The ultimate lcp wisdom book

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself.
Therefore all progress depends on the unreasonable man. (George Bernard Shaw)
EuroCo 2011
17 th
- 23 rd
October
Czech RepublicPrague
The Ultimate 2015
LCPs Wisdom Book
LL
for LCPs by LCPs

The Ultimate 2015 - LCPs Wisdom book!
Table of Content
Dear reader (word from the PAI) Page3
Thoughts from the Facis Page4
Chapter 1. The Era of 2015 Page6
Chapter 2. Engagement with AIESEC Page10
Chapter 3. Global Internship Program ICX Page13
Chapter 4. Global Internship Program OGX Page18
Chapter 5. Global Community Development Program ICX Page24
Chapter 6. Global Community Development Program OGX Page30
Chapter 7. Team Member Program Page35
Chapter 8. Team Leader Program Page38
Chapter 9. Life long Connection Page40
Chapter 10. Being a CEO Page45
Chapter 11. Being a LEADER Page53
Chapter 12. What’s in it for me? Page59
Chapter 13. Connecting the dots Page63

The Ultimate 2015 - LCPs Wisdom book! PAGE3
It's with big pleasure and excitement
I'm writing to you.
We are living in a quite interesting
time today. There are continuing
concerns about climate change,
conflicts resolution, raising
p o p u l a t i o n , o v e r w h e l m i n g
information economic recovery and
many more.
The time when our community needs
different kind of leadership,
leadership that can unite and engage,
lead through uncertainty, be flexible,
leadership where in the core are
values and ethics.
I believe AIESEC can and it should
be the most powerful organization in
the world for providing platform to
develop those leaders. And this what
AIESEC 2015 is about.
We are the first generation to start a
new journey the way we start will
lead others for next 4 years of
implementation.
So let's get a bit more crazy as
AIESEC and think how can we
become Global youth voice, First
choice partner and how can we
generate more positive impact on
society.
In this book you will find thoughts of
young leaders from more then 40
countries reflecting on:
❖ The 2015 Era
❖ Engagement with AIESEC
❖ Global Internship Program ICX
❖ Global Internship Program OGX
❖ Global Community Development
Program ICX
❖ Global Community Development
Program OGX
❖ Team Member Program
❖ Team Leader Program
❖ Life Long Connection
❖ Being the CEO
❖ Being the LEADER
❖ What’s in it for me?
❖ Connecting the dots
I hope this masterpiece will guide
many generations of AIESECers
towards our ambition.
Thank you AIESECly,
Tetiana Mykhailiyuk
President 11-12 of AIESEC
International
Dear reader,

MY FEELING ON SOCIAL
ENTERPRISE CONCEPT
In the past years I had the feeling
that AIESEC was a static
organization and I was surprised to
see so many young students, so
m a n y i d e a s b u t s o f e w
“movements” connected with the
market outside.
Now, with the concept of AIESEC
as a Social Enterprise, I really feel
we can develop the organization
while maintaining its own core
value: the perfect mix between
Essence and Progress, AIESEC
Way and BHAG. This can ensure
our relevance and clear value
proposition in the market tackling
the triple bottom-line of an
organization: People(TM) - Planet
(Impact- key program growth) -
Profit.
What is better then an organization
self sustainable through its core
activities which is achieving an huge
impact engaging people?
I simply feel proud to be part of
such an important step for AIESEC
in the world.
The concept of social enterprise is
not about enterprising AIESEC.
But it sets AIESEC free from a lot
of restrictions we set for ourselves,
bringing ice-breaking opportunities
to achieve a much bigger impact in
the world. I am excited for the new
possibilities opened up because of
this positioning.
I believe it will bring mindset
change. AIESEC needs generations
as entrepreneurs who see problems
as opportunities and bring
innovative solution, creates the
needs instead of only follow the
needs, creates story that everyone
wants to spread.
I believe it will bring close
connection between social impact
and organization sustainability. Our
desired impact among global youth
requires sufficient financial
resources to support. Instead of
aiming for profits, we create and
capitalize financial resources to lead
change.
I believe with all the new practices,
it will empower a group of
determined and brave young
leaders, who are going to lead the
change in the society in near future.
They are the best result of our
organization.
I believe that AIESEC is ready to
get there."
Considering the goals and vision
our organization has, it’s important
that we start to see ourselves as an
important player in our cities and
regions, instead of another student
club. The concept of a social
enterprise helps us clearer
understand why we exist and the
kind of impact we are making. It’s
about seeing ourselves as an
organization that is answering the
needs of the market, creating value
for our customers and doing this in
a sustainable matter. This can
transform the entire organization
and make us more relevant, because
we Feel and Act more relevant.
Thoughts from the Facis
ON THE CONCEPT OF SOCIAL ENTERPRISE
Chiara Pizzol - MCP AIESEC Italy Maggie Jing Ma - MCP AIESEC China
Kira Anttila - MCP AIESEC Finland

The same as caterpillar gets into
cocoon to transform itself into a
butterfly, AIESEC constantly
searches for concepts which can
enable its transformation, evolution
towards what we want to become.
This time we created our AIESEC
cocoon out of the Social Enterprise
concept and, as I think, it’s amazing
how much it gets aligned with
evolution of the world’s business
society. Becoming relevant and
sustainable by doing what we truly
enjoy, love and able of doing – this
is all it is about.
The idea of social enterprise is one
that represents a true turning point
for AIESEC as a whole. Not only is
it a change in our operations, this
concept represents an evolution in
the way that we think about our
organization and our local
committees. Taking into account all
the possibilities that have now
become feasible and presented
themselves to us; if capitalized on,
this notion could really be the
catalyst that AIESEC has always
needed. By focusing on our core
products, further enhancing and
adapting them to the needs of our
markets, we can consequently
generate endless ripples of impact
as we continue to strive towards our
vision. As CEOs you have the
power to make that decision, to
make that shift; the choice to not
just change the world but to evolve
the world and make a lasting
i m p a c t o n o u r s e l v e s , o u r
communities and our entities.
The concept of AIESEC as a social
enterprise sounds complicated at
first, but the end of the day is
actually very simple. It is basically
about managing the organization
like a company, in the way
operations are run, but keeping
social impact and financial
sustainability as equally important
bottom-lines.
In the beginning of the conference
premeeting we were sitting together
to share our thoughts about „Social
Entreprise“ as concept for EuroCo.
After some time we reached one of
these wow-moments when you
realize that something great which
can have impact you can’t even fully
grasp yet, will happen. The impact
of around 1100 Local Chapters run
like social enterprises is one of these
things. And I know that in several
years, when we can see what this
new perspective unleashed, and I’m
sharing my experience with current
members I will proudly tell them:
„Imagine, back then, when we
started discussing the concept of
AIESEC as social enterprise and
the impact this could have... I was
there. I was part of it.
The ideea is as simple and ans
powerfull as that. We want to have
an impact and at the same time we
wnat to do it for the next 100
generations. How can we if we do
not manage to shape our activities
and directions to be both impactfull
and financialy sutenable.
This is th ideea and the concept for
AIESEC’s future. An organization
that atsnds out for the kind of
contribution that it has on society
and the kind of operations that ir
uns each and every day.
AIESEC as a Social Enterpise to be
the right next step forward.
Anya Dvornikova, Russia, CEE Coordinator
Enas Siam - MCP AIESEC Egypt
Rogerio Quaresma - MCP AIESEC Brazil
Birgit Haberi- MCP AIESEC Switzerland
Michael Omescu - MCP AIESEC Romania

It has started. And you are the one,
who is doing it as an LCP! The
direction of our organization has
changed and we must also. The focus
during EuroCo 2011 was the concept
of being a CEO of a Social
Enterprise. This means focusing on
the three key bottom lines to take our
organization from goof to great;
people, planet and profit.
This is the concept of a social
enterprise. The main reason of SE
existence is to create a balance
between positive impact and
generating profits through its
activities.
LCP of AIESEC in Strasbourg in
France (Clemont Espuche) actually
always considered his LC as a social
enterprise. As a founding member of
AIESEC Strasbourg, he considered
himself some kind of entrepreneur,
starting from scratch the LC in
Strasbourg and creating something
new that did not exist before. At the
age of 23, he could manage a team,
manage an entire entity, making
meaningful decisions and steering the
team for him and his members.
Think about what’s story of
your company?
Think why you should do something,
what makes your story approachable?
„Keep it real and authentic and open, what
is your experience? What I’ve realized is that
it’s best to speak from the heart and really let
others know, what I have learned from
AIESEC and being an LCP is so
important. I have changed a lot of things
about myself, but also I know now, that in
order to grow and develop, we need to have a
lot of innovative solutions.“
Mari Sarapuu, LC Tallinn, AIESEC
Estonia.
We are often saying that we should
think outside of the box, but why?
„believe there is no box“. - Khadija
Rejdy (Kady) LC AIESEC VUB
Belgium. Sometimes it is very hard
to realize that the things we did
before are not relevant and need
change, but in order to achieve our
AIESEC 2015 goals we need to shift
our mindset and you as an LCP have
that obligation to take it forward in
your LC.
Why not? question
Being a LCP is like being a CEO of a
social enterprise. If you don’t have
any ideas to start with, there is an
excellent tool I want to introduce to
you: the “WHY NOT” question.
Howard Schultz, the former CEO of
Starbucks, one of the most famous
coffee shops in the world, created the
great concept by simply connecting 2
elements together with a “WHY
NOT”. “Why don`t we take the quality
coffee bean tradition of Starbucks and merge
it with the charm and romance of the
European coffeehouse?”
Ask yourself
“WHY NOT” and ask your EBs as
well. And you will get amazed by how
powerful the question it is and how
magical that it is to impact the world
in a better way.
“The hardest part, I think, is to start, to
find and manage the first steps.”
Azerbaijan, LC Baku, Zarangiz
Huseynova
What is success for social
enterprises?
For conventional businesses and
entrepreneurs, success means cash or
growth. Many entrepreneurs may talk
about revolutionizing the personal
computer, realizing their dreams or
being the best at customer service but
ultimately, more than anything else,
they have to meet their "bottom line."
Money is their measure of success.
Social enterprises have to meet a
financial bottom line too. But success
means much more than that to a
social enterprise. In a quiet moment
when you think about what success
Chapter 1. The Era of 2015

means for your social enterprise, what
do you see, feel or think about?
You're very likely to think of the
p e o p l e yo u w i l l s e r ve, t h e
environment being improved,
changes in communities or the world
being better in some way - with you
and your organization enjoying it all
along the way.
Explore your market!
„One of the key things I will always
remember of this conference is that the best
way for you to be effective is simply know
your market. If it can sound boring at first,
it is essential, it’s the basis. I believe I should
have worked on that at the very beginning of
my term instead of implementing random
communication campaigns (segmentation of
students) and not being aware of the richness
of the region where I was (most
international region in France).
Delaying the segmentation won’t bring you
results, being unorganized either. Choose
someone who knows about market
segmentation and start going to companie
meetings right away!“-
Clemont Espuche, LC Strasbourgh,
AIESEC France
Differences in company, NGO
and social enterprise.
Principle of the Golden Circle
“The first time I saw golden circle was at
international conference EuroXpro. A short
video can show you how blind you were
before: I realized the simply things are in
front of us.” Just open the eyes and see
them!
Katarina javorcikova; LC Nitra;
AIESEC Slovakia.
It has three main components: Why?
How? And What?
Take a minute and have a look at this
video http://www.youtube.com/
watch?v=OVnN4S52F3k.
Now go ahead and do the exercise for
yourself!
The WHY: AIESEC Way & BHAG
The WHAT: The three wheels
T
The HOW: AIESEC Experience
The refreshed AIESEC Experience is
more flexible because it gives you the
opportunity to choose your way to be
the next leader.
In the year 2015, AIESEC is
unreasonable as ever and it achieved
more than it strived for. (Make sure
that it will happen :D) Being
innovative, funky and unreasonable
has developed LCP’s towards social
entrepreneurs. LCP’s were (are and
will always be) the drivers of change
towards the achievement of the
ambition 2015.
Dear member of AIESEC; where
you will be in 2015? How will
AIESEC be? What did YOU do for
it?
Business enterprise NGO Social Enterprise
Reason for creating is
creating profit for the
shareholders
May also have people and
impact as a focus, but
traditionally they don`t
Reason for existing is
having an impact (people
and planet)
They generate revenue
from grants and other
sponsorships
They do not generate
profit through their
activities
Main reason of existence
is to create balance
between positive impact
and generating profit
through its activity.

Moving forward from 2010 to
2015
Our BHAG: Engage and develop
every young person in the world.
A Big Hairy Audacious Goal (BHAG)
is designed to radically shake things
up and develop the network.
General information:
In 2010 we wanted our impact to be
much more and to be greater.
During IC in 2010 it was recognized
that there was a demand for a radical
change in the network. Member
committees from around the world
came together and agreed that a
switch in mindset needed to happen.
We started to learn more about our
place and understand our role in the
world. A force to be recognized by
making an impact across the world.
To engage and develop every young
person in the world in 5 years would
seem an impossible task, but to
change the world you must become
unreasonable.
Every week 1000 of leadership
experiences are started, an exchange
is realized in every 10 minutes, and a
person is starting a new team
member experience in every 4
minutes.
„Imagine how AIESECers feel like and the
proudness they carry, also on behalf of all
the generations before them.”
Kira Antila, MCP of AIESEC in
Finland 11-12
“After what was quite literally
days and days of discussion under
the hot Indian sun the biggest,
hairiest and most audacious goal
surfaced from midst Engage and
develop every young person in the
world. The stage was set and the
statement was announced to the
global plenary. A sharp intake of
breath followed, minds exploded,
the earth temporarily stood still,
causing 6 dogs to bark and a man to fall off
his chair. The whole of the AIESEC
plenary celebrated in an uproar of relief,
confusion, excitement and goosebumps all
tied into one.“
Unknown quote
As a result the statements were taken
and spread round the globe, so that
everyone in the AIESEC network
heard and were made aware of the
vision AIESEC has for the
organization.
Our BHAG is more than just
achieving goals, its the purpose and
core value of our organization and
why we do what we do. AIESEC
2015 is tool for us to achieve that
BHAG.
„First question moved the to thought that by
running local entity I can feel yourself as
entrepreneur who starts own business and it's
really exciting to be kind of CEO at my
young age. And the second one make me feel
that everything that I will do in my term is
contribution to exciting 2015 vision. I
realized that 2015 will definitively can come
only from local level and my role is the
most valuable in global network.
My term came after one with huge growth in
my country in results. But to be honest
growth was painful and not that sustainable
as I wanted. It was expected 2015
transformation and new growth. I was
confused by everything of it and I didn't
know what to do with that limited resources
we had. And two things helped me: my
financial background and VP TM term last
year.“ –
Olga, LC Moscow, AIESEC Russia
Always compare AIESEC with
other Social Enterprises
Most of our decisions and opinions
are based on our experience. But
unfortunately 80% of these
experiences are actually our
assumptions.
„Once I had to decide to fire a member, I
arranged an EB meeting and we started to
share what we think about this member. It
turns out that the member was actually
proactive and friendly. I made my
assumption based on his out- looking and
behavior the first time we met. I am not
objective enough.“
Myles, LCP from Mainland of
China

W h e n w e t h i n k a b o u t o u r
organization’s future, we are not
objective enough as well. We always
assume that “We are not capable of
this”, “This is not going to work”,
“It’s impossible to control the human
resource this well”. Don’t blind
yourself with your assumptions. Take
a step backward. Try to look for
something new and fresh.
It will deﬁnitely help if you start to
compare AIESEC with other social
enterprises on the world like
ZAPPOS (http://www.zappos.com/)
and KIVA (http://www.kiva.org/).
So next time think about those
“miracles” happened in other social
enterprise instead of stopping
yourself and you will ﬁnd we still
have a long way to go.
As we are starting this book we don’t
know the organization you are living
in, but the one we envisioned would
be like this“in 2015 AIESEC is
making more societal impact than it
has ever before, and four times as
much as the end of 2010. AIESEC
has build several generations of
entrepreneurial and responsible
leaders who are making even more
impact after AIESEC.
AIESEC 2015 is awesome and it’s
important to know that together we
can tell a powerful story.
Where will I be in 2015?
“As AIESEC will be really well known in
2015, I will get easily a good job and giving
trainings to Aiesecers as proud alumni of
this impact making organization.”
Irina Giorno, LCP of AIESEC
Fribourg 2011/2012, Switzerland.
“I’ll be in a hot country doing my
exchange!”
Khadija Rejdy (Kady) LCP of
AIESEC VUB 2011/2012, Belgium.
“I hope in 2015 my LC will be dealing
well with 1000 leaders, 3000 members and
more than 3000 exchange experience
realized a year as any entity in big city
around the world. And I will be on
internship somewhere in Egypt or in AI
team”.
Olga, LCP 11-12 AIESEC Moscow,
Russia.
“I will be far away from my country and
probably already away from AIESEC. But
I would love to have an invitation for the
international congress where I will see the
result of what we were striving for in 2011.
Now here. I think that the LC I am now
driving will be providing a lot of quality
experiences so that all the people who get in
touch with AIESEC in St Petersburg
Russians and not Russians are really
fascinated by the organization. I will try to
support the organization however much
possible and will be proud to tell the people
that I am AIESEC alumni.”
Alisa Taiturova, LCP SPUEF,
AIESEC Russia 2011/2012.
“The year 2015 will be absolutely special,
wherever I might be. I know I have
contributed a lot in achieving the 2015
goals and making a difference. Today, at this
moment at EuroCo 2011 I know that I will
be in AIESEC for many years more, because
I love the things we are doing. Hopefully I
can continue my career in AIESEC. At
2015 most probably I will be on an
internship or who knows, might be even still
active in AIESEC.”
Mari Sarapuu, LCP Tallinn,
AIESEC Estonia 2011/2012
Where will you be, when 2015 is
achieved?
Contribution by:
Mari Sarapuu, LC Tallinn, Estonia
Katarzyna Koziel, LC Lublin, Poland
Isljami Ines, LC Subotica, Serbia
Gabriella Pimpao, LC BCE, Hungary
Irina Giorno, LC Fribourg, Switzerland
Ognen Sarakinov, LC Wuerzburg, Germany
Katarina Javorcikova, LC Nitra, Slovakia
Nils Reimers, LC Darmstadt, Germany
Alec Smith, LC Leeds, UK
Elena Shevciuc, LC Balti, Moldova
Mihaela Iurascu, LC Chisinau, Moldova
Myles Ieong, LC Nanjing, Mainland of China
Olga Ivanova, LC Moscow, Russia
Antonio Jesus Maldonado Perez, LC Granada,
Spain
Khadija Rejdy (Kady), LC VUB, Belgium
Tomas Lindqvist, LC Uppsala, Sweden
Huseynova Zarangiz LC Baku, Azerbaijan

