4.2. expansion visit your journey so far
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This document summarizes Christina Kelman's leadership journey session from March 2nd, 2014. The session focused on reflecting on who the participant has become so far, where they want to go in the future, and experiences that have shaped them. Through a guided visualization to a beach, the participant reflected on childhood dreams, achievements, challenges, and what may be holding them back from pursuing future ambitions. They symbolically bottled their "essence" in a handful of sand to represent their life and potential opportunities. Finally, they considered where AIESEC, represented by the ocean, could fit into their journey going forward.
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On Friday 25th August 2017 we introduced pupils to Skipper, the lead character in a Health and Wellbeing programme called 'Building Resilience' which has been developed by a group of Edinburgh staff led by Karen Richmond (South Morningside Primary) and Pattie Santelices (Principal Officer Mental Health & Welllbeing, City of Edinburgh Council.) The programme complements and re-enforces our own Health and Wellbeing programme, developed by Carolyn Anstruther and staff, with support from our Parent Council Health and Wellbeing group, and well established over several years.
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Expanding Our Outreach
The document discusses specialized units (SU) and expansion in AIESEC Indonesia. It provides definitions of SU and expansion, as well as procedures for opening new local committees. Examples are given of current SUs and expansions in Indonesia and other countries. SUs allow for more flexibility in expanding to new areas beyond existing local committees' reach, with a simplified expansion process. The document outlines benefits of the SU model and cases of SUs becoming independent local committees. In conclusion, SUs in AIESEC Indonesia are globally recognized as one way to efficiently expand the organization's operations.
4.1. expansion visit lc simulation
The document outlines a leadership simulation activity where participants take on the roles of a local committee executive board that has to make decisions to address various challenges facing their LC. They are given a series of challenges over 15-minute intervals and must work as a team to come up with solutions. The challenges include making initial strategic decisions as a new EB, developing a message to inspire members, focusing efforts to achieve goals while engaging members, addressing low retention and lack of skills, and reigniting passion to avoid burnout. The activity aims to have participants problem-solve as a team and consider how to effectively lead and motivate members through challenges.
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The document outlines the history of expansion of AIESEC Indonesia from 2009 to the present. It shows the growth over time, with new universities and local committees being added each year. It also explains the different stages of the expansion process: Expansion Applicant, Expansion Initiative, and Official Expansion. Each stage involves different focuses and levels of operations. The document concludes by mentioning that expansion will be included in AIESEC Indonesia's compendium, which is a compilation of the organization's body of knowledge. It also asks if the reader is ready for expansion planning the next day.
Expansion stages
The document outlines the stages of expansion for an applicant entity: 1) The initiating phase involves researching feasibility and legal requirements; 2) The accelerating phase focuses on defining operational focus, aligning with national initiatives, and establishing finance and IT infrastructure; 3) The developing phase implements planning tools and frameworks to align operations with national goals.
Expansion history
From 2009 to the present, the company has expanded by adding new university partners each year. Some of the key university partners added include UI, UB, UD, UA, BDG, SBY, UGM, BN, UPN, PMBS, UNS, UNSRI UNHAS, UNILA, UNUD. The expansion history is documented by year with the universities added each year from 2009 to the present.
General Transition 1 - Journal
This document outlines the agenda and topics to be covered over 3 days of a leadership transition program. Day 1 focuses on understanding AIESEC's essence and history, as well as the purpose and role of the transitioning leadership team. Day 2 covers the growth paths of various departments including Outgoing Global Corporate Development Partnership, Incoming Global Corporate Development Partnership, and Outgoing Global Internship Partnership. It also addresses the Transition Management and Talent Leadership Programs. Day 3 discusses the growth path of the Incoming Global Internship Partnership department, understanding the transitioning leader's own entity, and how to lead their commission. Each section includes space to reflect on how the topic relates to the participant and action steps they will
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On Friday 25th August 2017 we introduced pupils to Skipper, the lead character in a Health and Wellbeing programme called 'Building Resilience' which has been developed by a group of Edinburgh staff led by Karen Richmond (South Morningside Primary) and Pattie Santelices (Principal Officer Mental Health & Welllbeing, City of Edinburgh Council.) The programme complements and re-enforces our own Health and Wellbeing programme, developed by Carolyn Anstruther and staff, with support from our Parent Council Health and Wellbeing group, and well established over several years.
