The powerpoint contains all the things that a VP oGCDP should cover with his/her successors to empower them to start 2014 on an amazing note

1. Gearing up for a bigger battle

2. Flow of transition
Set a plan and time line
This is practically the step one of transition.
Transition is not a one time/ one meeting activity. It needs to be
built upon with a proper start and end with a concrete output.
The transition checklist provided in the next slide along with
detailed information on the same in the slides next to that will
give a detailed insight on the way things need to be covered.

3. oGCDP transition checklist
• Discussion about the vision, theme, purpose for the year
• Behavioral aspects
• Operational induction
• EP flow and timeline discussion
• Department management
• Commission participation
• Handling Synergy
• Knowledge and resource transfer
• Strategy discussion
• Future role
• Transition output compilation

4. Discussion about vision, purpose and
theme
Discussion about what the performance of the portfolio
in the year 2013 has meant for the Local chapter.
Discussion about what the LC would need from the
portfolio in the year 2014.
Discussion about the contribution your LC can make to
the National association and the role it can play in
facilitating growth of the portfolio and impacting the
country.
Coming out with a vision, purpose and theme for the
portfolio in your LC (it can be aligned to the vision,
purpose and theme of the National associaiton).

5. Behavioral aspects
Honesty will help your successors the
most
Throughout the process make sure you are:
• Honestly discussing your successes, and failures and giving
recommendations and solutions on what can be done to not repeat the
same.
• Open to receive feedback from your successors.
• Open to give feedback on certain things proposed by your successors.
• Be patient. The process may take sometime but it will play a huge role in
shaping up their experience in the coming year.
• Be supportive. 

6. Operational induction
If your successor is already from the portfolio and they have R+M+R = (or
greater than) 10 in one year, he/ she is operationally sound.
In cases other than this, make sure you give them operational induction.
Operational induction includes the following things:
• Why do we do oGCDP?
• How does the portfolio function?
• What is raising, matching and realization? How do we do them?
• Various sources and channels of raising and matching (or IR). Detailed
information on Ad Hoc, UR and IXP sources of raising and country wise
contribution in matching. Problems with handling different sources and
channels can also be discussed.
• How to figure out need of a particular resource that you may need. How to
create them?
• How can other LCs help you? Where can the National association help you?

7. EP flow and timeline discussion
You may think that it is only about knowing the EP flow. Believe me, it is much
more that. It pertains to implementing the EP flow exactly, precisely and
productively in your local realities. No LC has been able to do this perfectly till
now. This is a reason why every LC faces problems with something or the other,
be it raising or matching or delivering or quality.
An integral part of the EP flow is timeline. No matter what you do and how you
do them if it is not aligned to a proper timeline, it is useless.
Please go through each and every stage of the EP flow with your successors
and discuss the successes, failures and implementation of the same.
Here is the EP flow for you once again:
Market research -> Promotion -> Selection -> Raising -> Engagement after
raising -> Matching -> Engagement after matching -> Realization ->
Reintegration

8. Department management
Good and effective department management always leads to a better activity level
and hence results from the membership in the department.
• Give your successors your key learning and developments from your oGCDP
department in 2014.
• Tell them the importance of hosting weekly meetings and reviews.
• Give them a sample agenda for the department meeting. More importantly,
teach them how to determine the need of the portfolio at a particular time and
create their own agenda.
• Importance of PGS (personal goal setting) with the entire membership at regular
intervals. Suggest them the ideal timeline for the same. It needs to happen once
every quarter.
• How to assess membership performance?
• Culture building in the department. Key example: Giving a name and aligning
membership to it (Tetris from AIESEC Mumbai).
• Role of having a Purpose and vision in the department and over-communicating
it from time to time to make the members relate to it and become self-driven.
• Using LC forums, conferences, events and other gatherings to unite the
membership and further drive culture.

9. Commission participation
The role this oGCDP commission together played in supporting the VPs mentally
and psychologically is not hidden from any active commission member of 2013.
Encourage your successors to:
• Actively participate in conferences.
• Actively use the 3 channels of communication: Whatsapp, google group and
facebook group.
• Use whatsapp to have constant conversation, get quick help in case you need
from others, know what are the other LCs upto.
• Use google group to share your thoughts and ideas on the mails, give input,
express opinion on a particular strategy and communicate all the formal
things.
• Use facebook to share something interesting you have come across or
anything informal which the google group is not a very good space to share
in.
• Actively talk to people, do not shy away from asking help from anyone or
everyone.
• Make best friends in the commission.

10. Handling synergy
Back office has to play a major role in the overall growth of the portfolio. The
major back office alignment is required with the following portfolios: Marketing,
TM, CIM, F
Clearly discuss with them the following things without passing any mindsets
about these portfolios:
• The role M, F, TM, CIM played in 2013, what are the major areas you
synergized in, what are the major areas you couldn’t synergize in?
• What were the results of these synergies? What were the results of the
synergies not happening?
• What is national association trying to drive in all the synergy portfolios.
• Major areas of investment and the return from investment.
• Major membership profiles, the process to go through during recruitment,
what did not work out from the membership side, what can be done to make
them work out this year?
• Importance of Podio, making wikis and resources that are already available.

11. Knowledge and resource transfer
This section includes everything you know about your external marketsuniversity markets, how social media campaigns work, how IXP works.
• Discuss with them the approach and the measures that have worked out the
best for you.
• Discuss with them the approach and the measures that have tremendous
capacity to work out for your year.
This section also includes everything you know about your internal market - IR
and matching.
• Discuss with them the approach that you took in terms of IR that helped you
in a major way.
• Discuss with them the importance of issue segmentation.
Use this space to:
• Give them all the resources (including newsletters and wikis) that you got
from the National association, resources that you created yourself.
• Ask them to create certain resources that you always felt the need of in the
year 2013.

12. Strategy discussion
The National association has determined a growth strategy for all the LCs
for the coming year.
Get in touch with your MC director oGCDP to get the presentations on the
same, talk to the LCPe for 2014 to get their insights on the same as the same
was discussed with them during the LCP bootcamp.

13. Future role of the VP 2013
Now since you will be leaving the current role of the VP oGCDP, do the
following things:
• Communicate and set an expectation with your successors on what are
the areas you will be able to help them.
• Ask them what are the areas they will need your help in.
Communicating your availability for them in the coming time would be
mentally comforting for them. Also, keep in mind that some of your
successors wouldn’t want that. In that case, do not try to force anything. 

14. Transition output compilation
One you have covered everything with them, get them to compile an output
of the same. The output may contain the following things:
• Key presentations used by the VP 2013 in the transition process. The
presentation can be on one or all of the steps asked to cover in this
presentation.
• Key learning and direction of the VP 2014.
• Vision, purpose and theme for the portfolio in 2014.

15. Good Luck 