LEAD & Learning
Lear
LEAD
ning
Focus on
Soft Skills and Attitude

Focus on
Hard Skill and Knowledge
LEAD
Focus on
Soft Skills and Attitude

Purpose

LEAD
Program
Design

Principles
Organization
Needs

Individual
development for
organizational
performance

Trigger for
inner journey

Team Value
and Needs...
LEAD
Principles

 Aligned to operational plan
 Continuous customized program
for specific target group
 Aligned to enti...
LEAD
Program
Design

Needs
Assessment

Program
Design

Delivery
and
Evaluation
LEAD is supporting an
individuals inner journey.
Needs
Assessment
Leadership that is needed in
country/region AIESEC entity exists

Definition of specific type of behavior...
Program
Design
Leadership that is needed in
country/region AIESEC entity exists

Definition of specific type of behaviors ...
Delivery
Timeline

Consider calendar of:
 Exchange,
 Recruitments,
 Conferences,
 Holidays and academic calendar

Way ...
Evaluation

Check points with KPIs
Feedback of participants

NPS
Sensing among membership
EXAMPLE of LCP LEAD
Timeline

Outer Journey

Team selection
Transition
Vision, team
Pre-term purpose, strategic
focus
...
Timeline

Q2

Q3

Q4

Outer journey










Team Storming/ norming
Operational peak
Re-allocation membership
Su...
Principles

Lear
ning
Focus on
Hard Skill and Knowledge

Purpose

Learning
Cycle
Design
Reminder:
Learning focus on Hard
skills development and
operational knowledge
delivery.

Operation
Department
Needs

Perso...
Learning
Program
Principles
 Aligned to operational plan
 Continuous customized cycle for
specific function group
 Alig...
Need assessment

Learning cycle design
Delivery & Evaluation

Learning
Cycle
Design
Needs
Assessment
Target Profile

Define your target group

Basics – define basic operations that
should be reflected in le...
Cycle design
Key Behaviours Eg: Customer
Experience

Definition of specific type of behaviours you
want to see and drive i...
Delivery
Timeline
Consider calendar of: exchange, recruitments, conferences , holidays and academic
calendar

Way of deliv...
Evaluation

Check point with KPIs

Feedback of participants

NPS, sensing among membership
Evaluation

Check points with KPIs
Feedback of participants

NPS,
Sensing among membership
Learning Cycle Example
Newie induction
General
Knowledge

• Why of AIESEC/AIESEC way
• Impact model
• Organization Program...
LEAD & Learning
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LEAD & Learning

