Transition guide (2011 2012)


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Transition guide (2011 2012)

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Transition guide (2011 2012)

  1. 1. AIESEC in Greece 2011-2012 Transition AIESEC is an organization with an extremely changing environment, the lifespan of our leaders is relatively short. Because of very quick turnover of our members on leadership positions, transition is crucial for continuity and sustainability of our organization. It has an immense impact on our results and quality of leadership positions we offer to our members. Remember! As true leaders we are all responsible for the way transition is delivered! If you are the one who is taking over the new role you can't just wait and expect the transition will be delivered to you! You have to play an active role in the process! Transition is the responsibility of people in both roles: incoming and outgoing leaders. What is transition? Transition is the process through which we assure the transfer of the strategic direction, knowledge, information and experience, from the current decision makers to the elected. We need to pass over all the information so that the incoming leaders are able to perform at their best their responsibilities Why do we need transition? We do transition to improve continuity, make sure that we do not make the same mistakes again, and that we move forward based on the best possible ideas and strategies (this means seeing transition as a support for sustainable continuous growth, rather than encouraging constant change and recreation of the proverbial wheel). Role of Current - Setting objectives and outcomes - Developing the agenda and topics - Identifying delivery method - Defining timeline, roles and responsibilities Role of the Elect - Setting expectations - Defining personal learning outcome - Giving feedback on the topics - Giving feedback on the delivery method
  2. 2. AIESEC in Greece 2011-2012 Preparation Delivery Coaching Transition Process Preparation Realizing knowledge The most challenging part of a transition process preparation is forming the responsibility and the experience of the current leader into a concrete output of transmittable knowledge for the incoming one. The current leader shares his/her understanding based on theoretical background and/or practical experience in order to inspire continuity and evolution driven his/her successor. Methods to be introduced to help the process through are: 1. Personal reflection to realize development, knowledge, awareness, understanding 2. Mentoring (in case you are being mentored), 3. Feedback from the people you have been working with Collecting knowledge Knowledge can take the forms of bad and good case practices on operations or other forms of single actions, operations, culture, vision, long-term perspectives and plans. The key to an effective transition is the well-documented knowledge. Since in AIESEC’s lifespan we build on previous knowledge introducing improved approaches and different aims what should be done is the following: 1. Collection and documentation of knowledge and expertise inherited within the entity 2. Improvements, new knowledge formed from current leader’s experience and responsibility 3. Documented and justified strategies/ideas/concepts to be implemented 4. Other knowledge concerning continuity based long-term planning understanding with concrete strategic perspective. Awareness on the transitionee Knowing to whom we are addressing to is important in designing the right process in order for them to respond. Different people need different approach, focus, development as they come with different set of skills, level of organizational and/or role understanding and different learning ways. In order to become fully aware capitalize on the input taken by the selection process along with the help of methods and techniques, such as psychometric personality tests. Capitalize on the strengths of the person in taking on the role and focus on the improvement of weak ones, which may affect negatively his/her performance in the role and customize the approach in learning and developing as needed. Transition should be a tailored-made process, based on the background, the profile, the needs and strengths of the transitionee.
  3. 3. AIESEC in Greece 2011-2012 Process design – Objective, Expected Outcome, Timeline and Agenda Transition has certain objectives to fulfill. The reason that is in place, is mainly to support continuity within the organization and equip an incoming leader with organizational and operational understanding, vision, skills (e.g. leadership skills) and other capabilities which will drive his/her role and the evolution of the organization in extent. The process is a demanding one and there are expected outcomes to be embedded on the incoming leader and inherited for the next term.  How would you like to see the next term to continue?  What type of profile should the next leader have in order to respond?  How can the transition process serve that? Build the time-frame in which all deliverables should bring the desired outcome and based on that set the exact agenda, with the flow, all sessions, descriptions and delivery method in order to accomplish objectives. Delivery A good preparation is the key to an effective delivery. But the way of delivery has important role in the actual outcome of the process. For the delivery of the sessions use the following One-to-one meetings: interpersonal relationships within the transition create a safe environment of trust. Delivery by Externals: partners, professors, alumni are excellent sources of well-grounded knowledge, necessary for the functionality of the organization. Ensure the relevance of what is being delivered with the needs of the entity. Global AIESEC network: capitalize on the knowledge and the expertise existing in the vast, built-up network of the organization. Base it on current or potential co-operations of the entity and on good case practices aligned with the entity’s needs. Team-to-Team meetings: as AIESEC operations are team or project based, there is certain value, knowledge and perspective to be transmitted within the collaboration of the in-coming team and the out- going one, capitalizing on the experienced, solid function of the first and the pure, flexible potential of the second. On-the-job/Experiential Learning: experiential learning is a feature which makes AIESEC unique and it is a concrete way to ensure the effectiveness of the learning process. Engage the in-coming leader(s) in the responsibilities of their future role. Well designed transition process should lead to increasing responsibilities overtaken by Incoming EB by decreasing responsibilities of the Outgoing EB. At the end of the good transition process new executive body should be fully capable to run the LC by themselves.
  4. 4. AIESEC in Greece 2011-2012 Observation/Role-modeling: during the transition the in-coming leader is in the process of imitating the ways of the out-going one. If you are the one delivering the transition make sure that your words and expectations are followed by your daily actions. You are being closely monitored. Coaching Taking on a responsibility as a beginner trying to utilize effectively the knowledge given is a very demanding situation. The transitionee needs the help of the expertise in certain matter of the responsibility he/she is taking on and the self-management need to respond to it. To serve this purpose, the following are suggested:  Professional and personal support by the current leader, until full responsibility lies on the successor  Mentoring relationship as a coaching means of supporting the individual in the new role  Constant feedback and follow-ups to build on the leader’s capacity