LEAD | LCP as CEO

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LCP as CEO - LEAD session from EuroXpro 2014

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LEAD | LCP as CEO

  1. 1. V V LCP as CEO
  2. 2. It’s good to be. It’s good to be an LCP!
  3. 3. Tala Mansi 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
  4. 4. BE & DO
  5. 5. BE & DO What kind of leader do I need to become? What will I do to make that happen?
  6. 6. 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 ourselves.
  7. 7. Be. What kind of leader do I need to be?
  8. 8. Personal Leadership Style My Personal Leadership Stand
  9. 9. Do. What do I need to do as LCP to create a sustainable and high performing LC?
  10. 10. LCP = Social Entrepreneur
  11. 11. Triple Bottom-line of the Social Enterprise CEO
  12. 12. Triple Bottom-line of Social Enterprising AIESEC
  13. 13. No. Experiences Value Triple Bottom-line of Social Enterprising AIESEC
  14. 14. Triple Bottom-line of a CEO
  15. 15. Story Teller and/or Story Maker Triple Bottom-line of a CEO
  16. 16. WHAT DOES AN LCP ACTUALLY “DO”?
  17. 17. Scope of Responsibility Culture Team Management Stakeholder Management Strategy Performance Management Operations & Governance
  18. 18. I have the right people and I know my responsibility to build and develop my team. Team Management
  19. 19. Team ManagementBuilding the team: •Selecting the right people •Team stand- what are we fighting for? •Team standards & protocols •Expectations of each other Touch points: •Weekly EB Meetings •EB Retreats •Team days Team Development: •Coaching – personal, management, strategic
  20. 20. Strategy I can communicate my LC vision and strategy in an easy and simple way to anyone – I know the relevance.
  21. 21. Vision •Specific and clear – advocator •Reviewed •Emotional - Why do I care? Plan •LC Focus Areas •Priorities Strategy •Market relevance • Connect everything with strategy and LEGACY (LC focus area – priority) •Program focus •Back office / front office connection Strategy
  22. 22. I am able to take ownership over critical LC operations to ensure the financial and operational stability of my LC. Operations & Governance
  23. 23. Operations •Office and logistic equipment - phone, space •Solving fuck ups Governance •LC & National Legislation – take this seriously •Participate in national discussions Finance •Ensuring financial sustainably and legality •Ensure all spending has ROI • Investing in X and members Operations & Governance
  24. 24. Culture I can envision the culture I want and I know how to strategically use my channels to make that happen.
  25. 25. Culture definition Performance Oriented People: Recruitment – what kind of people? Development – what is their experience? Channels: LC Retreats / Events LCMs – co-responsible Rewards & Recognition Living the behaviors you want to drive Culture
  26. 26. Performance Management I know how to effectively track our progress in achieving our measures of success and developing a healthy local committee.
  27. 27. Operational Tracking • Numerical + Key activities • Project management tracking • Progress towards achieving MoS • Budget updates – financial sustainability * If it can’t be measured, it doesn’t exist Organizational Health • Monthly Reviews • Quarterly Reviews • Overall health of organization Performance Management
  28. 28. Stakeholder Management I am able to represent my LC and utilize my external resources.
  29. 29. Stakeholder Management External Stakeholders •University relations – faculty •Alumni relations •Partners & EPs •Board of Advisors External Representation •Key events & opportunities •Conferences – national & international
  30. 30. MAKE KEY PRODUCT ABLE TO DRIVE THE TRIPLE BOTTOM LINE.
  31. 31. It’s not just about doing more exchange.
  32. 32. Focus on your product Having the right focus, processes will come along
  33. 33. Prioritization Feasibility Impact
  34. 34. Don’t Forget (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
  35. 35. What role am I confident in? What role do I need more preparation for?
  36. 36. 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
  37. 37. Be the leader you want to see.

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