Leadership And Skill Development

Leadership and Skill Development

Leadership and Skill Development of NGOs or Non-Governmental Organizations often face extraordinary challenges in casting an extraordinary impact on the society; these challenges surface at both personal and professional levels which are demanding and distinct from those faced by for-profits. Majority of NGO leaders are left unsupported and isolated which leads to a leadership deficit and as a result there is an urgency in this pursuit to establish a new generation of leaders. Existing leaders have to be provided with relevant support and future leaders with programmes that can change the present consequences of missing guidance.

  • The Present Scenario

    Many NGO leaders today work for long hours and with limited resources in a volatile and uncertain economic and political circumstances in order to help the most disadvantaged and marginalised community members. To be more accurate of the struggles NGO leaders face today, below mentioned is a brief about the types of leaders and how they struggle in India:

  • Activist

    Activist today are generally engaged with lobbying and advocacy work. Recognized as often charismatic and highly motivated, Activist are typically focussed on one issue. They are known for their ability to channel the anger or concerns of solidarity groups and local communities to a particular context in which they operate. Activist can come out to be progressive in their approach, aggressive, and strongly opinionated, but not all activist are known to make a huge difference. It takes exemplary and qualified courage (to opt for righteous path) to make a dent in the highly layered Government establishments, which is why they need right support, proper training, and capable back-up.

  • Managerialist

    Managerialist are leaders who posses administrative and instrumental abilities to manage organizations. They can efficiently install reliable systems and appropriate structures, and manage a diverse workforce by classifying proper roles and responsibilities. Many Managerialist have a strong history of raising funds, meeting deadlines and undertaking of commissions as contractors.

  • Catalytic

    Catalytic leaders are also known as strategic leaders who hold the ability to promote and implement changes in the NGO they are responsible for. They have the capacity to take a long-term strategic view while balancing priorities with organizational values and identities. There ability is usually proven when they are able to delegate work to their talented teams and along with them make an observant shift in the NGO they are responsible for. Catalytic leaders are also known as change agents in simple language as they are actively engaged with stakeholders, and in building strategic alliances which strengthen their networks.

  • Social Entrepreneurs

    It is quite evident now that the Indian economy is going through an interesting time of transition. The gap in between a seeker and a provider is slowly becoming smaller all because of Social Entrepreneurs as they have willingly stepped out of the corporate structure prevalent since a very long time.

    Moving to the roles and responsibilities of a Social Entrepreneur, majority of them are moving entirely towards social causes, as they now consider it, as a genuine opportunity so as a smart shift in the economy of India can be made. They are primarily inspired to work for those parts of India where agriculture is still the backbone of rural society.

Problems faced by NGO Leaders/Social and Rural Entrepreneurs in India:

  • Procedural delays, unfriendly bankers and bureaucratic indifferences, are often collectively/one after the other responsible for impeding the smooth launching of enterprises or social objectives of NGOs further crushing social ambitions of young leaders.
  • Burdensome or complex regulatory and administrative environment created as a consequence of extreme state intervention. This often becomes a major obstacle in the emergence of entrepreneurs and new leaders.
  • Lack of correct and required education in Entrepreneurship. New education required to foster entrepreneurship or leaders are only available in B-Schools or management institutes. The gap in the education system is still underdeveloped and yet to be accepted by the mainstream society of India. Visibly there is a dearth of competent and skilled promoters who can bridge this gap of requirement and righteous education.
  • Young Leaders or Social Entrepreneurs easily burden themselves with financial affairs, as Governmental support, private banks and money lenders create a time-consuming and exhausting process for sanctioning of funds. Social complications is also one of the reasons why there is a financial uphill which later affects plans, ambitions and course of young leaders as they stay discouraged.
  • Social and cultural perceptions related to Social/Rural entrepreneurship are also big challenges that ruin business activities of young leaders. Local community or society are not that far-sighted, and clearly lack of knowledge often become reasons of fallouts of several NGOs. This not only portrays a bad example for the generations to come but also creates a loop hole/delay in the process of economy shift.
  • Government initiatives gets entangled in several paperworks and within officials sitting on exploitive positions which often leads to a discourse from the right objective to exhaustive and compulsive paperwork. Strict and complex policies, and absence of tax subsidies or incentives for social businesses act as a bottleneck for growth of social leaders/entrepreneurs.

The Need of Empowerment and Transformation: Leadership and Skill Development Programs (Hindrise Agendas)

In order to develop a new generation of leaders, importance of personal change, experiential learning, individual empowerment, and face to face support needs to be realised by Leadership Development Programmes providers. Our team at Hindsrise realizes this just right and have evolved from structured, formal, one-off training courses to more process based, experiential programmes with a strict focus on personal development and self-directed learning.

In order to mobilize existing talent and develop along with incubating right motivation to new leaders so as they can emerge, our team acts outside of the traditional training responsibilities and goes beyond their normal frame of reference. Our plan of action involves this foundational change because we realize that raising awareness and promoting personal change is crucial for any Leadership and Skill development program to succeed.

We aim at promoting emotional intelligence, collective leadership and develop competencies that can promote collaboration and networking abilities of new leaders along with an ensured real personal change.

Our method and approaches include:

  • Coaching and mentoring
  • Self-assessment questionnaires
  • Cases and Simulation exercises
  • Journaling and narrative description teachings
  • Specialist workshops and seminars
  • Learning sets and peer group support
  • Internships, secondments and observation exercises

Offering them with financial and legal assistance so as they can take decisions without any burderning thoughts. We offer to assist young leaders and social/rural entrepreneurs with investment support as well, since we have a valid/verified network where we are sure of the authenticity.

Bringing leaders/entrepreneurs in close connection with Governmental initiatives so as their efforts get acknowledged and supported as well, on time. Apart from training them on skill development, we allow them to grow within our community and opt for classified projects that can offer them monetary as well as Governmental support.