Introduction to Engagement
with AIESEC
“Engagement with AIESEC is the
first and simplest way to have an
impact on people by showing them
their opportunities, by just telling
them, that AIESEC exists.“ Misha
AI
AIESEC is a member driven
organization, members are our base.
We need engaged and passionate
people to reach our goals and to take
the organization and ourselves
further. To reach those goals, we need
to make sure that members
understand our organization and
values, that they know which
opportunities are available to them,
and that we understand what they
want out of AIESEC. “Engagement
with AIESEC“ is the time to clarify
our mission; give the Why, How and
What of our organization.
It is the time to inform individuals of
our values so that those who can
identify themselves with us can
become the next leaders of our
organization. This phase is about
extending our organization culture
beyond the members of our
organization.
The success of an LC is depends on
the culture shared among its
members. The EwA Phase is the most
important phase in creating this
culture since it involves recruiting and
introducing new members to
AIESEC. The things that attract
them to AIESEC, transmitted
through the EwA Phase, will set up
their motivation in the organization
for the rest of their AIESEC careers.
Developing the EwA Phase:
At the moment there are no clear
Engagement with AIESEC activities,
but our organization is united in our
goal to “Engage and develop every
young person in the world”.
The purpose is to offer opportunities
for individuals to engage with our
organization without having to
become a member. We should not be
afraid to try out the new things
because it is here that we will
differentiate ourselves in the market
through our innovation:
“To have what you have never had,
you must do what you have never
done”
Explaining the Why, How and
What of AIESEC
Before you can start telling others
about AIESEC you have to reflect on
your own situation and experiences.
Which things can we, as LCP’s, say
and communicate to actually get the
whole AIESEC ‘thing’ across. We
attached a question to each of the
three circles of the why, how and
what, to help you get started. You first
need to answer the following
questions for yourself to create your
personal story that you will be telling
others. So. this sub-chapter will help
you find out your own story. The
book ‘Believe Me’ by Michael
Margolis could greatly help you in
knowing how to tell it.
Why ?
What do I deeply value and believe in
in AIESEC? Personal perspectives.
“Serving people something of value is
really what mak es AIESEC
something great. Through our core
business of providing exchanges we
are able to make other people grow
as people”. Max from Amsterdam.
“Acquiring professional and social
skills”. Max from Amsterdam.
“Discover things about yourself.
AIESEC is a platform to develop
yourself because of the experiences
your are exposed to.”
“I deeply believe that being a leader
has to be learnt and practiced and
that AIESEC is the best way to do it.”
By Sara from Paris.
“Get to know people from other
cultures” By Melissa from Nijmegen.
“I believe that AIESEC is a great
platform for development through
action. It teaches the value of doing
and helps create the next generation
of people that want and CAN make a
positive change in society”. By Tom
from Uppsale.
“AIESEC helps me to be the person I
want to be, the person I am. The
person I discover to be”. Beautiful
words by Khadija from Belgium.
“To provide a tool to connect like
minded people with interest in
learning throughout life and
Chapter 2. Engagement with AIESEC

e x p e r i e n c e b e y o n d u s u a l
expectations”. By Isis from
Barcelona.
How?
How does my behavior as LCP show
that?
Experiencing instead of being told
what it is/should be. By Isis from
Barcelona.
Taking initiatives and trying even
though one doesn't have a deep
knowledge of the field one works on.
Sarah from Paris.
I facilitate progress. I don’t have any
business education and my life
experiences are still quite limited.
This makes it difficult for me to
always ‘lead’ in the strongest sense of
the word. However, I like to get
people together to discuss the future
of our processes and way of work. By
doing this we together create a plan
of action. I do not like to tell others
what to do, I like to facilitate drafting
the next phases. This way of working
has been appreciated a lot by my EB
members. Lets call it facilitative
leadership. Lets hit it!
What drives my decisions are the
challenge. When I have to something,
I look for what is most difficult. I’m
doing things that I know I am not
good it. This drives my personal
growth and development. This is the
reason why I run for LCP and not
MC. For me, the self development is
my members is top priority. Olga
from Athens
What?
Which concrete experiences can we
use to tell our story? Personal
experiences.
Stories, analyses of companies in
media like “XT company revenues
grew, XY company successfully
expanded to different country”.
Indirectly promote AIESEC at work.
By Misha from AI.
Eating, partying with people from
abroad. Melissa from Nijmegen.
When I joined AIESEC I was
corporate-oriented (developing
myself, networking) After 5 years the
social side of AIESEC has rubbed on
me, and I will be taking it with me
when I leave the organization.
Today I can say “Im the CEO of a
social enterprise”. Being Spanish,
meeting 2 Canadians and 1 Greek in
a workshop in Kenya, and 2 months
later find ourselves in the same
situation in Prague.
Had a life changing experience at
MENA conference in Egypt, right
after the Arab Spring. The
connecting factor of being at
AIESEC has made it possible to
connect and interact and to make
friends all over the world. The
conference itself was 1 great shot of
commitment, energy, enthusiasm and
spirit. What is most important that
you need to learn how to deal with
things rather than to have an answer
ready for all questions?
Reference - book suggestions: Believe
Me - Michael Margolis.
Understanding Engagement
with AIESEC
The EwA phase is the most crucial
stages for an LC to interact with
potential members and to create the
incentive to join AIESEC. It gives
young people the opportunity to get
in touch with AIESEC in different
ways and raises awareness of our
organization, irrespective of whether
he or she will join. We have observed
two general methods an individual
can Engage with AIESEC:
❖ Passive Engagement
❖ Active Engagement
Passive Engagement:
It happens when young people learn
about AIESEC during recruitment
periods, such as:
❖ Learning from friends
❖ Using promotional materials
❖ Attending informational sessions
This phase is mainly to create
awareness of AIESEC rather than
having a positive impact on young
people or challenge their views. This
type of engagement can be seen as
Marketing or Awareness. Passive
engagement is merely to provide
information for individuals to be
aware of AIESEC.
Active Engagement
It is when students have been given
the opportunity to participate in
AIESEC activities to make a direct or
indirect impact on themselves and/or
others. These events should provide
opportunities for members to get an
understanding of AIESEC through
an active experience. Some examples
of active engagement would be:
❖ Developing Leaders Day: 1-day
event, run with AIESEC and a
corporate sponsor that delivers
sessions such as leadership, sales
and team management to
university students and includes an
introduction to AIESEC. LC
Bristol (LCP – Tom Murphy,
Bristol@aiesec.co.uk)

❖ Open Train the Trainers Event: A
TtT open to externals to develop
presentation and facilitation skills
in youth. People are asked to apply
for AIESEC at the end of the
eve n t . LC Ye reva n ( LC P,
A r m a n K h a c h a t r y a n ,
arman.khachatryan@aiesec.net)
But it can be much more than that.
No matter what the activity involves it
should try to develop a member or
challenge their view of the world.
Active engagement should include
having members sign up on
myaiesec.net to ensure they can
partake in future activities with
AIESEC as well.
Engagement with AIESEC on
myaiesec.net - A clear advantage of
the new myaiesec.net is the fact that if
offers a platform for us to extensively
engage individuals on our internal
platform even if they are not a
member. Any individual can apply to
b e c o m e a m e m b e r o n t h e
Engagement with AIESEC phase
from the website but must be
approved by the Executive Board
before they have access to the website.
When a user is approved on the
website, the LC will have information
about their personal profile
showcasing their:
❖ Personal Information
❖ Contact Details
❖ Academic Info
❖ Professional Info
❖ Backgrounds
❖ Skills
❖ Languages
❖ Interests
The LC can use this information to
better understand its local market
and understand the type of
individuals interested in AIESEC.
Thus the more individuals signed up
online, the more a LC will
understand about its local market.
Furthermore once a member has
access to the Engagement with
AIESEC stage they will gain access to
the following benefits:
❖ Information about AIESEC’s
Realities
❖ Available ELD Opportunities
❖ Upcoming local events and
conferences
These benefits are as follows:
❖ Information about AIESEC’s
Realities
Summary - a better understanding of
AIESEC’s reality by engaging in
conversations, reading AIESEC
material and having access to news
from the local, national, and
international level.
❖ Available ELD Opportunities:
Summary: Users are able to see the
available positions in the Team
Member Program, Team Leader
Program, Global Community
Development Program, and Global
Internship Program.
❖ Events:
Summary: Users can view available
events at the LC if a LC adds viewing
rights for EWA members. This can be
local conference available to non-
AIESEC members, training sessions,
networking events, etc.
Conclusion
As a LCP your LC is indeed YOUR
LC. You’re the one who will be
working (and worrying) the most in it,
so make sure that you create a culture
in which you feel good to work.
In many LCs EwA is the most
important phase to create this culture.
Often we start our term with a low
number of members from the last
year and therefore the first major task
is to recruit new members. This can
be done in many different ways.
What we see the most important in
this process, is to select the right
people – even if this means that you
recruit less. If you empathize this on
your recruitment and strictly accept
only those people who are honestly
interested in AIESEC, you will
already solve most of your future
issues.
Well, that’s easier said than done.
Some members might look very
passive in the beginning, but in time
when they can see the true value of
AIESEC they start to truly commit to
it. So how can I select the right
people? You don’t really know. You
will just experience it. Luckily there is
something that might help you:
In all your advertisement, make sure
that you are promoting those values
you (and hopefully your EB) believe
in. If you present your values clearly,
you will attract people who can
connect with them.
Be honest. Tell them that we are not
able to run a half year party project
and travel to every AIESEC country
during the year. Tell them those
things, which you valuate in AIESEC
and why you feel they are important.
Show them your excitement!
Contribution by:
Arya Sajedi – AIESEC McGill - Canada
Britta Brauer – AIESEC Strathclyde – UK
Nara Aroyan – AIESEC RAU – Armenia

This chapter is about why having
GIP ICX is extremely valuable both
for your LC and for the entire
network. It also refers to the new
concept of AIESEC being a social
enterprise with special regard to the
triple bottom line.
In order to show you the value for
your LC, we want to refer to the
triple bottom line.
People
people (member) development. In
order to handle the process of ICX
GIP members are developing the
crucial skills (soft and hard) and
competencies. Amount them are:
t e l e m a r k e t i n g , s a l e s , a u t o
presentation, planning, goals and
results orientation, communication
(personal, group and multicultural),
etc.
Planet
A young individual is given the
chance to live an extremely relevant
experience both for its personal and
professional development. Moreover
it creates value for your LC and the
company the intern is working for.
Ex. from Poland – for the first time
ever the local educational institutions
could host intern from China. The
result was that the awareness of the
China and its culture increased. This
was the realization of the BHAG of
the organization, when the youngest
people could be engaged into
AIESEC.
Profit
The GIP ICX program is extremely
financially sustainable. Because of the
high value of this program you can
claim a lot of money from the
company. If you do your job right
this company will take interns again
and again which will bring you a lot
of money.
The value for the network
People talk. If the company is
satisfied and the intern is satisfied
they will automatically promote
AIESEC amongst their colleagues.
This means that more people will
apply for the GIP program and more
companies will demand interns from
AIESEC, which will help us
becoming the first choice partner for
global internships both for the
student and for the company sector.
S y n e r g y w i t h t h e o t h e r
Functional areas:
Doing it alone is boring; always make
sure you have at least one other
person to make the job easier ;).
W e l c o m e t o s y n e r g y a n d
understanding how exchange support
can play a dramatic role in the GIP
ICX program.
External Relations:
❖ Events: To bring corporate
together in a networking/youth
interaction forum.
This embraces a product opportunity
to be sold, which can contribute to
the youth’s professional development,
whilst at the same time generate a
profit for your LC. Start by inviting
corporate to deliver sessions on
leadership and entrepreneurship,
which not only attracts students, but
also creates more market value for
companies. Hence, it becomes a win-
win situation for enterprises who wish
to access youth, and the youth who
want to interact with large
corporates.
❖ Multi-dimensional partnerships:
Selling internship program along
with more benefits (publicity,
database of students etc) at a cost-
effective price. This is a good way
to enter a hostile GIP market!
GCP: India- Youth to Business Forum
across all LCs, LC Varna in Bulgaria
Finance:
AIESEC is not a money-making
organization but we do act smart and
want to be super financially
sustainable! For us, finances and
investments need to reflect in results
and returns. GIP ICX is a big
money-maker for the LC so JUST
DO IT! Finances from GIP ICX can
be re-invested in
❖ IR opportunities to boost
exchange growth, in other areas of
the LC including member rewards,
GCDP ICX (oh they are so
unsustainable!).
Chapter 3. Global Internship Program ICX

❖ If you know you have a pool of
TNs available, get the LC to invest
in a CEED opportunity or
international conference to grow
the pool of EPs. Return on
Investment would be direct boost
in numbers, great learning
opportunity for the member/ you!
Talent Management
You need people to work for you to
work for the GIP ICX department.
You cannot do it alone.
❖ If you want to boost GIP ICX
growth, recruit people specifically
with a criteria of sales and
corporate interaction. Identify the
strengths of these members and
allocate them precisely into sales,
market segmentation, follow-ups,
delivery depending on your LC
needs. So if you manage this team
well by keeping them in the right
place, you are good to go!
❖ Invest in RnR for your members
because GIP ICX can be hard and
motivation can wane. Always track
every single appointment done by
your members and make sure it is
followed faithfully. Always show
major value in the job to your
members and they will make sure
you have the results.
C o m m u n i c a t i o n s a n d
Information Management
Effective communication process
needs to be in place for the flow
across the internal and external
environment.
❖ Feedback forms and surveys,
appointment tracking tools will
help you retain your clients. But
for new clients, come up with a
new and crazy event/business idea
is the job of your VP CIM!
❖ Brand positioning can bring in
gold, so always create something to
increase your brand value. Make
sure your VP CIM and VP ER are
always in synergy because that can
make or break your GIP ICX.
How to motivate members and
the VP?
Have you ever called a company and
wanted to sell them TNs, to make
them spend money? Or have you ever
successfully uploaded a TN but could
not match it because there was no
suitable EP in the database on
myaiesec.net? Or have you ever
organized an event and no EP
showed up? No?! Then lucky you, but
in reality it happens. Especially in
your ICX department you need to
take care of the motivation of your
members or the VP. There are a
loooot of ups and downs. That is why
we would like to introduce you to the
art of motivating your GIP ICX
department with our 5 Golden rules.
You will never find time for anything.
You must make it. (Charles Burton)
As LCP you are always busy, but
remember that motivating you
member is one of your most
important tasks.
Golden rule #1: Get to know
well your ICX members and
know what motivates them.
Adapt the way of bonding to the
nationality of your members. Use the
method of TtD (Team building
through Drinking) for Germans,
spend a Marihuana-lasting day in
Amsterdam for Dutchmen or get a
chocolate-flash for Swiss.
Golden rule #2: Give a clear Job
description.
Make sure that everybody knows
what is expected in their position
within AIESEC and that it is not only
about Party and AIESEX. When you
not exactly know what you have to do
you will become a lazy ass.
Golden rule #3: Set Deadlines
and goals.
Do you recognize the feeling of
achieving a goal? Yes?! Your
members do as well. So make sure
they have a goal to fulfill and achieve
the feeling of success. For example set
targets at the beginning of the term
that they should have fulfilled in the
end.
Golden rule #4: Reward and
Recognize
Make them the king of the week,
celebrate when they raise a company
and let the whole LC know about
their successes. Their working their
ass of and doing a hard job, therefore
they need recognition. Furthermore
you should think about giving your
members an incentive to perform.
For example: reward your sellers with
a small present for every or every
second TN they raise. See it as an
investment into growth of your LC.
Golden rule #5: Show interest in
their work.
How cool would it be if the President
is showing interest by joining a
meeting. We have status, you know.
Let them know the bigger goal of
their work and make it matter.

HR Structure - Right people for
the right job!
In this country we have GIP ICX
consisting of Reception and
Matching teams. The thing is that ER
team is responsible for research,
meetings (together with ICX) GIP
ICX is responsible to accept the TN
form if it is matchable and that the
contract can be signed.
1. Education runs from coordinators
and VPs.
India. LC Delhi University
Here you can find 3 VPs GIP ICX,
so don't be surprised if you will get
lots of letters from them. Each VP
has 1 team leader who has 15
members in a team.
2. VPs responsible for re-raising 1 -
for emerging markets
After induction members attending
training with simulations by team
leader EB and LCP. And also they
have trainings from external partners
that also helping in packaging of
product. There is a strong synergy
between ER, Comm, TM and strong
tracking VP track team leader and
team leader track members. Also they
receive feedback from external
market once at month and in the end
of the work also.
The idea is - more HR capacity for
more growth. Hungary. LC BCE
We have VP GIP ICX, VP GCDP
ICX. Under the VP - 4 managers
who lead projects. Each of them has
different target groups. Each member
has different JD (communication with
current partners, re-raising partners,
searching for local government).
As you can see different cities have
different structures because of the
different realities. So just analyze,
make a decision and stop thinking
that to do GIPICX and money you
have to wait some dollars from the
heaven and start to structure your
committee, give clear JD and train
your members.
And remember - the more you give -
the more you get.
The success of GIP ICX –
Product Packaging
And now from one simple question,
one idea that can change GIP ICX:
Why do we do so much more in ICX
GCDP than GIP? Yes, it’s cheaper!
Yes, the matching process is easier
because the company is not involved!
Yes, for GCDP ICX we can invent
T N s , s p e n d m o n e y i n t h e
accommodation et voilà, a new life
that has changed! But maybe another
reason can explain the huge
difference of numbers and why CEE
countries focus a lot more on GCDP
and WENA countries are in the
process of shifting it. Imagine next
recruitment you are planning to raise
10 GCDP EPs and 10 GIP EPs. And
of course you want to match them
very fast. You go to EuroCo and you
ask to a random country of the
network “I have 10 GCDP EPs to
match in, let’s say, December”, is it
possible to send them to you?” And
the answer, if you’re lucky (and you
will be specially if you are talking to
an AP or CEE country), is going to
be: “yes, we will be running a
PROJECT and you can send me
your EPs next December”. And what
about the same question for your GIP
EPs? “ah we don’t really know, it’s
really dependent on the companies,
we can’t have a specific timeline”.
And you answer is: “ok…” (with a
very sad face of course). What if that
country could have a specific timeline
for GIP ICX as they have for GCDP,
wouldn’t you feel safer about raising
those 10 EPs?
So what do you think is the way of
having a specific timeline for GIP
ICX? Yes, a PROJECT!! Projects
normally have specific deadlines,
s p e c i fi c g o a l s, a n d s p e c i fi c
responsible. Now, using only our
brain and logical capacities (with no
complicated model for project
creation behind) let’s practice! Having
in mind our goal that is to have a
specific date of realization for our
GIP TNs, the first thing to do is to set
that date? Ok, June. What is the
average time you need to match and
realize a TN? 2 months? Great!
(Actually with a project it is going to
be less because you can set a
partnership with some country that
will supply you, but let’s keep the 2
months just in case). Thus by April
you shall have you TNs raised. This
means that we should do a thing that
we never do: GIVE A DEADLINE
TO THE COMPANY to come up
with their decision! We know that we
have companies always saying “next
month” and we know that our
members’ follow-up to companies is
not the best. Ok, so you have 3
months to contact, starting in
February. Imagine our LC is near the
sea and our city receives a lot of rich
people to spend the summer in fancy
hotels. So when February comes, you
shall have a name for the project, a
logo and a product sheet designed.
Now you just send this OCP that you
selected for this project to sell it with
his/her team. Sell it to all the hotels
in town and give them a deadline to

answer: yes or no? And this is a way
to PACKAGE YOUR PRODUCT.
Why is GIP ICX Relevant to
your LC?
As discussed in Chapter 1, AIESEC
as a social enterprise is composed of
the triple bottom line. In these terms,
our operations affect three main
groups: people, profit and planet. So,
How does GIP ICX have an impact
on this social enterprise?
Case Study
To show you more about the impact of GIP
ICX in a social enterprise, I will tell you the
story of an LC that has not raised one. Yes,
this is my own LC and the big problem is
that I haven’t realised a single TN in the last
three years. Why? The product was
packaged in the wrong way and did not offer
the right market value.
This has had a big impact on the LC within
the three pillars of the social enterprise.
❖ First I will show you the people side.
Last year, I was a member of TM but
constantly in contact with my ICX
colleagues. They told me that the fact that
the LC had not raised a TN really
demotivated them and put them under a
lot of pressure. Also, they were trained by
VPs and managers that had never raised
a TN themselves and never attended a
sales meeting so they did not get any good
training to improve their sales skills. In
the end, the absence of GIP ICX caused
the people to feel demotivated and to
stagnate in their learning and
development.
It also made it impossible for me to give the
opportunity to students from other countries
to come on a traineeship in the UK and gain
cultural awareness.
❖ Secondly, the absence of GIP ICX had a
huge impact on my LC’s profit. We did
not get any sustainable income and
because of that today my account figures
are -112pounds and I cannot reinvest
any money in the committee.
❖ Lastly, this absence of GIP ICX
disabled me to have an impact on the
planet. I have not being able to contribute
to AIESEC’s 2015 vision of developing
every young person in the world. Even
though this is just a small step it creates a
barriers to the growth of people that will
then have a positive impact on the planet.
As a conclusion, today, I have realized that
this is not acceptable and that if we want to
be a social enterprise and I want and will
change the reality of my LC.
Charlotte De Ridder, LCP AIESEC
Aston UK
C o n n e c t i o n t o a s o c i a l
enterprise
As discussed in chapter I, AIESEC as
a social enterprise follows the concept
of a Triple Bottom- line. In these
terms, our operations affect three
main groups: people, profit and
planet, balance of which results in
financial sustainability.
Talking about profit - GIP ICX
brings the money to the budget of the
LC after realizing the internship. The
size of the revenue depends on a cost
of the services of GIP ICX for the
company.
Talking about people – GIP ICX
internships can directly affect lots of
groups of people in a positive way.
Firstly, these kinds of internships
deepen the experience of the EPs.
Participants get a possibility to
explore other country, learn from the
LC of that country and get practical
knowledge from the company
including possible future career
perspectives. Secondly, the members
of the LC can learn a lot about other
country’s AIESEC experience in case
if the EP is an AIESECer himself, or
just to explore the native country of
the EP through his eyes. Thirdly,
involvement of the EP into all LC
activities can bring his knowledge to
all AIESEC stakeholders. And finally,
GIP ICX members get all the
practical skills from raising, matching
and receiving the EPs.
Talking about planet – GIP ICX
contributes to the development of
many people as mentioned above
who therefore affect everything and
everyone surrounding themselves
sharing their experience through
whole life. Just like the “butterfly
effect“ *.
Learn how to NAIL IT in the
matching process!
The supply and demand is the most
crucial point in the matching process.
If we are not taking it into
consideration, when creating our plan
and making the sales it is possible to
raise unmatchable TN. That is
costing you a lot of work to try to
match it, it will take a lot of time,
effort and energy and in the end it’s
just wasting of your recourses. One
example is that from Lithuania were
raised 5 TNs which needed native
Swedish interns. It took more than 5
moths of matching and not selling.
And in the end the TNs were deleted
from the system, because they there
unmatchable. In long term it
influenced financial unsustainability
and frustration:
❖ No selling at the time;

