drexler sibbet team performance model

2. Write down 3 personal goals for
each of your members and their
why behind their current role.

3. team member program:
An experience for a young person to develop
responsible and entrepreneurial leadership by living a
practical team experience at a local, national or global
level.

4. team member program:
An experience for a young person to develop
responsible and entrepreneurial leadership by
living a practical team experience at a local, national
or global level.

5. team member program:
An experience for a young person to develop
responsible and entrepreneurial leadership by
living a practical team experience at a local, national
or global level.

7. orientation

8. Members have just joined
the team and they need to
understand what the team
is about, why they exist and
do they belong to the team.

9. ORIENTATION WHY AM I HERE?
A new oGCDP team is recruited
and it’s their first meeting.

10. one week later. . .

11. ORIENTATION WHY AM I HERE?
Members are confused about what
the team is about and their
contribution. They ask themselves
‘what am I doing here?’. There is a
lack of activity and people have an
intense fear of failure and the
unknown. Members start to feel a lack
of interest in the organisation and
start looking for other societies of
campus that look more interesting.
Members understand the purpose
of the team and the teams
contribution to the organisation.
Members feel a sense of belonging
and identity with the team.
OR
HOW CAN WE
GO FROM
WORST CASE
SCENARIO TO
BEST CASE?
WHAT
SHOULD HAVE
HAPPENED IN
THE MEETING
1 WEEK AGO

12. trust building

13. Members need to establish
relationships within the
team that creates a sense of
mutual respect, reliability
and trust.

14. TRUST BUILDING WHO ARE YOU?
A few weeks after the newies
first meeting…

15. Amy is not happy with the team - she is
hesitant to share projects with others
because she doesn’t know if she can
trust them or not. In meetings she thinks
hard before she speaks and although she
is feeling a little vulnerable in the team -
she doesn’t trust anyone enough to
share this information with. Instead she
puts on a fake smile and thinks about
how she can be the top performer in the
team.
Although it hasn’t been a long time
since she met these people, Amy is
really enjoying her team experience so
far - each individual has proven to be
dependable. The ‘check ins’ have
proven to be useful as each team
member shares what they think, see
and feel. Amy is optimistic about the
success of the team - because of the
quality of the people she is working
with.
OR
HOW CAN WE
GO FROM
WORST CASE
SCENARIO TO
BEST CASE?
TRUST BUILDING WHO ARE YOU?

16. goal
clarification

17. Members ask ‘what are we
doing’ and translate the
purpose into an end goal,
milestones and measures of
progress.

18. GOAL CLARIFICATION
WHAT ARE WE
DOING?
Operational Induction is starting and members
are expected to start work.

19. 1 Week Later…

20. Christie is getting bored with AIESEC, it’s
not clear what she is doing in the
organisation. Although the work is super
intense and she needs to send many
spam emails she doesn’t understand the
point of these. She keeps wondering
what the purpose of her leader is the
team is getting on edge - picking small
stupid fights and starting lots of gossip.
Christie is so pumped and focused for
her team - she has finally discovered a
group of people with the similar and
shared values. Although there have
been a few heated discussions,
because there’s a shared
understanding where the team is
heading - the team becomes very
solution orientated.
OR
HOW CAN WE
GO FROM
WORST CASE
SCENARIO TO
BEST CASE?
GOAL CLARIFICATION
WHAT ARE WE
DOING?

21. commitment

22. Members make a genuine
commitment to achieve the
organisation’s goals as they
settle down to work.

23. COMMITMENT
HOW WILL WE
DO IT?
Operational Induction is in full swing and each team
member has lots of work.

24. 1 Week Later…

25. Jack has so many things to do, his team
leader doesn’t understand he has studies,
family commitments. Although he knows
deep down inside he does have the time
for AIESEC, he just doesn’t feel this sense
of responsibility for the organisation. But if
his team leader asks him to do something
- he’ll do it, because that’s his job right?
Anyways - Jack doesn’t really understand
what this team is doing - he’s feeling quite
pessimistic about it all.
Wow, it seems like things are just
happening. Jack is not only clear about
what he is responsible for, he
understands what every person in the
team is doing to achieve the team’s
goals. Things are starting to settle into
normal and Jack is very happy as he is
able to focus on his work and know
that it’s actually doing something for
the world.
OR
HOW CAN WE
GO FROM
WORST CASE
SCENARIO TO
BEST CASE?
COMMITMENT
HOW WILL WE
DO IT?

26. implementation

27. With more intense
workload member’s
concern is ‘who does what,
where and when?’.

28. IMPLEMENTATION WHO DOES WHAT,
WHEN AND WHERE?
Induction is closed and oGCDP is full within
promotions and raising.

29. 1 Week Later…

30. It’s team meeting time and no-one has
completed any of their priorities, people
keep saying ‘I didn’t know this was my
responsibility’, ‘I thought he was doing it’.
Its really annoying because it seems like
the team is having the same conversation
every week.
It team meeting time and it’s probably
one of the most efficient meetings so
far. The team leader brought up a new
innovation for the team and it was
immediately put into a simple process
and allocated smoothly. The feeling in
the team is that everything is under
control and on track.
OR
HOW CAN WE
GO FROM
WORST CASE
SCENARIO TO
BEST CASE?
IMPLEMENTATION WHO DOES WHAT,
WHEN AND WHERE?

