Side kick
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This document discusses the internal and external synergies of an entity referred to as "my synergy". It outlines the internal synergies as finance (budget contributions and KPI planning), talent management (ensuring proper staff capacity), and customer relations (member development and market share). External synergies include limited collaboration with other entities for some sub-products, broader collaboration for more sub-products, and emergency matches if needed profiles cannot be found internally. It provides questions on how these internal and external synergies will be implemented and aligned, including market analysis, network analysis, proposal development, and finalizing timelines, goals and sales planning.
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The document provides tips for effective presentations. It recommends planning ahead by considering the three most important things for the audience to remember: the introduction, main theme, and conclusion. When presenting, use 10 slides maximum, speak for 20 minutes or less, and use a minimum 30 point font. Practice your presentation and focus on engaging the audience by making eye contact, using your voice effectively, telling stories, and showing passion. Be prepared to answer questions using the TRACT technique of thanking, repeating, answering, checking, and thanking again.
Team standards
The document discusses the importance of team standards for performance and productivity. It notes some excuses people give for not focusing on team standards, such as not having time or feeling they do everything the team needs. However, establishing minimum standards is important to ensure the team can perform well. The document suggests team standards can help with productivity and reviews.
Personal meetings
Personal meetings are one-on-one meetings between two individuals that are suggested to occur monthly to check performance and personal development. Guidelines for personal meetings include getting to know the member, setting expectations, discussing current experiences, setting personal goals and action steps, and providing feedback. Action steps should be specific, measurable milestones connected to the member's goals and role. Follow-ups include keeping meeting notes, sharing them with the member, tracking progress on action steps, and evaluating and re-setting goals as needed during subsequent monthly meetings.
Marketing education
This document provides guidance on marketing education for AIESEC. It discusses how to communicate about AIESEC to professors, friends, and NGOs. It also offers tips for physical promotion through stands and classrooms, including being prepared, smiling, and making eye contact. Guidance is given for online promotion through email and Facebook posts, such as using a clear structure in emails and including descriptions and application links for posts. The document also outlines rules for opportunities marketing, such as writing in the second person and using human-centered language rather than buzzwords.
Project management for TLs
This document discusses the importance and components of an effective project plan. It notes that a project plan:
1) Provides organization and clarity on tasks, milestones, and stakeholders involved in order to stay focused on achieving the end goal.
2) Ensures effective communication between team members by outlining who is responsible for which tasks and deadlines.
3) Should include key elements like milestones, activities, key performance indicators, responsibilities, and a timeline in order to break large projects into implementable steps.
The document then provides instructions for workshop participants to work in teams to create a project plan for reaching a concrete goal for a youth program's customers.
Team standards in every meeting
The document discusses implementing team standards in meetings to improve leadership development. It recommends including a "Team Standards" block in weekly meeting agendas to discuss purpose and values, create and track plans, provide training, and reflect on feedback and evaluation. This ensures teams focus on goal setting, effective work processes, knowledge sharing, and continuous improvement through regular check-ins and accountability.
How to give trainings on procedures
This document outlines the basic steps for providing trainings on procedures to members:
1. The training process begins with an orientation where members meet the organization and learn an overview of their sector and job description.
2. Next is the training requirements, which includes induction training and on-the-job training where members can ask questions and receive hands-on experience.
3. Members are then tested on how well they grasped the training materials, often through simulations and practical application on the job.
4. Finally, evaluations are conducted to assess the members' skills and provide feedback on their implementation of procedures, helping to ensure the training process is effective.
Effective tracking secrets
Tracking is important for monitoring progress towards goals, evaluating strategies, and providing rewards and recognition. It should be done monthly at reviews and weekly team meetings to track personal and team performance, plans, and results. Tracking tools like Podio and EXPA should contain goals, plans, and projects to quantitatively track KPIs, achievements, timelines, and outputs. Effective tracking requires setting clear expectations and templates for agendas, reports, and reminders to engage team members and coordinate meetings. Regular tracking keeps all accountable and supports evaluating strategies and recognizing contributions.