❖ Negative branding to the
customer;
❖ Cancelation of the contract and
returning the fee, which was loss
for the LC;
❖ Demotivation and frustration of
the people involved in the team
and some of them left AIESEC;
❖ No fulfillment of the goals;
The main reason was that there
wasn’t proper supply and demand
understanding of the Swedish
market. That’s why it is important to
make sure you have the supply of the
needed EPs before you sell the TN so
you will be sure you can match it fast.
So you are working in much smarter
and efficient way. Also the customer
relations management is very
important during the whole ICX
process. There should be clear
communication between you and the
company to make sure that your
actions are satisfying the needs of the
company and also show them how is
everything going so they are aware
that the process is going towards and
the investments pays back.
Understanding global supply
and demands
“We have so many companies in our region
but cannot raise TNs there because of the
lack of fitting EPs”
Every LCP knows that sentence. The
only instant overview about AIESECs
TN and EP supply is our huge
platform myaiesec.net. Every LCP
and VP is using it to monitor as basis
for a raising campaign. But the
system is only displaying realized
cases on the local level. Think about
the enormous amount of TN or EP
opportunities that gets lost because
the LCs are afraid of not finding the
respective EP or TN.
“Tradition becomes our security, and when
the mind is secure it is in decay. “ – Jiddu
Krishnamurti, Indian philosopher
That quotation fits perfectly to the
current development of AIESEC and
its global network. With our ambition
to grow massively we need to find
new ways of getting TNs e.g. in niche
markets that are not yet served by our
programs yet. But of course you need
to be sure that you can find the fitting
counter-part to your EP or TN. If we
stick to the common sense of security
those opportunities will not be
capitalized.
For every TN there is a fitting student
in the reach of one of our 700 LCs.
But as those are not represented in
the system you will need to do some
research. Approach LCs that can
provide the EPs for your TNs and set
up LC-cooperation.
Be aware that in that process there
will always be a lot of skepticism and
security involved. You need to build a
common base of trust for your
partner-LC. Transform the insecurity
into security and when a cooperation
is established search for new ways to
intensify those, so that no tradition is
settling.
“Still stand is a step backwards” –Rudolf
von Bennigsen-Foerder
To prevent the step backwards,
namely decay, get out of the secure
comfort zone and try to elaborate on
the blind spots that our current
operations are not covering.
Use the global network! Only then we
can achieve AIESEC 2015.
Smart Simple Ideas
❖ The company has a branch in
another country so AIESEC can
bring a trainee from that country
to be trained at the head Office.
And then continue to work for the
same company back home.
❖ You can customize the prices,
making for instance a discount to
the TN fee when the company
raises the curtain amount of TNs.
❖ Network forum in a funky way –
Global Village in business park’s
canteen.
❖ Export/import – trainee knows the
language, the market and culture
and he has His own network in His
country
❖ Ask for the referrals and
testimonials from your TN takers
You are awesome! Go write your own
story! J
XOXO,
Contribution by:
Johannes Florian Austria
Evelina Krasteva Bulgaria
Dimitar Petkov Finland
Patrick Günther Germany
Miriam Sulerz Germany
Stefánia Ackermann Hungary
Anna Rego India (
Camelia Azer Italy
Domas Ignatavicius Lithuania
Mykhailo Syrotiuk Poland
Gerson Costa Portugal
Filip Zaharie Romania
Yelena Baklanova Russia
Lisa Züger Switzerland
Inge Tanke The Netherlands
Olga Ditmarova Ukraine
Charlotte De Ridder United Kingdom
Dina, UK
Sedat Yurdakan, Turkey
Shravan Thampi, India
Michaela Iurascu, Moldova
Paulo, Brazil
Pawel, Poland

“Guys, think massive in how GIP OGX can
impact your local society! In Greece, just
imagine what we could do with our country
if we sent 1000 students on internships
abroad and they bring back a passionate
entrepreneurial spirit to their local
communities!”
Olga, LC Athens, Greece
❖ What is GIP? What is the
difference to GCDP?
❖ How to sell it to people, especially
to TT students?
❖ How to set expectations?
❖ How to select EPs?
❖ How to pimp your EPs to get
matched?
❖ New pools, what to do with them?
Value Proposition
Why it matters: The value
proposition of a program should be
the central message you communicate
when you recruit students to the
program.
For students, the GIP value
proposition is: Cross-cultural and
professional experience.
P rog r a m c o n d i t i o n s a n d
policies
Why it matters: The program
conditions and policies tell you what
defines a GIP experience. You should
not promise a GIP experience that is
different than this!
GIP conditions: A GIP exchange is
an internship hosted by a non-
AIESEC organization in another
country or territory. The primary
pur pose of the inter n's job
description must be the intern's
professional development. A GIP
internship is between 6 weeks and 18
months.
GIP Policies: The policies for the
GIP program are the Exchange
Program Policies legislated in the
Global Compendium and available
on myaiesec.net.
Whom to target?
Why it matters: It’s important to
focus your efforts to get participants
who can successfully match to GIP
internships!
Whom to target: Students and
recent graduates (see XPP to clarify
age and how long it can be since they
graduated) who desire the value
proposition you offer (a cross-cultural
professional experience), and who will
be competitive in the global pool. Fit
needed profiles in the global
exchange pool (see more below).
What are “needed profiles”?
Relevant information includes:
Course of study, years of academic
and work experience, skills, AIESEC
background.
You can identify needs by analysing
what types of TNs are normally
available (through DAAL or
myAIESEC.net) or through a
partnership.
Technical profiles with leadership
experience are in high demand. For
information from AIESEC Colombia
on recruiting technical profiles, please
look on myaiesec.net
So why should I do GIP OGX as
a LCP?
This programme provides global
internship for students and recent
graduates. It is a professional
programme, a long-term experience
(up to 18 months) and a concrete
development provided to the EP. It
will position AIESEC at the
university as a professional student
organisation, a potential, unique
social enterprise and a source of
development for graduates from your
university/city.
Raising Packaging and Market
Segmentation
The first step of raising someone to
go on GIP OGX is that you have to
think about what kind of people you
actually need to define the product
you are selling.
For this you have to consider several
point like: what are the studies you
can study in my area and what are
the additional talents those people
have (e.g. common languages they
speak). After knowing these things
and also the demand (which you can
find out for example through DAAL
files, form trackers and myaiesec.net)
Chapter 4. Global Internship Program OGX

in the network you can start creating
your product.
“If you are a shoe shop you don´t promise
your customer oranges”
Chiara, MCP Italy
When your product is defined you
can start with the promotion for it.
For this you have different possibilities
of channels (online, print), though
you should always consider some
points no matter where you promote:
set the right expectations with your
posters, don´t overpromise and
always remember to tell people where
they can find more information about
your product.
You should also always consider that
we are living in a highly technological
world and that your homepage
should be up to date with the
processes and also stories of people
who went through the experience. If
you do not consider this point it can
lead to failure of want we promised
and wasted market potential.
Additionally you should employ
market segmentation. This means
that you tackle certain markets with
certain programmes or projects. You
can segment based on the academic
background, skills or other things that
you consider as important. Market
segmentation is the key to success.
Through segmentation you don´t
oversell GIP and you have a higher
possibility to find the people who you
can later on match. You should also
consider somebody´s personality here
as it can be that this person fits the
program in a skill way but not in a
personal way.
From now on you can raise the
person on the platform and go on
with the matching process.
Selection
Right after promotion we need to
select candidates for GIP OGX
program. The structure of selection
contains three main stages:
Candidates fill the application form
on the website of their country.
Candidates are invited to the business
games where assessors need to
evaluate their competencies
(according to Global Competency
Model).
Candidates are invited to the
interview held in English. The
assessors examine not only the level
of English (that should be advanced),
but also the academic background,
professional knowledge and skills,
working and AIESEC experience.
Remember that the candidate for
GIP OGX should be student or
recent graduate.
To make the process successful select
only people that can be matched at
the moment. You can know more
about that in the chapter “Supply
and Demand Management”.
While selecting applicants set right
expectations – GIP OGX is not
travelling, volunteering or something
else; always remember value
proposition of the program – cross-
cultural professional experience. And
deliver the main purpose of the job
d e s c r i p t i o n t h at i s i n t e r n’s
professional development. Outgoing
Preparation Seminar can help you to
do this. The agenda of OPS includes:
setting right expectations, describing
matching process and next steps,
sessions on tolerance and cultural
shock etc.
Realization, Preparation,
Tracking and Re-integration.
The most dangerous part of
realization is when the intern gets a
Culture Shock. Lovely EPs who get
it tend to feel like coming home on
the first day even though they
travelled long hours to reach their
destination.
That is why the realization part is
mainly divided in 3 parts. Firstly
comes preparation of the EPs.
Preparation for a GIP consists of
setting right expectations concerning
the countries the EPs are going to.
Covering subjects like culture shock,
integration, work styles and corporate
cultures is crucial for a right
Exchange preparation for a GIP.
To make their months spent abroad
much happier, we should track what
kind of conditions our EP is living in
abroad, how they feel. We should also
that the EP checks the country well
and writes a diary/journal that we
can use for future GIP OGX
promotion.
Some countries like India or the UK
organize 3-day conferences called
OPS (or EPIC -> Exchange
P a r t i c i p a n t I n t r o d u c t o r y
Conferences) or countries like
Hungary organizes "Exchange
Preparation Day". Organizing such
events allow EPs to meet the network
and get to know who they are going
a b r o a d w i t h . Wi t h c u l t u r e
preparation like Global Villages for
example, preparation seminars can
help set right expectations, prepare
for eventual culture shock and help
the EP be ready for different
(alcoholic) experiences.

Finally, the last crucial part about
realization is re-integration. Reverse
Culture Shock (a.k.a. "Re-entry
Shock", or "own culture shock") may
take place - returning to one's home
culture after growing accustomed to a
new one can produce the same effects
as described above. This results from
the psychosomatic and psychological
consequences of the readjustment
process to the primary culture. The
affected person often finds this more
surprising and difficult to deal with
than the original culture shock. (Ref:
http://en.wikipedia.org/wiki/
Culture_shock)
Re-integration can also be done
through diverse events (RIS - Re
Integration Seminar). These will help
deal with reverse culture shock,
reflect on past exchange experiences
and teach EPs how to share and
communicate their experiences and
learning. Giving these platforms is
one of the most important roles of an
LCP (e.g. LC meetings, LC camps
they can have motivating - or
demotivating? - story telling sessions).
They can also teach practical skills to
the LC, thanks to their experience
(i.e.: Boat race skills).
S u p p l y a n d D e m a n d
management
What? exactly is supply and demand
management? Very simply and
briefly, Supply and demand
management is analysis of the
market. What can the market offer
you (e.g. available TNs in the system)
and what you can offer to the market
(e.g. your EPs). Supply and demand
management is very crucial part of
GIP OGX program. Without proper
analysis of your market and of the
network (what can the other countries
offer you) you can´t even start the
proper promotion.
Why? Because you have no idea
what you can sell to the people, you
are offering a random product or
service. You are taking a big risk of
not delivering your promise, because
you are recruiting people only
according to their competencies and
you do not think about their ability to
be matched. What if the needs and
expectations of your recruited EPs
are not matched with the market in
the network? If that happens, it
destroys your branding and how are
you perceived as an organization at
your university. It can negatively
influence your sustainable growth.
Moreover you are wasting your time,
energy, potential of real market and
human resources.
For example, LC is a social
enterprise (what is social enterprise?
Read the chapter about it in this
book!), which has demand for IT EPs.
However you recruited EP with
medical background because you did
not analyze the market properly. The
result is that no one is satisfied and it
did not bring any value to the society
at the end. Resources, which you used
to recruit those EPs with medical
background, could have been used in
a smarter and useful way. Ha! Did
you get it?
How to do it in practice (GIP
OGX only)?
You need to start with market analysis
(both analysis of your market in the
city where your LC is and in the
AIESEC network – what can other
LCs offer you). Search only for the
information you really need,
otherwise you are again wasting your
time! Suggested information you
need are: backgrounds of the EPs
and TNs, skills, requirements,
c o m p e t e n c i e s,
flexibility of your
EPs, languages
etc. Useful tools
are DAAL files
(use myaiesec.net
t o fi n d i t ) ,
Available forms
t r a c k e r ( u s e
myaiesec.net to
fi n d i t ) ,
myaiesec.net, local
w e b s i t e s
( i n f o r m a t i o n

about your university, profiles of your
students, etc.), meetings with
representatives of the faculties, etc.
Suggested output can look like this:
Program Demand
GIP OGX
Profile? How
many? When?
Suppliers Investments
Countries and
LCs
CEEDs, funding
etc.
Program: GIP OGX (in our case)
Demand: specific TNs (according to
the background of your EPs) you
need.
Suppliers: entities which can provide
you those specific TNs
Investments: possible ways of
supporting the supply for your
demand
Concrete simple example
(1.10.2011, you have potential to
recruit 10 IT students (web design),
they need to be realized in 6 months):
ProgramProgram
GIP OGXGIP OGX
Demand Suppliers
Profile? IT TNs
for web design
How many? 10
When? 31.3.2012
Poland, LC X,
LC B
Germany, LC Y,
LC Z, LC A
Norway, LC C
InvestmentsInvestments
CEEDer to Germany (build relations,
support matching)
CEEDer to Germany (build relations,
support matching)
So, you know what you have, what
you can offer to the market (you also
know what is your demand). Based on
that you analyzed the AIESEC
network and you found that there are
6 LCs from Poland, Germany and
Norway, who can provide you TNs
you need (suppliers). Ideally contact
them, check the availability of the
TNs and try to establish cooperation.
So, let´s recruit those 10 IT students
and send them abroad.
Finally,
❖ Know what you need
❖ Research about who can offer it
❖ Learn how they work (suppliers)
❖ Get lots of contacts
❖ Choose who to work with suppliers
(LCs, MCs,...)
❖ Define clear action steps
❖ Follow-up, really
GCPs from the Network
In my LC, we send EPs abroad and then we
never hear from them again.
Anonymous
Have you heard that sentence before?
I bet you might even have said it
yourself. What kind of experience do
we deliver if we can’t talk with the EP
about it? Well, time to get rid of your
frustrations because in this section
you get what you always wanted: the
power and knowledge of the huge
AIESEC network – we present to you
good case practices from the network!
Target your recruitment with
s u p p l y a n d d e m a n d
management!
“Using demand and supply makes it much
easier to run targeted recruitment campaigns!
In Brazil, we spend time on finding out
what the demand of TNs in the network is.
We look for unmet or excess supply of TNs:
for example unrealized internships in India
and in niche markets, e.g. small German
companies that need German speakers.
When we have found out what companies
need, we go out and find the right EPs!”
Rogerio, MCP, Brazil
“In Turkey and China, we also do very
targeted recruitment of companies and EPs.
On the Turkish side, we go out and raise the
TNs. We then send the requirements to
China. AIESEC in China then makes a
targeted selling with posters saying “Explore
Turkey!” and the specific demands of the
TNs.”
Sedat, MCP, Turkey
“I heard that in Canada they actually check
the matchability of an EP even before it is
raised. In practice, they get the EP
applicants to send their CVs. AIESEC in
Canada then sends the CVs to the VP ICX
who has an interesting TN available and ask
for the company’s feedback on the
attractiveness of the EP candidates. If the
EP candidates are not attractive to the
company, they are not raised by AIESEC
Canada. In that sense it is also possible to
send the CVs to an LC that can go out and
raise a traineeship based on those CV
profiles!”
Maria, LC Aalto, Finland
Preparing your EPs
“I must admit that it is very hard to keep in
touch with EPs since they spend most of
their time outside AIESEC and away from
the LC. The Finnish solution is to invite
EPs for lunch. In this way, they feel part of
the LC and they can gain a sense of
belonging to AIESEC.”
Kira, MCP, Finland
“You should have interesting info sessions
about AIESEC so the EPs understand our
organization and want to become a part of it
before and after their internships. Nobody
can sell an internship better than someone

who has actually had the experience so it’s
important for us to get the interns into our
LC after their internships.”
Charlotte, LC Trondheim, Norway
“We apply for Erasmus scholarships for our
interns so they can afford going to their new
country.”
Tomislav Mamic, LC Split, Croatia
Reintegration of EPs
“We send an opportunity booklet to our EPs
one month before they return. The booklet is
a simple document, containing the description
of all future opportunities in the LC (for the
next 6 months), and sometimes the JDs also.
S o m e t i m e s w e s e n d c u s t o m i ze d
recommendations that fit the EP’s experience.
When they arrive home, EPs already know
what they can do to enrich their personal and
professional development.”
Sarpe, LC Oradea, Romania
“I remember one guy in our EP preparation
seminar who didn’t say anything. He had an
amazing GIP internship in India. When he
returned, we invited him to all the events
happening locally. He wanted to share his
experiences but his friends did not care about
hearing them. After spending a couple of
months gathering with our crew, he decided
to apply for the position VP TM.”
Improving EP Matchability
“One of our GCPs is related with re-raising
of the EPs. In order to get their practical
experience, we find lower requirements
internships to our EPs. With a little more
concrete experience on their CVs, it is easier
for us to match them with internships that
require more qualification and experience”
Sarpe, LC Oradea, Romania.
One thing is good case practices, but
what are the bad case practices you
need to avoid?
Bad case practices
“Very clear communication between host and
home LCs and the EP about legal
immigration issues is extremely important. In
Romania, a lack of communication meant
that neither home LC nor the EP knew about
the legal requirements for being a resident in
the host country. Consequently, the EP did
not report herself in the right manner, which
meant that she had to spend two days in jail
– during Christmas!”
“One day I went into our database to see
what EPs we had and what they were
capable of. So I downloaded and read all
their CVs – and I was shocked. In our LC,
we have never been too strict on the CVs
uploaded by the EPs. We have taken it as
their responsibility. However, that approach
doesn’t work when you realize that an EP
has uploaded a CV that takes up half a
page and is in Danish. Which EP will be
matched with a company in India if their
CV is in Danish?”
Casper, LC CBS, Denmark
The best part: Ideas for new
initiatives!
Before we end this chapter, we want
to share with you the ideas of the
LCPs at EuroCo 2011! We have not
taken any copyright on them so you
can use them as much and as often
you want to J
❖ Cooperate with your university to
support students who go abroad
❖ Get your university to accept
AIESEC internships as a valuable
substitute for exchange semesters
at another university
❖ Find companies in your country
with global operations. Sell an
AIESEC intern to their office in
another country. When that
internship is over, the intern can
return and work for the company
in its home country (your country)
❖ Implement a training program for
your EPs so they learn how to
write CVs and motivational/cover
letters
❖ Send a CEED to another country
to raise a TN in that country
❖ Train EPs during the internship
search time to help them gain the
skills they are lacking in order to
be attractive for the TNs
❖ Don’t recruit from universities that
have no credibility/lack of quality
❖ Promote the TNs in your
university and in the LC
❖ Make an EP blog
❖ Know what LC you are sending
your EP to
❖ Re c r u i t i n o t h e r s t u d e n t
organizations (e.g. Erasmus,
fraternities, sports clubs)
❖ Raising EPs for specific markets:
Social media expertise.
❖ January and February became
Realization peak, consider this.
❖ There is a peak in November in
CEE, how can we utilize on that?
❖ In order to sustain quality in
cooperation for receptions, we can
send EPs with them like a chief
delegate.

❖ Can we run campaigns with
discounts like bring your friend
and have %20 percent discount?
Or can we have a discount when
the EP matches herself?
❖ Can we raise EP fees from
companies with fundraising?
❖ Can our internship be accredited
from the universities?
❖ Can we start competitions between
LCs to motivate members?
❖ We can leverage the servicing with
online communications.
❖ Running all the processes online:
GCP from Poland.
❖ Applications: Online spreadsheets
❖ Selection: Skype and DISC tools
❖ English test: Online from
professionals on Skype.
❖ OPS: wiziq and Skype.
❖ Writing specific information like
language barriers or etc into the
EP form on myaiesec.net.
❖ Having promotion on job portals.
Focusing to right places where
already there are lots of students
and graduates.
❖ Having recognition system for
members for GIP matches for
supporting motivation.
❖ Running some recruitment in the
campus for specific company (fast
match).
❖ If we see some demand and
market in a country or LC we can
invest and raise there with sending
members or virtual coaching
systems.
❖ How can we utilize virtual
membership management to grow
in TMP in order to grow in GIP
OGX.
❖ You can have a quarterly
newspaper or magazine online/
hard copy in the campus to
strengthen AIESEC brand.
❖ Can we invest in Facebook to build
a better community and promote
our recruitment or specific TNs
trough the platform?
Contribution by:
Peter Kürti (LCP of AIESEC Brno,
Czech Republic)
Katarína Dujková (LCP of AIESEC
Comenius University, Slovakia)
Ksenia Baberina, LCP of AIESEC
Krasnodar, Russia
Leo Szivo, LCP of AIESEC City, UK
Ilona Viktoria (Luca) Varga, LCP of
AIESEC Miskolc, Hungary
Andreea Simona Claponea, LCP of
AIESEC Trento, Italia
Sarpe Constantin-Adrian (LCP of
AIESEC Oradea, Romania)
Susanne Jaeger, LCP of AIESEC
Linz, Austria
Casper Bek, LCP of AIESEC CBS,
Denmark
Tuomas, Finland
Martynas Gruodis, LCP of LC
Vilnius, Lithuania
Varun Avasthi, AIESEC Pune, India
Bartjie, The Netherlands
AIESEC Romania Autumn ’11 Recruitment Campaign - “Initiatives change everything, everywhere”

