Joined AIESEC in February 2010
OGX Team Member, AIESEC Baruch
VP TM, AIESEC Baruch
LCP, AIESEC Baruch
LCP Steering Team, US
MC OGX Manager, US
MC VP Talent Management, US
LCP, AIESEC Baruch, USA
•Led a team of 5 people of different ages and cultures
•LC achieved 100% absolute growth – highest exchange realizations in USA,
breakthroughs in iGIP & oGCDP, awarded National Excellence
•LC remains to be the highest performing exchange entity in the US
BE & DO
What kind of leader do I need to become?
What will I do to make that happen?
The best description of an ideal leader by Lao Tzu
The best of all leaders are the ones who help people so that
eventually they don’t need them.
Then come the ones they love and admire.
Then come the ones they fear.
The worst let people push them around (and therefore aren’t
leaders at all).
People won’t trust leaders who don’t trust them.
The best leaders say little but people listen to what they say.
And when they’re finished with their work, the people say we did it
Scope of Responsibility
I have the right people and I know my
responsibility to build and develop my
ManagementBuilding the team:
•Selecting the right people
•Team stand- what are we fighting for?
•Team standards & protocols
•Expectations of each other
•Weekly EB Meetings
•Coaching – personal, management, strategic
I can communicate my LC vision and
strategy in an easy and simple way to
anyone – I know the relevance.
•Specific and clear – advocator
•Emotional - Why do I care?
•LC Focus Areas
• Connect everything with strategy and LEGACY (LC focus area – priority)
•Back office / front office connection
I am able to take ownership over critical LC
operations to ensure the financial and
operational stability of my LC.
•Office and logistic equipment - phone, space
•Solving fuck ups
•LC & National Legislation – take this seriously
•Participate in national discussions
•Ensuring financial sustainably and legality
•Ensure all spending has ROI
• Investing in X and members
I can envision the culture I want and I know
how to strategically use my channels to
make that happen.
Recruitment – what kind of people?
Development – what is their experience?
LC Retreats / Events
LCMs – co-responsible
Rewards & Recognition
Living the behaviors you want to drive
I know how to effectively track our progress
in achieving our measures of success and
developing a healthy local committee.
• Numerical + Key activities
• Project management tracking
• Progress towards achieving MoS
• Budget updates – financial sustainability
* If it can’t be measured, it doesn’t exist
• Monthly Reviews
• Quarterly Reviews
• Overall health of organization
I am able to represent my LC and
utilize my external resources.
•University relations – faculty
•Partners & EPs
•Board of Advisors
•Key events & opportunities
•Conferences – national & international
MAKE KEY PRODUCT ABLE TO
DRIVE THE TRIPLE BOTTOM LINE.
(Most Common Mistakes)
• VPs create strategies that all other functional areas need to
execute – you need to see the big picture
• VP TM is your right hand man – leadership pipeline, retention
rate, culture building
• VP Finance is your left hand man – create reserves, invest and
track return, have revenue
• Transition should be happening all the time – start planning
What role am I confident in?
What role do I need more
What resources do I have?
• LCP network in your entity, region, and global
• MC – they want the best for you & want to help you
• NST – functional experts
• Alumni, LC predecessors
• External resources – books, experts