Inner&Outer Journey
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AIESEC focuses on developing leadership through international exchange experiences by providing "inner and outer journeys" for participants. The inner journey involves self-reflection, mentoring, and practice to help participants become self-aware leaders. The outer journey gives participants hands-on leadership experiences through challenges, risks, and systems designed to empower others and find solutions to world problems.
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AIESEC aims to provide young people with an essential inner and outer leadership development journey through exchange programs. This involves developing self-awareness, a sense of responsibility for others, and effective communication skills. The organization focuses on enabling the first steps of a lifelong leadership journey by providing experiences that help participants become aware of their strengths, values, and purpose in serving the world. Both the external activities and internal reflection on personal growth are important aspects of the holistic journey.
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AIESEC aims to provide young people with an essential inner and outer leadership development journey through exchange programs. This involves developing self-awareness, a sense of responsibility for others, and effective communication skills. The organization focuses on enabling the first steps of a lifelong leadership journey by providing experiences that help participants become aware of their strengths, values, and purpose in serving the world. Both the external activities and internal reflection on personal growth are important aspects of the holistic journey.
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After World War 2 left Europe in ruins, with 55 million deaths and hatred between nations, students from 8 countries met in Paris in 1946 to begin organizing an exchange program. They formally established AIESEC at a meeting in Stockholm in 1948 with the goal of promoting tolerance through international exchanges. Starting with 7 countries and 250 members, AIESEC grew steadily over the following decades, spreading to all continents and facilitating thousands of internships annually by the 1960s. It continued expanding its global reach and member programs over subsequent decades, reaching 90 countries and over 20,000 members by 2005.
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The document discusses AIESEC, an international organization that aims to engage and develop young people worldwide. It does this by providing leadership opportunities through international internships and a global learning environment. Their goal is to train young people to become leaders and agents of change. They strive for excellence, activate leadership in others, and act sustainably so their work continues in the future. AIESEC creates a diverse and participatory learning environment through individual reflection, team experiences, mentoring, conferences and virtual spaces.
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This document provides an overview of AIESEC, including its history, vision, values, leadership development model, and functional areas. Some key points:
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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.
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AIESEC is a 64-year-old global non-profit run by students that aims to develop young leaders and enable them to positively impact society. It has a presence in 124 countries and offers experiential leadership programs in international internships, volunteering, and team projects. AIESEC's vision is the peace and fulfillment of humanity's potential through empowering youth to explore leadership.
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AIESEC is a global, non-political, independent, non-profit organization run by students and recent graduates. It provides international opportunities for young people to develop their leadership potential and have a positive impact on society. AIESEC offers an integrated development experience comprised of leadership opportunities and international internships within a global learning environment. It envisions a world with peace and the fulfillment of humankind's potential. While AIESEC does not discriminate, it believes new models of leadership are needed to address today's complex, interconnected world.
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This document provides information about applying to be on the Member Committee (MC) team for AIESEC in Poland for the 2016-2017 term. It includes the following key points:
- The deadline to apply is May 11th at 8 PM GMT+2 by submitting an application package via email.
- The application package should include a CV, 2 endorsement letters, and a questionnaire not exceeding 11 pages.
- Interviews will take place after the deadline and the announcement of selections will be communicated later.
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The third round of Application Booklet for AIESEC in Poland that consists the transformative opportunity to lead this beautiful entity into greatness in its most challenging an intense year.
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State of National Affairs (SONA) is a process used by organizations to collect, analyze, and present crucial information about their functioning and performance. It involves gathering the most relevant data, thoroughly analyzing it, and communicating clear takeaways, recommendations, trends, and key messages to all stakeholders. SONA provides a review of implementation status, allows organizations to understand differences between goals and reality, and helps adjust strategy. It is considered necessary for tracking individual and team performance, driving the right operational culture, and setting action plans for the future.
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This document discusses an internal CEEDERSHIP program in AIESEC Poland to spread knowledge of their Global Talent Placement (GTP) program between local committees. Local committees will send representatives to other committees to learn about their operations and then implement the knowledge in their home committees. The timeline outlines the education, delivery, and implementation plans for representatives participating between April 11-17, 2016. Contact information is provided for the National Sales Coordinator and other leads for the program.
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The document provides guidance and initiatives for following up on Career Days to boost cooperation between Business Development and iGIP teams and increase iGIP sales. It outlines steps to take before, during, and after Career Days, including updating on companies, planning attendance, checking contact history, not directly selling but approaching interested companies, participating in evaluations, using the national clik tool, and contacting the listed coordinators with any questions. The final deadline for Career Days follow up is April 30th.
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The document provides information about applying to be on the Member Committee (MC) for AIESEC in Poland for the 2016-2017 term. It includes details about the roles and responsibilities of the MC, application requirements and process, sample interview questions, and timelines. Some key points:
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This document provides an overview of AIESEC's Global Citizen program, including its history, present structure, and a SWOT analysis. The key points are:
1) AIESEC's Global Citizen program offers 6-8 week internships, study tours, and information exchanges in diverse cultures to help participants develop skills like cultural awareness, leadership, and social responsibility.
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3) A SWOT analysis identifies strengths like cost efficiency and diversity, weaknesses like low conversion rates, and opportunities to engage returnees, improve promotions, and develop new partnerships.