Introduction
Once upon a time, Eddie and 14
people were sitting around the
campfire in the wood, were they
shared knowledge about GCDP ICX.
They thought GCDP ICX is a need
for society because this raise the
culture understanding in the world !
Why to implement GCDP ICX?
“I was part of the ASK program, in Ghana,
Accra. That’s the moment I realized that
what matters is the experience you had and
the problems you had to surpass. (...) When
I finished my project and arrived in China I
realized that if I could succeed there
(Africa), everything is possible for me.
That’s how your heart becomes stronger. You
should ask every LCP to interview the EPs
that came back from their internships. In the
end, what matters, is the experience you can
provide them!” – by Florent, Mainlaind of
China, AI member 2011/2012
Structure of the Chapter
This fairy tale will give you tips on
how to implement successful projects,
showcase what the different regions
are doing to raise, match and realize
their projects and also, as “normal”
AIESECers, this discussion wouldn’t
be complete without a tale about
critical success factors (CSF),
challenges, do’s and don’ts, between
many others.
Top 10 steps to start a GCDP
project
Once upon a time, brave Eddie
decided to start a GCDP project.
That was a great decision as he was
a b o u t t o g i v e m a n y g r e a t
opportunities to many many young
people. However, he didn’t know
exactly what to do, to start the project
properly and finish it with success.
Not wasting much time for thinking,
he approached Zorya from LC Lviv,
Ukraine and Paweł from LC
University of Warsaw, Poland to find
out all the secrets needed to run a
successful volunteer based project.
Sure! We’re gonna help you as much
as we can – they said. Below, you can
find the list of the steps they proposed
to make the project happen.
#1 Society research – what is a
need in my society? What are the
interesting subjects for people there,
what are the main problems that your
society faces. “Because we as a part of the
society have the responsibility for positive
contribution, satisfying the society needs is
one of our main drivers.” (Gligor Novakov,
LC Skopje, Macedonia)
#2 Market research – when we
already have some ideas for the main
issue of the project, the next step is to
know, which idea can be self-
financing.
“You can’t turn into projects all the ideas you
have at the same time so first, pick the one
that companies and other supporters,
enablers, stakeholders are going to be
interested in the most. Then you have the best
chances to gain the money needed to realize
the project!” (Paweł Górski, LC University
of Warsaw, Poland)
#3 Define who are the future
participants of the project (i.e.
students? Pupils? City dwellers?) and
what the demand is.
#4 Find the leader for the project
and ask him to make a draft of the
plan
#5 Form a team which is going to
work on the project (“how many
people we need to run the project?”)
and then divide responsibilities for all
functional directions.
“While forming a team, always remember to
take care of their motivation. You can’t just
ask them to do their job and think that
everything’s gonna be fine. Spend some time
to be sure that they like the idea of the
project, ask them how they feel about it etc.
Be sure that they feel strong alignment to the
idea and to each other” (Paweł Górski, LC
University of Warsaw, Poland)
#6 Create the plan of the project –
duration, action steps, main priorities,
create a comprehensive financial plan
– so you know how much money you
need to earn
#7 Define the selling points
which can convince companies to be
involved in it
Then you prepare the list of potential
partners (and go to the meetings! )
#8 Agenda of the project – what is
the role of trainees? How are they
going to work(prepare their JDs)?
Who is going to train them and how?
Chapter 5. Global Community Development Program ICX

# 9 P r e p a r e p r o m o t i o n a l
materials like booklet about the
project and the city where it takes
place so you attract as many EPs as
possible. Don’t forget to BE
HONEST about the conditions!
Quality is always subjective – the only
thing that matters are right
expectations.
#10 Define a profile of the
trainee you want to have in your
project. Then, use your network from
EuroCo and other conferences to
promote the TNs.
Eddie decided to organize the project
this way. He has enough information
how it should be. He will also
remember about Zorya’s final advice
– “Believe in yourself and run towards your
fears”.
GCDP by Regions
If you ask what is known about CEE
GCDP ICX, probably you will hear similar
answers: "They make big numbers", "most
of TNs are in children camps, schools and
NGOs", "huge summer peak made by 6-8
weeks internships". Yes, it's true. And let me
share how it got started for AIESEC Russia
and many other countries who followed.
It was in 2005, when only corporate X
existed in our country, and the idea of DT
TNs was something not even tangible for us.
I believe everything happens on purpose,
nothing is random, dots always get connected
one day. One of those "dots" was the fact
that me and my friend Ilya Yurlov were
working together in a children camp when we
were 16 and later on when we joined
AIESEC in LC NSU we started first ever
GCDP project with children camps. Now in
2011 AIESEC Russia and other CEE
countries make hundreds of X in one
summer.
But the main idea is not about the numbers.
Believe me or not, we started this project not
with a purpose to make easy huge numbers. I
personally started this because one day these
kids in the camps and schools will grow up
and become students, then they become
AIESECers, then they will lead our
organization and the world. It was an idea
to shape entire generations of young people
and I wish everyone who makes such projects
in field of children education now would
understand the huge long-term influence of
GCDP ICX. It's like circles on the water
after you drop a stone and they go far beyond
your term and your LC.
Anya Dvornikova, CEE Coordinator
11-12, LC NSU, Russia
CEE Example – Czech Republic
Once upon a time we met a princess
on a horse in CEE region. The most
exciting thing wasn´t the fact that
princess was beautiful as the sunrise
but the fact that she has materials for
her project Edison, one of the CEE
GCDP ICX projects in her hands.
We were curious, so we wanted to ask
her three questions.
Firstly, we asked her what is
Edison and how does it work in
CEE ?
She told us, that this is the best way
how to understand the cultures from
all around the world. Students from
all around the world are coming to
Czech Republic to teach the students
from secondary schools about their
cultures. They are delivering
workshops, preparing Global villages
and giving classes about history,
geography and culture.
Secondly, we asked her how did
she raise it ?
She told us that she was so surprised
that it was so easy. She went to
schools to talk with the principals
about the project and they were
enthusiastic. That´s it! So easy.
Thirdly, we asked her what did
you do next ?
She launched the forms of the
project, she had three times more
applicants than she needed. So she
did skype conversations with all the
applicants and she had chosen the
best people for the project. When
they arrived they get a conference to
prepare them for the project. They
had several parties (welcome, B-day,
costume, bye-bye, etc.). Food and
accommodation were provided.
WENA Example - Italy
"Make Change Nea-Polis"
The why of the project.
Naples is a world known city in Italy,
which has to face everyday
corruption in almost all the daily
bases operations.
Its culture is ruined by the lack of
innovation of the market and the
common disbelief in change.

Considering that AIESEC wants to
have a concrete impact in the society,
AIESEC Napoli Parthenope decided
to develop a project to change the
status quo: this is why "Make
Change Nea-Polis" has been
created.
It’s a project focused on Social
Responsibility and the name of the
project itself wants to transmit the
choice to bring a change developing a
new city (Nea-Polis).
This project aims to give a starting
point for students from all over the
world to give their contribution and
perspective to companies and people
in order them to adapt new solutions
for working and living respecting our
planet.
The structure of the project.
In particular, the team where I was
Project Manager has set the goal of
dealing with 4 different issues, such as
Pollution, Waste, Mobility and
Energy.
Starting from a "SWOT Analysis"
of the situation of Naples, the
international team developed some
researches, with the cooperation of
some local partners and the Chamber
of Commerce of Napoli, and gather
different international “Case
Studies” which allowed the city to
evaluate different opportunities to
i m p r ove t h e S o c i a l Re s -
ponsibility comparing different
ways of treating the topic in other
Countries.
The project in just 3 months involved
students from 14 different countries:
B r a z i l , M ex i c o, F i n l a n d ,
Ecuador, Egypt, UK, Ukraine,
Russia, Brazil, Sweden, Slovenia
and Norway and now we’re waiting
for other one because it’ll be repeat
for all the year 2011-12.
I feel like.
With this project I had the possibility
to meet a lot of people who now I’m
directly and constantly in contact
with, but most of all I feel that I
learned more about this issue and
moreover, I really want to walk the
talk and change the city I live in.
For further information follow these links
contact: gianluca.radice@aiesec.net|
Gianluca Radice - LCP AIESEC Napoli
Parthenope
AP Example - China
Once upon a time little Eddie wanted
to get out of his cosy neighborhood
and see the world. His friends told
him many stories about Asian
countries and what an amazing
culture will await him there. So he
packed his little backpack and started
his journey.
When he arrived in China he was
overwhelmed by the beauty of the
country, but a bit lost due to his lack
of orientation skills. Luckily he ran
into an AIESECer named Panda,
who took his hand and brought him
to the LC THU ofﬁce. After they
talked a bit, Eddie saw a picture of
smiling people on the wall. And that’s
where it all started…
Eddie: Panda, who are these people?
Panda: They were interns from all
over the world, taking part in our
GCDP Project about Solar Energy.
Eddie: Why did you decide to run a
GCDP Project?
Panda: There has never been a
project like this before neither on a
local nor on a national level and we
wanted to change that. Because at
some point of time you realize that
there is a way that you can connect
everything together and thereby have
an impact on society!
Eddie: What do you mean Panda?
Panda: In my university we have a
lot of students studying engineering,
but they are not really passionate
about working in the ﬁeld of future
technology or solar engineering. They
would rather like to work with
business projects. However, we have a
lot of solar energy companies such as
Vestas and LDK, who are looking for
engineering students. Talking within
the AIESEC network we realized that
we supply their demand by bringing
them foreign engineering students.
Thereby we connect our local market
with the international network. We
bring engineering students from
abroad to China who will go to the
solar energy companies to learn
about the issue and afterwards give
workshops in different schools and
universities. The local students will
manage the project and work on
organizing events and forums around
the topic. (with a team of 5-10
people, 1 Project Manager & 1
Selling Person)
Eddie: WOW, that sounds amazing!
And how is this project called?
Panda: We call it ‘Green Power
Now’ and it is already the 4th year we
are running it.
Eddie: And how did you get started
with the project?
Panda: There are two ways to do it.
You can go the easy way by
contacting companies and ask them
to pay for your project. Or you do the

more challenging option. You start
with understanding the ‘issue’ around
you and create working groups who
meet up regularly to brainstorm
about new ideas and combine them.
It’s like a constant development of
the project. In my opinion it is best to
combine the two, so first figure out
the issue, which needs to be tackled in
your community and then find the
companies, which could use it as their
CSR strategy.
Eddie: But why would companies be
interested in financing it?
Panda: There are three main
reasons: - You can sell it to them as
their CSR project and they will be
willing to pay for it. A lot of
companies don’t know how to do
CSR and don’t have their own
projects implemented yet, however,
they have a lot of money they can
invest for it. By showing them where
and how to invest it, you create
solutions for them. – Secondly they
will get access to young people, the
ones we engage in our workshops, so
they get good employer branding
among their future employee target
group. Thereby the project cannot
only be used as a CSR, but also as
their marketing strategy. – Lastly they
get access to top-talents, who can run
their marketing & CSR projects, so
they save a lot of money on
recruitment.
E d d i e : T h at s o u n d s re a l l y
convincing. Do you think it will work
in other countries as well?
Panda: Of course, it can. You just
have to make sure that you
understand the need of your market
and find a CSR solution that fits the
company as well as your community.
Eddie: So, now that you raised these
TNs in the companies, how and
where do you find the right people?
Panda: We firstly looked into DAAL
files to find out which countries can
supply us these EPs with this specific
engineering background. Then we set
country co-operations with Malaysia,
Taiwan, Singapore, New Zealand
and Australia. We sent recruitment
CEEDers to these specific countries
to promote our project amongst the
local students there. Since we have
already fixed the internships we
needed to make sure that we have a
supply and therefore we invested into
getting the right people at the right
time. Our CEEDers had road-trips
around these countries and did
pocket-recruitments in several LCs.
Eddie: Did the CEEDer already do
the matching on-site?
Panda: No, after the CEEDers were
back, the LC started the matching
process with the received applications
form these countries. However, I
think it would be a good idea that the
CEEDer is already doing the
matching on the spot. I will consider
this for the future. (Smile)
Eddie: So, you matched the interns
and they arrived, what happened
then?
Panda: We have a national trainee
induction conference, where we
gather all the project participants
from all the 10 LCs taking part in this
project. Thus, we enable a
standardized education on the
project, so each interns gets all the
knowledge and the preparation,
which is needed.
Eddie: And where do they stay
during their internship?
Panda: We realized that the most
valuable experience is organizing a
home-stay for the 6 weeks the intern
is taking part in the project. We
recruit hosting volunteers at the 100
universities and schools, where we
have our workshops at. Thereby we
impact more people, save money and
guarantee a better cultural experience
to the intern.
Eddie: That’s pretty smart, Panda.
Did you come up with it?
Panda: Of course! (evil grin)
Eddie: So proud of you! And what
would you say, was your best moment
during the project?
Panda: For me, it was to see the
development of my VP. She had a
quite tough time with a lot of
personal issues going on, but she still
managed to do it and the project was
successful. She became a really strong
woman who continues impacting
people with several other projects.
Eddie: Would you do it again?
Panda: YES! I would want more
people to have this experience!
Eddie: Thank you for your time
Panda. I think I will leave now and
travel back to my country. China is
beautiful, but I am missing Eddina!
Thank you again and see you soon!
Panda: You are welcome! (Instead of
shaking hands, he did the Panda-Sit!)
Panda - Florent Meiyi – LCP of
AIESEC THU 08/09, Mainland of
China

Eddie – Réka Artner – LCP Vienna UV
11/12, Austria & Linda Werle – LCP
RWTH Aachen 11/12, Germany
Funding ICX GCDP
When I think about funding ICX GCDP I
always start with the needs of an EP and
where can I find that in my market. – Radu
Matei, LC Arad, Romania
! Really important is for you to have a
very good Financial Responsible
because you’ll need to properly
manage your resources.
Where can I get the $$$?
Big funds (grants):
❖ R e g i o n a l , n a t i o n a l a n d
i n t e r n a t i o n a l l i n e s o f
nonrefundable funds – you only
need a big project involving more
LCs or organizations (for example:
European Volunteering Service)
Smaller funds:
❖ NGOs in your market which work
with internationals – they can
provide food and accomodation
❖ Schools – same as NGOs
❖ City Halls – often support
❖ Govermental Institutes
❖ Companies – for partnerships of
whhich are simply interested in
sponsoring your project
❖ H av e p e o p l e e n g a g e d i n
continuously coming up with ideas
how to generate more funds for
and from GCDP ICX
How do I get them?
❖ Make a proper market research on
what funds ara available to you –
always think of where else can I
get the resources instead of
investing yourself
❖ Don’t be afraid to think big and
collaborate with other countries -
most of us don’t manage to absorb
sufficient resources the market can
offer because we rather make
smaller local projects or raising
which is safer.
❖ Networking with the above
mentioned entities and being
transparent to them
❖ Get trained or helped by people
and/or organizations which are
specialized in writing grants and/
or attracting different funds
PS: If you want more examples, you
can find them here: www.google.com
-> search: grants for (insert region/
continent). Have your responsible
find them because it’s his/her
learning experience.
PS2: Get off your lazy asses and
search myaiesec.net and network with
other countries to find amazing
exam ples (tr y in ter n ation al
conferences).
! It’s important for you as an LCP to
know this, but even more importantly
is to make sure you have a responsible
(VP) who will have a focus on the
above mentioned information.
When there is a need and the idea is good,
funding can’t be an issue – just find right
target and approach potential stakeholders. –
Erik Raudsepp, LC Tartu, Estonia
Deal with Challenges
Do’s and Don’ts
In GCDP ICX, we can find a lot of
challenges that are:
❖ Funding;
❖ Provide food and accommodation;
❖ Find a collaboration with NGO;
❖ Sell the project to the companies;
❖ Project as social impact;
❖ Structure of the ICX Team;
❖ Visa procedures for the Non-
European Countries;
❖ Provide a personal experience to
the interns.
Do’s
The project has to be totally
sustainable;
Try to find a collaboration for food and
accommodation, before the TN
Raising on the system to assure the
quality of the projects;
Set up corporations with NGO to
realize with them practical operations;
Before selling analyze the core business
of the companies and sell the project
only to the companies that are related
to the topic of the project;
You have to think out of the box
regarding the final/start event of the
project to give the right impact in the
society not only to the students;
Before to start with the project assure
that there is a strong ICX team in the
LC and ensure that reception works
well, make sure that one person is
responsible for the GCDP project;
Plan enough time for example one
month, between match and realize to
work in a visa procedure for countries
that are not in the European Union,
provide every document that is
necessary for the interns to get a visa;

Provide full job description for the
interns, an LC brochure including
information about the city, support the
intern to understand the cultural
differences, live with the intern the
multicultural experience: Provide the
quality because it is person not a
number;
Don’ts
Not realize a big number of X before it
is sure that all the expenses are
covered;
Don’t provide food, accommodation
and transportation on your own;
Don’t ask NGOs for money, they
usually don’t have money;
Do not avoid things like quality,
professionalism;
Do not realize a project with just a
conference, and never something
without a starting and ending event,
because in this conference you can
involve a lot of partners and you can
receive a lot of money;
Do not work without an exact structure
and timeline for ICX procedure to
make sure, all the documents can be
provided;
Do not, not take care of the intern,
they should not stay alone in the
country;
Dealing with quality issues
Due to the boom in exchange in
certain countries, LCs need to focus
on the quality of their GCDP.
There was once a GCDP in India,
and this shy EP arrived late at night
at Delhi International airport. Here
begins his exchange experience. But
he was not alone. With the buddy
system in place, he had already
skyped with Varun and was now
simply excited to see his mate. Four
weeks earlier they exchanged emails,
he learnt about the project, his job
and how to deal with spicy food.
Then with support for the visa
ensured, that was sorted easily. So
soon, he had flights booked, a bag
packed and was in Delhi. So when
there, he was first stuck in an auto,
due to too many cows on the road.
But he eventually made it to the
trainee flat. Arriving and sharing a
flat with 8 internationals, next to
three other trainee flats – he
wondered, do they all get looked after
as well as me?
This is what happens in LCs with
large numbers of GCDP. However, in
his internship there were a few
problems; but Varun was always there
to support him, share butter chicken
and teach him some jives!
This quality management is
structured in India, from middle
management in LCs to NST
positions.
But what ever happened in India -
the problems faced, the presentations
for the projects and sharing some
whiskey - returning home, he realised
was an impactful experience he had.
Simply life changing.
Crazy Projects:
So an international project is simply
not enough. Meet a couple of crazy
ones. Firstly, support SMEs by
delivering their short-term projects
with the help of GCDP interns, in
the heart of Hungary, Budapest. The
project enables the reduction of HR
and cost investments. Such corporate
projects are showing the possibilities
within GCDP. But for the real crazy
one, we have to travel to India and
their national project on Tribal
Development. Here, trainees develop
tribal community by providing free
education in rural areas.
“Tribal Development demands a lot
from EPs. Interaction with rural
India is definitely not a holiday!”
Nagendra Mishra, LCP Baroda,
India
Such a project is challenging, crazy
and very tribal.
Contribution by:
Radu Matei, LC Arad, Romania
Rita Abrantes, LC NOVA, Portugal
Réka Artner, LC Vienna UV, Austria
Linda Werle, LC RWTH Aachen, Germany
Noemi Pacioni, LC Ancona, Italy
Gianluca Radice, LC Napoli Parthenope, Italy
Tom Murphy, LC Bristol, UK
Gligor Novakov,LC Skopje, Macedonia
Pawel Gorski, LC University of Warsaw,
Poland
Maria Holopainen, LC Aalto, Finland
Sabine Schmid, LC Tuebingen, Germany
Jan Habasko, LC Ostrava, Czech Republic
Melissa Kars, LC Nijmegen, The Netherlands
Zoryana Balko, LC Lviv, Ukraine

Introduction Live from EuroCo
As our HomeGroup sits and writes
the words that you see in front of you
now, we cannot emphasize enough
the importance of international
conference attendance. While this
may sound quite elementary, being in
EuroCo 2011 in Prague will create
life-altering change. Conference
attendance shapes the global village
into a small community and brings
the AIESEC network to your
fingertips. But in the most relevant
context to GCDP OGX we truly
believe that EuroCo creates the right
environment to bring together
leaders, relate to each other’s issues,
gather international perspectives,
realize “there is no box” and make
simple solutions!
Simplicity in action: 20% of this
chapter will be devoted to the
recruitment and packaging process
because we believe that 80% of
GCDP OGX’s success in later stages
of matching is rooted in this prior
planning.
The Big Picture: GCDP as a
Social Awareness Movement
“My GCDP Internship has been the most
formative experiences I’ve ever had. It’s the
reason I’m here [EuroCo 2011] now. The
impact I was able o have has changed how I
see the world around me. The strangest thing
about being a 6 foot tall, red-haired English
man was that I clearly stuck out in
Tanzania but the Tanzanians became my
best friends. It felt like home.”
Alec LCP Leeds AIESEC UK
“When I went on a GCDP in Ivory Coast,
I was hosted by someone who became one of
my best friends. When I was opening the LC
in my city, he immediately came as my
CEED to aid me in opening the LC. My
point is that only in AIESEC is there a
culture of reciprocation and international co-
operation. Our friendship made long-lasting
personal impact and built the framework for
my LC to have a legacy”
Clement LCP Strasbourg AIESEC France
“Internship is the first thing that I did after
entering AIESEC. It was an LC in
Istanbul, Turkey and it really changed my
life. I made so many friends and connections
from all over the world and I’m positive that
many people don’t have a chance to make so
many friends for all of their life”
Ajila LCP Sarajevo AIESEC Bosnia &
Herzegovnia
“India is such a different world! It has been
the best experience in my life. Even though
the first impressions can be quite abrasive, I
had an amazing time.”
Lauren LCP Reims AIESEC France
“AIESEC GCDP Internships blow your
mind! On the second day of my internship in
Malaysia I was told I could not talk about
sex or condoms when I was teaching kids
about HIV/AIDS What do you do then?
You learn to be creative and you gain a
completely new perspective on something you
thought you knew nothing about.”
Casper, LCP CBS AIESEC Denmark
I n t ro : S o c i a l A w a re n e s s
Movement
Now it’s high time to redefine what
means for AIESECers social impact
and how Global Community
Development Program ensure
positive impact on society and
enlarge the awareness about some
global issues. How can we have a
significant influence in the world in
the next 5 years? we envision 121500
personal GCDP experience till 2015.
If every single person who goes
through this program will influence
10 people we will be changing 1 215
0 0 0 l i v e s . H o w a b o u t 1 2
millions young people? Dear
AIESECer, just imagine 12 millions
young people who are going to
discover themselves during GCDP.
The way they consider global issues
will never be the same after coming
back home.
What if we totally redefine project
that we run in our Organization?
Just imagine 500 young people who
are going together to Africa to set up
a city from zero. After that nothing
will be the same.
W h a t i f , we c o n t r i bu t e t o
cooperation between countries which
used to be in enemies relationships
through GCDP?
What if through this program we
could decrease the rate of illiteracy
among children and infantile death?
We would closer to the idea of peace
and fulfillment of humankind’s
potential.
Chapter 6. Global Community Development Program OGX