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Pupils were reminded that Pupil Council and ECO rep elections will soon take place and to prepare speeches if they wish to stand for election.
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The document discusses specialized units (SU) and expansion in AIESEC Indonesia. It provides definitions of SU and expansion, as well as procedures for opening new local committees. Examples are given of current SUs and expansions in Indonesia and other countries. SUs allow for more flexibility in expanding to new areas beyond existing local committees' reach, with a simplified expansion process. The document outlines benefits of the SU model and cases of SUs becoming independent local committees. In conclusion, SUs in AIESEC Indonesia are globally recognized as one way to efficiently expand the organization's operations.
4.1. expansion visit lc simulation
The document outlines a leadership simulation activity where participants take on the roles of a local committee executive board that has to make decisions to address various challenges facing their LC. They are given a series of challenges over 15-minute intervals and must work as a team to come up with solutions. The challenges include making initial strategic decisions as a new EB, developing a message to inspire members, focusing efforts to achieve goals while engaging members, addressing low retention and lack of skills, and reigniting passion to avoid burnout. The activity aims to have participants problem-solve as a team and consider how to effectively lead and motivate members through challenges.
2.4 expansion visit being an expansion
The document outlines the history of expansion of AIESEC Indonesia from 2009 to the present. It shows the growth over time, with new universities and local committees being added each year. It also explains the different stages of the expansion process: Expansion Applicant, Expansion Initiative, and Official Expansion. Each stage involves different focuses and levels of operations. The document concludes by mentioning that expansion will be included in AIESEC Indonesia's compendium, which is a compilation of the organization's body of knowledge. It also asks if the reader is ready for expansion planning the next day.
Expansion stages
The document outlines the stages of expansion for an applicant entity: 1) The initiating phase involves researching feasibility and legal requirements; 2) The accelerating phase focuses on defining operational focus, aligning with national initiatives, and establishing finance and IT infrastructure; 3) The developing phase implements planning tools and frameworks to align operations with national goals.
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From 2009 to the present, the company has expanded by adding new university partners each year. Some of the key university partners added include UI, UB, UD, UA, BDG, SBY, UGM, BN, UPN, PMBS, UNS, UNSRI UNHAS, UNILA, UNUD. The expansion history is documented by year with the universities added each year from 2009 to the present.
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This document outlines the agenda and topics to be covered over 3 days of a leadership transition program. Day 1 focuses on understanding AIESEC's essence and history, as well as the purpose and role of the transitioning leadership team. Day 2 covers the growth paths of various departments including Outgoing Global Corporate Development Partnership, Incoming Global Corporate Development Partnership, and Outgoing Global Internship Partnership. It also addresses the Transition Management and Talent Leadership Programs. Day 3 discusses the growth path of the Incoming Global Internship Partnership department, understanding the transitioning leader's own entity, and how to lead their commission. Each section includes space to reflect on how the topic relates to the participant and action steps they will
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The document discusses product packaging and customer flow for an organization providing internship projects. It explores analyzing internal and external factors to understand the market and choose a focus. Potential focuses include providing long-term national projects, local projects, or ad-hoc projects. Example value propositions are outlined for orphanages, schools, and NGOs. The customer flow involves attracting, converting, and delighting customers through understanding, focusing, customizing, and showcasing the product. Key performance indicators and goals are discussed to track progress.
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This document provides an overview and objectives for an induction on knowledge about AIESEC, specialized units (SU), and functional roles. The induction aims to give a general understanding of AIESEC's vision and programs, clarify the purpose and structure of SUs, and explain the role and supports provided by an LC partner to the SU entity. Specific topics that will be covered include the history of AIESEC, the AIESEC way, SU definitions and roles, touchpoints and coordination between units, the role of the LC partner, and synergies between functional areas.
