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Description
It has been challenging for civil society organizations to find new CEOs. The reputation of the third sector as an employer is lower than that of the private and public sector (less funds, difficult topics, long-term goals and results are not immediately visible). At the same time, CSOs find it quite easy to find experts, project managers and other specialists. People working in the sector are often experts in their field but may not be able to see the big picture as a leader. Leading a CSO is often seen as an overly responsible position where support (funds, team, know how, partners etc.) is lacking. The development program aims to prepare future leaders who would take Estonian civil society organisations (CSO) to a new level. At the beginning of the program, a competency model for CSO leaders is developed with executive directors leading CSOs today. The model is used to evaluate the progress of participants throughout the program. Participants are selected based on their willingness and motivation to become a professional leader of a CSO one day.
In the course of the program at least 20 future leaders with modern management knowledge are trained and prepared to work as an executive director in one civil society organization.
It is expected that the entire civil society sector and organizations benefit of the program on some level. Throughout the program participants’ knowledge, skills and attitude are analysed and developed by working on their motivation, willingness and courage to take on bigger responsibility in leading a CSO in their field of interest.
Some of the participants of the development program (participated from June 2020 – June 2021) have already become leaders, board members, advocacy experts, etc. The participants and the organizations they work for have both benefitted from the program.
Summary of project results
The project addresses the shortage of experienced leaders in Estonian civil society organizations (CSOs). As CSOs grow professionally, they require skilled leaders, yet there is a visible lack of qualified candidates in the job market. Open calls and targeted searches have often failed to find new executive directors, putting the sector at risk. While many work as activists and experts, fewer are willing to take on leadership roles.
The project aims to equip around 20 new civil society leaders with the necessary skills and knowledge to take on leadership roles. Finding CEOs for civil society organizations (CSOs) has become increasingly difficult due to several factors. Salaries in the sector are often less competitive compared to the private sector, making leadership roles less attractive to experienced professionals. Additionally, leading a CSO comes with significant challenges, including securing sustainable funding, navigating complex stakeholder relationships, and driving social change in areas that often require long-term commitment and resilience. Many professionals prefer roles with a clearer career trajectory, lower responsibility, or more stable working conditions, which makes it harder to attract candidates willing to take on the demands of leadership.
To address this gap, the project draws inspiration from a similar successful public sector leadership program, incorporating valuable lessons and best practices from the Government Office’s experience.
Project Activities
The project focused on strengthening leadership in civil society organizations (CSOs) by developing a leadership competency model, designing a structured training program, and facilitating mentorship and knowledge-sharing activities.
Development and Refinement of the Leadership Competency Model
A competency model for CSO leaders was created and later refined based on insights gained over three years. Adjustments included emphasizing the importance of mental well-being and providing clearer guidance on financial sustainability, particularly the necessity of diverse funding sources.
Design and Implementation of the Leadership Development Program
A structured year-long development program was established based on six key leadership competencies:
- Self-Leadership – Time and stress management, adaptability.
- Strategic Leadership – Vision setting, goal prioritization, change management, and impact assessment.
- People Management – Team building, motivation, professional development, and organizational culture.
- Advocacy – Negotiation, networking, partnership building, and sectoral representation.
- Communication – External communication, media relations, and internal communication strategies.
- Financial Sustainability – Financial management, project planning, and sustainable development practices.
Each competency was covered through:
- Group learning sessions.
- Individual practical assignments.
- One-on-one mentoring with experienced leaders and case study analysis.
The program was designed with flexibility to adapt to participants'' needs, ensuring relevant and impactful learning experiences.
Selection and Training of Participants
Two cohorts were trained during the project:
- The first cohort received 59 applications, from which 25 candidates were invited for interviews. Ultimately, 15 participants were selected, with 13 completing the program. Five graduates went on to establish or lead organizations, demonstrating increased confidence in taking on leadership responsibilities.
- The second cohort received 55 applications, with 23 candidates interviewed. Fourteen participants were selected, with 10 completing the program. Half of the graduates took on leadership roles in existing or newly founded organizations.
Participants completed a competency self-assessment at the beginning and end of the program, with notable improvements observed. The highest competency growth was seen in advocacy and external communication, while self-leadership showed the least improvement.
Mentorship Support
A mentorship component was integrated into the program, with mentors selected based on their strengths in areas where participants needed the most support. For example, a mentor with financial management expertise was paired with a participant needing development in that area. Feedback indicated that mentoring was a highly valued element, providing critical support and insights. Participants also engaged in discussions with experienced leaders, enhancing their learning through real-world experiences.
Knowledge Sharing and Public Engagement
To broaden the impact of the program, two key public events were organized:
- Winter School – Originally delayed due to COVID-19, this event brought together program participants, civil society representatives, and grant recipients. Attended by 40 people, the event featured expert talks and workshops on leadership, conflict resolution, and cross-cultural team management.
- Competency Model Review Workshop (June 2023) – This event evaluated the competency model in light of organizational and leadership shifts caused by the pandemic. Key themes included remote work, online meeting facilitation, mental well-being, and financial diversification. Program outcomes were also shared with stakeholders.
As an additional resource, a collection of recommended readings and materials from program trainers was compiled and made publicly available through the CSO network’s website.
By combining training, mentorship, and knowledge-sharing, the project successfully strengthened the leadership capacity of civil society organizations and contributed to the sector’s long-term sustainability.
The leadership development program enhanced participants'' knowledge, skills, and attitudes as leaders, increasing their motivation and readiness to take on greater responsibilities within civil society organizations (CSOs). While the direct beneficiaries were the participants themselves, the impact extends to the organizations they work for or will join in the future, as leaders with strong competencies contribute more effectively to organizational capacity.
A key focus of the project was to highlight the role of CSO leaders as equal counterparts to leaders in other sectors. As part of the initiative, a competency model for CSO leaders was developed. This model serves as a practical tool for:
- Self-assessment, evaluation, and professional development;
- Recruitment and selection of leaders;
- Recognition of leadership achievements;
- Succession planning within organizations.
A total of 23 participants successfully completed the leadership development program, demonstrating their increased confidence and willingness to take on leadership roles in the future.
During the project, efforts to establish leadership networks also began, as there was interest from CSO leaders—both program participants and those not selected—to engage in peer exchanges and apply the competency model as a practical resource.
One of the key long-term outcomes is the widespread adoption of the competency model as a valuable tool for self-assessment, recruitment, motivation, and professional development within the CSO sector.
NENO continues to develop and update the model, as well as its engagement with current and future CSO leaders, beyond the project''s completion. Encouraged by the model''s success, NENO has begun planning similar initiatives focused on specialized leadership areas, such as advocacy competencies.
Additionally, the project has played an important role in raising awareness of the significance of CSO leadership and its crucial role in strengthening and advancing civil society.