HUMANITARIAN LEADER : Required qualities to lead humanitarian activities in the field.

1. Introduction

Our role is to contribute to the discussion on the qualities needed to lead humanitarian activities in the field. In this, each actor can examine those he owns and therefore improve his skills. Understanding the Humanitarian Leadership helps us to better determine the extent of the crisis, the victims who are the beneficiaries of our actions, how to involve the other actors to intervene according to the extent of the situation, the necessary means and tools, the minimum time we need to save lives or prevent the worst, etc. All this requires a range of qualities to better conduct actions on the ground that require self-sacrifice in areas of mountainous times and even inaccessible.

2. A Vision and the Mission

Good field leadership is not random. Rather, it seeks to determine a vision for which to mobilize individuals and organizations (collectively) and set goals. This requires finding ways to achieve this vision in the interest of the affected populations, in target environments and often without security. It takes qualities to develop a vision and goals for which actions will focus to create a sense of ownership around that vision. Each of the actors and beneficiaries must clearly understand what is meant in the actions.

3. Why qualities? Which ones?
 

3.1. Why ?

Qualities mean a good combination of mental, physical, social, moral, technical and professional skills, based on the development of models of excellence for the benefit of the beneficiaries. Otherwise, someone who has these skills if he/she does not do it for the beneficiaries will be perceived as a wolf in the sheep.

3.2. What qualities?

Good field leadership requires the following qualities:
• The ability to analyze the context,
• Willingness to devote time to prevention as the answer,
• The taste of efficiency,
• Collaboration and team spirit,
• Active listening and the ability to learn from others,
• Ability to carry out the tasks required to be conscientious and efficient in order to be able to honor commitments, to meet deadlines and to achieve the expected results,
• Act for professional rather than personal reasons;
• Persevere in the face of obstacles and difficulties,
• Keep calm in crisis situations,
• Concern for the consideration of the principle of gender equality and equal participation of men and women in all fields of activity.
• Speak clearly and effectively, both orally and in writing;
• Listen to others, understand them well and act appropriately,
• Ask questions to clarify and facilitate dialogue,
• Adapt the language, tone, style and presentation to the audience that is being addressed,
• Share information with everyone she's interested in and keep everyone informed,
• Self-confidence and professional integrity,
• Sensitivity to gender issues,
• Tenacity, determination and ability to negotiate in conflict situations,
• Mastery of the social context through a network of local and national contacts,
• willingness to recognize the merits of others and to learn from them,
• Demonstrate humility and initiative,
• Knowledge of the humanitarian principles and the mandate of the organization,
• Collaborate with colleagues to achieve organizational goals and solicit inputs, value the ideas and skills of everyone and be ready to learn from them,
• Put the interest of the team before the personal advantage,
• Accept the final decisions of the group and abide by them, even if they do not fit perfectly with their own position,
• Share the team's successes and take responsibility for failures.
• Open minded and willingness to share information,
• Transparency and accountability,
• The ability to handle complaints in real time,
• Stress management and speed,
• The ability to express one's opinions and persuasion,
• The ability to build and maintain relationships with implementing partners and key policies;
• The ability to make decisions quickly based on the situation on the ground,
• The ability to collect data and make decisions based on missing or contradictory elements;
• The ability to provide feedback and better justify why decisions are made;
• The ability to weigh risks before programs are executed,
• The ability to coordinate actions in record time,
• To be able to handle changing security situations,
• Ability to clearly decide on the best interests of the beneficiaries,
• Ability to collect, manage information confidentially,
• Ability to work under pressure in remote areas and under difficult conditions.

4. Conclusion

To conclude, let's say that humanitarian leadership on the ground requires a vision, objectives and strategy to unite all the actors in the realization of the activities that can be beneficial to the agents. Similarly, officers must demonstrate the important qualities without forgetting that must be done in accordance with humanitarian principles and the desire to meet the needs of beneficiaries.

See the same article in French at :

http://humanitaires-vivre-pour-une-humanite.over-blog.com/2019/05/humanitarian-leader-required-qualities-to-lead-humanitarian-activities-in-the-field.html