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Disbandment report umm
1. AIESEC Expansion UMM was disbanded on February 4th, 2014 due to failing an internal audit with a score of D.
2. The audit found issues with documentation formatting, lack of project tracking, incorrect AIESEC logo color, and weaknesses in financial systems and operations.
3. While UMM showed potential, perspectives from the Membership Subcommittee Board, LC Sister UB, and MCVP Expansion agreed that disbandment was necessary according to the rules given UMM's current lack of readiness and weak operations as evidenced by the audit results.
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This document outlines the planning process for an AIESEC leadership team. It includes sections on defining the team's ambition, leadership goals, drivers, operations, programme focus, LC strategies, functions, and outputs. The sections provide guiding questions to help the team establish their purpose and goals, analyze strengths/weaknesses, prioritize strategies and programmes, and develop an exchange plan, talent capacity plan, marketing plan, and calendar to guide implementation. Templates are included to help document pieces like inner/outer journeys, recruitment strategies, and learning & development plans. The overall document provides a framework to help the AIESEC team engage in strategic planning and translate their ambition into concrete plans and outputs to guide their work.
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The document provides information for developing a customer profile and journey map for a potential customer interested in an international exchange program. It outlines the customer's background, including their interests in international relations and strong English language skills. It then maps out the customer's journey, identifying touchpoints like Facebook, blogs, and websites. For each touchpoint, it describes potential mental barriers, questions, motivations, and tactics to build trust. It also provides example programs and promotional tools to market different exchange opportunities to the customer.
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1. Develop an annual expansion plan with targets that is reviewed by the MCVP Expansion and LCVP.
2. Break the annual plan down into specific action steps and project teams for each program. Define which activities the MC and LC Sister teams are responsible for supporting.
3. Deliver targeted training and coaching to the expansion teams shortly before major focus areas and deadlines. Close tracking of expansion progress against the timeline is critical.
4. Conduct monthly evaluations and quarterly visits to help expansions become mature entities and improve their exchange operations over time. Tracking of LCVPs is also important to ensure proper
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This document provides an overview of the AIESEC organization and its key functions. It discusses AIESEC's strategy, vision, and values. It then describes several core parts of AIESEC, including exchange management, talent management, organizational structure, finance, information management, and understanding organizational image and trends. It also provides details on the Global Citizenship Development Program (GCDP), including how the program works and its benefits. Finally, it discusses talent capacity and recruitment for new initiatives.
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2. The audit found issues with documentation formatting, lack of project tracking, incorrect AIESEC logo color, and weaknesses in financial systems and operations.
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This document outlines the planning process for an AIESEC leadership team. It includes sections on defining the team's ambition, leadership goals, drivers, operations, programme focus, LC strategies, functions, and outputs. The sections provide guiding questions to help the team establish their purpose and goals, analyze strengths/weaknesses, prioritize strategies and programmes, and develop an exchange plan, talent capacity plan, marketing plan, and calendar to guide implementation. Templates are included to help document pieces like inner/outer journeys, recruitment strategies, and learning & development plans. The overall document provides a framework to help the AIESEC team engage in strategic planning and translate their ambition into concrete plans and outputs to guide their work.
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1. Develop an annual expansion plan with targets that is reviewed by the MCVP Expansion and LCVP.
2. Break the annual plan down into specific action steps and project teams for each program. Define which activities the MC and LC Sister teams are responsible for supporting.
3. Deliver targeted training and coaching to the expansion teams shortly before major focus areas and deadlines. Close tracking of expansion progress against the timeline is critical.
