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purposeful
collaborative
DRIVEN
Project: AIESEC Leadership Development Model
Done by: Olga Tsygankova, AI VP Innovation 1314
Email: olgat@ai.aiesec.org
Le...
who canAIESEC
organizational results because of the
connection with individuals’ leadership
development
Across the world o...
What type of Leadership develops
How does do it
General Approach used in the project: based on strengths of AIESEC current...
Internal
Analysis:
External
Research:
1. Understand what Leadership is needed for the
world to address existing and arisin...
Leadership of 21st century and role of Youth Leadership
Based on the research, ‘leadership’ today is no longer only about ...
• articles of credible sources such as McKinsey, Forbes, WEF, HBR, etc.;
• conversations with experts in the field (profes...
Leadership AIESEC has been developing in the past years through ELD programmes
Based on the surveys we ran, we have identi...
Global Competency Model
In the past process of defining GCM has been sufficient and very well-thought through. The main ch...
The output is based on 2 elements: what is needed for the world AND what is good at.
1. As a result of the research, we ha...
1) Research about possible ways to
assess 3 elements of Leadership
Model (self-awareness, effective
communication, respons...
Links to websites used in the research, list is not limited to it
1. http://www.accenture.com/us-en/outlook/Pages/outlook-...
22. http://www.mannaz.com/en/insights/leadership-development-a-scandinavian-model/
23. http://www.denisonconsulting.com/mo...
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Behind the Scenes of our Leadership Development Model

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Take a look into the research behind AIESEC's Leadership Development Model

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Behind the Scenes of our Leadership Development Model

