Future Leaders of Estonian CSOs
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.
About the project
The project (2019–2023) 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.
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.
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.
Two groups were trained during the project, with 13 people completing the program the first year and 10 people the second year.
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.
A mentorship component was integrated into the program, with mentors selected based on their strengths in areas where participants needed the most support. Feedback indicated that mentoring was a highly valued element, providing critical support and insights.
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.
