Internal democracy
For a well functioning organization, three things are essential:

1. internal democracy and accountability;
2. effective leadership;
3. and teamwork.

Organizational styles of governance fall somewhere on a spectrum between the parenting and autocratic approaches, with democratic somewhere in between. The first means that the leader of an organization feels uncomfortable making demands and is more interested in the board / volunteers / staff liking him or her. S/he tends to avoid problems. Such a decentralized system might at first look democratic. However, without clearly defined leadership roles in place among those who work, and a clear and unified vision for the organization, members of the organization are likely to work at cross purposes without coordination or mechanisms for sorting out conflicts when they arise. Thus, the "parenting" approach can lead to chaos, internal strife and paralysis.

At the other end of the spectrum, the autocratic model usually involves one person who wields absolute authority. Many organizations unwittingly fall into the autocratic mode. Too often, the larger autocratic society in which a group operates is replicated in its internal structure and practices. Although it may seem an advantage that there are fewer checks and balances which can lead to a crisis of accountability, it is a huge disadvantage if the success or failure of the organization rests entirely with its leader. Thus a crisis that leaves the organization leaderless can immobilize it. Those who assume full responsibility for leadership tasks are also likely to feel overburdened, overwhelmed and resentful, despite their insistence on such a system. Because the leader is overwhelmed, the functioning of the organization may actually become less efficient, as decisions are deferred until s/he can get around to addressing them. Other members or the staff have no ability to be creative and responsible, and have little control over their work, despite the fact that they may be held accountable for it in the community being served.

In the long run, it is most practical to be a democratic organization, because this secures the lasting work of the group. It is an effort, but also an investment for the future.


Democratic governance supports regular consultation and broad participation in policy and decision-making, even if the executive director and/or the board make the final decisions. In the democratic model, responsible members or the staff are accountable to each other as well as to the board or executive director, and the directors are accountable to the staff, board and membership. By all accounts, building a truly democratic organization is a difficult (though extremely worthwhile) process, especially if its members have little personal or societal experience with democratic governance. It takes a lot of effort to create the ideal ways of procedure, meetings and assemblies, discussion sessions, etc., but it is worth the effort.

In most cases, the leader of a group tends to be one of its founders (who later might become the executive director). This is most often the person with the vision, commitment and ability to inspire and mobilize people necessary to get the group off the ground. But organizations cannot ultimately rely on the talents and skills of one person alone. Leadership is ideally shared by a number of people within an organization, delineated according to people's specific talents and areas of responsibility. A good leader will be committed to building an institution that can outlast him or her. To do this, s/he must be willing to develop the capabilities of other leaders within the organization.

Leadership capabilities among staff members can also be cultivated by the provision of skills and knowledge-building training opportunities. The chance to attend training workshops and seminars should not be monopolized by a few people at the head of an organization. Developing the skills of committed members or staff will make them more interested in the job and more committed to the organization.

Enthusiasm and a sense of belonging are usually prerequisite to building team spirit. Employee opinions and ideas should be regularly asked for and the maximum number of activists possible should be included in discussions and decision-making.

Everybody working with or associated with the organization should have a shared understanding and unified position on the overall mission and work of the organization. For this to happen, it may also be necessary to periodically review the goals and objectives of the group.

All members should be informed on a regular basis as to what various projects are doing.
 

Passing on knowledge
As every group needs new volunteers, committed people, and as even the most committed leaders can stop working at one point, it is of crucial importance that those who lead organizations help others who are interested to learn more about their work, and encourage them to become leaders. If there are new volunteers wanting to work, create the time to teach them the skills and history you know. This is a way to develop leadership and pass it on. Another thing you can do is to delegate those who are interested in learning to seminars, trainings and conferences.

If you want to find new volunteers, organize your work in a way that involves the work of many people. There are simple but important tasks (like organizing a letter campaign and enveloping hundreds of letters) that can bring interested people to work, and mean a good occasion for them to learn more about your organization's work.

Another useful method is setting up a discussion group. This can be open to the public, or can work on the basis of personal invitations and happen in a apartment, it can involve people who are just interested, or activists - in any case, it can be a refreshing opportunity to share and discuss ideas, readings, or anything that can help your work. If you organize an ongoing discussion group for people who do not work in organizations, you can bring in a number of topics: personal issues like stories of coming out (to family, at work, etc.) can help people realize what is political, and gradually make them interested in your work.
 

Opening an office
Although the absence of an office in the beginning of an organization's life can be inconvenient, it has not prevented many groups from operating and growing successfully. Nonetheless, having an office with basic equipment and storage facilities is likely to enhance an organization's efficiency and make it more visible and accessible. An office can provide a space where an organization's members, volunteers, staff, etc. can centralize their activities.

Determining if and when to secure an office is in most cases determined by funding realities. If your group cannot rent or own an office, there is still chance that you can ask other, older NGOs that have one to let you use part of the office, however small that space might be (a few shelves, a computer at certain hours, a room for meetings, etc.).