  1. 1. purposeful collaborative DRIVEN
  2. 2. Project: AIESEC Leadership Development Model Done by: Olga Tsygankova, AI VP Innovation 1314 Email: olgat@ai.aiesec.org Leadership Development Model
  3. 3. who canAIESEC organizational results because of the connection with individuals’ leadership development Across the world on what we understand under ‘Leadership’ How we develop leadership, because we know what is the final goal and we are able to measure the current state What do we mean under ‘leadership’ in AIESEC and what type of leadership we develop ‘Leadership Development Model’ project aims to answer 4 questions: 01 02 03 What type of Leadership AIESEC is developing? How do we develop those Leaders? How do we measure leadership development of individuals? How do we connect it to organizational results?04 Currently 2 first questions have been answered in the project. Questions 3 and 4 are in progress
  4. 4. What type of Leadership develops How does do it General Approach used in the project: based on strengths of AIESEC currently and direction that is needed for the world, model should be defined.
  5. 5. Internal Analysis: External Research: 1. Understand what Leadership is needed for the world to address existing and arising issues 2. Understand difference of ‘Youth Leadership’ from generic definition of ‘Leadership’ and what role youth organizations play in it 3. Identify uniqueness of leadership development in AIESEC through comparison analysis of AIESEC and other youth leadership development organizations 4. Understand best practices existing in corporate and non-corporate sectors for Leadership development 1. Understand Leadership that we are developing currently in ELD programmes and what enables this development (which elements of the experience) 2. Understand Leadership that we have developed in our alumni in the past years and what impact they are currently making on the world 3. Usage of Global Competency Model in the past, its role and our learnings from it
  6. 6. Leadership of 21st century and role of Youth Leadership Based on the research, ‘leadership’ today is no longer only about skills and competencies, but also about attitudes. Key definitions of ‘Leadership needed in 21st century’ include the following: trustworthy, purposeful, authentic, able to manage ‘networks’ not individuals, visionary, tech- savvy, able to lead in uncertainty, global mindset, collaborative. You can see direct correlation with trends taking place in the world: technological progress, globalization, revolutions to replace untrusted leaders, uncertainty and instability, etc. Leadership is considered to be a life-long journey, and not a ‘one-time course’. Experts perceive that youth leadership organizations can play a significant role in starting this journey – by developing most ‘essential elements’ of leadership. As the most essential elements are considered : self-awareness, empathy, communication skills, personal proficiency, self-regulation. The expectations of corporate world towards youth organizations are directed towards development of self-awareness, communication skills, flexibility and self-motivation.
  7. 7. • articles of credible sources such as McKinsey, Forbes, WEF, HBR, etc.; • conversations with experts in the field (professor from INSEAD, corporate VP LD, etc,); corporate leadership models and leadership development programmes Best practices in leadership development in corporate and non-corporate sectors: Experiential learning is the most successful way to teach leadership (on-job training as an example). Essential elements of leadership development are: exposure to something new and assisted reflection. Such classic tools as mentoring and leadership development programmes for different positions are still priority, though e-learning popularity increases. Comparison analysis of AIESEC and other youth leadership development organizations: Based on analysis of 30+ youth leadership development organizations, we have identified unique characteristics of AIESEC. This doesn’t mean that none of the researched organizations has similar elements, but its composition makes AIESEC unique. Real Resources Developing Others Learning by Doing Achievement of Results Global Network
  8. 8. Leadership AIESEC has been developing in the past years through ELD programmes Based on the surveys we ran, we have identified leadership attitudes and competencies AIESEC has been developing in the past years for different ELD participants. This has shown strengths of AIESEC in enabling leadership development, such as for example: belief in oneself and belief that one can make a difference, accepting diversity and ability to work in multicultural teams, understanding of one’s strengths and weaknesses, etc. Moreover, according to the results of surveys, AIESEC strongly develops some skills such as: project management, public speaking, strategic thinking, collaboration, cultural sensitivity (less strong in TMP/TLP). It also has revealed some weaknesses of all our ELD programmes: currently we are not enabling enough understanding of personal values and purpose in life, as well as do not create strong responsibility for the world. Innovation is one of the skills developed the list in AIESEC in all 4 programmes. For more details, please, read AIESEC Alumni Study Report. Based on the analysis of responses, we have also identified key elements that should be present in the experience to enable the strongest leadership development: that’s how Inner/Outer Journey elements have been modified. • Global Competitive Analysis run in June-September 2013 (675 responses) • Global Alumni Impact Study run in Feb-April 2014 (1087 responses) • NPS data for ELD programmes
  9. 9. Global Competency Model In the past process of defining GCM has been sufficient and very well-thought through. The main challenge has been implementation of the model: organization has changed AIESEC XP, therefore previous model became irrelevant for new AIESEC XP and has not been changed. Moreover, there have been no clear guidelines on how to use the model operationally. Mainly it has been used for recruitment purposes and not for leadership development purpose. As we have seen from external research leadership is not about competencies anymore, it is a lot more about attitudes. Therefore, we wanted Leadership Development Model to be not competencies based. Our learnings from GCM: - Model should be simpler and easier to explain if you see it for the first time (currently elements are grouped in an unclear way) - There shouldn’t be many elements under the main one, this makes the model too complex and unclear - There should be clear guidelines how the model should be implemented in daily operations, become part of our operations • GCM internal information and conversations with AI teams working on GCM in the past • Inputs from the network
  10. 10. The output is based on 2 elements: what is needed for the world AND what is good at. 1. As a result of the research, we have identified AIESEC should focus on developing in young people to enable life-long leadership development journey. 2. We have improved making its elements specific enough to be used as a tool to improve leadership development by translating it into operations. I & myself I & others I & the world Inner Outer
  11. 11. 1) Research about possible ways to assess 3 elements of Leadership Model (self-awareness, effective communication, responsibility for the world) 2) Design needed tools and connect it with new GIS 3) Business Intelligence to see the connection of individuals’ leadership development and results they bring to the organization 03 04 To answer 2 questions that are left
  12. 12. Links to websites used in the research, list is not limited to it 1. http://www.accenture.com/us-en/outlook/Pages/outlook-online-2013-innovative-learning-leadership-programs- support-business-strategy-electronics-china.aspx 2. http://www.mckinsey.com/Insights/Leading_in_the_21st_century/Why_leadership- development_programs_fail?cid=other-eml-alt-mkq-mck-oth-1401 3. http://www.teenempowerment.org/model.html 4. http://www.youthleadership.com/index.php/tutorials-3/2011-09-14-20-55-54 5. http://www.boldleaders.com/about.html 6. http://blogs.hbr.org/2009/06/the-5-leadership-essentials/ 7. http://www.mckinsey.com/insights/leading_in_the_21st_century/developing_global_leaders 8. http://relationshipmodel.com/2013/09/leadership-qualities-part-6-self-awareness-in-leadership/ 9. http://www.forbes.com/sites/victorlipman/2013/11/18/all-successful-leaders-need-this-quality-self-awareness/ 10. http://blogs.hbr.org/2012/06/how-to-get-senior-leaders-to-c/ 11. http://www.psychologytoday.com/blog/the-new-resilience/201308/why-business-leaders-need-build-greater-self- awareness 12. http://reports.weforum.org/outlook-14/view/top-ten-trends-category-page/ 13. http://reports.weforum.org/global-agenda-council-on-new-models-of-leadership/ 14. http://www.leadertoleaderjournal.com/sample-articles/leadership-inner-journey.aspx 15. http://www.forbes.com/sites/lyndagratton/2012/03/19/the-role-of-corporations-in-future-proofing-leadership/ 16. http://www.cgma.org/magazine/news/pages/20138765.aspx 17. http://issuu.com/aieseccanada/docs/alumniimpactstudy?e=1870986/2595799 18. http://video.russellreynolds.com/PlayVideo.aspx?videoID=9 19. http://www.au.af.mil/au/awc/awcgate/milreview/pritchard.htm 20. http://www.nasa.gov/offices/oce/appel/seldp/program/se_behavior_model.html
  13. 13. 22. http://www.mannaz.com/en/insights/leadership-development-a-scandinavian-model/ 23. http://www.denisonconsulting.com/model-surveys/denison-model/lds-consistency 24. http://www.roberttomasko.com/Consult.7ModelsLead.html 25. http://www.bersin.com/blog/post.aspx?id=6bc1b4b4-ef54-49fe-92a6-3bd0c407d876 26. http://www.nasetalliance.org/youthdev/index.htm 27. http://ethicalleadership.org/about-us/philosophies-definitions/ethical-leadership 28. http://charactercounts.org/sixpillars.html 29. http://www.educoadventures.org/history.asp 30. http://www.experiencegla.com/about/ 31. http://growingleaders.com/what-we-provide 32. http://www.kidsconsortium.org/ 33. http://www.metowe.com/motivation-leadership/leadership-programs/ 34. http://www.nsee.org/about-us 35. http://www.ntlp.org/ 36. http://www.peacejam.org/about.aspx 37. http://www.generationon.org/orgs/join/go-lead 38. http://www.teenempowerment.org/model.html 39. https://youthonboard.org/our-approach 40. http://www.yldf.org/about.php#1 41. http://www.vancouveryouth.ca/youth_leadership_development_network 42. http://www.lovelife.org.za/corporate/lovelife-programmes/youth-leadership-development/ 43. etc. Links to websites used in the research, list is not limited to it

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