This document outlines three strategies to enhance leadership development in AIESEC experiences. The first strategy is to increase alignment around the goal of developing leadership in all programs through conversations and coaching. The second strategy focuses on improving leadership development in Global Citizenship Development Programs (GCDP) by implementing leadership sessions and standards. The third strategy creates a Members Development Program to provide individualized leadership training and development for all members. Expected results include increased quality, partnerships, and members gaining leadership skills and experiences.

1. LEADERSHIP IN EVERY EXPERIENCE
We all as AIESECers are conscious of the responsibility we have to develop the leaders that are
currently needed in every experience we are delivering.
After this initiative was strongly enhance the last term at global level we realized that our
network has not been empowered enough to notice the relevance of this initiative therefore we are
driving the following steps in order for this to be relevant.
Inner and
Outer Journey
Skills
Attitudes
Blocks covered in the survey
First we evaluate our programs to understand the
current state of the experiences we have provided through
our programs, we collected stories that were facilitated by
AIESEC Poland and we analyze this information (for reference
here is the link of the survey that was done and analyzed:
https://docs.google.com/a/aiesec.net/forms/d/1gMLPwQkQTe
HN9yqi3geKmgMTwUYX0UnPvzW6Z-rQKqY/viewform).
With this information we were able to identify which
parts of the inner & outer journey are well enhanced or are
lacking focus, we also identify the skills and attitudes
developed the most and least per each program. Based on this
information we decided to focus on 3 strategies for the term:
#1 – Alignment towards our propose
To ensure that our members understand our purpose to develop leadership in every experience we deliver
through our programs, we needed to create awareness of the importance of this in the network.
Therefore what we are doing can be divided in:
# Conversations in each touch point we have with the national plenary.
# Utilization of our coaching framework by implementing this as a mandatory session that needs to be deliver
and track by each coach.
Results of the strategy: National plenary is aware of the importance of the development of leadership in
every experience we provide. Local Entities have started to have discussions and proposals about local initiatives
per program.
#2 – LEAD implementation in GCDP programs
As mentioned before based on our evaluation survey, NPS score, contribution to the total of realizations
(75% of the total) and relevance of the program we decided to focus on our GCDP programs.
oGCDP
iGCDP

2. Survey analysis results
LEAD for iGCDP EPs
We strive for providing our incoming GCDP EP’s with qualitative leadership experience, so that they
become change agents after coming back to their home country. We want to develop them by adding
LEAD program into internal procedures, both in preparation and servicing. So, what are we doing:
# Partnerships based on co-delivery with countries having LEAD on OPS’es.
# Implementing LEAD sessions in IPS’es.
# Implementing LEAD based conversations in individual meetings with EP’s before, during and after
internship.
The timeline of our project consists: February 2014: gathering knowledge, getting to know LC realities. March 2014: task force with EP LEAD standards creation & education of LC’s about EP LEAD
standards. April, May, June 2014: implementation of EP LEAD standards in May realization peak,
gathering conclusions. July 2014 evaluation of the EP LEAD implementation, implementing adjustments, measuring results.
Our expected results: *Growth in quality (NPS), *Growth in co-delivery based partnerships. *Enhanced
PR activity in long term perspective. *Growth in EP’s being change agents.
LEAD for oGCDP EPs
We are striving to ensure that our GCDP experiences provide quality leadership experience to all
participants, and EP’s understand true value proposition of the program by bringing consciousness to
membership about this customer centricity. What we are doing:
# Co-creating preparation and induction processes for GCDP EP’s that will enable their inner and
outer journey, to improve quality of the experience and leadership skill development.
# Co-creation and innovation in current processes of EP Flow in GCDP programs, to include new
elements that will enhance the leadership development in this program.
# Co-delivery and international cooperation with this as main goal.
The timeline: February: Task Force realization. March & April: Piloting LC Implementation. April:
Revision. May: National implementation. June: Evaluation.
Our expected results: *To have all LC’s applying improved elements to current processes that will be
more customer centric. * No. of EP’s involve in their leadership development in different touch points
throughout their experience. *Growth in quality (NPS) *No. of showcased strategies.
#3 –Members Development Program (TMP)
We aim to provide quality leadership experience to all our members, by connecting individual needs
with the organizational needs. What we did was the development program as a cycle of individual
meetings with each member of organization with person responsible and trained to run it. The aim of
the meetings is conscious development of leadership attitude and competencies.
The timeline: Creation: done. February & May: Implementation. June: Evaluation
Expected results: *Program allows conscious learning and development for AIESEC members. *Build
self-awareness and plan for own development and career. *Retention rate in LC. *Satisfaction of
members. *Number of TLP apps. *Number of IXPs (integrated experiences like TMP+TMP or TMP+X).