1. LEAD & Learning

2. Lear
LEAD
ning
Focus on
Soft Skills and Attitude
Focus on
Hard Skill and Knowledge

3. LEAD
Focus on
Soft Skills and Attitude
Purpose
LEAD
Program
Design
Principles

4. Organization
Needs
Individual
development for
organizational
performance
Trigger for
inner journey
Team Value
and Needs
Team flow
support
Personal
Needs
Purpos
e

5. LEAD
Principles
 Aligned to operational plan
 Continuous customized program
for specific target group
 Aligned to entity strategic plan

6. LEAD
Program
Design
Needs
Assessment
Program
Design
Delivery
and
Evaluation

7. LEAD is supporting an
individuals inner journey.

9. Needs
Assessment
Leadership that is needed in
country/region AIESEC entity exists
Definition of specific type of behaviors you
want to see and drive in your country or
region.
Define direction for organization
Behaviors you want to drive in your AIESEC
entity based on strategies you have for your
term (example: I want to grow 100% = I need
people action oriented and ambitious)
Customer feedback
Define what your people need based on NPS
comments or sensing among membership
(phone calling survey among target group to
sense expectations and needs)
Target group choice
TMP, TLP, LCP, LCVP choice based on needs
and your capability

10. Program
Design
Leadership that is needed in
country/region AIESEC entity exists
Definition of specific type of behaviors you
want to see and drive in your country or
region.
Define direction for organization
Behaviors you want to drive in your AIESEC
entity based on strategies you have for your
term (example: I want to grow 100% = I need
people action oriented and ambitious)
Customer feedback
Define what your people need based on NPS
comments or sensing among membership
(phone calling survey among target group to
sense expectations and needs)
Target group choice
TMP, TLP, LCP, LCVP choice based on needs
and your capability

11. Delivery
Timeline
Consider calendar of:
 Exchange,
 Recruitments,
 Conferences,
 Holidays and academic calendar
Way of delivery
How I am able to deliver content that I
planned for LEAD?
Possible ways:
Global Learning Environment- for
example, conference, newsletters, presidents
meetings, network meetings, webinars etc.
Person responsible for delivery
Who will deliver each part of LEAD
program?

12. Evaluation
Check points with KPIs
Feedback of participants
NPS
Sensing among membership

13. EXAMPLE of LCP LEAD
Timeline
Outer Journey
Team selection
Transition
Vision, team
Pre-term purpose, strategic
focus
Team forming
Q1
Start to build the LC
Team Storming
Failures
Operation Execution
Attitude & soft skills
(Inner journey
stimulation)
 Purpose – driven: Who
am I?
 Attitude for facilitation
 Self awareness
 Trust Building
 Leadership core
understanding
Culture Building skills
Leadership stand
Empathy
Self awareness
Proactive learner
attitude
 Authenticity





LEAD delivery
Who?
 Externals or MCP
How? (Channels)
 President's meetings
(pre-term);
 Learning circles
 Coaching call (by
externals)
Important Reminder:
 follow up for
continues process

14. Timeline
Q2
Q3
Q4
Outer journey









Team Storming/ norming
Operational peak
Re-allocation membership
Succession planning
Successor planning & election
Re-planning
Norming/ Performing
Realization crisis
Resilience






Performing
Lack of responsibility (team)
Final Sprint
Lack of accountability
Planning next steps
LCP-LCP transition
Attitude and soft skills (inner
journey stimulation)





Resilience
Pride
Coaching – leadership style
Activating leadership
Purpose driven behavior




Keeping the ownership
Sustainability & Integrity
Self-reflection & evaluation
Who I became? Leadership
lessons/learning

15. Principles
Lear
ning
Focus on
Hard Skill and Knowledge
Purpose
Learning
Cycle
Design

16. Reminder:
Learning focus on Hard
skills development and
operational knowledge
delivery.
Operation
Department
Needs
Personal
Needs
Purpose

17. Learning
Program
Principles
 Aligned to operational plan
 Continuous customized cycle for
specific function group
 Aligned to entity strategic plan

18. Need assessment
Learning cycle design
Delivery & Evaluation
Learning
Cycle
Design

19. Needs
Assessment
Target Profile
Define your target group
Basics – define basic operations that
should be reflected in learning cycle
Define exactly what is basic knowledge
to deliver so your members will be able
to run operations.
What is the current State and what is
organization strategy?
Define to find out the gap.
Customer Feedback
NPS or sensing among membership.

20. Cycle design
Key Behaviours Eg: Customer
Experience
Definition of specific type of behaviours you
want to see and drive in your country or
region
Organizational strategy and
goals
Behaviours you want to drive in your
AIESEC entity based on strategies you have
for your term (example: I want to grow
100% = I need people action oriented and
ambitious)
Customer feedback
Define what your people need based on
NPS comments or sensing amon
membership (phone calling survey among
target group to sense expectations and
needs)
Target group choice
TMP, TLP, LCP, LCVP choice based on needs
and your capability

21. Delivery
Timeline
Consider calendar of: exchange, recruitments, conferences , holidays and academic
calendar
Way of delivery
How I am able to deliver content that I planned?
GLE model adjustment
Person responsible for delivery
Who will deliver each part of Learning cycle content?

22. Evaluation
Check point with KPIs
Feedback of participants
NPS, sensing among membership

23. Evaluation
Check points with KPIs
Feedback of participants
NPS,
Sensing among membership

24. Learning Cycle Example
Newie induction
General
Knowledge
• Why of AIESEC/AIESEC way
• Impact model
• Organization Programs/Products/Structure(basic knowledge)
Operational
Knowledge
•
•
•
•
•
Deeper understanding my program/product
Market value/ organization value/ personal value
Basic management skills
Team purpose and my contribution
Customized learning based on profile: e.g. GCDP - high
volume management; GIP – account management
Exchange
Support
•
•
•
•
Support processes
Hard skills needed
Understanding synergies
Team purpose and my contribution
LEAD for Newie
• Outer journey: First weeks in the organization, meeting the new
tem and role, first tasks;
• Inner journey: Alignment/connection of personal values and
organization values; Self- awareness; Team perception; First
personal development planning;