NSC2015 - Message from leader to leader
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This document outlines the key activities and responsibilities for implementing an effective team minimum for a leader's team. It discusses strengthening the importance of the team minimum, empowering leaders to implement it, and handling skeptics. The team minimum includes regular team meetings, monthly reviews, quarterly team days, planning and replanning, training activities, setting job descriptions, tracking performance, and providing feedback and evaluation. Implementing an effective team minimum requires directing team members, focusing on both team and individual goals, adapting to individual needs, and working towards a common vision.
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Performance
The document discusses performance management in a leadership circle (LC). It defines performance as the delivery of valid and valuable results. Measuring performance through reports allows leaders to assess individual and group development and ensure members' work adds value to achieving the LC's goals. Leaders should plan with their team, define ambitions and key performance indicators, assign responsibilities and deadlines, and evaluate progress to manage performance effectively. Adapting a general performance worksheet and analyzing data weekly can help improve productivity. Treating members well and focusing on continuous improvement are also recommended.
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The document outlines the process for running an effective team, which includes:
1) An introduction for team members to get to know each other and understand the team's purpose.
2) A planning process where the team co-creates goals, strategies, and responsibilities.
3) Regular meetings to track progress and review performance, as well as one-on-one coaching.
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The document outlines the agenda and process for a quarterly strategy review meeting. The meeting aims to [1] review key performance indicators and department progress, [2] reflect on successes and challenges from the past quarter, and [3] plan objectives and initiatives for the next quarter. Reflection involves identifying major events, projects, surprises, struggles, and areas for improvement or new ideas. The meeting helps align resources, improve accountability, and ensure continuous progress on organizational strategy.
OD_Strategy Review Meeting.pptx
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1. Develop mission, vision, and values statements. The vision describes success in 5 years while values focus on service, quality, and people.
2. Assess strengths, weaknesses, opportunities, and threats through a SWOT analysis. Linkages between these should be considered.
3. Agree on prioritized goals that contribute most to the mission and are financially viable. Goals should be measurable and time-phased.
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This document outlines the DEVELOP process in AIESEC which ensures members are aware of their performance and areas for improvement. It discusses four key components: 1) Performance Management for evaluating individual performance on a monthly basis, 2) TL Capacity Building for developing team leaders, 3) National & Local Educational Cycles for initial training programs, and 4) Learning Environments which provide ongoing learning opportunities throughout the semester. For each component, it provides details on what they are, when to implement them, tips for implementation, and checklists.
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The document provides information about AIESEC's recruitment and selection processes in Brazil. It discusses timelines, planning, promotion, and the structure of the selection committee. It then outlines a new proposed recruitment approach modeled after a hackathon, with candidates completing tasks and projects over 1-2 days. Candidates would be evaluated on entrepreneurialism, curiosity, proactivity, and alignment with AIESEC values. The process includes organizational induction, task implementation and evaluation, pitches and delegation, and a final talk with the evaluation board. The goal is to simulate team experiences and assess candidates' potential to contribute and develop through AIESEC.
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Seven Transformations of Strategic Planning
During the COVID-19 pandemic, strategic planning became a critical need for many organizations. New challenges emerged. Interesting opportunities presented themselves. For some organizations, new financial realities required urgent action.
Yet, at the same time, many organizations struggled tremendously to find ways to perform strategic planning effectively in all-remote formats. That included the frustrations of finding that magical meeting time that would work for everyone. Long Zoom meetings where attendees quickly lose interest. Planning sessions dominated by the same strong voices time and again.
To ensure we could help our respective client organizations perform strategic planning effectively in our “new reality,” Virtual, Inc. partnered with Peoplesworth, an organizational development consultancy, to re-imagine our approaches to strategic planning. What emerged from that collaboration are new methods for strategic facilitation that have led to remarkable client outcomes and will undoubtedly remain in our playbook for the long term.
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Stratetegic plan, plan, business, mkt, the process, actions,
motivation, structure, how create concrete actions, stakeholders, marketing, social, activities,
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The document discusses Performance Review and Employee Development (PRED) tools. It has three objectives: 1) To review and set individual goals aligned with organizational goals, 2) To develop employees by understanding their aspirations, and 3) To identify employees based on performance and potential. The PRED process involves employees identifying goals and individual development plans (IDPs) with their managers. Managers provide counseling to help employees achieve career goals and fill competency gaps. An IDP outlines objectives and activities for an employee's career development, benefiting both the employee and organization by improving skills and competencies. The optimum time to prepare an IDP is after a performance appraisal. An IDP should include developmental assignments and training from a training needs analysis
Excerpt from performance management training flipbook
CSL Plasma contracted me to develop a quick reference training manual for their new performance management compensation system. Since this system is only used several times throughout the year, rather than daily, it is important to quickly refresh their memory on the operation of the system when they are ready to use it again. This Performance Management Flipbook is designed to provide step-by-step navigation so that they can quickly get up to speed.
