Working with National Staff
Local Staff are Key
One of our challenges is our arrival as an outsider. We are not a part of the existing community of colleagues. We don’t yet understand the culture and the context within which the team is operating.
We have a short time line, a mandate to fulfil and the need to build trust and effective working relationships in a hurry.
CANADEM asked some of our successful experts what they do to maximize their impact. In this note and the next we share, in their own words, some of their advice. Each mission involves unique cultures and circumstances. No single strategy applies universally.
The topic that came up most often was our national counterparts.
National Staff: Who are they and why are they important?
“It is important to get local colleagues on your side. They are the source of essential documentation, histories and networks of stakeholders. You MUST have active support from the office team.”
“They are critical to the program’s work and sustainability. They remain, even as we outside experts come and go.”
“I have seen a surge person spend 6 months building a program – and the day they left it collapsed, leaving the need for another surge person. Work with national staff. Develop their capacity. They will continue the good work.”
Building trust and relationships
“In relationship-based cultures, national staff can form a kind of family. It is hard to give guidance and advice effectively when you are a stranger. In the first week, position yourself as a learner – about people, the office, the country and context of current programming.”
“Ask questions: ‘I want to feel like I am home. Please teach me – how to address others, how to dress appropriately, how to engage effectively with people here.’ … For instance, in Ethiopia, many people have three names – a unique one, a grandfather’s and a family name. Learn which is the correct one to use in a specific relationship, not the easiest one. Ask.”
“Ask national staff about important partnerships – about both people and protocols in dealing with all of the levels that affect your job – NGOs, governments, other agencies, local communities…”
“Ask about gender issues in the country – behaviours, attitudes, about what men and women do and don’t do. This is especially important if your work will involve you with local communities.”
“Keep everyone in the loop. Ask their opinions. Demonstrate your respect. Thank people. Publicly acknowledge their work.”
“Be part of the team. Get included in the WhatsApp group. Get to know what is happening. This can be more difficult in big cities where national staff have families to which they return at the end of the work day. Use lunch times for bonding. Join them.”
“My key to success: I go into work early every day and go from room to room and greet everyone.”
What can go wrong and what to do about it
“Do not present yourself as the expert who knows everything. Those who are there know the job and the context. Our job is to support them – as outside eyes. We can see the gaps – what can be added to make what they are doing even better. We are there for THEM.”
“I have seen international responders who have “airs” and who aren’t respectful of local staff and of local culture. They have a harder time building trust, getting the information and support they need, and doing an effective and sustainable job.”
“The existing team may not accept new people quickly. They know that outsiders don’t understand the constraints within which they work. Sometimes there is a fear of change being imposed, when systems have been created and put in place to make things work in this unique context.”
“They also know how much we make. They probably wonder ‘why wasn’t one of us hired for this position?’ What we offer are the perspectives, tools and experiences that we bring from other environments. We help to build on their expertise by sharing what adds value in this unique circumstance”.
“Start by appreciating what they have been able to do. Talk as an equal, not as ‘international’ vs ‘national’. We all have roles to play.”
“I am sometimes seen to be a little slow operationally. I have learned it is important to take time to see how they are working. Be upfront. Tell your supervisor ‘I will be slow in the beginning. I need to learn what is happening and how things are being done in order to make the most effective and lasting contribution…’ “
“Shine from behind. Empower other staff. We are there to serve, not to be the star of the movie.”