31. high performance

32. Ease of team interactions
allows effective responses
to changing conditions and
extraordinary results that
produce a sense of WOW!

33. HIGH PERFORMANCE WOW!
It’s matching time!

34. The whole month was about matching,
every. single. day. Meetings were short
and cold “how any matches did you get
this week?” is all that people want to
know. It’s getting to be too much. There’s
this constant pressure to keep doing
better and better, which is fine, but where
is the limit? We are students right? We do
have a life outside of AIESEC? Is AIESEC
really meant to take over my life??
Wow! The past month has just been…
amazing. Ideas just flowed, but it
wasn’t just talked - we actually made it
happen! Now I really understand the
meaning of working as one. The rest of
the LC is admiring us and asking what
makes our team work so well and
achieve all our results - it’s truly an
amazing feeling. I will never forget this
team experience.
OR
HOW CAN WE
GO FROM
WORST CASE
SCENARIO TO
BEST CASE?
HIGH PERFORMANCE WOW!

35. let’s plot it out

38. Where am I in the team development model?

39. What are my immediate action steps to get to the next
stage?

40. Make your team and operations timeline
MONTH JUL AUG SEP OCT NOV DEC
OPERATIONS EG. RA FOR
OGCDP
MA FOR
OGCDP
RE FOR
OGCDP
TEAM
- PURPOSE
CREATION
- GET TO
KNOW
- TEAM
RULES

41. What are the responsibilities I have
as a TLP?

42. TEAM MINIMUMS
1
2
Reflection
3 5 7
6
Team
Plan
JD
4
Training
Tracking & Coaching
Evaluation

43. Team Leader Program:
A Team Leader Programme (TLP) experience is an opportunity
for a young person to develop entrepreneurial and responsible
leadership through leading and guiding others in their work
and experience at a local, national, regional or global level.
Value Proposition
• A practical team leader or executive leadership body
experience
• Personal and professional development
• Practical hard and soft skills development
• Activities which develop an entrepreneurial and responsible
attitude towards being a better leader

44. What is my role as a Team Leader?

45. TEAM
STANDARDS
TEAM
The team is one of the more common
aspects of the AIESEC experience
that people don’t recognise as
powerful or something to be tracked
key elements of the team include:
• 3 members for more than 2 months
• team identity
• team purpose/ambition
• team values
key activities of the team include:
• team meeting (weekly)
• monthly review (monthly)
• team days (quarterly)
• quarterly review
• planning/re-planning
• team building
• team building (on demand)

46. TEAM
STANDARDS
PLAN
the plan provides direction for the
team and individual experience
and ensures the implementation
of the team ambition and
purpose.
key elements of the plan include:
• members feel ownership of
goals and strategies
• individual action plan
(synergies)
• clear goals and deadlines
key activities of the plan include:
• planning/ re-planning
(semester)
• quarter review (quarterly)

47. TEAM
STANDARDS
JOB DESCRIPTION
the JD demonstrates the
individual contribution of each
team member. it allows one to
connect with the team purpose
and implement the team plan.
key elements of the jd include:
• role and responsibilities
• duration
• mos
• competencies
• required
• development
key activities of the JD include:
• quarter review (quarterly)

48. TEAM
STANDARDS
TRAINING
training is the next key step in
the process to ensure that the
people of our organisation can
fulfil their jd. it’s important to
remember that people learn from
doing.
key elements of the jd include:
• educational cycle
• knowledge (organisational
and functional skills)
• attitude
• based on jd
key activities of the jd include:
• transition (start of term)
• planning (each semester)
• conference
• outsource!

49. TEAM
STANDARDS
TRACKING AND COACHING
tracking and coaching can be spilt
into two elements. tracking is about
ensuring implementation. coaching is
about ensuring improvement of the
individual’s ability to fulfil their jd.
key elements of tracking include:
• based on the plan (goals)
• based on the jd
key activities of tracking include:
• team meeting (weekly)
• general points (needs of all the
team)
• individual meeting (weekly)
• done/not done
• clear priorities for not done
• virtual channels
• adapt to the person

50. TEAM
STANDARDS
COACHING
tracking and coaching can be spilt
into two elements. coaching is about
ensuring improvement of the
individual’s ability to fulfil their jd.
key elements of coaching include:
• based on the plan (goals)
• based on the JD (MOS)
• focus on performance
• connect development with
performance
• topics: professional, team,
personal
key activities of coaching include:
• team meeting (quarterly)
• consider having externals
• individual meeting (monthly)
• clear next steps
CURRENT GAP FUTURE

51. TEAM
STANDARDS
EVALUATION & REFLECTION
Evaluation and Reflection enables
individuals to experience the inner journey
of leadership as supported by the team
experience/team leader. evaluation enables
learning from doing and reflection should
include value generation and reinvention.
key elements of coaching include:
• performance and organisational
contribution to mos
• development of competencies
key activities of coaching include:
• tracking
• individual meeting (monthly)
• feedback
• coaching meeting (monthly)
• team days (quarterly)
• rewards and recognition (monthly)