The entire design of this project was conceived from scratch, including the physical design and all graphic elements. The convenient easel design makes it easy to position and utilize at the desktop as they work with the system. The tab graphic in the footer aligns with the actual physical tabs and provides a quick reference organization. This project included both a regular version as well as a Manager’s Version.
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Tools managers used in the planning process
Managers use several tools in the planning process including stating goals, hierarchy of goals, SWOT analysis, scenario planning, contingency planning, and gap analysis. SWOT analysis identifies internal strengths and weaknesses as well as external opportunities and threats. Gap analysis measures success towards goals. Contingency planning prepares for what to do if goals are not met, while strategic planning prepares for how to react if goals are greatly surpassed. These basic planning tools are essential for managers to effectively plan and prepare a company for different outcomes.
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The document discusses planning and managing an iGCDP team. It provides guidance on setting goals and timelines, distributing goals throughout the year to match peaks in activity, motivating teams through meetings and recognition, tracking progress using tools like Podio and Google Docs, and emphasizing regular communication. The overall message is that effective planning, delegation, development of team members, motivation, tracking, and communication are essential to managing a high-performing iGCDP team.
Team minimums
The document outlines the key elements and activities of effective team minimums, including having a team of at least 3 members for 2 months, establishing a team identity and purpose, and holding regular meetings. It describes the importance of creating a team plan with clear goals and individual action plans, defining roles and responsibilities in a job description, and providing training based on competencies. It also stresses the need for tracking performance against the plan through weekly individual and team meetings, coaching to connect development to performance, and conducting regular evaluations and reflections.
Motivation
Job design affects employee motivation, productivity, and satisfaction. It involves organizing tasks, duties, and responsibilities to achieve objectives. Components of job design include work simplification, job rotation, job enlargement, and job enrichment. Job rotation improves skills and abilities by moving employees between jobs. Job enlargement expands tasks within a job, while job enrichment improves efficiency and satisfaction by providing more responsibility, autonomy, and growth opportunities. Properly designing jobs can make them more motivating.
Attracting and retaining top talent
Developing talent is a key competency for competitive companies. As Customer Success leaders, we have many roles across a growing number of departments we can leverage to engage, challenge, and retain top talent. An ambitious team member starting today as a support agent, can grow over time into a CSM, Account Manager, and then into a manager, without ever leaving the Customer Success organization. We can provide growth and variety if you make talent development into a practice. This presentation shows you one way to hire and retain top Success talent.
Global learning environment
This document discusses the concept of a global learning environment (GLE) and provides examples of how it can be implemented. It defines key concepts like discovery, reflection, mentoring, learning circles, conferences, and teams. It then provides concrete examples of each concept in the context of AIESEC, such as an outgoing VP mentoring an incoming VP, online learning circles, model UN conferences, and experiences working on an AIESEC executive board team. The overall document aims to explain the importance of the GLE for effective learning and give guidance on how to create such an environment.
Key performance indicatiors
KPIs are quantifiable measurements that show how well an organization, team, or individual is performing against goals. To set organizational KPIs, companies should choose metrics that measure important business activities and ensure the KPIs are SMART (Specific, Measurable, Achievable, Relevant, and Time-Bound). Individual KPIs should align with team and organizational strategies so employee performance directly links to company success. Setting the right KPIs at all levels helps ensure goals are cascaded throughout an organization.
Membership criteria
The document outlines membership criteria and procedures for an organization called People Management Center.
The membership criteria include minimum requirements that must be fulfilled to be considered an active member, such as being a university student between 18-30 years old, participating in a selection process, signing a volunteer term, and meeting attendance requirements.
If a member does not fulfill the criteria, they will go through an "alignment phase" to understand the importance of fulfillment and propose an educational plan to help the member improve. If the member still does not meet the criteria or follow the development plan, they may be disengaged from the organization.
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- Average duration was 2.1 months, longer for GIPs (3.3 months) and master's/PhD programs (4 months).
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This document contains questions for Layli about transitioning projects and partnerships from one term to the next within their organization. It asks how Layli can utilize stakeholders to contribute as partners, upscale current partners, organize letters of agreement to avoid misunderstandings, drive team members to effective selling strategies, and engage with government. The document also lists items missing from the transition checklist and provides a timeline for transition deadlines.
NSC2015 - Functional equipment bxp
This document provides an overview of marketing, public relations, and digital marketing roles within AIESEC. It discusses communicating the value of brands to customers, branding products, and marketing products through digital channels. The main key performance indicator for these roles is conversion rate, achieved through attracting people to submit applications and interviews. Suggested activities include info booths, info sessions, presentations, and customer engagement on digital marketing. Potential challenges are mentioned such as timelines not being followed, lack of human resources, poor understanding of the market, and lack of planning. The document encourages innovative promotional tools, marketing, content, and public relations to manage information and increase brand awareness.