Who could stop us? Maybe just
ourselves.
I need a story about an exchange, not
only “what if ”. How one person can
have an Impact on a project and
another country impacts the intern.
What would make me feel more
connected with the text and think
about it is a little change in: what if
AIESECers,..instead of using ‘they’
using ‘you, me’..make it personal…
Value Proposition
“To practically experience intercultural
differences and at the same time the
commonness of the human beings”
Ingmar, LCP, LC Karlsruhe
Why is GCDP among our products?
What do people gain by living this
EXPERIENCE? Why would you
leave your country, your family,
friends, your comfort zone in order to
go and live for up to 3 months in
another country, sometimes not even
in the best conditions?
Because by going there you feel that
you are contributing directly to your
society – and guess what! You do! You
see yourself dealing alone with
unexpected events, sometimes
unthinkable, and through this you
uncover a different YOU!
In a very uncomfortable context, you are
going to discover the real you!
Dey Dos
And you ﬁnally understand what this
phrase that you hear so often means;
“the world is my oyster”, and not to
mention that there is a high
possibility that you will share your
everyday work-not to mention
apartment- with people from 1,2,3…
12 different countries!
Perhaps you haven’t experienced it –
yet- or perhaps you already have, but
this is what our dear LCP, you are
offering to your GCDP EPs!
Selling and Packaging
And you know the WHY you do it!
How about the HOW?
And we are here to give you a GCP
in this matter! Brazil!
Some basic CSFs that were followed
in this case are:
ATTENTION! This is a GCP from Brazil! What
you should do is adapt it to your entity’s reality!
Step Tool Actions
Culture of exchange
Through LC Meetings,
Returnees presentation
Value Proposition
Understanding market
demands
Market Segmentation
Develop the product
Suitable for market
demands
Where, to do what, how
long, how…
Supply Management S&D
How many, from where,
when, what, how
Recruitment
External
Target audience, goals,
communication
Recruitment
Internal
Promotion of exchange
opportunities to the
members
Internal Management VP OGX | OGX teams
OGX is managing all!
And the teams also have
their goals
Matching
Recruited with a clear
message, selected for a
job already or with clear
options and processes
Expectations Meetings
Preparation
Understanding about
risks and solutions,
developing the right
mind set
OPS, After-match
Support and problem
solving
Communication through
X and communicate LC
current state

Competitive Advantage for
AIESEC as a Premier Brand
#1. Multiple international
destinations
The opportunity to travel to 110
different countries and territories
worldwide: all you need are the skills
and a visa.
Other companies and charities tend
to focus on just one country/
development project.
Work in a project with other EPs
from different countries; the EP gains
a multicultural experience with just
one exchange.
#2. Non-political, non-religious
AIESEC does not discriminate
based on race, gender or
nationality. (Although we cannot do
anything illegal according to your
country’s laws…)
#3. Cost-efficient
No need to raise funds compared to
other charities and programs that
send students to developing nations
For a relatively small fee you have
access to countries all over the world
#4. Product package
AIESEC offers the preparatory and
reintegration seminars to EPs
Welcome party, study tour
Receiving LC provides support to
them throughout their exchange
experience
There is a global support network
AIESEC guarantees to you the
support from the moment you apply
to the moment you return from your
internship.
#5. Cultural exchange and creates
positive impact on societies all over
the world, with a ripple effect (inspire
receiving LC, come home and raise
more)
EP can see immediate direct effect,
get inspired
Compared to the other ELD
programs, it is the most exciting and
engaging
#6. Administrative work done by
LC
The EP doesn’t have to fill out his
own application, find a TN, apply for
a visa, arrange own accommodation
etc
#7. Different product to cater to
different markets
We need to get rid of the assumption
that “GCDP” is one homogenous
product. The value that GCDP offers
to its customers can vary so much,
from building wells in India to
managing a civil rights project with
nationwide consequences in an
African country, to overseeing a real
estate development project in
Mongolia.
One single program in the ELD has
so much to offer and there is no
reason that every student in the world
should not go on an AIESEC
exchange. The GCDP OGX
program is just as diverse as the
degrees we study in university.
The importance of LC 2 LC
cooperation
Most of us know why we are having,
and should continue having efficient
LC 2 LC cooperations. Apart from
awesome parties and funky stories,
there are more benefits.
Benefits:
❖ Quality assurance
❖ Balance of supply and demand
❖ Targeted sales for EP recruitment
❖ Increased knowledge sharing
between LCs
❖ Intensified contact with the
network
In case you are convinced by the
benefits but don’t really know where
to start and which steps to undertake,
take a look at the…
Successful LC 2 LC cooperation
for Dummies Smarties:
❖ (-5) Assess own market needs
(E.g. Use ‘Resource Daal’ Files)
❖ (-4) Evaluate which countries/LCs
could satisfy those needs
❖ (-3) Use your (personal and MC)
network to contact the parties of
interest
❖ ( - 2 ) M e e t w i t h M C / L C
representative, preferably Face to
Face (CEED) - Congresses ;)
❖ (-1) When opportunities are there,
take it further and clarify SMART
and concrete steps
❖ (0) Congratulations, your LC 2
LC cooperation has just started!
❖ (1) BEWARE: you are only
h a l f w a y. C o m m u n i c a t e
regularly to discuss progression
❖ (2) Market for the programme at
your university or country
❖ (3) Raise, (quickly) Match and
Realize your selected EPs.

❖ (4) Stay in touch while the EPs
are there
❖ (5) Evaluate the partnership
From past experiences we know that
communication is the key in setting
up a partnership. Although
communication is a rather abstract
concept there is a rather useful recipe
to use when setting up a partnership
with another LC which you can find
below.
Ingredients for constructive
cross cultural communication:
❖ Empathy, 200 grams
❖ Effective listening, 1,5 liters
❖ Genuine interest, 2 cups
❖ Shove it into the oven of passion
❖ Set the temperature to 360 degrees
of understanding
❖ Sparkle it with love
❖ Serve it warm and enjoy
G C D P O G X S t a ke h o l d e r
Promotion
Promotion via cooperation
N o w a d a y s m o r e a n d m o r e
academical programms implement an
obligatorical internship abroad. In
addition the will to have a direct
impact on world’s issues and to
improve the people’s everyday life is
getting more and more present.
AIESEC is faced with the unique
opportunity to profit from this
development.
The 2015 maxim of being „ a first
choice partner“ has to be transferred
into reality. Our LCs have to initiate a
stronger, intense cooperation with
t h e i r u n i v e r s i t y a n d t h e i r
international offices. By following this
strategy, we fullfill existing demands
more efficiently. As a conclucsion the
LC’s manpower can be used to
expand and to focus on improving the
provided services.
These steps will lead us on a basis for
sustainable growth.
Promotion via Advertising
As already mentioned, our GCDP
has to be promoted more concretely.
We’re not offering just an volunteer-
job, we offer an unique experience.
But beside this, there are several
other aspects, which might lead us to
success:
AIESEC is a networker, we are
partner oft he biggest international
companies, and well known in the
HR-departments. But what about
networking with a janitor?
Yes! Don’t underestimate his power!
He is the one who can give you access
to rooms and locations, he decides
wether you’re allowed to hang up
posters, leave brochures on the tables
and he will give you the opportunity
to use the show-case-displays.
He might be your key to a successful
EP-Recruitment!
Social Media as a challenge
Many of our LCs are present in
social networks like LinkedIn or
Facebook. It is well established, to
stay in contact with your members,
your oldies, alumni or other
interested stakeholder.
The challenge with which we are
faced now is, to use it as a possibility
to promote our GCDP. Or at least to
ask ourselves wether it is possible.
The main problem is the target
group. GCDP focuses mainly on non-
AIESECers, people who weren’t in
contact with us yet, but are somehow
interested in the possibility of going
abroad.
Doing promotion via social media,
the people have to know us and have
to „like“ us. Before starting an
effective EP-recruitment, we have to
promote ourselves. This is the main
problem in recruiting EPs via
Facebook.
Another point of weakness is
sustainability. How present and
attractive our Facebook-pages are,
depends on the person who is
responsible. A very motivated person
might post everyday a news or a
picture. He will give a quite good
overview how attractive it is to take
part oft he GCDP and how vital the
LC is.
A lazy account-admin will have a bad
impact on your image. You might be
considered as boring, not working or
even worse.
Conclusion: Use Facebook as a
possibility to inform stakeholders and
to stay in contact.
GCDP-promotion will remain a face-
to-face work!
EP (re)integration
Top Seven tips (because it’s HG 7 !!!)
Preparation:
❖ The (re)integration process already
starts before the internship itself.
Indeed, we can contact the LC
where the EP is going to ensure
his/her integration in the
welcoming LC;

❖ We also have to collect the
feedbacks of the EP (by regular
Skype meeting for example),
because it’s important to know
his/her strength and learning from
the exchange ;
❖ Preparation seminars (OPS,
induction conference, etc.) ;
❖ E P m a n a g e r : s e t t i n g t h e
expectation together with the EP ;
❖ JD of the EP : interview, matching
process, etc ;
❖ Getting the EP to know the
different opportunities in AIESEC.
Two stages:
❖ (1) informing the EP before he/
she goes on exchange and
❖ (2) informing the EP about the
current opportunities in the LC
one month before he/she comes
back ;
❖ « EPs on exchange » newsletter:
relating stories, the place where
EPs are for the moment, etc.
Promotion: Case show in
❖ Local committee (info-sessions,
info-meeting, LC meeting, Local
conferences, etc.) ;
❖ Public (Global Village, «travelers
night» - event in cooperation with
Erasmus, special event for EP’s
t e s t i m o n i e s , a r t i c l e i n a
newspaper) ;
❖ We can also offer the EP a middle
management position for a
promotion project (for example
OCP Global Village) and offer
him/her an article in newspaper,
EP newsletter, Facebook, LC
website.
Service and learning: involving the
EP into
❖ EP expectations setting and culture
preparation (participation to TTS
as a delegate and then as a faci for
OPS for example, or sharing
learnings during the conference) ;
❖ Logistic preparation GCP.
Match and partnership - the EP
can be brand in order to build LC to
LC partnership and to help EP
candidates in the matching process.
ICX raising - returnees can educate
ICX to know more about outside EP
market, for example.
Trainees reception - returnees are
able to stand in trainees’ shoes to help
them overcome the cultural shock.
Reintegration seminar - for
example Czech Republic organize a
project called « Talents of
Tomorrow » which consists in
companies training for EP and
AIESECers about how to deﬁne the
added-value of their experience in
their CV.
Contribution by:
Sophia Malandraki, Greece,
LC University of Patras
Rebecka Rosback, Finland, LC SHS
Tereza Grollmussova, Czech Republic, LC
Pilsen
Shravan Thampi, India, LC Bangalore
Tomislav Mamic, Croatia, LC Split
Olga Pashchenko, LC Frankfurt, Germany
Maarten Wessels, LC Groningen,
The Netherlands
Audrey Beghon, LC Louvain-la-Neuve,
Belgium
Terri Chen, LC Edinburgh, UK
Magdalena Ciesielska,
LC Katowice UE, Poland
Timo Judith, LC Dortmund, Germany
Adelina Arsene, LC Bucharest, Romania
Aissa Boodhoo-Leegsma,
LC McMaster, Canada
Tanja Ivanovic, LC Belgrade FON, Serbia
Tonja Novik, LC Tomsk, Russia

Our members are driving the results
in the LCs, they are the ones that get
the actual operations done. Without
them, our LCs would be like
bloodless corpses. That´s why its our
job to ensure that they get a fulfilling
experience.
How do we do that? That is what this
chapter should give you.
Remember your own @ XP. What
motivated you to get where you are
today? Without a high quality team
experience many of us might have
never thought about taking a step
forward.
WTF is TMP?
Quick reminder of what is the official
definition of the program. We know
it’s dry but just in case you weren’t
paying attention ;)
A Team Member Program (TMP)
experience is an opportunity for a
y o u n g p e r s o n t o d e v e l o p
leadership by living a practical team
experience at a local, national,
regional or global level.
“TMP is no longer a rest stop on the way to
a destination it is the destination.”
Enas Siam, MCP AIESEC Egypt
The value proposition that we offer to
members of this programme is
❖ A practical team experience
❖ Practical hard and soft skills
development
❖ Access to a global network
❖ A n e n t r e p r e n e u r i a l a n d
responsible attitude towards being
a better leader
This is what we need to keep in mind
whenever we take action to deliver
the program.
TMP participants can have different
types of practical team experiences,
such being a part of a project team, a
functional team, the organizing
committee of an event, or an
executive team of a an entity.
Key Points. In the end what you
really need to remember:
❖ TMP is a product for students, and
not a stage in the @ XP
❖ Despite being an own product it´s
inter-connected with the other
programs.
❖ All the people that fulfill the
program definition qualify for this
program.
❖ It has a clear value proposition
and needs to answer to a need in
the student market.
❖ TMP gives you the space to
customize the experience for each
member
❖ We should start to explore options
on how we can sell the product,
and make it a sustainable product
in itself.
TMP in your LC
So to give you better understanding
of the program, you might be asking
yourself why is TMP such an
important part of the AIESEC XP
and what is its goal?
❖ It´s the biggest program we run
❖ It´s the driver of performance
Additionally, it´s potentially a driver
for TLP,. For more information see
chapter 8.
Chapter 7. Team Member Program

How to deliver a fulfilled
experience?
Recruitment
It is most efficient if you recruit
members based on the programs you
run. Make a separate recruitment for
TMP targeting students without
organizational experience & focus on
first and second year students in your
university so that they can be
engaged for a longer period of time.
This will build a suitable team
member body within the LC.
GCP from LC Oradea, Romania:
Promote the separate programs
explaining what they will be doing in
detail. They that students get a clear
understanding of what they are
getting themselves into. By this you
are engaging them in AIESEC
already in promotion. Explain what
they will have to do, and not just
«Join AIESEC». This led to a
increase of application from 60 to
over 300 application in our LC
Checklist:
❖ Identify the need you have in your
LC according to your goals
❖ Create JDs that describe the
vacancies you have in your LCs
❖ Target students that have relevant
skills and potentials
❖ Make sure that the value
proposition of the programme
itself is clearly communicated and
not AIESEC in general
❖ Make sure to communicate
different options in TMP (i.e. JD in
a functional team, project team,
etc.)
Example from LC Vienna WU
Every vacant position in the LC
needs to have a JD that clearly defines
responsibilities, benefits and measures
of success. TMP applicants have
access to those JDs at info sessions
and at the assessment center where
they can state preferences. In the
process of selection the TL and VP
TM allocate the applicants to JDs
according to their preferences and
backgrounds.
Education
❖ Induction seminar (What is
AIESEC? AIESEC Way, AIESEC
2015, Function areas, simulations,
Goal setting)
❖ Conferences (Local, Regional,
National – sales, legal issues, deep
knowledge of functional areas,
simulations, building strategic
mind, soft skills)
❖ Trainings (deep knowledge to fill
their GAPs, for ex.: financial
s u s t a i n a b i l i t y, b r a n d ,
communication)
❖ Speakers can be representatives of
Companies, alumni of AIESEC
and Executive Board|Training
team
Note: It’s important to plan the
education cycle in advance before
recruitment !!
Coaching and mentoring
In this program it is supposed that we
use coaching and mentoring system
to build up a strong foundation to
develop the people in TMP.
Members in TMP should have access
to a coach who helps them to achieve
individual learnings and track their
development.
Who can be a coach? It is basically
up to you to decide that. However, it
is important to remember that
Coaches give professional advice and
direct them towards the right
solutions.
For coaching and mentoring you can
find materials on www.mindtools.com
For educational cycle VP Talent
management should be responsible.
Top 10 things to motivate your
members (and increase the
retention rate)
1. Reward and Recognition system
2. Effective and planned meetings
3. Leave a place for their initiatives
4. Match tasks with motivation. Get
to know the motivation of each
team member
5. Transparency and equality. Share
your vision and don’t act like they
can’t understand...
6. Balance work and fun
7. Make them understand the
purpose of each tasks
8. Ownership of the goal
9. Make them see the relevance of
their personal development (tool:
career talk)
10. Smile :)
Motivation comes by showing members that
they experience results. Including reward for
hard work.
Alina Buss AIESEC Germany
The most powerful way to motivate is to
coach them to realize the answers themselves,
for them to realize the things they get out o
AIESEC and the impact we are doing. In

short it means help members to ﬁnd their
internal, personal, motivation.
Kira MCP of Finland.
Ask the members what are the criteria of
being a full-member in AIESEC. It creates
commitment and is easy to track. It makes
members rethink why they are in AIESEC,
and if they are in the right programme. You
could have a point system with points for
attending LC meetings, FA meetings,
answering email within 24 hours etc.
GCP Eloy López del río, Madrid,
Spain

Expectation setting
The thing is that everybody has expectations,
even if they are not aware of them. So it’s
our job to communicate as concretely and
clearly what members can expect from TMP
and what they need to do in order to achieve
that.
Lisi, LC Vienna’52/WU, Austria
So, how can you make sure that the
members have the right expectations?
What kind of information does this
person need in order for him/her to
have the right expectations?
❖ Information about the ﬂow of the
experience (i.e. how does
education – goal setting –
execution – tracking – evaluation
look like?)
❖ Make them understand that they
are shaping their own experience
and that they need to perform, you
will not have the experience, which
you were looking for
❖ The big picture of how their
performance drives the entire
organization
What can you do as LCP to
assure this?
❖ Have an idea of who delivers
TMP in your LC. Who is
responsible? Is it just the VP TM?
Is the middle management
responsible for creating TMP for
their members or the functional
area VPs? Make sure that there is
a consensus in your EB about
responsibilities and task division.
❖ Make sure that all your VPs see
the relevance of having TMP
processes. They need to see the
importance of JDs, showing the
big picture and induction and
evaluation processes in their area
(regardless of who is responsible
for this). If it’s only your VP TM
who sees the importance, he/she
will get frustrated very soon J
❖ Know how and at which points the
above mentioned suggestions are
communicated to the member
Top 10 things that members
hate
1. Arrogance
2. Inconsistence
3. Lack of support
4. Not follow your own rules
5. Lack of trust
6. No place for new ideas
7. Not understanding the big picture
8. Un-constructive feedback
9. When you are late ;)
10. Impossible expectations
Contribution by:
Alina Buss, LC Bayreuth, Germany
Lisi Witzani, LC Vienna’52/WU, Austria
Mirella Lancz LCP of LC Külker
AIESEC Hungary
Veljko Palalic LCP of LC BBA
AIESEC Serbia
Martin Ilievski, LCP Blagoevgrad, Bulgaria
Michal Sedenka LC Karvina Czech Republic
Anna Melniekova LC Trnava Slovakia
Clément Ebizet LC Marseille France
Maximillian Holst LC Bonn Germany
Ewelina Antczak LC Poznan Poland
Evegniya Khalilova LC Omsk Russia
Marie Gachet LC Geneva Switzerland
Zdenka Pajtasova LC UNIC Denmark
Sophie Bergaust, LC BI, Norway

