• Leader in the Sector

    Understand and influence the nonprofit sector. Be able to build a shared vision, collaborate for impact, tackle systemic problems, build consensus and influence organisations, governments and other key players.
    Start Your Leader in the Sector Assessment

    Beyond their individual organisations, leaders in the sector help steer and influence the nonprofit sector, what it can and does achieve as a sector, and how it is positioned in the wider societal context. What happens at a sector level can deeply influence the organisations within it, so it is important that individual leaders take an interest and a part in helping to guide and shape it into the future. These leaders include CEOs, founders, trustees, or any senior leader. If you actively engage with other leaders and seek ways to collaborate to tackle challenges, to influence policy and are interested in systemic change, you are a leader in the sector.

     

    At this level, being a strong and effective communicator who can build lasting relationships is important. Negotiation and influence skills are also key skills when it comes to building collaborations, agreeing policies and co-creating plans for the sector. A strong leader here will be able to build a shared vision and consensus across disparate groups and view points. Here, the individual may need to take second place to the collective, so it is important to have wider systems perspective.

     

    At an organisational level, leaders are usually involved in delivering downstream solutions. To effect systems-wide change, it is important to have an interest and understanding of the wider political, social, economic and environmental context and be able to look at how to influence upstream.

    How The Self Assessment Works

    1.

    This is an informal self-assessment. Self-assessed ratings are subjective by nature, and over time your understanding or view of your competency level may change too. For each competency identify your current level of development.

    2.

    Depending on where you are on your leadership path, some competencies may feel more important than others. So at the end of the self-assessment we ask you to prioritise the three most important competencies for you right now.

    3.

    Once you have finished, we’ll provide you with a range of resources that will help you focus on your prioritised competencies.

    Start Your Leader in the Sector Assessment
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    1/11

    Technical/Managerial

    Your Critical Thinking & Problem Solving

    • I clarify and redefine the problems and opportunities I face
    • I take an analytical approach to assess situations from multiple perspectives
    • I can break problems into component parts and develop options
    • I identify and assess any contributing factors and biases when problem solving or decision making.
    • I take a creative and innovate approach to the problems I face
    • I analyse decision paths and take decisive action

    My Rating

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    2/11

    Technical/Managerial

    Your Systems Thinking

    • I can make sense of a complex system in the wider political, social, economic and environmental context, by exploring the relationships, boundaries and perspectives in a system.
    • I use a holistic approach to investigate factors and interactions that could contribute to possible outcomes
    • I can approach otherwise unmanageable problems by providing a unique and different perspective (seeing all parts, and their interconnections).

    My Rating

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    3/11

    Technical/Managerial

    Your Upstream Thinking

    • I understand the economic, political, and environmental factors that are the precursors to social and env. challenges
    • I investigate how to modify these challenges
    • I focus on taking collective proactive actions with peer leaders and organisations to ensure better outcomes rather than reacting individually to crises or circumstance.
    • I focus on root causes to improve fundamental social and economic structures in order to prevent problems developing or decrease barriers and improve conditions at their source.

    My Rating

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    4/11

    Technical/Managerial

    Your External Field Knowledge

    • I have knowledge of the political, environmental, social and technological context in which my organisation and/or sector operates
    • I have knowledge of all key sectoral stakeholders and how they are relevant to my organisation

    My Rating

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    5/11

    Communication

    Your Facilitation Skills

    • I establish purpose and direction for the group
    • I create an open, inclusive and psychologically safe environment 
    • I ask clear, concise and open questions and actively listen
    • I encourage creative thinking, idea generation and collaboration
    • I can manage time, goals, energy and focus amongst a group. 

    My Rating

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    6/11

    Communication

    Your Collaboration and Influence

    • I encourage participation in dialogue through active listening, self-awareness and tolerance
    • I establish trust through openness, transparency and willingness to share knowledge
    • I positively motivate and guide others.
    • I persuade and engage others to build buy-in. 
    • I communicate plans and strategies with a high level of clarity.

    My Rating

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    7/11

    Communication

    Your Communication & Influence Skills

    • I have advanced written, oral and presentation skills 
    • I can confidently communicate with a wide range of internal and external stakeholders to better meet business objectives, influence stakeholders and drive positive change.
    • I understand different communication styles and how to leverage my personal style
    • I know how to embed impactful communication, storytelling and other techniques to overcome barriers and influence change
    • I understand the psychology of influence and apply concepts such as reciprocation, liking bias and social proof 

    My Rating

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    8/11

    Empowerment

    Your Emotional Intelligence

    • I have a high level of self awareness of my own needs, strengths, values, and drivers. 
    • I recognise and understand my own emotions and how they influence me and those around me.
    • I can manage and control my emotions in an effective way so that I engage with others calmly, sensitively, compassionately, and proactively.
    • I understand how other peoples emotions affect their behaviours and use that understanding to achieve better outcomes for all

    My Rating

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    9/11

    Empowerment

    Your Advocacy Skills

    • I speak with clarity and eloquence on behalf of or in support of the organisation
    • I can clearly articulate arguments for a specific cause or issue
    • I bring about change through influence, building support and raising awareness.
    • I comply with any lobbying or other relevant regulations

    My Rating

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    10/11

    Empowerment

    Your Interagency Collaboration

    • I can identify the most relevant organisations with whom to partner or collaborate
    • I can identify and build effective relationships with the key individuals in these organisations
    • I help create a sense of community ownership for interventions aimed at addressing common needs 
    • I can leverage different agency strengths and assets
    • I focus on collaborative approaches to addressing multiple needs requiring the assistance of multiple agencies.
    • I can leverage communication, negotiation and influencing skills to build joint solutions

    My Rating

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    11/11

    Resilience

    Your Building a resilient network

    • I garner collaborative response to situations with agility, flexibility, and an ability to withstand adversity.
    • I understand how my values, purpose and strengths contribute to sector
    • I can tap into strengths and support systems to overcome challenges and work through problems.
    • I strive to build and contribute to strong, supportive peer networks
    • I support the research and implementation of best practice and new thinking

    My Rating

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    Please select up to 3 priority areas

    Competency

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    Leader in the Sector

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