AIESECUD - Train to marketeers
Several updates were provided about AIESEC's new descriptor, logo, and programs. The document explained AIESEC's marketing flow which includes 5 stages - Aware, Appeal, Ask, Act, and Advocate. It described how people initially become aware of AIESEC, learn more about it, ask questions, apply and register for opportunities, and finally advocate for the brand after their experience. The marketing channels, customer journey, application process, and use of the AIESEC World app were also summarized.
NSC2015 - Functional equipment slot day 2
The document outlines the steps and metrics for an organizational process that includes interviewing and selecting candidates, establishing partnerships, securing funding, providing education, facilitating matching between partners, and realizing outcomes. Key stages are pre-realization, realization, and reintegration, with metrics tracked monthly for the number of people progressing through each stage, including the number interviewed, accepted, signing contracts, partnered, funded, matched, and realizing outcomes from the partnerships.
NSC2015 - Ir & matching
The document discusses EY's international relations delivery model and goals for local committees. The model aims to ensure high quality experiences for customers through effective partnerships between countries. Local committees are responsible for local matching and projects, while the member committee handles national projects and partnerships. The process involves regular communication, matching candidates, delivering experiences, evaluating partnerships, and promoting international opportunities.
NSC2015 - Lets get nerd
Nindya Paisan presents the need for an Information Manager (IM) role at AIESEC Indonesia to organize data, implement strategic information systems, and structure data elements to help with strategic management and operations in the digital era. The IM would help merge existing tools like MYAIESEC.net, G-docs, Podio, and various virtual drives into a single new system and help manage operations reports, newsletters, projects, posters/flyers, slideshows, mailchimp campaigns, and more through tools like Podio, G-docs, and virtual drives. The presenter provides their contact information for any questions.
OPM2015 - My role as mb
This document discusses the role of a middle manager and how they can effectively lead up, across, and down an organization. It identifies that middle managers act as a bridge between strategic and operational roles. They must influence leaders above them, help peers achieve results, and encourage the potential in people below them. The document stresses that as a middle manager, it is important to realize how influential their role is and to make commitments to improve areas like building trust with staff and showing them ownership.
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NSC2015 - Message from leader to leader
- 1. A Message for You Layli
- 2. SessionObjectives To strengthen theimportance ofteam minimum To makethe leaders feel empowered to implement team minimum To beableto handleskeptics inimplementing teamminimum
- 4. ERBD Process
- 5. Which part that represents you as a leader? Which part that you missed?
- 6. Team Minimum
- 8. Team Key Activities Team Meeting (weekly) Monthly Review(monthly) Team Day (quarterly) Quarter Review Plan/Re-Plan Team Building (on demand) June July August Septemb er October Novemb er Desemb er 1st week Replanning preparationFull Team (Manager) Team days Team Building
- 9. How’s your experience inthis point? What’s the outcomes of your quarterly reviewand meeting? How many team membersthat lost?
- 10. Plan Strategic Planning TacticalPlanning OperationalPlanning Key Activities Planning & Replanning (after NSC- May) Quarter Review
- 11. How did you synergize with the other functions on your planning? Does your planning effectiveand lead you to your LC Goals?
- 12. Job Description Key Points Identify the goals that you want to achieve and the KPIs (revenue,Exchange support, stakeholder management) Make sure every JD is developing your team memberin Quarter review must be done on time What if your JD requires a lot of Job Description and KPI? What is the common mistakes that people do in defining the JD??
- 13. Training Key Activities Transition(start of term) Planning (each semester) Conference Outsource! inner & outter journey Mentoring June July August Septemb er October Novemb er Desemb er Replanning preparation SDP NFS Raise a learning partner! MBCLook for the right profile as a mentor
- 14. Key Activities Teammeeting (weekly) General points(need ofall theteam) Individual meeting (weekly) DONE/NOTDONE ClearprioritiesforNOT DONE Virtualchannels(weekly) Adapttothe person
- 16. Key Elements Performance Competencies Key Activities Tracking individual meeting (monthly) Feedback Coaching meeting (monthly) Team days (quarterly) R&R (monthly) Evaluation
- 17. Key Activities Tracking Feeback (quarterly) Team days R&R (monthly) Key Elements Development Career Organizational contributionReflection
- 18. YOU As a leader
- 19. How will your first 90 days look like?
- 20. How Doesit matter to you and your team?
- 21. Have your leader directedyou onteam minimum?
- 22. How did you feel?
- 23. What hinders you to implement it?
- 24. Any consequences you face?
- 25. What can we do to implemet it?
- 26. “Teamwork is the ability to work together towards a common vision. The ability to direct individual accomplishments towards the organizational objectives. It is the fuel that allows common people to attain uncommonresult” -Andrew Carnegie-
- 27. Let’s start to care about our members’ experience as well
Editor's Notes
- Q&A compile the answers
- Co creation for bottom up strategy to implement the team minimum/ commitment from the leaders