This document contains questions from a leader to help guide local conference presidents (LCPs) in effectively carrying out their responsibilities. It addresses topics like understanding the LCP's positioning and impact, developing team identity, setting goals for each function, using strategic management techniques like project tracking and evaluation, managing functions like marketing and sales, and developing leadership skills for their people, local conference, and team. The leader provides guidance on conferences, tracking systems, performance reviews, creativity, governance processes, and financial sustainability to help LCPs strengthen management of their local conferences.

1. President Functional Slot
Surya Darma

2. CHECK UP!!

3. Do I know My LC
Positioning (based on
Program Performance,
what other LCs/countries
see) ?

4. What are the leadership
style that I use as LCP
current and how this
impact or shaped the
organization culture that I
want to create?

5. How can I make a Local
Conference or other LC
event?

6. Whow to build my Team
Identity?

7. What are the main goal
indicators for success in
each functions?

8. What are the leadership
style that I use as LCP
current and how this
impact or shaped the
organization culture that I
want to create?

9. What are the leadership
style that I use as LCP
current and how this
impact or shaped the
organization culture that I
want to create?

10. • Be a
Purposeful
Leader
• Strategic
Management
• Managing
Each
Functions
(Exchangers)
• Managing
Each
Functions

11. Be A Purposeful
Leaders QUESTION :
Based on your
aptitude test how is the
dynamic of your team?
Leadership for my people
Leadership for my LC
Leadership for my team

12. Strategic Management QUESTION :
How do you implement
project management
and conference
managment in your
LC?
Organizing, Tracking, Adjustment, and
Evaluation of Strategies
LC Accountability & Reporting
LC Calendar

13. Managing Each
Functions
(Exchangers)
QUESTION :
Why do you think peak
strategy is sometimes
fail and what do you
think is the solution to
solve the issue?
Peak Strategy
Reality of IR
New Customer Flow
S&S

14. Managing Each
Functions
QUESTION :
How the synergy going
in your LC? Is there
any conflict
happening?
How Marketing support OGX
How ER/BD/Progmar Support ICX
How TM suppport other Program
How Finance ensure the sustainability

15. LEADERSHIP FOR MY PEOPLE
What is the context of
relevance in my city?
What is its strength and
weakness? Do I know ts
development plan for the
next 5 years? Am I
aligning it with my one
year ambition?

16. LEADERSHIP FOR MY LC
Envision a culture you
want to bring and
integrate it in your local
conference and event

17. LEADERSHIP FOR MY TEAM
Team is a human capital
and to understand the
dynamic try to read book
(online) from Garret
Barner about team stages
and how LCP role in it

18. STRATEGIC MANAGEMENT
Tracking system that we
will use is Podio, integrate
and make sure all your
members is a podio
members

19. STRATEGIC MANAGEMENT
For executing strategies
or initiative, it is better to
use task force system as
the talent is kept small
and efficience in duration
of time and learning space

20. STRATEGIC MANAGEMENT
One Functional must
Have One BIG KPI, but
also ensure that every
project you deliver is
contributing to greater JD
(example of National NFA)

21. STRATEGIC MANAGEMENT
One Functional must
Have One BIG KPI, but
also ensure that you
understand the main KPI
of each functional,
example Exchangers KPI
is absolute and relative
growth, but what is the
main KPI of TM?

22. STRATEGIC MANAGEMENT
Do Weekly meeting on
Tuesday, since if you do in
Monday your LCVP will
bother your Managers on
Sunday. Make Tuesday
Meeting a pit stop for all
program that is
unprogressing, ensure
that it is NOT just about
exchangers

23. STRATEGIC MANAGEMENT
LCP is the maintrackers, so
track your LCVPs and and
make sure it is becomng a
culture to record your
activities so tracking
become easy and natural,
submit to MCP Weekly
report every Friday, in
exchange MCP will give the
Newsletter on the next
Wednesday

24. STRATEGIC MANAGEMENT
Ensure to implement PA in
your team, PA reviewed
by you at the beginning of
new month, and TL must
do the same

25. STRATEGIC MANAGEMENT
Project must be evaluate
in weekly basis, focus only
on the main goal without
over emphazising on how
they will achieve that
cause it will limits their
creativity and space of self
reliance

26. STRATEGIC MANAGEMENT
NLM, LLM, Internal Audit,
LC MMC, those are
important date in
governance. Lets make
timeline!

27. STRATEGIC MANAGEMENT
Do you have conference &
event calendar?

28. MANAGING EACH FUNCTIONS
(EXCHANGERS)
Do you understand the
concept of peak?
Why would there be a
peak strategy?

29. MANAGING EACH FUNCTIONS
(EXCHANGERS)
Peak Initiative including
Project (OC or Task
Force), GTCM setting, IR,
and Co-Delivery for S&S

30. MANAGING EACH FUNCTIONS
(EXCHANGERS)
But can you give example
of the strategy of those
initiative?

31. MANAGING EACH FUNCTIONS
(EXCHANGERS)
Do you still remember
S&S? If you dont, let’s
open S&S papers!

32. MANAGING EACH FUNCTIONS
How does marketing
support OGX?

33. MANAGING EACH FUNCTIONS
Marketing is the functional
responsible to create
promotional channel and
strategy to approach our
customer (students) until
Interview phase of a future
EP.
What is its main Role?
Why Marketing?

34. MANAGING EACH FUNCTIONS
Sales department will now
do sales for ICX
programs.
What is its main Role?
Why Sales department?

35. MANAGING EACH FUNCTIONS
Recruitment isnt
everything TM is all about.
But it is about how TM
educate, nurture, and
develop every single
members

36. MANAGING EACH FUNCTIONS
F&G is the one who
maintain organizational
sustainability in term of
financial assets. What do
you know about Reveneu?
Liabilities? Assets?
Liquidity?
What is Smart investment?
Why it is important? When
Should you invest?

37. MANAGING EACH FUNCTIONS
Which of this you need
more webinars?

38. MANAGING EACH FUNCTIONS
Thank you