Empowering my members
This document provides tips for motivating members of an organization. It suggests beginning by gathering the team and asking each member what motivates them, as people are motivated by different things. After identifying the top five motivators for the team, the document recommends finding ways to apply them, such as giving more responsibility through challenging projects, providing needed support and resources, ensuring regular achievements and progression, fostering a sense of meaning and purpose in work, and promoting good relationships.
Effective meetings
A meeting is a gathering of two or more people with a common goal to take action and achieve it. An effective meeting has clear goals, focuses on actions, and aims for concrete outcomes. There are different types of meetings like team and personal meetings. Team meetings have three stages - before, during, and after the meeting. The most important preparation is the agenda, which includes objectives, topics, descriptions and goals for each topic, and allotted time. During the meeting, the leader should model good attitudes, follow the agenda, and be focused. After the meeting, the leader should send outputs, include priorities and follow ups, and track progress on assigned actions.
Hoew to put my MBs on Expa
The document provides instructions for onboarding new members onto the EXPA platform, including how to invite and assign members to positions, and how to create opportunities for members to participate in programs. It outlines a 6 step process for assigning new members and logging into the system. Administrators can create opportunities for local programs as well as global programs for members.
Crisis Management
The document outlines a 6-step process for crisis management:
1. Assess the situation by gathering facts and developing an objective understanding.
2. Engage key stakeholders to involve all parties impacted and gain different perspectives.
3. Plan by creating best, typical, and worst case scenarios and corresponding response plans.
4. Act proactively based on the assessment and planning rather than reactively.
5. Communicate transparently and honestly with all audiences.
6. Overcome instincts to react or do nothing by following the process of assessing, planning, and acting with open communication.
How to be strategic
To be strategic, leaders must anticipate changes, think critically, interpret information, make decisions, align stakeholders, and learn from successes and failures. Specifically, the document recommends scanning the periphery for game-changing information, challenging assumptions, seeking patterns in diverse data, balancing speed and rigor in decisions, understanding hidden agendas, and encouraging honest feedback through debriefs.
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Side kick
- 1. My Side Kick My Synergies & Country Partners
- 2. Process Surroundings Internal Synergies External Synergies 1 Realization What is my Synergy within my entity to provide the main resources of my operations Who are my External Supporter will facilitate the processes completion
- 3. Internal Synergies IGIP TM CRFinance Is to manage what will be my contribution financially to my LC budget to have a logical KPIs in addition to providing the logistical needs for my operations Is to provide me the right talent capacity whom will ensure the stable operations according to the assigned KPIs To ensure the development path of my members to ensure the growth of the operations As the external representatives of the entity, how you can ensure the market share of your prospects and how you can merge CR proposal with your product to ensure the maximum approach for the market Fin CR TM
- 4. How My Internal Synergies go ? Finance Budget contribution KPIs, MOSs planning Talent Capacity needed, Productivity planning Clear JDs of My team Product packaging and Market share identify What’s missing ??
- 5. My External Synergies Emergencies CY National CY LC2LC CY IGIP LC Is Limited Collaboration for certain Sub-product to ensure the supply within your market demand Is Bigger Collaboration to ensure the supply within your market demand but with more sub-products and to recruit specific profiles for your market Is for the urgent matches or if we have break matches, or we didn’t find the profiles within our CY , etc
- 6. How My External Synergies go ? Market analysis to segment the main sub-products Network analysis for the supply provided from the other entities Match your needs with the other entities supplies Check the visa process for those entities Create your proposal to approach this partner according the partner type What’s missing ??
- 7. So how My Whole Planning will go ? Internal analysis External analysis Sector Evaluation Sector vision Internal Synergies alignment Country partners searching Final KPIs, MOSs Sector Projects creation Operations timeline Team capacity finalizing Goal Setting Sales waves planning
- 8. Question ?