Introduction
WHY: Because we want to develop
leaders in order to support high
potential men power and through
that to create a positive impact on
society.
HOW: We provide possibilities for
young people to go through different
t y p e s o f t e a m - m a n a g e m e n t
experiences. Thereby they take
responsibility for their team members
and the overall results.
WHAT: In the AIESEC network
TLP-participants gain practical
experiences, where they constantly
develop their hard and soft skills.
Additionally we offer different
activities for their personal and
professional development.
“Why? My motivation to run for LCP
started in Australia. There I took part in a
LC-simulation and became LCP for the
game randomly. In this competition I got to
know my addiction to strategic work and at
the end fortunately my group won. This key-
event gave me the necessary self-confidence to
run for LCP back in my country.
How I managed to deal with all the
challenges is that I trusted in myself.
As a highlight I also got confirmed by
my VPs telling me that on a
conference, what really gave me an
incredible power.
A key in my term so far is that I
really believe in myself now. That’s
so important for me because it is a
great support concerning all the tasks
the TLP WHAT means for a LCP.”
Pe r s o n a l E x p e r i e n c e by a n
anonymous delegate:
How to manage TLP?
Good Case Practices
The Netherlands: Creating different
positions and job descriptions (LCP,
VPOGX, etc.) and promote it to all
the students of the University.
Mainland of China: Creating
different profiles (competencies, skills,
etc.) and promote it to all the students
of the University
Transition
Transition should definitely
include:
❖ AIESEC understanding
❖ Roles and responsibilities, JD, LC
structure and communication flow
❖ Performance management skills,
tips and tricks
❖ Team management, team vision,
motivation
Tips for transition:
❖ Organize national events for
newies.
❖ Organize 2 full transition days for
the new and the old members
from the TLP.
❖ Save all your documents, ideas,
experiences and information!
❖ Create archives for specific
functions.
❖ Use a CRM system. (for example
myaiesec.net)
❖ Let the new members of the TLP
start earlier and let them work
with the old members of the TLP.
❖ Create a board of advisors existing
of only Alumni and arrange a
‘buddy system’ with the EB. (For
example: connect the LCP to the
president of the board of advisors
and let them meet once a month.)
Bad Case practice
“Some of my EB members didn’t have any
AIESEC experience before they started the
TLP. Unfortunately one of them couldn’t be
Chapter 8. Team Leader Program
Transition without words…

at all the transition events in the beginning.
The result was that she wasn’t motivated,
didn’t felt connected with AIESEC and
didn’t do what she had to do. A few weeks
ago I fired her. This is a risk! Make sure
everyone gets a good transition (function
specific, but also to get the AIESEC-
feeling..).”
Aileen Selderhuis – LC Twente – The
Netherlands
“So, before the transition write down what
important aspects you would like to give to
your successor. Your list could for example
exist of: the AIESEC process, how to build
a team, GCPs and BCPs, strategy etc.
What would you like you successor to know
to start their job properly.
Make sure you have a clear schedule on
when your schedule on your sessions you
would like to give and make a transition
document.”
Inge Tanke - LC Tilburg - the Netherlands
Benefits
Imagine the situation you are
graduating the university and you are
applying for job. After TLP program
you will be much more experienced
than your colleagues form your
university.
Here’s what you can tell your
potential applicants about the
benefits of TLP:
You can put all skills you gained to
your CV. On review boards you can
share what had you learned during
this time which is unique experience
for such a young person.
So what can you learn thanks to TLP
program? Before leading the others
you have to lead yourself. First of all
you will learn how to manage
yourself.
You will learn how to work with
❖ Deadlines
❖ Spread sheets
❖ How to plan
❖ Implement strategy.
Compared to other students you have
better opportunities to improve your
hard and soft skills, such as:
❖ Presentation skills
❖ Training skills
❖ Team management
Leading the team will help you in
understanding yourself and others
and for sure it will teach you patience,
resistance, respect to others,
responsibility, reliability. You will have
a chance to get networking all over
the world also in local companies.
“For the new TLPs from other organizations
with previous team management experience
we should ask their feedback on our structure
and activities as they don’t know our
processes. By doing this you can find new
innovative solutions to implement”
Denisa Seferi - LC Venice - Italy
“Organize a small leadership seminar for
non-AIESECers with quality content that is
not focused on AIESEC. At the end of the
seminar take a moment to tell them that,
everything they just learned is what
AIESEC does every day. Then welcome your
new leaders :)”
Tuomas Salmi - LC Oulu – Finland
“When you choose to create a middle
management you have to be sure that you
take good care of them. In this case the
Team leaders felt that the EB did not care
not about them. This feeling where created
because the communication between the EB
and the team leaders was not good enough.”
Ktez Kävti – LC Brno
“The fact that you have to in some situations
have to treat your TLs like EB members is
also confirmed by Casper Bek from CBS
Denmark. There the experience is that you
have to be very focused on improving the
information flow between the two leadership
levels”
Casper Bek – LC CBS - Denmark
Bad Case Practice:
Vascun Avasthi from LC Pune, India
tried to have an EB of 16 people so
the LC could be huge. After this
experience he had to admit that 12
EB members is the absolute
maximum.
“If your EB gets too large you risk that
several VPs have to work on the same task.
This will make your EB inefficient. Another
benefit with a smaller EB is that it is a lot
easier to create a good team spirit.”
Vascun Avasthi - LC Pune – India
Contribution by:
René Hoeltzermann
Tihomir Čale, LC Mostar,
Bosnia and Heryigovina
Aleksandra Napierala,
LC Torun UMK, Poland
Aileen Selderhuis, LC Twente, the Netherlands
Valia Paschalidou,
LC UoM Thessaloniki, Greece
Philipp Wendel, LC Berlin HU, Germany
Katharina Feininger,
LC Nuernberg, Germany
Olli von Boehm, LC Haaga-Helia, Finland

In this section we’ll be addressing
several aspects of the LLC program.
First, the relevance and connection to
the triple bottom line. Second, several
tools to use to manage the LLC
program. Third, several foreseeable
challenges which may arise and some
tips and tricks to deal with them.
Finally, the benefits for an individual
to participate in the LLC program.
Here are some quick definitions to
help you get an overview of the LLC
program:
1. Why? In an area where social
enterprise has an increasing role, it
has become important to implement
the triple bottom line: people, planet,
profit, into the activities of @.
Likewise, the LLC programme
should be aligned to these values, in
order to bring value to our
organization that we love soooo
much.
In reference to the triple bottom
line:
Profit
❖ Alumni are the bridge between
your LC and companies. This
means that you can more easily
reach into relevant contacts/
sectors, and gain a broader
understanding of how to brand
and sell your product to the
various companies
❖ Alumni are the GCPs which the
world sees – take advantage of
this! (free advertising)
❖ Alumni can provide referrals and
endorsement, which help your LC
i n t e r m s o f a p p ro a c h i n g
companies for TNs/sponsorships
People
❖ - Alumni have gained xp inside
and outside of @, which mean
they can give your LC the xp,
guidance and advice to position
yourself in the market
❖ Alumni can deliver training,
leadership, development for your
leaders and member
Chapter 9. Life Long Connection

❖ Alumni can give members the
motivation to achieve results, when
they look back and see how to
connect the dots, and share xp in
terms of what went wrong, what
right
❖ Alumni have the connection you
need including past @ers and non-
@ers to support your LC –
networking
❖ Giving them the chance help @ by
getting them involved, sharing
their own personal stories
Planet
❖ We can work with them to develop
ourselves and our careers, but also
t o c o n n e c t t h e LC s w i t h
enterprises. The enterprises will
get the CSR, and we will beneﬁt
from having the income to realize
our projects (which are sometimes
environmental). This leads to
growth, and an ever-growing
opportunity for us to have a
p o s i t i v e i m p a c t o n t h e
environment.
❖ If you’re involving alumni, then
you’re creating sustainability. You
thus continue to have a positive
impact. It makes the impact grow.
2. How?
Tools for managing LLC on the
Local Level
❖ Creating Alumni Database
To create a alumni database you can
use Social Media as Linked In , Xing
or Facebook. Every member has to
subscribe to it. Creating Excel
Spreadsheets aren’t the most efﬁcient
way to do it because the work to
establish it is constantly done by the
members. Using LinkedIn for
instance makes our lifes easier
because the Alumni update
constantly their professional
background. Knowing what an
Alumnus did for the last «x» years is
important in order to know how to
approach her or him.
❖ Newsletter
Every quarter a newsletter can be
sent with an overview of the current
situation, the activities held and also
future projects and activities. It
should be short and concise but as
precise as possible. Those who don’t
want to be on the mailing list are to
be taken out from the mailing list but
not from the Alumni list.
❖ Mentorship
This idea is to establish «personal
coaches» who used to be at the same
position in order to give some tricks
and tips for current EB/team leaders.
❖ Board Of Advisors
The Board of Advisors consist of the
former members of AIESEC that are
now working. As they had the same
experience as you are having now in
your LC plus the fact that they work
now, the members of the BoA are in
the best position to advice you. The
Board Of Advisor can also consist of
the dean of the faculty or professors.
They are the ones who can help us
with the relationship with the
University.
❖ Events
These are events especially for
Alumni. Example, Alumni cocktails
or team building with the Alumni.
You should make your Alumnis used
to the idea of yearly Alumni events. If
it becomes a system it would be easier
to take care of. Don’t forget to put
some AIESEC culture in the event -
how awesome would be to dance
Tunak Tunak with your adult
Alumni?
❖ Networking
Current AIESECers aren’t the only
ones with connections, contact the
Alumni in order to enlarge your
contacts. Who knows, maybe one of
them is a future TN taker.
Tools for Managing LLC on National
Level
❖ Alumni Association
A National Alumni Association
should be implemented to your
countries so that the Alumni could be
introduced to other LCs than their
own. They have such a big potential
that it shouldn’t be wasted just on one
LC, they may bring something new
to other LCs as well. The Assocation
can work on partnerships, TN-takers
or organizing networking events in
your country.
Good Case Practice:
❖ Latvia:
The Alumni organization is a part of
t h e i n t e r n a t i o n a l A l u m n i
organization. They created a fund
supporting projects, events or
conferences. The Alumni give
training to themselves. The
organization is lead by an AIESEC

Alumnus as well. In the newsletter
which is sent to them there’s a section
called «Emergency» where the LCs
can ask for help the Alumni
organization.
❖ The Netherlands:
In the Netherlands, they came up
with the idea of using LinkedIn as
their Alumni database. The work of
updating the contacts is done by the
users themselves so that the time of
LCs isn’t wasted on looking for the
information about their old members.
❖ Switzerland:
After several years of neglecting the
Alumni, one of the committees have
CEEDed the position of Alumni
coordinator in order to re-establish
contacts with the ex-AIESECers.
They organized for the ﬁrst time
since a long time an Alumni event
and builded a new, realistic contact
list.
❖ Slovakia:
The National Alumni Association is a
very prestigious association. Alumni
want to get in it but before they need
to be accepted by a Review Board.
This makes the Association
something for the best and most
committed ones, so that the work is
really done.
Alumni can create associations and
get involved globally - check out
www.aiesec_alumni.org
How to make LLC more
attractive for Alumni?
❖ Give them informal “crazy” XPs,
which they had in AIESEC.
During our conferences we do hell a
lot of not so familiar things: dancing,
shouting and giving a huge applause
to everyone who is on the stage.
People in their daily life don’t get
much attention. So, for alumnus is
kind of big bang when they get so
much energy from us, young
entrepreneurs.
❖ Depends on the aim how we
would like to utilize them
❖ Stop asking money: how to get
ﬁnancial support from them?
Sorry but during the conference we
haven’t really found the answer for
this question, so good luck and what
is really important use your network
and special reality to know what is
relevant for them.
❖ Packaging the products, events
Be evolved in AIESEC events e.g.:
workshops, motivational speeches
e.g.: Global Leaders Summit
Organized by Hungary in 2012.
There were a huge international and
national alumni meeting. Ask for
GCPs from them!
❖ Organizing event just for them,
where they can tell their story
Consultancy: short occasion show up
mainly that’s it. we are in the middle
of going for 2015. That’s an issue,
right? J we need to invite someone
from the past who can explain, that
changing is needed and make us
relaxed and ambitious about it.
❖ Alumni club: engage them
personally, show them that they
are important or sometimes just go
out for a drink J
Managing the connection:
❖ Mailing list
❖ News letter
❖ Continuous communication
Make them a virtual library where
they can share their knowledge
❖ Networking
Use to make new enterprise: they can
simulate different cases with
AIESECers, we as AIESECers can
solve a lot of issues which companies
have in their life.
❖ Get to know relevant markets and
CEOs
❖ Utilize the network
Alumnus who want to develop
themselveswould like to make
impact on society
❖ Consider alumni as a market –
what they need exactly as they are
your customers
I n f o r m a t i o n m a n a g e m e n t ,
relationship management system in
a d v a n c e t o m a k e e a s y t h e
administration of them (putting them
on LLC XP when they leave the
organization)
As members they need to feel the
power of the organization to be
committed enough to stay with
AIESEC after leaving it J
We need to explain them what we
want from and for them
3. Challenges involved
As LCPs, we’re in charge of
managing this program of the @ xp.

This may be especially difficult,
because that’s one sphere in which we
have no experience – by definition!
But we’re leaders, and we can figure
this out. There may be several
foreseeable challenges, and we’re
going to try to address those, and give
tips on how to deal with it.
Fo r e s e e a b l e c h a l l e n g e s /
problems
Possibly the most common phrase
you will ever hear from your alumni
is:
“In my day…. When I was an
AIESECer…..”
Every alumni – every LC – every country
They’re just trying to help. Sharing
experience is what we do, it’s how we
learn. It would be stupid to reinvent
the wheel. However, keep in mind
that the local reality changes in time.
Take what you can from your alumni,
but don’t forget that maybe they
didn’t have social media, maybe they
didn’t have immigration issues, they
didn’t have myaiesec.net. So make
sure you learn from your alumni, but
tailor their experiences, so that it fits
your reality.
Some LCPs feel overwhelmed by
their alumni and their willingness to
get involved. You may feel like your
alumni think they can do better than
you, but they just want to be helpful.
Take advantage of it, use it to your
advantage. (expand) harness their xp
to develop your LC.
Contacting them – Current LCPs like
Bob from LC Ponce in Puerto Rico
have identified communication as the
biggest challenge. His suggestion is to
have an alumni tracking manager
(refer to part 2 of this chapter to find
out how to deal with this)
Your alumni that had a negative @
xp. Ask them why, learn from their
experience. Try to apply the learning
points to your LC.
Your alumni don’t feel the connection
to @. This means that the LLC
program isn’t attractive to them. To
deal with this, refer to point 2 of this
chapter.
Here’s a story about one alumni
related issue – the alumni don’t want
to lose their LC.
Long life connection - people
are connected already
Some people are telling, that many Alumni
are not involved to LC, they dont care about
@ so much, they just come to conference to
drink, but I found out during last month,
how does it look like at our LC. I dont think
so. There are two examples from my LC.
It was during EuroCo… My VP ICX C
sent mail to Alumni, that there is an option
to make one big LC in Prague. There are
two LCs in Prague – CZU Praha and LC
Praha. Alumni received email about it and
they replied. During one afternoon I received
47 replies at my E-mail, that they don't
want this. They are part of our LC and the
new one is something, what they didn't work
on, where they are not connected to. They
wrote us feedback about it, what are positive
and negative things at it. And what was the
key learning for me - they are connected, we
just need to tell them something relevant,
something, where they can be usefull, when
they feel relevance of what are we telling.
We have around 35 alumni and around
month ago there was alumni event. – 19
were part of it. And offered help, offered
coaching, mentoring and whatever we want.
They really care, whats happening, just tell
them in structured way, what you need and
you will receive reply.
So if you think, that they dont care, you are
wrong. They are connected, find out why and
you will know, what how to work with them
and others, who you want to connect.
Vít Fratri - AIESEC CZU Praha - Czech
Republic
AIESEC expands and continues to
grow, and new LCs are popping up
all the time. If you’re part of this
group – you won’t have any
alumni!

Tips:
❖ Talk to the closest committee next
to you, ask them for help
❖ Take advantage of the BoA, they
can fill this position as mentors,
advisors, until you have a network
of alumni
Tips and tricks to becoming the
first alumni successfully
I will be the first alumnus from my LC.
Tijana Jeremic - LC Valjevo - Serbia
Eventually you will go towards LLC.
You may be the first alumni that your
LC has. But never fear, here are some
tips and tricks to help you get started,
and shape the alumni culture.
❖ Establish a line of communication
(add them to the FB group, so that
they know what’s going on)
❖ You are responsible for alumni
culture – lead by example
❖ Make sure your @ xp is a
REALLY good one, so that you
want to continue helping them
out / sharing good xp
❖ Not criticize the current @ers, but
give constructive feedback don’t be
that alumni that says “In my
d a y … . ” “ W h e n I w a s i n
AIESEC…”

❖ Be aware of the emotional
consequences – you don’t have
your team anymore
4. Beneﬁts –
Why should an individual participate
in the LLC program? Keep all of
these in mind when you’re
approaching alumni. If you know
what they want, then you know what
to offer.
Why they need us
❖ To tap into the student market
❖ They need to recruit students from
your university to get an external
perspective on problems solving
❖ To raise TNs
❖ To give the company a global
proﬁle
❖ To continue the way they started
in AIESEC
❖ To bring about case studies for
students to solve
❖ Connect with old friends from the
@exp. And with other alumni.
❖ Increase contacts (Branding)
❖ To create followers (future
customers)
❖ To discover business opportunities
❖ Scholarship to exclusive @ alumni
Emotional connection
❖ Keep in contact with the XP that
impacted them
❖ Feeling of involvement
❖ Help others to develop their selves
❖ Work for social responsibility
❖ To position their selves in the
network(self branding)
❖ To not forget the inspirational and
motivational way of doing things
❖ To be always an AIESECer
Special thanks to those who
participated in writing this chapter!
Contribution by:
Gabriel Jose Cordoves Acosta – AIESEC
Ponce – Puerto Rico,
Julia Gifford – LC Riga – Latvia, Sarah
Creurer- AIESEC in Sciences Po- France,
Jacqueline Schokking –
LC Utrecht – the Netherlands,
Christophe Vercarre – LC Leuven –
Belgium,
Dina Dong – LC Warwick –
United Kingdom,
Eloy Lopez del Rio – LC Madrid,
Maciek Kowalski – LC Lausanne –
Switzerland,
Eugen Isac – LC Chinsau – Moldova,
Barbora Pribylincova – LC Banska
Bystrica – Slovakia,
Liisa Tang – LC Parnu – Estonia,
Tijana Jeremic - LC Valjevo - Serbia,
Belinda Aikins – MC Ghana

Being a CEO. What does it really
mean? How am I different or similar
with a CEO of an enterprise? With
the rising 2015 Ambition, we are now
facing a year of transformation of the
organisation into a social enterprise,
with us LCPs as its CEOs. Starting
with the basic understanding of this
phenomenon, its structure, going
through innovations and creating
market value, this chapter is
dedicated to assure full understanding
of the future role of LCP. With
general overview, as well as detailed
tips and tricks, this chapter should
provide you with all the knowledge
you need in order to undergo the
change.
Organisational culture
AIESEC in my hometown has been
organizing recruitment event for first
year students of my university for
quite a long time. I saw bunch of
people showing pictures from last
year event. I’ve asked my older
friends about that: they told me it was
a drinking/hooking up party time
with school mates organized by some
weird guys but never mind.
Unfortunately, afterwards I got a
confirmation that it was true and in
that second it stopped being
interesting for me. Three years later
when I’ve decided to give AIESEC a
shot, I applied for internship and was
invited for interview, which took place
in the most popular student bar of
my university. The only thing that
kept me there was my classmate who
was at the time an LCP and she
swore to me that this is because they
did not have an office. The first
impression I received was horrifying
and it stayed with me for years. I later
found out that even the work was on
a very weak level and the LC was
almost closed. My LC has a picture
on Facebook with 15 guys, naked
butts and sitting on another LCs
banner. No pictures from sessions,
trainings of workshops. Here you can
see that the culture is a crucial aspect-
it influences the internal processes as
well as the external image.
“Culture for your LC is like background
music to a movie, it sets the right mindset to
generate the required reactions and drive the
needed behaviors. In that sense, it is a tool
and you need to use it consciously.”
Enas, MCP Egypt
Know your Culture
If you can’t describe and identify
your culture you should try asking
yourself these questions:
❖ What would you tell a friend who
wants to join AIESEC - you don’t
need to hide anything. ?
❖ What is the one thing you would
like to change?
❖ Who is your hero in AIESEC ?
Preferably in your LC
❖ W h a t a r e y o u r f a v o r i t e
characteristics in LC?
❖ What kind of people fail in your
LC?
❖ What is your favorite question to
ask in newbie interview?
❖ You should look at the questions
and answer them again, picturing
you having an perfect LC .
You will now clearly see what would
you like to change in the LC, what
actually should be your culture and
what are your main sources of
problems.
Identify The Aspects of Your
Culture
Once you are aware where you want
to go, you should identify main aspect
of your new culture - Culture
consists of four main parts :
❖ Values and principles
❖ Informal connections
❖ Formal structure
❖ LC rituals
These things might sound very
abstract, but they are crucial when it
comes to identifying with the culture,
planning and implementing it.
Implementation
When you want to start with the
implementation you should follow
these steps:
Present and explain the need of
change to the members. They will
either accept it and you can continue
educating them, or they will refuse it
and they will be exited.
Incorporate your culture into
recruitment starting from: promotion,
interview, LCC.
Chapter 10. Being a CEO