4. Conduct monthly evaluations and quarterly visits to help expansions become mature entities and improve their exchange operations over time. Tracking of LCVPs is also important to ensure proper
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- Welcome and introduction from the President of AIESEC in Indonesia
- An explanation that the role is to facilitate rather than provide direct solutions
- A tiered system to organize participants based on experience level
- A discussion of what CEOs must consider in 7 key areas for a product
- An assessment of participants' roles as Local Committee Presidents in those 7 areas
- Identification of the top 3 challenges hindering growth
- A discussion of conversion and delivery rates between stages of the program
- Regional program assessment data with top complaint categories
- A call to focus on
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Rotary Church Hill Elephants don't bite. - Presented 4/28/14
Elephants don’t bite - at least not many folks in Richmond. What does “bite”, or get to us are the “little things” – those gnats and mosquitoes. The solution to improved performance and increase effectiveness, more success and getting more fun and love in your life is to do the “little things” better, and then you’ll get the big ones right.
This fun presentation focuses on practical techniques that people can use on a daily basis to build a positive attitude that will impact their performance levels. A list of 10 “little things” that can get your “BIG” results will be covered.
Journey 6 prep2 050712
This document provides instructions for an activity where participants draw a timeline of their life experiences on a sheet of paper. They plot "highs" like happy moments and achievements, as well as "lows" like challenges. They create two timelines, one for their personal life and another for their relationships and community. After completing the activity, participants are asked to reflect on common themes in their high and low points, insights about themselves, and the meaning of the song "Time After Time", which discusses having someone constant through all life experiences.
NCA Leadership Journey 6 Prep Activity 2
This document provides instructions for an activity where participants draw a timeline of their life experiences on a sheet of paper. They plot "highs" like happy moments and achievements, as well as "lows" like challenges. They create two timelines, one for their personal life and another for their relationships and community. After completing the activity, participants are asked to reflect on common themes in their high and low points, insights about themselves, and the meaning of the song "Time After Time" as it relates to having support through all life experiences.
Padmavat ppt
This document discusses the importance of maintaining a positive attitude, even in tough work environments. It defines attitude as one's mindset or outlook, and identifies three components that make up attitudes: cognitions, affections, and behaviors. Maintaining a positive attitude depends on managing one's self-talk, choosing positive behaviors, and influencing one's environment with small acts like smiling and complimenting others. Examples are given of how successful figures like Abraham Lincoln were able to overcome failures and hardships through perseverance and a positive mindset. The document encourages taking responsibility for one's own attitude and choosing to view challenges optimistically rather than giving up.
What To Do When You Feel Hopeless: 5 Easy Steps
When faced with dark times, it’s good to remember that not everything is lost. The important thing is to make yourself feel better. Here's what to do when you feel hopeless.
Success, happiness
This document discusses happiness, success, and personal development. It provides tips for cultivating happiness such as smiling, spending time with friends and family, practicing gratitude, and adopting positive habits. Success is framed as taking responsibility, doing what you love, dreaming big, learning from failures, and never giving up. Personal development involves improving skills, self-esteem, health, and developing strengths through activities like making a development plan and adopting new habits each year. Overall, the document presents an optimistic message about finding purpose and fulfillment through happiness, success, and continual self-improvement.
PFA-for-Students.ppt
This document outlines the agenda and activities for a wellness workshop or retreat. It includes opening and closing prayers, icebreakers like a personality test and getting-to-know-you questions, exercises like breathing and relaxation techniques, and arts and music activities. The goals are to help participants learn about themselves, build connections, and support well-being through sharing experiences and recreational activities.
Non verbal communication
This document discusses non-verbal communication and how much information is conveyed non-verbally rather than through words alone. It notes that over 65% of social meanings in a conversation are communicated non-verbally through facial expressions, gestures, body language, eye contact, posture, and other physical cues. Specific types of non-verbal communication are defined, including kinesics, proxemics, haptics, oculesics, and others relating to physical appearance, use of space, touch, eye contact, and other visual cues. The importance of accurately interpreting non-verbal signals is emphasized.
