When Amjad Ali reflects on his journey over the past decade, it is impossible to separate his personal story from his professional one. A Syrian refugee living in the Kurdistan Region of Iraq, Amjad has spent the last five years with the Judy Organization for Relief and Development (JORD) – a refugee-led humanitarian organisation working with displaced communities across Iraq and Syria.
“I came to Iraq from north-east Syria eleven years ago,” he says. “Five of those years have been with JORD. What I learned during this time – especially about leadership – has changed not only how I work, but how I live.”
Learning Leadership for the First Time
Before participating in any leadership, coaching, or mentoring training, Amjad believed he was leading simply by doing his best.
“I was doing what I thought was right,” he explains. “That usually meant telling people what to do.”
The training challenged that mindset. For the first time, Amjad was introduced to leadership as something fundamentally different from control or hierarchy.
“What I learned is that a good leader builds leaders,” he says. “A leader doesn’t manage every step. They give direction, support people, and listen.”
This shift was particularly significant in a context where management styles are often traditional and hierarchical.
“Here, the manager usually sits in their office and tells everyone what to do – all the time,” Amjad explains. “That’s the norm.”
The training helped him see that leadership is not about having all the answers.
“I realised that I’m not always right. I don’t always know best. The people I work with are not machines -you can’t switch them on and off for a single task. They have ideas, skills, and perspectives of their own.”
For Amjad, leadership became less about authority and more about building trust and direction.
“The leader is not always the smartest person in the room,” he says. “Their job is to build the team.”
Building Teams Instead of Carrying the Load Alone
The impact of this shift was immediate in Amjad’s working life. Much of his work had been remote, often leaving him stressed and overwhelmed.
“I felt like I had to do everything myself,” he recalls. “I was alone, and that pressure built up.”
Now, his approach is radically different. Rather than absorbing all responsibility, he invests time in his team.
“I make sure to sit with my team individually. We have one-to-one meetings where we talk about how their work is going, what they feel confident doing, and where they need support,” he explains.
These conversations go beyond tasks.
“We explore ideas, capacity, and growth. Instead of just doing things myself, I focus on developing the team – and I step in only when I really need to.”
Leadership Beyond the Office
The changes did not stop at work. Amjad found himself applying the same principles at home.
“Before, I didn’t like discussions with my family,” he says. “So we didn’t really discuss things.”
Now, he actively encourages dialogue.
“I ask everyone to speak up and share their opinions. I listen. And once all the views are on the table, we look for solutions together.”
For Amjad, leadership is no longer a role – it’s a way of relating to others.
Growing with a Refugee-Led Organisation
Amjad’s journey with JORD began shortly after he graduated from college. He applied for an assistant position on a multi-sectoral project in Duhok, and it became his first real job.
“I supported wherever needed – data collection, logistics, documentation, small tasks. Whatever helped keep the project running.”
When the project ended, he chose to stay as a volunteer.
Over time, that commitment opened new doors. Amjad grew within the organisation, eventually becoming Fundraising Manager and a member of JORD’s Executive Board. He is now preparing to take on a new role as Country Director for JORD’s Syria operations.
“As a Syrian refugee working in a refugee-led NGO that serves my own community, this work is more than a job,” he says. “It’s a purpose.”
What Localisation Really Means
For Amjad, localisation is not a buzzword – it is a lived experience.
“Localisation means trusting and empowering local organisations – not just with implementation, but with leadership, decision-making, and flexible funding,” he explains.
He recalls how difficult the early years were for JORD. Nearly ten years after the organisation was founded, it still lacked a formal fundraising department.
“Some colleagues were doing the work of six or seven positions just to survive,” he says.
Joining Charter for Change – an initiative aiming to shift power from International NGOs to local and national actors – marked a turning point. Through advocacy and partnerships with organisations like DanChurchAid, Church of Sweden, and later the Netherlands Refugee Foundation (SV) and the Dutch Ministry of Foreign Affairs, JORD secured its first multi-year projects.
Still, challenges remain.
“We work out of a caravan inside a refugee camp,” Amjad says. “International NGOs often come and go with large budgets for short-term projects that don’t last.”
That contrast reinforces his belief in localisation.
“It’s about survival. It’s about effectiveness. And it’s about respecting the expertise that already exists on the ground.”
Ongoing Challenges – and Looking Ahead
Staff turnover, short-term funding cycles, and limited administrative support continue to strain local organisations like JORD. As a refugee-led NGO operating outside its home country, advocacy space is also limited – one reason JORD is expanding its presence in Syria.
Despite these challenges, Amjad remains hopeful.
By attending Core Coaching and Mentoring Skills (CCMS) training, he aims to strengthen his ability to support others – especially as he prepares to lead a new team in Syria.
“I want to create space for growth, accountability, and continuous learning,” he says. “And I want to share these skills with peers in other local NGOs.”
Looking five years ahead, Amjad envisions an aid system led by local organisations, with international actors playing a supportive role.
“Local NGOs are faster, more cost-efficient, and closer to reality,” he says. “If we do this right, humanitarian aid as we know it may one day no longer be needed – replaced by sustainable, community-led systems that last.”
For Amjad, leadership is no longer about telling people what to do. It’s about listening, trusting, and building something that can endure – long after individual projects end.
CCMS and ‘Local SPACE’
Amjad Ali was one of 12 graduates from five countries that could add coaching and mentoring to their skill set towards the end of 2025 after completing the Core Coaching and Mentoring Skills (CCMS) programme.
The CCMS programme is offered by the Humanitarian Leadership Academy as part of the EU-funded ‘Local SPACE’ project – implemented by a consortium of five organisations in six countries with DanChurchAid as the lead.