Address the exact group of people
with your preferred characteristics
right from the beginning.
Don’t forget about it and use in every
LC activity
Don’t change your culture during
projects life cycle-it might confuse the
members and it interrupts their
activities. Keep in mind this is a
longer process.
In time of implementation of culture
you should think about alumni of
LC, inside them there still is the
culture from their times, they should
accept proposed culture or leave.
Contribution by:
Tomek Szczygieł, LC Wrocław UT, Poland
Lucia Ihnátová, LC Košice, Slovakia
Financial Sustainability
Fınancıal management strategy
It ıs vıtal for an organization to have
a fınancıal management strategy ın
order to functıon and be sustaınable.
You have to ıdentıfy your revenue
sources and all costs. Fınancıal
management strategy consısts of
regulatıons and core prıncıples (For
example never allowıng to plan a
budget wıth loss).
Keep ıt sımple!
Hıstory has shown that people ın
AIESEC tend to create very dıffıcult
and gıant budgets and fınancıal
trackıng fıles. The maın goal should
be keepıng ıt as sımple as possıble.
Thınk through what has to be ın
budget and can your members
understand what ıs there?
Cash Flows and Profıtabılıty
It ıs very ımportant to monıtor and
plan the cashﬂows of your LC.
Otherwıse ıt wıll be quıte surprısıng
when at one moment your bank
account ıs ın mınus. Identıfy the
ıncomes and costs and also plan when
they are goıng to happen. Then you
can predıct the bank account state
and see ıf there are resources for
ınvestments at certaın moment of
tıme.
NGO Mindset
Many of us have suffered from the
“NGO mındset”. People tend to
thınk that ıf you are a NGO, you
don’t need to create revenue or profıt.
In fact, revenue ıs vıtal for an
organization to be fınancıally
sustaınable. It ıs better to see
AIESEC as a socıal enterprıse that
earns profıt from ıt’s programmes
(GIP, GCDP; ın some countrıes also
from TMP, TLP). The profıt that ıs
earned from our products can be
used for ınvestments, reserves and for
supportıng members. In AIESEC the
maın goal ıs not to maxımıze profıt,
as ıt ıs ın companıes – ıt’s ımportant
to earn profıt from your products ın
order to pursue our vısıon and
organizational goals.
Reserves
When talkıng about fınancıal
sustaınabılıty, you wıll sooner or later
reach the topıc of reserves. Reserves
are very helpful ın terms of
maıntaınıng sustaınabılıty. You can
ımagıne a sıtuatıon when for example
your offıce prınter and phones
happen to broke down at same
moment and ıt ıs slowıng your work
and causıng dıffıcultıes. Then ıt ıs
very good to have reserves that can be
used to cover the cap. Otherwıse
there ıs a possıbılıty that the work of
your LC ıs stopped.
For example ın LC Tartu, Estonıa
10% of exchange revenues wıll go to
Development fund and other 10%
wıll go to R&R fund. In case of ER
revenues, 20% ıs ınvested ınto each
fund ın order to maıntaın fınancıal
sustaınabılıty through years. Each
fund has rules for the usage of
deposıted money. For example
Development fund can only be used
for ınvestments ın strategıcal parts
and ınvestments have to earn profıt,
so the money re-creates ıtself.
Contribution by:
Erık Raudsepp, LC Tartu, Estonıa
Ismail YAGICI, LC Eskisehir, Turkey
Marketing Strategy
What is Marketing ?
What is Marketing Strategy ?
Why is Marketing Strategy is
necessary ?
What ıs marketıng and why do we
actually want to talk about

marketıng? Well, ıf you look at ıt
from perspectıve, marketıng ıs
necessary because of competıtıon,
and competıng ın your envıronment
makes the dıfference between success
and faılure. Marketıng ıs basıcally
your way of fındıng what makes your
customer your customer, and not
someone else’s.
For AIESEC, why do we need
marketıng strategy and why should
we understand our competıtors and
market? If you look at the market we
face, man, ıt’s pretty rough. We
compete for the tıme, energy, and
sometımes money of what we call Y-
generatıon, an extremely dıverse,
ambıtıous, but often spoıled and
ımpatıent one. Our competıtıon
consısts not only of the many other
organizations that offer them
membershıp or exchange programs,
but basıcally anythıng that gıves them
the opportunıty to spend theır tıme ın
a pleasant manner.
And as we have such a dıverse
potentıal target group, we must fınd
out how we may attract, engage and
develop them all! When you want to
achıeve ın marketıng, you must
always focus on your target group. At
the end of the day ıt does not matter
how you see your program, but the
way they perceive ıt. Thıs ıs why ın
thıs chapter we wıll try to focus on
how to dıfferentıate yourself ın the
eyes of your target group, how to fınd
your competıtıve edge and become
relevant ın your market!
When I was ın fırst grade ın my
management studıes, I attended
marketıng class, as I suppose most of
you dıd as well, learned the theory,
never applıed ıt ın realıty, and forgot
about ıt wıthın a semester. It took me
an other year, to actually get ınto the
sıtuatıon, where I could take a look at
that from a practıcal perspectıve, and
actually apply ıt – so thıs ıs what I wıll
try to help you ın now.
Therefore what we are goıng to talk
about now ıs an effıcıent but easy to
apply technıque, called the 4 Ps, or
the marketıng mıx. It summarızes the
four maın poınts of vıew that you
shall consıder when analyzıng your
market and yourself ın the eyes of the
customers. These four elements are:
❖ Your Product
❖ Its Prıce
❖ The way of Promotıon
❖ The Placement of your product
We wıll not elaborate here on the
actual defınıtıons of these as you can
fınd them easıly (Google ıs your best
frıend), but rather get ınto how you
can really apply ıt!
We wıll show you a sımple model
where you can use ıt. The two
prıncıples you must keep ın mınd:
❖ You sell the program not the
organızatıon, therefore ıt ıs your
program competıng, not AIESEC
❖ The fınal, most ımportant cell ıs
the one ın the bottom rıght, so that
wıll be the maın output of your
work, fıll ıt wısely!
Thıs ıs a very sımple model for you,
to fınd out what you are good at to
capıtalıze on ıt, and also to fınd out
what your competıtors are good at to
be able to capıtalıze on ıt. At the end
of the day, marketıng ıs not
complıcated to do, wıth focus and the
rıght tools, you can dıstınguısh
yourself and exceed no matter what
kınd of competıtıon you are facıng!
Good luck, and remember that
competıtıon helps you stay relevant!
Contribution by:
Danıel Hamvas, LCP of Budapest Unıversıty
of Technology and Economıc, Hungary
Ismail YAGICI, LCP of Eskisehir, Turkey
Customer oriented approach to
create market value
Introduction
“A satisfied customer is the best business
strategy of all”
Michael Leboeuf
The aim when developing a new
product is for it to be sold, and bring
both value for the customer and
revenue for the producer. Bearing this
in mind, it makes sense to develop a
product which is interesting to our
stakeholders.
Different methodologies can be used
to design and develop a product, one
of them is the Business Model
Canvas2.
ELD Program Competitor 1 Competitor 2 AIESEC
Attributes (How would your
product be descrıbed)
Benefits (The things that you
deliver as beneficial)
Advantages (The things that
you do better than your
competitors)

The Business Model Canvas is a
strategic management template
for developing new or documenting
existing business models. It is a visual
chart with elements describing a
fi r m ' s v a l u e p r o p o s i t i o n ,
infrastructure, customers, and
finances. It assists firms in aligning
their activities by illustrating potential
trade-offs.
Offering
❖ Value Proposition: T he
products and services a business
offers. Quoting Osterwalder
(2004), a value proposition "is an
overall view of .. products and
services that together represent
value for a specific customer
segment. It describes the way a
firm differentiates itself from its
competitors and is the reason why
customers buy from a certain firm
and not from another."
Customers
❖ Customer Segments: The target
audience for a business' products
and services.
❖ Channels: The means by which a
company delivers products and
services to customers. This
includes the company's marketing
and distribution strategy.
❖ Customer Relationship: The links
a company establishes between
itself and its different customer
segments. T he process of
managing customer relationships is
r e f e r r e d t o a s c u s t o m e r
relationship management.
Example: developing a GCDP ICX
for WENA
Identify potential customer
For example you should ask WENA
LCs what their standard student is
(age range, study profiles, years of
studies, field of interests for students,
% of unemployment, % of people
taking gap year…)
Identify customer needs
Using the information above, cluster
the potential customers by their
needs.
In WENA region, it is very normal
for students to take on internships,
and quite normal for them to be
involved in NGOs. Their top study
profiles are Humanities, Business and

Social Sciences, and their top field of
work are business administration,
environmental, management, sales
and finance. According to this, we
can see that they are interested in
internships that help them develop
their professional skills.
Build your product on customer
needs
We would offer them a project based
on half time working in a company
that will provide a salary/means of
living, and professional experience in
their fields of interest, and half time
working for an NGO, in the issues
they are more fond of. Take into
account the product packaging, and
the channels to promote it.
Feedback & Test case
Show the product to the target
audience, and collect their opinions
and feedback. Make the necessary
adjustments. If the idea has lost it’s
brightness after feed-backing, don’t
hesitate to change it completely or
disbanding it. Try to focus only on
the opinion of your target group,
otherwise you will loose your client
orientation and the results may not
be desirable.
There will be always someone, who says
that you can’t do that and that should be
your motivation to make it happen
Katarzyna - LC Lublin - Poland
Deliver and follow-up
Raise TNs, match Eps, make sure
they are all satisfied with the project.
If that is not the case, learn from
your mistakes:
“Your most unhappy customer is your greater
source of learning” Bill Gates
Contribution by:
Erik Raudsepp, LC Tartu, Estonia
Isis Planelis Batisda, LC Pompeu Fabra, Spain
Stefan Stosic, LC Nis, Serbia
I n n o v a t i o n & P r o d u c t
development
Our expectations when we walked in
to the session were to get ideas about
new products we could develop. But
we realised it was not about which
product we could develop but about
how you need to develop your
products, your ideas.
The first question is : why do we need
innovation in AIESEC ?
❖ To answer new market needs and
the changing environment to stay
relevant
❖ To expend and develop
❖ To attract new customers
❖ To achieve our BHAG
❖ At the end we need to survive
What about product development?
The first rule is to shorten your
timeline!
Don’t wait to implement your ideas!
Sometimes innovation seems a bit
scary, something huge and difficult .
Just adding a small thing to
something already existing is already
i n n o v a t i n g . Fo r i n s t a n c e
implementing a new tracking system
is innovation.
When you have a new idea, you have
to execute it right away . If you don’t
you won’t do it because a one year
term is short. Ex. : Instead of having
one project that lasts 1 year but which
is not efficient , you should rather do
another project on a shorter timeline
with less resources so that you can do
another project that will bring you
more results.
«At the end of your LCP term how will you
measure your success ? Is it by the number of
projects you’ve been running or by the
number of exchanges you’ve realized? »
Charlotte Sørensen– LCP
Trondheim, Norway
At the end of your term you need to
have concretely done something and
not just thought about projects you
could have run.
How do you concretely do that? A
good product development cycle!
Planning:
❖ Requirements definition: market
needs/market research
❖ Concept development: how does
your product work
Sales and delivery:
❖ Product and process design (refer
to Business Model Canvas)
❖ Introduction and execution
Evaluation:
❖ Feedbacks and evaluation
What is it for ?!
It makes it easier to have a shorter
deadline and to clarify the process.
It’s a helping tool !
The only thing that is constant in life is
change -
François de la Rochefoucauld
Contribution by:
Mindaugas Maraulas, LCP Kaunas, Lithuania
Charlotte Sørensen, LCP Trondheim, Norway
Martin Ilievski, LCP Blagoevgrad, Bulgaria
Caroline Van Der Avoort, LCP Ichec, Belgium
Lauren Dalla Costa, LCP Reims, France

Stakeholder management
Read it every morning. Keep on
adding information here. Delete
ineffective things.
Brush your teeth and LETS GO!
Definition:
“A stakeholder is one who can inflict or will
be inflicted by the actions of your
organisation” – unknown LCP
Keep clear documentation of who are the
stakeholders that are currently being worked
with or having connection with. So it’s easy
to follow up for new people about their
status.
Tomas Lindqvist, LC Uppsala, Sweden.
❖ INVOLVE EVERYONE. If you
don’t – START!
❖ Write your main term focuses. You
should have 3 at least.
❖ Refresh all stakeholders in you
memory. You know them, use your
brain!
Think of 3 more!
❖ What do you need from them ALL
to achieve your goal?
❖ What can you give them?
❖ Alumnus, NGO-s, universities,
students, companies – they all may
be your stakeholders.
Use them:
- When you REALLY need money;
- When you need advice;
- Don’t simply ask for help. We are
powerful organisation! But we
don’t have enough experience. So
remember – ADVICE)
❖ Don’t forget to say “thank you”.
❖ Some “THANK YOU” ways:
- Invest in every stakeholder. Let
them feel they receive enough
from you. Let them feel satisfied!
- Organise annual report. Great
external event. Spend some
money- that is OK)
- Make and send official “THANK
YOU” letters;
- Develop and use really clear one
R&R system for your members;
- Organize alumni events. Let them
take advantage of their network.
- Think of 10000000 more ways.
❖ Additions:
For those LCPs who doesn’t know
what Stakeholder is. Definition: “A
stakeholder is one who can inflict or
will be inflicted by the actions of your
organisation”.
For those LCPs who doesn’t know
how to use myaiesec.net or don’t have
any ppt about stakeholders.
Stakeholders are not only alumni, but
also universities, students, NGO, etc.
Use CRM!
Risk Management
We as LCP have a crucial role on
thinking of the LC in a Holistic way,
especially when it comes to forecast
potential risks to the LC, so we can
work to prevent or reduce them. Risk
management is set of tools that the
EB must use to analyze our current
situations and set some strategies that
will prevent the risks that we may
face.
But why is that important? Why
should I do it? Well, having a culture
of constant plan and activities
analysis with Risk Management can
really help you to avoid a lot of
troubles (even legal ones) and
headaches! It is a way that you can
better deliver a high volume with
great quality.
For some people, risk management
should be taken into consideration
before planning as it makes you
understand your current situation
from a general point of view respect
to a SWOT analysis. For others, it is
taken into consideration during
implementation, when you are doing
a follow up with the VP, and you
sense that he is not paying attention
in some points when delivering a
program.
One example can be when you have
an ICX GCDP project, with a high
volume of realizations, but your VP is
focus more on the Raising process.
There are five potential risks there,
for example that you must always
check with him:

The Matching: Which are the
country supplies for that specific
project? Do you have to do
cooperation to deliver the Project?
Host and Service: Are you running
an effective Host Program for the
amount of trainees that is coming for
the project?
Financial Sustainability: Who are the
supporters of this project? How is the
budget of the project? Which is the
value proposition of the project?
Visa and Laws of the country: Do the
trainees need visa that can affect your
timeline?
Unmotivated people: Is your VP ICX
and his members really performing,
or just giving excuses? Is the structure
of the project really working? Don’t
be afraid to change it!
When using a risk management tool
we have to analyze our organization
from an internal and current point of
view (threats) and what is the impact/
vulnerability of the program.
The graph below is a type of risk
management tool, where you can
classify your programs or projects, in
a way that you can set focus that will
bring the most impact (results) to your
LC, and see which threats must be
prevented or reduced.
There is no clear margin to classify
them, as they depends on different
realities, but the main focus is to put
efforts in the highlighted areas, as
they’ll bring you the most results:
“After defining the problem (risk) it would
really useful to discuss it with different
people, could be your EB, or other LCPs, or
the MC. The best thing is to talk with others
LCP, so you get to know how they are doing
what in their LC. And it gives you
consolidation, because you will see that
others have the same problem. Important is
not to judge any problem and to take every
idea into consideration. This discussion can
help you to find the answer, how to solve your
problem (risk).”
Irina Giorno, LCP of Fribourg,
Switzerland
Sometimes we, as LCPs, have to be
really aware when a strategy, the
culture, structure, or any other
organizational aspect is not working
and we have to make a decision to
change it. There is a really important
element of changes, which can be a
big risk. When do I have to change?
Is this the right time? Do I have to
make this decision now, or can I wait
for more outcomes? And while I`m
waiting, when will it be too late?
Those are questions that can haunt
our term and take our sleep some
times.
Explaining a little more, the decision
making process is a balance between
the change – which can be
understood as the combination of
our LC Vision, the expected success
feasible from the change and the
dissatisfaction with the current
situation – and the risks it can bring.
We actually can see it as kind of an
equation:
C – Change
V – Vision
F – Expected Success feasible (first
steps)
D – Dissatisfaction with present
X – Cost of Change
“Don’t be afraid to make unpopular
decisions. A few weeks ago, I fired my VP
OGX. She was not doing her work, not
coming to meetings and telling negatives
things about the EB + AIESEC
International to members, making them
unmotivated. It was the best decision ever!
She was taking up all my energy and making
it less fun. “
Aileen Selderhuis, LCP of
Twente, The Netherlands
Organisational Strategy for
long term
Why is organisational structure
important?
It is important because it has to
support your activities and goals you
planned to achieve.
To make a structure of your LC you
can consider: activities, goals, people
and sustainability.
The first step of the structure
creation is to understand which is the
driver that will implement your
activities. There are three main
principal drivers that you can
consider. These are: strengths, goals
and people.
LC structure should also be made
from your reality and it should at the
same time have plans for expansions.
The structure can be different from
LC situations, country, environment,
goals, vision, available resources..
Below you have some examples of
different realities and countries.
In Serbia in LC Nis last year we had only
one member In EB team responsible for X
and this was VPX and we had 27 X for
whole year. This year we changed the
structure because we set 88 X as the goal for

this year. We separated X on VPICX and
VPOGX and in 4 months we reached last
years results.
Stefan Stosic, LC Nis, Serbia
Another example comes from AIESEC
Hungary structure which considers as main
important help for their programs:
sustainability, expansion and exchange. To
implement these focuses and be goal aligned
with simple and clear positions they consider
the following positions as needed: TM,
ICX, OGX, P, F and COMM. They don’t
consider as focus ER and BD as to
implement a basic ELD program you need to
focus on Exchange and other supported
areas.
AIESEC Hungary MCP (Mate
Scharnitzky)
LC University of Warsaw in spring 2009
had around 10 members after most of old
members (around 60 people) left the
organization because of the really bad
atmosphere among people. The EB consisted
newbies and LCP who was an OCP before.
The results that year were pretty low (50X)
and it took two years to rebuild the
committee. Now the LC has 85 involved
members, realizing almost 200X in 2011 so
it took two years to rebuild it.
First year was spent to make people
connected again, liking each other, make a
team spirit again. The next year we gained
results, developing the knowledge and so on.
For more information
pawel.gorski@aiesec.net, LC Warsaw,
AIESEC Poland
Organizational culture also must be flexible
in terms of middle management, if it is
needed. For example, in LC Zlin we had
only one TL position in the end of last term.
Now we have six TLs under three functional
areas (ICX GCDP and GIP and OGX
areas) because we have increased our plan
and we are focusing on growth in the number
of exchanges.
Jana Proskeova, LC Zlin, Czech
Republic
In Romania we’re switching from a
department base structure to a project based
structure. What does this mean? The
strategic role of the EB is given to the middle
management team. They are the main
responsible in developing strategies to achieve
certain goals. The EB identifies the needs
and sets the final goal, pass those coordinates
to a team of Specialists that will develop a
strategy and implement it with the help of
the members. The members. The members
are engaged in what they do, following their
own career plan which leads to personal and
functional development. AIESEC in Craiova
is implementing this new structure, even
though it is an LC made out of an average
number of 40 active members. This is a
proof that this can be implemented in mostly
all types of LCs as a good case practice.
Eduard Till, LC Craiova, Romania

Personal Characters
Where to Start: The “Why?” and
your Vision:
Personal:
❖ The need of leadership in me
❖ Define your values
❖ Choosing the approach and
leadership style
❖ Creating a vision of me as a leader
❖ Vision to goals.
Team:
❖ The need of leadership for Team/
LC
❖ Team Values
❖ Team/EB style
❖ How to create EB/LC vision
❖ Vision to goals
In the past emperors used to say
“We” instead of “I”. It means that
leader is a dual person: he represents
himself and the organization. That’s
why this part of the chapter is divided
into two points. Personal and
Organizational.
First of all, why do we need
leadership? Actually AIESEC Russia
in 2010 thought this was useless so
there were no candidates for MCP
2011/2012. But hopefully we realize
the need and find candidate for the
job. So why did you apply? What will
you bring to There is no right
answers for leadership styles – listen
to yourself and build up your own.
your role and take from it. What do
you want to improve in yourself?
Take 5-10 minutes and answer
these questions!
❖ Why do we need leaders in our
organisation, what do we expect
from them, how about being
without a leader?
❖ Is a leader the God or emperor of
manager of organisation?
Ask your people about it and get the
answers. It can be that you and your
people see the leader’s role and
position differently.
As soon as you defined what for you
need leadership, it’s time to find out
something that will help you in
keeping the leadership performance:
your values. While you are living and
working according your values,
nothing can stop you or break you
down forever. Just for a while =)
When I’m thinking, which decision to
make, i use my values.[..]
Your team consists of different bright
individual, with their own values if
you what to avoid conflicts between
them – it’s impossible. But you can
reduce it, revealing your common
values. We made it with my tea. It
took freaking 6 hours of discussing;
clearing, creating and we finished it
with satisfaction of understanding
each other.
At this point, we hope you
understand basically your team,
yourself in case of what for do you
need leadership and which values are
guiding you. It should give you an
impression how people want you to
work with them; to be more strict and
authoritative of more supporting and
democratic. Listen to yourself what’s
more relevant/desired by yourself. In
this point there are no right answers –
what kind of leader you should be,
how you should behave. Don’t copy
other leaders – it wont work with you,
in your situation. Build up something
unique, something very yours. It
doesn’t matter, what kind of leader
you are: matters only the effect, the
result of it. I’ve
Leading Yourself and Leading
Your Team: Stories from LCPS
in the trenches.
When I started as LCP, I was shocked by
how much information was given to me and
how many things I needed to do and
manage. From one day to another you become
a leader of the LC and everyone is telling
you what you need to do. Lots and lots of
things, planning team building, exchange
processes, numbers, goods etc. Everyone is
asking you how things are, what have you
been doing, if you’re doing this and that,
NST, MC...
The responsibility of an entire LC is on you
and what I figured out after 6 months is that
you are not the LCP so that others can tell
you what to do or what timeline you should
follow. You were elected because the people in
your LC thought that you were the best
person to lead that LC for this year, with
your vision, ideas and priorities. The
pressure of the responsibility sometimes
makes you forget that. So try everyday to
Chapter 11. Being a Leader

remember why you applied for LCP, why
your still here, and how you will make
YOUR difference.
Larraitz Ventoso, LC Bilbao, Spain
Do what you really want to do not what you
are supposed to do”
Larraitz Ventoso, LC Bilbao, Spain
This is exactly what leadership is about! I
tended to believe that being LCP was just
tracking and coaching my EB.... But HELL
NO! Remember you chose to run for this
position, what was your motivation to take
this step? Mine was passion, my vision and
the change that I really wanted to bring into
my LC. As LCP, I strongly believe that we
tend to think that were going to be recognized
through what our LC will achieve in terms
of results but it’s not being a leader its being
a CEO. Being a leader is simply; make your
LC believe through your identity and your
OWN story.
Hélène Yohannes- ULB-Belgium
“You LC is going to be what you are.”
Olivia Lee- UIBE- Mainland of China.
Team Motivation ABC: To trust
your teammates more than they
trust themselves.
It's simple but practical. In AIESEC there's
a big problem that we don't have enough
knowledge or experience towards our
operation especially when we are facing more
challenges with bigger scales. The problem-
solving ﬂow is: Determine Direction - Deﬁne
problems - search for inputs - implement -
feedback and review. As we don't have
enough information and knowledge
sometimes it's hard for us to determine and
ensure our direction because we are not
familiar with the area we are facing and we
don't feel safe towards it. It's a must for the
leader to motivate teammates, pushing them
to enter the process of problem solving and
help them to believe more in themselves.
People will not treat I DON'T KNOW
H O W T O D O I T a s I T ' S
IMPOSSIBLE TO DO IT, and you give
them the power and encouragement to start
their movement.
Kay Zhang- LC UNNC
Mainland of China
“Your team are not your followers, but your
believers and the future”
Hélène Yohannes- ULB-Belgium
“Make sure that you and your people are
going in the same direction”.
Maybe you have heard this before but
the question is, why is this so
important for you to know? Imagine
that your term is pushing a huge
stone, from point A to point B. It is
very hard work. Imagine how much
harder it could be if you and your
team are pushing the stone in
opposite directions. The main thing
i s , a c h i e v i n g a c o m m o n
understanding between you and your
team will allow the cohesion needed
to push the stone together toward a
common destination.
Advice:
❖ Know your team
- Team building- It is easier for
people to understand each other
when they know one another.
- One on one meetings- Understand
their personal goals and what
motivates them.
- Have activities together. Facilitate
communication and activities so
that team members can easily
work together.
❖ Explain to them previous
accomplishments and challenges
- History of the LC- How things
used to be done
- How to build on the term before
yours.
❖ Plan the future- Think about this
before
- Ask you team what they want from
their term
- Where do they see the LC in one
year?
- How are they going to accomplish
this? Offer your insight and see
what they think.
Maybe you will not like all of these
answers, but if you want to go in the
same direction as your team, you
have to take part of their ideas or
even to change your original plans to
accommodate their goals. All of
these things you are doing are will
help you and your team agree on the
future and this is how you LC will
push their “stone” in the same
direction.
Predrag Gogic – LC ALFA – Serbia
Everything starts with the
mindset
You have big goals and you want to
reach bigger dreams? Then you have
to be aware of the importance of the
role of the culture in, or simple the
mindset in your LC. A maybe small
looking thing could change the
behavior and the ambition in your
LC.
If your dreams do not scare you, they
are just not big enough
It is important to never settle and
dare to take risks. Don’t be afraid of
failure. Create an atmosphere which
is ambitious and realistic.

