7. Leadership to Bali
Ambition
Purpose: to define the specific characteristics of the
leadership Bali needs
Leadership
to Bali
Team
Purpose
Goals
Why
Current
Issues
"
"
"
"
"
"
GAP in
Behaviours
"
Future
State
8. Leadership to Bali
Ambition
Leadership
to the CY
Team
Purpose
Goals
Why
Guiding Questions
1. What are the current issues your
country/territory is facing right now?
2. What is the country/territory you are
fighting for?
3. What are the gaps in human behaviours to
make this future state possible?
14. Team Purpose
Ambition
Purpose: to define the reason why your team
will wake up every day
Leadership
to the CY
Team
Purpose
Goals
Why
Leadership
to
the
CY
AIESEC
Way
+
AIESEC
2023
AIESEC
2014
Context
Team
Purpose
+
Stand
17. Team Purpose
Ambition
Leadership
to the CY
Team
Purpose
Goals
Why
A good Team Purpose should be:
1. A clear connection of individuals inside the team
2. A common understanding of what success
means by the end of the term
3. A filter for decision making!
A good Team Stand should be:
1. A powerful summary of the Team Purpose
2. A simple and catchy message
18. Goals
Ambition
Purpose: to translate the ambition into numerical goals
"
MoS
"
"
Leadership
to the CY
"
Team
Purpose
Goals
ELD
" Quality
"
"
"
NOTE: consider the long term plan of your entity!!
Why
20. Planning Process
Ambition
Leadership
to the CY
Drivers
Operations
Programme
Focus
LC Functions
MKT
iGCDP
Team
Purpose
FIN
LC Strategy
oGCDP
TM
LC Strategy
Goals
Why
LC Strategy
How
What
23. Programme Focus
Drivers
Programme
Focus
LC Strategy
LC Strategy
LC Strategy
HOW
Guiding Questions
Planet
What programme that will develop more intensely the
leadership your entity needs?
Profit
What programme has more demand in your market?
People
What programme attracts more youth and motivates
your membership?
24. Programme Focus
Drivers
Programme
Focus
LC Strategy
LC Strategy
LC Strategy
HOW
Keep in Mind
• Planet
• External issues of your entity
• Needed outer journey for youth
• Profit
• Cost and expenses of the programme
• Supply and demand
• People
• Internal capacity to deliver the programme and inner
journey
26. LC Strategy
Drivers
Programme
Focus
LC Strategy
LC Strategy
LC Strategy
Purpose: to define the way to achieve the
ambition
SWOT
Strengths
Weaknesses
Opportunities
Threats
Focus on Programmes and
GAP
Resources
Ambition
gap
HOW
Strategies
28. Planning Process
Ambition
Leadership
to the CY
Drivers
Operations
LC Functions
Programme
Focus
MKT
iGCDP
Team
Purpose
Goals
Why
LC
Strategy
LC
Strategy
LC
Strategy
FIN
oGCDP
TM
How
What
30. LEADERSHIP IN EVERY XP
OPERATIONS
Purpose: to have the exchange plan, including inner
& outer journey
"
Inner & Outer
Journey Plan
"
Exchange
"
Plan
Programme
Strategies
"
"
"
"
"
HOW
NOTE: consider the long term plan of your entity!!
31. Inner & Outer Journey
OPERATIONS
For ALL ELD Programmes"
HOW
(start with a general for the programme)
34. Exchange Plan
OPERATIONS
∞
HOW
Based on Issue Segments and Sub Products
Based on CY Partners (S&D and Co-Delivery)
Based on months
Make the backwards plan
NOTE: TMP/TLP goal setting happens in the
end of the plan
41. Recruitment
• Planning, Marketing and Selection and allocation of members based on
the right structures, JD, competencies in order to achieve organisational
goals
Education
• To equip members with the essential organisational and operational
knowledge, skills and attitudes (KSA) through learning and development
and induction process
• To develop membership for external relevance through LEAD/
Development training
Empowerment
• To create the environment and opportunities for members to with a
development path and growth within the organisation
• Goal Setting, Coaching etc.
• Rewards and recognitions of positive contributions to the organisation
Review/
Tracking
• Talent Review, performance and development tracking of our talent for
the accurate assessment of talent needs and growth
42. Talent Capacity
FUNCTIONS
Common KPIs for Talent
Development:
Marcomm
iGCDP
oGCDP
•
FIN
TM
•
•
•
•
•
•
•
•
WHAT
•
Member efficiency: Exchange per member
Exchange efficiency
Leadership pipeline
Member retention rate
% of members in exchange and admin function
Number of roles filled
NPS TMP/TLP
# of members achieving their goals
Individual development evaluation (KSA)
% of stars, talent pool
"
44. Recruitment
•
•
•
•
Are the current function and team structures effective to
achieve goals and clear purpose?
"
Do we have clear JDs, competencies for each role?
"
Are we able to recruit the right members through the right
channels based on our needs with a strong value
proposition?
"
Do our leaders know how to assess, select and allocate
talent to the right roles?
"
•
Are we using the Global Competency Model for
Recruitment?
45. Education
•
Do we have a structured and systematic learning and
development plan (function, LEAD) for each member role
(TMP/TLP) based on the overall exchange or strategic plan?
"
•
Do we utilize different training environments to deliver
training to our members?
"
•
What is my capacity to deliver training to newbies?
"
•
Do we regularly measure and evaluate learning and
development of our members in their roles?
46. •
Empowerment
•
•
•
•
•
•
•
Do we have a clear personal development plan and career
path for each member?
Do we showcase impact of our members achievements and
learnings?
Do we have a succession program to ensure strong
leadership pipeline?
Are we offering challenges and coachings to members to
enhance their development?
Do we communicate the relevance of the organization,
society, and personal values to the member’s daily
operations and function work?
How regularly do we reward members, based on what
criteria? Does it drive the right behavioUrs?
Is the recognition based on members overall key
motivation?
Is the recognition acknowledged by externals?
47. Review/
Tracking
•
•
•
•
Do we use the Talent Review Framework?
Does each member periodically review their CAT and PA
score?
Does the Talent Review frame the way we conduct other
Talent Management Processes?
Do my TLPs understand the Talent Review process and how
to conduct coaching and feedback?
48. Learning and Development
•
FUNCTIONS
Marcomm
iGCDP
oGCDP
FIN
TM
•
soft skill development
attitude shaping
Role
Timeline
e.g.
August
Team Leader September
October
November
LEAD
Learning
•Hard
WHAT
skill
development
• Operational learning
• Organisational
Knowledge
Delivery
•
global learning
environment
49. Example Topics to Cover in L&D
Attitude
Skill
Knowledge
Living AIESEC values
Purpose-driven attitude
Responsible
Entrepreneurial
Approach
❑ Innovative Approach
❑ Understanding the
world around me
❑ Understanding my
contribution to AIESEC
Soft Skill
❑ Emotional Intelligence
❑ Communication skills
❑ Time management
❑ Team work
❑ Team principles
❑ Leadership styles
❑ Ethical leadership
❑ Building trust in team
Hard Skill
❑ Analytical thinking
❑ Project management
❑ Team management,
❑ Organizational
understanding
❑ Product understanding
❑ Customer orientation
❑ Functional Knowledge
❑
❑
❑
❑