Customer Flow Understanding
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- Main bottlenecks identified are slow response times during the matching process, lack of logistical information provided, and inconsistent experiences between opportunities described and realities.
- Customers noted positives like helpful hosting entities and opportunities for personal growth. Negatives included unclear processes, late or lack of preparation, insufficient support and communication, and projects not meeting expectations.
- To improve the flow, representatives should gather more customer feedback, standardize information and support provided, speed up matching and communication, and ensure opportunities are accurately portrayed and satisfying. Focusing more on customers needs at each stage
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The document outlines the key responsibilities of a Local Committee President (LCP) in AIESEC. As the ultimate leadership role, an LCP acts as the guardian of the local committee's brand, guiding its values, behavior, and identity. An LCP is responsible for setting the local committee's direction and ensuring national and global alignment. As the team leader, an LCP drives team management, accountability, and the development of each team member. Externally, the LCP serves as the public face and official voice of the local committee. Strategically, an LCP creates the local vision while also understanding operations in detail to lead effectively.
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The member committee (MC) serves as the servicing body for AIESEC in Poland. As a servicing body, the MC provides assistance, consultation, direction, and support to local committees. It serves to align AIESEC in Poland with international strategies and represents the organization externally. The MC also manages operations, legal and finance functions, conferences, and local committee development to help unify and strengthen the organization in Poland. It works to provide services like these through capable and experienced teams. The goal of the MC's work is to empower local committees and advance AIESEC's mission on a national level in Poland.
Re looking the way we plan Sumco 2015 session
The document discusses replanning for the next six months after reviewing performance over the past six months. It emphasizes analyzing what didn't work previously and using lessons learned to identify strategic changes to original plans. Replanning is not about reducing goals or using past strategies, but envisioning the next period while addressing current gaps to still achieve goals. An effective replanning package includes team priorities, gap analyses, operational projects, timelines, and growth drivers. Respective VPs and their teams develop replanning which the executive board finalizes with coach input and monitoring of implementation.
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This document provides guidance on the replanning process for leadership councils (LCs) over the next six months. The replanning process involves:
1. Analyzing performance over the past six months and identifying gaps.
2. Reflecting on successes and failures with the executive board (EB) and defining team and LC stands.
3. Revisiting area-based projects (ABPs) and exchange targets, identifying gaps, and determining new strategies and goals.
4. Developing an implementation plan through a Gantt chart to coordinate activities across areas over the next six months.
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The document discusses improving the ideal state and customer experience within an organization. It emphasizes keeping core customers at the center, using area strengths to enhance the customer experience, and different roles working together towards shared goals. It advises being physically and mentally present, sharing opinions, and not worrying too much about time as there is still some left to finalize plans while having fun with colleagues.
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The growth model provides an overall direction and framework for major growth strategies to widen the organization's perspective and encourage long-term thinking. It identifies the most critical variables and plans according to a unified direction to bring stability and guidance while enabling strategic continuity. Having a growth model points out internal synergy opportunities and leads to healthy organizational growth throughout different contexts by considering how each element contributes to the overall path.
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This document discusses the MC buddy system in AIESEC, which aims to facilitate communication between local committees (LCs) and the management committee (MC). Key points:
1. Each LC has an MC buddy who is responsible for understanding the LC's situation and providing support. This helps the MC better develop strategies and the LC gain perspective.
2. The goal is for buddies to support each other through clear communication and understanding realities on the ground.
3. The system provides LCs access to MC experience and helps the MC understand implementation, while buddies also support each other personally.
National Talent Plan Aug-Sept 2015
The document outlines the national talent plan for an organization between August-September 2015 and January 2016. It summarizes:
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- Their recruitment goals included 180 trainees, 156 trainees/managers, and 780 managers across local committees.
- The majority of human resources would be allocated to the iGCDP program area, with 380 members, followed by other areas like Employer Branding with 178 members.
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3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
原版制作(澳洲WSU毕业证书)西悉尼大学毕业证文凭证书一模一样
学校原件一模一样【微信：741003700 】《(澳洲WSU毕业证书)西悉尼大学毕业证、文凭证书》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Ganpati Kumar Choudhary Indian Ethos PPT.pptx
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Credit-Management seminar for cooperative power point presentation
Credit-Management seminar for cooperative power point presentation
在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样
学校原件一模一样【微信：741003700 】《(Murdoch毕业证书)莫道克大学毕业证电子版成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
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20240608 QFM019 Engineering Leadership Reading List May 2024
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Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Comparing Stability and Sustainability in Agile Systems
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Public Speaking Tips to Help You Be A Strong Leader.pdf
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
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Inner&Outer Journey
- 2. Leadership centered AIESEC AIESEC is not an exchange organization. We develop the kind of needed leadership through our exchange experiences. We intend to bring leadership to the problems in the world to resolve them. (GIP & GCDP) Our voluunteering model allows us to create leadership through creating experiences for others. (TMP & TLP)
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- 4. Inner & Outer Journey We create leaders, who are self-aware world citizens, able to empower others, and solution oriented by providing leadership journeys. The inner journey describes how the leader learns through reflection, mentoring and practice. The outer journey describes experiences in which leadership includes learning by doing, challenge, risk and system, that AIESEC creates to support participant.