This is a presentation by our Head of Research and Communications Paul Knox Clarke on ALNAP's latest work on leadership.

1. Paul Knox Clarke, ALNAP
S t r e n g h t e n i n g
h u m a n i t a r i a n
l e a d e r s h i p t e a m s -
R e t h i n k i n g
l e a d e r s h i p ?
12 May 2014

2. Identify a
personal
example of
‘excellent
leadership’
What were you
doing?

3. Drawbacks - individual
• Can be overwhelmed
• Have limited information
• Cognitive bias
• Absence paralyses
• Requires line of command

4. Vision Clear vision and objectives
Consensus on how to achieve visionStrategy
Acting togetherImplementation

5. elements to
leadership3Leader
Team
Process
and
Structure

6. So – what do we
need to get right
in terms of teams /
processes to
enable HCT to
lead?

7. • Team Purpose
• Information collection and management
process
• Team and delegated decisions
• Common operating procedures
• Team training

8. 1. Clarify team purpose
What is the HCT for in
this place,
at
this time?

9. 2. Establish information process
Identify key decisions and min info set required
Identify who collects / analyses what, and how
Identify where ‘ big picture’ created
Establish mechanism to keep picture up to date

10. 3.Share decisions with / among team
Identify elements that affect all (for shared decisions)
Delegate others (Agencies, ICC, Clusters)
Agree on joint responsibility for decisions
Agree on process

11. 4. Introduce
common ‘Simple rules’ procedures
1. Identify common
operational situations
2. Derive ‘simple rules’
– what works, doesn’t
3. Periodically update them

12. 5. Train together..
… then do it
again

13. • How applicable are these ideas to your HCT?
• To what degree are you already doing these
things? Can you share examples of what
works?

14. Thank you
p.knox-clarke@alnap.org