Similar to 4.2. expansion visit your journey so far (20)
Rotary Church Hill Elephants don't bite. - Presented 4/28/14
Rotary Church Hill Elephants don't bite. - Presented 4/28/14
More from Yuricia Vebrina
3.1. expansion visit day 3 - opening
The document outlines the activities for Day 3 of Udayana's visit from February 27 to March 2. It begins with welcoming everyone to Day 3 and noting that yesterday they discussed making maps, and today they will read maps by playing a survival game where participants are stranded in the desert. They must individually and as a team rank survival items in order of importance and share their survival plans. Questions are also provided to facilitate discussion after the activity. The document encourages everyone to enjoy Day 3.
2.5. expansion visit day 2 check out
The document discusses a meeting where many topics were discussed. It prompts following up on the discussions and notes that one should write down next steps and actions rather than just notes.
2.2. expansion visit aiesec 2015
The document discusses AIESEC's goals for 2015. It envisions AIESEC becoming a global youth voice, first choice partner, and having a cross-generational positive impact. To achieve this, AIESEC will focus on growing its physical and virtual reach, developing responsible and entrepreneurial leadership, and providing a collaborative environment and high-quality experiences. It will measure its success based on the number of leadership development experiences delivered and a program quality index. The measures of success are meant to help AIESEC achieve its goal of providing nearly one million leadership development experiences for young people by 2015.
2.1 expansion visit day 2 - opening
The document outlines activities for Day 2 of a visit by Udayana from February 27 to March 2. It instructs participants to make a map and play a game where they find 7 similarities they have in common that are not obvious, as well as at least two unique qualities and strengths per person, in order to get to know their team better. It concludes by wishing participants to enjoy Day 2.
1.4. expansion visit day 1 check out
The document appears to be notes for self-reflection, asking what the person felt before entering the room, how they feel now, and what they still want to achieve for the rest of the conference in 3 short questions.
1.2 expansion visit aiesec relevance
This document provides an overview of the different phases and programs within the AIESEC experience. It begins by outlining the engagement phase where newcomers learn about AIESEC. It then describes four main programs: [1] Team Member Program for practical team experience and skills development, [2] Team Leader Program for experience leading others, [3] Global Internship Program for professional development through long-term business projects, and [4] Global Community Development Program for international volunteer experiences creating social impact. The document explains how each program is structured to provide leadership development and networking opportunities on a local, national or global scale.
1.3. Expansion visit leadership in indonesia
This document discusses the leadership of AIESEC chapters in Indonesia and Bali. It provides an overview of an individual's involvement in AIESEC over several years in different leadership roles. It then outlines the structure of AIESEC internationally and in Indonesia. Specific chapters in Indonesia and Bali are mentioned, along with their purposes and goals for expanding programs and improving operations over the coming years. The document encourages the Bali chapter to believe that they can successfully take on new initiatives and impact their community.
1.1 Expansion Visit - Opening
The document outlines an agenda for a multi-day visit and leadership training at Udayana from February 27 to March 2. It introduces the facilitators Christina and Yuri and establishes expectations of respect, punctuality, and getting outside one's comfort zone. Participants are asked to choose two candies representing different topics about themselves, including a memorable experience, something from childhood, something indispensable, something learned recently, and something they do well.
Disbandment report pu
1. AIESEC Expansion PU was disbanded on February 4th, 2014 due to receiving a "D" rating on its internal audit.
2. The audit found issues such as a lack of education, dishonesty/fraud by managers, and inefficient transitions.
3. While Expansion PU had been performing well numerically, internal processes were lacking as discovered by the audit.
Disbandment report ipb
1. Expansion IPB was disbanded on October 16, 2013 due to failing an internal audit with a score of E, below the minimum passing score of C.
2. An audit found issues such as a lack of mentoring, inefficient transitions, and no financial statements or controls.
3. Perspectives agreed that IPB had very low performance compared to other expansions and bad operations based on the audit results. A lack of direction in previous terms also impacted IPB.
4. While IPB had potential for programs other than AIESEC's focus on outbound programs, it was considered not relevant. The decision to disband was ultimately respected.
