Welcome to Day 1

Day 1: Humanitarian leadership in context Aim of Day: To deepen participants’ understanding of the humanitarian operating context and the role of leadership within it

Session 1.1.1: Introduction to the programme, competency framework and leadership behaviours Learning objectives At the end of this session, participants will be able to: Describe the management and leadership learning programme Explain what a competency is and how the Core Humanitarian Competency Framework will be used throughout the programme to help guide their leadership development Define humanitarian leadership

Learning process and programme Based on behavioural frameworks on core humanitarian skills and leadership behaviours which will be built on through practical sessions Overall emphasis on building humanitarian capacity at national level Benefit of the inter-agency approach to share tools and approaches and strengthen cooperation Emphasis is on the individual to take responsibility for what they need to learn Learning methods will vary during the workshop sessions to accommodate the different styles

This programme… is a nine-month learning programme (not a four-day workshop!) includes participants (you!) selected because of their leadership roles in their agencies Is designed around the competency framework recognises disasterr and conflict-affected people are at the centre of our work combines humanitarian management exercises with opportunity to reflect on individual and team skills uses a variety of learning methods, including self- directed learning and reflection, peer networks and support, and feedback

Participants’ journey

Programme elements Discussions with managers Pre-course work Capability wheels Workbooks Workshop 1 Workshop 2 Learning between workshops Buddy groups Coaching Action plans and learning project Learning logs

At tables, discuss: What part of this programme am I most excited about? What questions do I have about the programme?

CBHA definition of competencies The behaviours that employees must have, or must acquire, to achieve high levels of performance in their role

Role-plays What does a ‘leadership behaviour’ look like in practice?

CBHA definitions of humanitarian leadership Seeing the overall goal within the changing context and taking responsibility to motivate others to work towards it. Leadership is independent of one’s role, function or seniority (CBHA Core humanitarian behaviours 2010)

Humanitarian leadership The essence of humanitarian leadership lies in the capacity and willingness to make hard decisions in complex situations, characterised by insecurity, chaos, rapidly changing circumstances and a high level of uncertainty (CARE ELMP)

Management Management is a set of processes that can keep a complicated system of people and technology running smoothly The most important aspects of management include planning, budgeting, organising, staffing, controlling, and problem-solving (John Kotter, 1996, Leading Change, Harvard Business Press)

A good leader, and also a good manager… ‘A common refrain is that effective leaders are rarely good managers, and that individuals who have visionary and strategic skills can often lack the skills to carry out more detailed and routine management tasks; they enjoy the big picture but often get bored with the detail. More than half of our case study leaders contradicted this view. They combined an eye for detail with the ability to engage with the bigger picture. For an NGO Country Director, this is a particularly valuable combination of skills’ (Leadership in Action: Leading effectively in humanitarian operations, Margie Buchanan- Smith with Kim Scriven, ALNAP, 2011, page 33)

Ask each other questions to learn: Which leadership quote you selected and why Two key strengths that you have, that are useful in a humanitarian leadership role Two key areas that you and your managers have agreed you need to work on whilst on the programme