
governance crucial for all third sector looking for shared
organisations and varies principles of good
across Europe. But with the governance across
European Union funding Europe with a view to
civil society projects across establishing a common
Europe, is it possible for European code.
organisations to adopt Run good governance
a shared framework for workshops .
governance? Share and develop
resources.
Soft power Civil society across Europe Campaign on key issues
is no longer just an ‘add on’ for the sector.
but is central to providing Create guides on how to
solutions to some of lobby effectively.
Europe’s most pressing Connect our members to
social problems including the policy makers.
an ageing society, the
environment and the
delivery of public services.


Euclid Network
Where we work
Despite being a pan-European organisation, EN recognizes that
civil society is not the same in every country. Far from 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 specific funded
projects:

• Reuniting Europe:
The 18-month civil society development project funded
by the British Foreign and Commonwealth Office aimed to
empower civil society in Albania, Kosovo and Montenegro.

• trengthening civil society across borders to develop
S
democracy:
The two-year project, funded by the United Nations
Democracy Fund, aims to increase the potential for
democracy in Ukraine and Moldova by improving the
relationship between civil society and government.

For civil society, EN works as a champion for the sector across
Europe, bringing solutions to the table.

For our members, we are many things to many people but
ultimately we offer the opportunity for third sector leaders to
develop themselves and their organisations.


Euclid Network

Civil society leaders’
twinning programme
This publication is part of a pilot project funded by the
European Commission to foster civil society through
connecting leaders in an Erasmus-like exchange programme
called Leader Twinning.

The Leader Twinning programme has sent 26 leaders from
across Europe on week-long job-shadowing exchanges to
Bulgaria, Estonia, Italy, Germany, Slovenia and the UK.

Working with local partners, the objective of the programme
was to give leaders the platform 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 five 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 wonderful people.”
Gianpaulo Montini, from Italy, went on an exchange to
Estonia

“All contacts I made during the exchange are useful for my
organisation. I met representatives from different European
CSOs that have rich experience and expertise.”
Stefan Stoyanov, from Bulgaria, went on an exchange to
Germany


“ The third sector in the UK is so built into the nature of the `system’ that

Euclid Network
we can often end up thinking like central or local government rather
than who we are. The Italian concept is much more of a welfare and
family model, which is one that is also central to our traditions, but
one possibly we lose sight of.”
Jim Baker, from the UK, went on an exchange to Italy

Euclid Network is also piloting the first exchange programme for
social entrepreneurs developed within the framework of the European
project Erasmus for Young Entrepreneurs.

See www.euclidnetwork.eu for more information.


Euclid Network

Contributors
Name Organisation Country
Allison Ogden-Newton Social Enterprise London UK
Brenda Lipson Independent Consultant UK
Burkhard Gnärig Berlin Civil Society Center Germany
Dame Clare Tickell Action For Children UK
Cynthia Hansen World Economic Forum Switzerland
Dobrinka Valkova Workshop for Civic Bulgaria
Initiatives Foundation
Gian Paolo Montini Associazione Peter Pan Italy
Gorka Espiau Idoiga DenokInn Spain
Jean-Marc Roirant Ligue de l’Enseignement 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 for Estonia
Transboundary Cooperation
Laia Grabulosa Observatorio del Spain
Tercer Sector
Luigi Vittorio Spes Contra Italy
Magdalena Zawodny-Barabanow Social Enterprise Poland Poland
Marta Meloni Lai-momo Italy
Cooperative Society
Miguel Alves-Martins Social Entrepreneurship Portugal
Institute
Nadezhda Maksimova Coalition for Nature Bulgaria
Patricia Munro World Café Europe Germany
Pau Vidal and Laia Grabulosa Observatorio del Spain
Tercer Sector
Simona Paravani HSBC Global Asset UK
Management
Stefan Stoyanov Workshop for Civic Bulgaria
Initiatives Foundation
Thierry Weishaupt Réseau Education France
& Solidarité
Wiebke-Anka Koch Berlin Hub of Germany
Social Innovation


Euclid Network
is 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 l’Economie Sociale (CJDES) in France, and Ideell Arena in
Sweden.

For more information, visit www.euclidnetwork.eu

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