10291276 international relation_2
This document discusses international relations partnerships between Binus University and partner institutions in other countries. It provides guidance on how to plan, implement, track, and evaluate international relations partnerships in three main steps:
1. The planning process involves understanding partner institutions' past performance, setting targets for student recruitment and satisfaction, and outlining strategies for communication and delivery of promises.
2. Partnerships are tracked regularly through raising, matching, and marketing timeline updates to monitor progress towards targets.
3. Evaluations assess the marketing process, bottlenecks, fulfillment of minimum promises, key metrics like recruitment and satisfaction scores, and lessons learned for future partnerships.
[AIESEC Indonesia] National Conference updated
The document discusses renewing the conference cycle and management for AIESEC Indonesia. It proposes holding regional conferences instead of one large national conference, to make management more sustainable as AIESEC grows. Two regions - West and East - would each host conferences for local LCs about every 6 months. Details are provided on conference types, the bidding process LCs must go through to host, and minimum requirements and responsibilities for conference committees and hosting LCs.
Day 1
The document discusses planning and leadership concepts across multiple sessions. It addresses defining leadership needs, team purpose, goals and strategies. Participants are guided through a planning process to establish ambitions, drivers, operations, functions and outputs to optimize their plan and leadership for the upcoming cycle.
Expansion presentation ppt template
This PPT template outlines the information and structure that AIESEC expansions should include in their presentations to progress from the Expansion Assessment stage to the Early Implementation stage, from Early Implementation to Operational Excellence, and from Operational Excellence to becoming a full member Local Committee. The template provides guidelines on presenting a short history, activities completed, criteria fulfillment at each stage, and strategies for the next stage. It emphasizes keeping presentations concise at 5-8 minutes and notifying the Local Committee Partner of any feedback 5 days before the national conference.
Expansion induction cycle
1. The document outlines different induction programs held by AIESEC for new members and leadership at different stages.
2. The inductions provide information on AIESEC's vision and operations, the expansion process, and functional responsibilities within specific roles.
3. The objectives of the inductions are to introduce AIESEC, build understanding of responsibilities, and set goals for career development within AIESEC.
Newsletter #2
The document provides updates from visits to expansion universities. It summarizes coaching provided to expansion teams and the progress made. Key points include:
- A visit to Universitas Udayana in Bali went well, with coaching provided on marketing and information sessions generating interest from students.
- A visit to Universitas Sriwijaya focused on setting clear agendas, coaching functions, and a LEAD session to empower the expansion team.
- Do's and don'ts of expansion visits emphasize preparation, engaging students directly, and ensuring visits have a clear purpose beyond just traveling.
More from Yuricia Vebrina (16)
4.2. expansion visit your journey so far
- 1. Your Journey So Far Christina Kelman The Leader’s Journey 2nd March, 2014
- 2. Objectives • Essence Who have you become? ! • Ambition Where do you want to go?
- 4. How do you feel? irrelevant sad confused demotivated excellent depressed failure 4
- 5. 1 expectation for this session Forget AIESEC Focus on yourself
- 6. You are at a beach
- 8. Growing up, what mattered to you the most?
- 9. What did you want to do when you grow up?
- 10. Step forward Test the water
- 11. on rite W er! pap ird) p th (to What are some of the experiences that shaped you the most?
- 12. What is your greatest achievement so far?
- 13. on rite W er! ap rd) p thi dle mid ! ( What excites you about who you are?!
- 14. Take more steps forward Leave your comfort
- 15. when was the last time you laughed?
- 16. cried?
- 17. what’s happening in your life now?
- 18. what’s missing?
- 21. take a step back (not really - just imagine)
- 23. keep going
- 24. you have a handful of sand
- 26. What will you do with it?
- 32. This sand represents your life
- 34. How?
- 35. You are at a beach
- 41. How much water do you need?
- 42. Where does AIESEC fit in?
- 44. You have already had a taste of AIESEC
- 45. some of you may have your feet already inside.
- 47. 47