  1. 1. LEAD & Learning
  2. 2. Lear LEAD ning Focus on Soft Skills and Attitude Focus on Hard Skill and Knowledge
  3. 3. LEAD Focus on Soft Skills and Attitude Purpose LEAD Program Design Principles
  4. 4. Organization Needs Individual development for organizational performance Trigger for inner journey Team Value and Needs Team flow support Personal Needs Purpos e
  5. 5. LEAD Principles  Aligned to operational plan  Continuous customized program for specific target group  Aligned to entity strategic plan
  6. 6. LEAD Program Design Needs Assessment Program Design Delivery and Evaluation
  7. 7. LEAD is supporting an individuals inner journey.
  8. 8. Needs Assessment Leadership that is needed in country/region AIESEC entity exists Definition of specific type of behaviors you want to see and drive in your country or region. Define direction for organization Behaviors you want to drive in your AIESEC entity based on strategies you have for your term (example: I want to grow 100% = I need people action oriented and ambitious) Customer feedback Define what your people need based on NPS comments or sensing among membership (phone calling survey among target group to sense expectations and needs) Target group choice TMP, TLP, LCP, LCVP choice based on needs and your capability
  9. 9. Program Design Leadership that is needed in country/region AIESEC entity exists Definition of specific type of behaviors you want to see and drive in your country or region. Define direction for organization Behaviors you want to drive in your AIESEC entity based on strategies you have for your term (example: I want to grow 100% = I need people action oriented and ambitious) Customer feedback Define what your people need based on NPS comments or sensing among membership (phone calling survey among target group to sense expectations and needs) Target group choice TMP, TLP, LCP, LCVP choice based on needs and your capability
  10. 10. Delivery Timeline Consider calendar of:  Exchange,  Recruitments,  Conferences,  Holidays and academic calendar Way of delivery How I am able to deliver content that I planned for LEAD? Possible ways: Global Learning Environment- for example, conference, newsletters, presidents meetings, network meetings, webinars etc. Person responsible for delivery Who will deliver each part of LEAD program?
  11. 11. Evaluation Check points with KPIs Feedback of participants NPS Sensing among membership
  12. 12. EXAMPLE of LCP LEAD Timeline Outer Journey Team selection Transition Vision, team Pre-term purpose, strategic focus Team forming Q1 Start to build the LC Team Storming Failures Operation Execution Attitude & soft skills (Inner journey stimulation)  Purpose – driven: Who am I?  Attitude for facilitation  Self awareness  Trust Building  Leadership core understanding Culture Building skills Leadership stand Empathy Self awareness Proactive learner attitude  Authenticity      LEAD delivery Who?  Externals or MCP How? (Channels)  President's meetings (pre-term);  Learning circles  Coaching call (by externals) Important Reminder:  follow up for continues process
  13. 13. Timeline Q2 Q3 Q4 Outer journey          Team Storming/ norming Operational peak Re-allocation membership Succession planning Successor planning & election Re-planning Norming/ Performing Realization crisis Resilience       Performing Lack of responsibility (team) Final Sprint Lack of accountability Planning next steps LCP-LCP transition Attitude and soft skills (inner journey stimulation)      Resilience Pride Coaching – leadership style Activating leadership Purpose driven behavior     Keeping the ownership Sustainability & Integrity Self-reflection & evaluation Who I became? Leadership lessons/learning
  14. 14. Principles Lear ning Focus on Hard Skill and Knowledge Purpose Learning Cycle Design
  15. 15. Reminder: Learning focus on Hard skills development and operational knowledge delivery. Operation Department Needs Personal Needs Purpose
  16. 16. Learning Program Principles  Aligned to operational plan  Continuous customized cycle for specific function group  Aligned to entity strategic plan
  17. 17. Need assessment Learning cycle design Delivery & Evaluation Learning Cycle Design
  18. 18. Needs Assessment Target Profile Define your target group Basics – define basic operations that should be reflected in learning cycle Define exactly what is basic knowledge to deliver so your members will be able to run operations. What is the current State and what is organization strategy? Define to find out the gap. Customer Feedback NPS or sensing among membership.
  19. 19. Cycle design Key Behaviours Eg: Customer Experience Definition of specific type of behaviours you want to see and drive in your country or region Organizational strategy and goals Behaviours you want to drive in your AIESEC entity based on strategies you have for your term (example: I want to grow 100% = I need people action oriented and ambitious) Customer feedback Define what your people need based on NPS comments or sensing amon membership (phone calling survey among target group to sense expectations and needs) Target group choice TMP, TLP, LCP, LCVP choice based on needs and your capability
  20. 20. Delivery Timeline Consider calendar of: exchange, recruitments, conferences , holidays and academic calendar Way of delivery How I am able to deliver content that I planned? GLE model adjustment Person responsible for delivery Who will deliver each part of Learning cycle content?
  21. 21. Evaluation Check point with KPIs Feedback of participants NPS, sensing among membership
  22. 22. Evaluation Check points with KPIs Feedback of participants NPS, Sensing among membership
  23. 23. Learning Cycle Example Newie induction General Knowledge • Why of AIESEC/AIESEC way • Impact model • Organization Programs/Products/Structure(basic knowledge) Operational Knowledge • • • • • Deeper understanding my program/product Market value/ organization value/ personal value Basic management skills Team purpose and my contribution Customized learning based on profile: e.g. GCDP - high volume management; GIP – account management Exchange Support • • • • Support processes Hard skills needed Understanding synergies Team purpose and my contribution LEAD for Newie • Outer journey: First weeks in the organization, meeting the new tem and role, first tasks; • Inner journey: Alignment/connection of personal values and organization values; Self- awareness; Team perception; First personal development planning;

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