I can accept failure, everyone fails at
something but I can’t accept not trying
Michael Jordan
You’re here to learn - failure is just another
valuable lesson, so cherish it up!
Radu Matei, LC Anod, Romania
People might think you are crazy but
do not let them get you down because
what you want is possible, you just
need to make it happen. It’s the
unreasonable people and ideas that
bring progress to the world.
Think of the example: with just
selling toilet paper 230 LCPs from 42
countries at EuroCo 2011 in Prague
raised 10 000 CK in just 4 hours!
Cut the Crap
Ask yourself whether what you’re
doing is actually important and
productive. What would you do if
you could work only 2 hours / day?
These are the only really important
things. Think of the Pareto rule -
20% of efforts bring you 80% of
results. (http://en.wikipedia.org/
wiki/Pareto_principle)
Maybe you’re putting unnecessary
rules, tasks, and reports for your team
- cut out. Maybe you’re the obstacle
to their success.
Sometimes you may think that you’re
productive if you’re doing a lot of
stuff: like checking emails all the time.
Well, YOU’RE NOT!
Be there for everyone!
Most underestimated thing for your
LC is to get in touch with everyone
and letting them know that you’re
always there for them on a
professional and emotional level.
My VP Comm was working so hard that at
some moment he said: I just have a black
hole in my head. I don’t know what to do.
That was the time to send him on vacation.
I told him: have rest, don’t check emails…
Denis, LC Cologne, Germany
Your main duty is to take care of your EB
but don’t forget to be close to your members
as well. Your personal experience / inputs
have a huge impact on members’ engagement
and performance.
Radu Matei, LC Anod, Romania
Don’t take yourself and your work
too serious
It’s ok to have fun once in a while. If
you feel that you can’t look at your
EB, it’s deﬁnitely the time to slow
down.
Don’t get stuck in an AIESEC bubble
Good ideas are not only created by
AIESECers - ask your environment.
Think outside of the box - there is no
box so don’t limit yourself:
Spoon boy: Do not try and bend the
spoon. That's impossible. Instead... only try
to realize the truth.
Neo: What truth?
Spoon boy: There is no spoon.
Neo: There is no spoon?
Spoon boy: Then you'll see, that it is not
the spoon that bends, it is only yourself.
The Matrix movie
Expectations and Adapting
All LCPs will walk into their terms
with dif ferent expectations.
Expectations for what they want to
accomplish, for their team, for the
experience its self and for their
personal performance. Many of these
expectations will change, evolve or be
completely blown apart. An LCP has
to adapt the changes that are thrown
at them and to do their best with ever
changing circumstances and
challenges.
❖ Your team will work well together,
listen and respect you, desire
personal and professional
development, be highly motivated,
take initiative, and last their entire
term.
- While this maybe be your
expectation it is an unlikely reality.
- Adapt: using the personal skills
that you have brought to your role
as well as new ones you have
developed, you have to adapt to
these situations. Team members
quit, or have to be ﬁred, strong
personalities may challenge you,
your team may not get along, there
may be cultural barriers,
differences in values, lack of
motivation, or a struggle to take
initiative. ROLL WITH IT!! ++
- Be creative, innovative and
understanding, but don't give UP!
❖ Your going to accomplish great
thing in your term. Your exchange
numbers will be the highest they
have ever been, everyone on
campus will know and love
AIESEC, companies will be
running to meet with you, your
team will love making marketing
calls, and Eps will always have an
amazing experience.
- Many LCPs accomplish amazing
things in their term, both within
their LC and personally. And have
ambitious goals is an excellent
strategy. We added this expectation
because there will always be
challenges to your success and the
above may not happen the way

you expect them to. Companies
maybe be reluctant to work with
you or give you the time of day,
creating awareness on campus
may be difficult, members may
lack initiative in marketing and
doing core work. While these
challenges can be discouraging, it
is these tests that develop and
distinguish you as a leader.
Embrace them, overcome them
and learn from them. Its GREAT
to be a LCP!
❖ Women on billboards
❖ Your team losing the focus is one
of the most dangerous things
which can happen in the term.
Just like the picture shows, it
doesn’t matter how attractive the
opportunity is, if it’s not helping
you to reach your goals, don’t do
it.
❖ The guy whose car is on the
picture was probably driving
across town, minding his business,
going to grab a snack or have a
beer, the music in the radio was
playing, no traffic, everything as he
planned. But then, just as he was
about to take a turn park the car, a
billboard with four drop-dead
women appeared above his head.
Of course he looked up, and the
next thing you know it, the car was
on the roof. And he could have
just parked the car and enjoy the
billboard later…If you know what
I mean
❖ That can easily happen during the
term. The thing is that there will
be many “new” opportunities and
epic ideas from your VPs, but not
all of them are going to be the
ones that can help you hit your
goals. That’s where you step in to
make sure the ideas provided are
on the same track, yes, four
women look great right now, but
they’re not helping you to park the
car…
❖ Try a small exercise. Take an
interesting video and put it on the
wall. Tell your EB to pay attention
to the movie, but while they are
watching it, put your laptop on
one side of the group and play
something else, like a funny
commercial. Most of them will
take their eyes of the important
video, even just for a second.
Explain them that that second can
be even three months in the term.
Don’t lose focus!
Role model
Respect – it's now or never
❖ Responsibilities
When was the last time you told
you’re VPs to respect the deadlines?
To answer missed calls? Not to be late
for EB meetings? - frustrating, isn’t it?
Well, let me tell you a secret, the way
you behave is the way your team will
behave! Don’t forget, you are the
leader of your LC, if you want your
team to respect you, you need to
show them your respect.
At first I didn’t take too much care about
some of the VPs not answering e-mails
regularly. I thought that some freedom might
create positive atmosphere in the team. It
turned out my “positive atmosphere” was
nothing more than “easy-going” one – and
easy – going atmosphere is like a black hole,
sucking in all the enthusiasm and
responsibilities you guys have. At one point I
was pissed off because they were lazy and
irresponsible. But the core of the problem
was that I was the one sometimes late with
e-mail responses, phone calls etc. Normally,
they followed. The point is to create a set of
rules in the beginning and to make sure you
are the first one to follow them. E-mail reply
within 36 hours or less, respecting DDLs,
answering missed calls ASAP... Involve the
VPs in creating the rules and make sure
YOU follow them.
Kristijan Vukobrat - LC Rijeka -
Croatia
❖ Trash talk
How many times did you talk bad
about your members, about your
MC, or about the AI (yes, the
myaiesec.net is a frustrating thing to
work with)? Now imagine your
members talking bad about your EB
behind your back. Not so nice, is it?
Be aware of the influence you have
on your members. Constructive
feedback is good, not so constructive
crap – not good.
The way you lead your EB is the way
they’ll lead their functional teams.
Domino effect is a powerful thing.
See your LC as a bunch of sheep, especially
in the beginning. You’ll maybe need to clean
up the LC meeting room or arrange the chairs
by yourself, but soon they’ll copy the behavior

and do it themselves. Everybody is copying
you. It looks a bit weird, but it’s the truth.
Aileen Selderhuis – LC Twente –
The Netherlands
❖ Enthusiasm
- Make sure you and your EB are
the first ones for the morning
plenary, doing roll calls. Soon the
members will join. It works with
everything you do, from LC
meetings to simple cup of coffee
with members.
- NEVER forget the impact you
have on the membership.
Top Challenges & FuckUps
During your term you will have many
challenges for this we’ll give you a
hand.
When you are elected you have the
stupid expectation that everything in
your term is going to be great… I
have to tell you that you are totally
wrong! Sometimes things not turn out
the way you expected to.
❖ Don’t panic! You have the chance
to learn from all that!
❖ Take a bath, relax and reflect.
Trust me it’s really good!
❖ Find a solution.
Below there are some challenges that
are happening during LCP term
EB team: they are the people that will make
your life hard! But not just that.. When
somebody asked me who makes my life
hardest I replied my EBs.. but afterwards he
asked me who makes my life wonderful and
I replied exactly the same thing.
Christina-Aegean-Greece
I didn’t care really care about their feelings,
and personal problems and that was really
catastrophic because they were totally
demotivated.
Stefan- Nis- Serbia
The culture of the LC cannot be changed
because some members don’t like it, it should
support your goals and vision and
individuals should feet on it or give up.
Stefan- Nis- Serbia
Top 10 fuck-ups experiences
❖ If you hide fuck ups from your people
eventually they will find out and they
won’t trust you anymore.
Vit , CZU Praha- Czech Republic
❖ If you try to be BFF’s with your
EB members, they will never
respect you.
❖ If you are doing something just to
satisfy your members, it will be
always someone who will disagree
you. You can’t make everyone
happy, but it’s ok.
❖ If you complain to your EB of
how hard is your job, no way
someone will apply as LCP next
year.
❖ I f y o u t a k e t o o m a n y
responsibilities just to show that
you are capable, at some point you
will be so overwhelmed that you
will want to quit.
❖ If you offer your help if it’s not
needed, people will tend to use you
to do their work every time.
❖ If you try to manipulate people at
some point they will figure it out,
be true to yourself and others.
❖ If you choose your team from
people you don’t think that are
capable don’t choose them at all,
they will be always complaining
about they’re position and will
make the others unhappy.
❖ If you try to be like someone else
and simulate everything that he’s
doing, you won’t be credible.
❖ Don’t overcomplicate things you
will lose 3 quarters of your time to
structure and you will have only 1
quarter of actually putting in
practice.
Roxana, Galati- Romania
Top 3 MCP challenge’s
Choosing your MC VP’s coming from other
areas (VP COMM- MC VP ICX)
Sedat, MCP Turkey
Trying to do so many things and in the end
of the day realising that if you really want
to do something big you need to focus only on
one thing
Florent, Mainland of China
Trusting your team that they know how to do
things right.
Mikey, MCP Romania
Characteristics of a Leader
While operating a leader performs
series of skills, abilities and
characteristics. While he does so, he
develops them and they bring him
success. In fact the personal
characteristics of a leader have only
one way to be developed:
By doing it
❖ Among these characteristics are:
❖ Being confident
❖ Being respective
❖ Being inspirational

❖ Being charismatic
❖ Being visionary
❖ Being convincing
❖ Being empathic
❖ Having the ability to listen
❖ Having will power
❖ Demonstrating integrity and
honesty, Etc.
Confidence promises the considerable
result of a leader’s activities. As an
example let’s take case when a leader
is having a speech before people. And
here it doesn’t matter how properly
dressed he is, how good his voice
sounds or his body language operates,
as long as he is not confident. While
having a little less presentation skills,
but being confident, he can have
much more success in delivering his
speech.
Respect
Respect, apart from being a very
necessary thing in our everyday life, is
a great virtue and basis to everything
we do. As one Japanese proverb goes
“Everything starts with respect and
ends with respect” and it does have a
big point; just in your mind take out
respect from your team and imagine
what will happen. And being
respective doesn’t just mean that
when you meet an elderly lady you
must greet her first. Respect is more
than that; it is an approach to
everything around you. It includes
being punctual, because otherwise
you will be late at a meeting, which is
stealing people’s precious time’,
which is disrespect. And definitely
without respect you can never fully
achieve your final goal. Respect is like
the main part of the foundation of
the building you intend to build.
Without the foundation the building
will collapse, no matter how grand it
is planned. Also without respect your
plans will collapse, no matter how
great they are.
Inspiration
What else we have among main
characteristics is being inspirational
to your team and if we go a little
further being a role model for your
team. About the best way to do it is
being an example to your team,
leading by example, giving your team
more than your duty requires, more
knowledge and wisdom. In that case
your every meeting with your team,
your every speech and every
instruction will inspire and motivate
people to work at the best of their
ability. Also what matters here is the
charisma of the leader, charisma and
self-branding. And these two elements
come from the person, his leadership
and his actions.
Ability to listen
A good instructor as a leader must be,
yet he must also have the ability to
listen, to see and understand other
points of view. It usually happens that
people think they’re listening to
others, but actually they think what to
say when others finish speaking. But
it’s obvious that if you listen to others,
look at things from their perspective,
it’ll be much easier for you to deliver
what you have to say, to convince
them in accordance with their
concerns.
Will Power
Also will power is a very essential
thing any leader should be “made
of ”. Because during your term as a
leader you must constantly face the
choice between what is right and
what is easy. And it takes a great deal
of strength and will power to see the
right thing and great deal more to
choose it. Leader’s choices must first
of all be for the long-term good of
his team, his community.
We are managing not only teams, but we are
managing lives.
Ksenia Baberina, LC
Krasnodar,Russia
No one can be the leader unless he takes the
genuine joy in the success of his team. And
your team is your LC. Love your people
stretch them. Grow them.
Olga, LCP Moscow, Russia
Your job is to lead, not to be liked.
Charlotte Sorensen, LC Tronheim,
Norway
Contribution by:
Sarah Guinta- LC Guelph- Canada
Kay Zhang – LC UNNC – Mainland of China
Marek Hojnacki – LC Warszawa – Poland
Predrag Gogic – LC ALFA – Serbia
Kristijan Vukobrat – LC Rijeka – Croatia
Niels Hachmann – LC Passau – Germany
Larraitz Ventoso-LC Bilbao-Spain
Helene Yohannes-LC ULB-Belgium
Roxana Golaes- LC Galati- Romania
Denise Benski – LC Koeln – Germany
Annamari Lignell – LC Saimaa - Finland
Vit Fratric – CZU Praha – Czech Republic
Faci Anya Dvornikova, LC NSU- Russia
Arman Khachatryan - LC Yerevan- Armenia

Learning and choice of individual:
everything is already there, served
and ready. It’s up to you how to use it
for your own benefit. You are the only
one who can choose what you want
to take out of it. The choice is up to
you whom you want to be.
“AIESEC XP Challenges are best ever as
they will push not just to come up with
problems that you may face inside the
organization but it s more. It’s about totally
life changing way of creating your future.
The unexpected of your story will be that
you will be that you feel that main thing that
changed through the time within the
organization will not be the one within your
Local Committee but your life.” - Denisa,
LCP Venezia, 2011/2012
Personal challenges
Fear: Fear is totally okay, everyone
has it. Fear related to decision
making:
❖ Do you have a hard time taking
important decisions? Then you are
fearing the consequences. Every
decision is connected to fear, but
most of the time the risk is worth it
and if it feels right for you, and
you feel connected to it will be the
right decision. “Just fucking do it”
i.e. LCPs of Canada.
How to overcome fear:
❖ get feedback from others and
implement it
❖ prepare yourself
❖ share it with your EB
❖ trust yourself
“In search for motivation. I was quite often
down and demotivated because when you are
LCP you very often have the time that you
are always final responsible for the decisions
you take, these could be failures as well.
What I did was I just talked to people who
already experienced this position and talked
to people who were close to me. You need
support in these moments and your dear
people are the ones who are giving it to you.”
- Alisa Taiturova, LCP SPUEF,
Russia 2011/2012
“Young leaders have very often unreasonable
fear for asking feedback and advice from their
predecessors. Keep in mind that your
predecessors are one of your best advisors and
make them to be your friends and supporters”
- Erik Raudsepp, LCP Tartu, Estonia
2011/2012
“I had a team, each of which was amazing
individual but also very egocentric sometimes
and I had to deal with that just showing
respect to all that they were saying,
balancing and telling them one key thing:
they should value the inputs of each of
them.” - Alisa Taiturova, LCP SPUEF,
Russia 2011/2012
“I am challenged personally on a daily
basis. Challenged by the people, my EB, my
LC, my members and even myself. I question
my ideas and my beliefs, I challenge my
confidence and my leadership. And that’s
how I learn!” - Leo Szivo, LCP City,
UK 2011/12
Overcoming fear:
“I was scared to be the leader of the whole
LC, after I had just been OCP. I was afraid
of the lack of authority especially
considering that my EB included 5
generations of AIESEC 2 of which joined
before me. And the only way that I could
deal with that was to tell my EB that I am
not more experienced than they are, that I am
going to learn during this year as well and
that I need their support in that , because at
some point people trusted me, but It doesn’t
mean that I was ready for that position” -
Alisa Taiturova, LCP SPUEF,
Russia2011/2012
“How can you not be scared when you are
leading a local entity, when you handle so
many responsibilities, when there is so much
to be done and everything depends on you,
on your actions and thoughts? But AIESEC
teaches you how to get over it, how to deal
with pressure and expectations, until you
succeed. In AIESEC, as soon as you
overcome your fears, your doubts, you will
learn and develop, you will achieve and make
an change” - Leo Szivo, LCP City, UK
2011/12
The best thing how to deal with the
fear of failure is to ask yourself what
is the worst thing that can happen?
“Even if you fail totally and the LC gets
closed down in two years they will open it
again” - Dey Dos
Even if you take the wrong decision,
if you fail you have the chance to
learn through failure and make it
better next time.
“ever tried, ever failed no matter try again
fail again fail better” - Nice Quotes
“Failure is the step to success” - i.e.
Mindaugas
“You are not a failure until you give up” -
Unknown
Chapter 12. What’s in it for me?

Fear of not being the right
person:
Have you ever had doubts that you
are the perfect person for this
position? We all have this feeling at
one point, but you have been chosen
for a reason and at the end of the day
it doesn’t matter. No one is perfect in
the beginning and during your term
you will grow in your position.
“When you think you figured out everything,
when you know what are the things you have
to do, you are at the end of the term.” i.e.
Anna Kofink – LC Salzburg – Austria
Try to work with this fear and don’t
let it become a barrier.
❖ Practical tips:
“For me it was really helpful to read books
about management and how to lead a team.
It helped me to overcome this fear, because it
gave me practical insight in the topic.” i.e.
Jana Proskeova – LC Zlin – Czech
Republic
“Ask your predecessor for feedback, it can
help a lot” i.e. Anna Kofink – LC
Salzburg - Austria
Chance to learn through failure:
“We had magnificent summer RE. The
only thing missing was quality. Our trainees
were not satisfied with what they got. Apart
from that we lost the office, in which we were
working for 20 years. My EB was telling me
that I do not have any authority and there
was no money in the LC budget. But after I
faced all this crap and was really at the
bottom of this world cursing myself for
everything and thinking that that was all my
thought I thought that now it is just my role
to bring this strange thing to the state of LC
back. And this pushed me to stand up and go
and make an action plan instead of giving
up” Alisa Taiturova, LCP SPUEF,
Russia2011/2012
“Your most unhappy customers are your
greatest source of learning” Bill Gates
“I have failed over and over again, and this
is why today, I succeed” - Leo Szivo,
LCP City, UK 2011/12
Responsibility:
“I love having such big responsibility,
sometimes you can be afraid of it but
sometimes you see it as as the greatest
opportunity that you have. It can be
overwhelming from time to time. One of the
amazing things in the network is that we
are all connected by this responsibility. It is
important to remember, that even considering
your overall responsibility you always
should be the one driving your team to a
certain direction and not doing everything by
yourself. If in the end of the year we would
have reached all the goals, I would be happy
to celebrate it with my team” - Andreas,
MCP Norway. 2011/2012
“It is not hard to be LCP, it is hard to wake
up and feel the responsibility” - Alisa
Taiturova, LCP SPUEF 2011/2012
B e i n g t h e o n e m a n a g i n g
amazing AIESEC experiences:
“Being LCP of one local committee in such
big city, full of opportunities and people who
want to grab them all is not so easy job. But
once you realize that even in such ocean of
activities you can participate in AIESEC is
still unique opportunity, you feel yourself
more confident. I feel myself as a present
giver. With my work is to allow people bang
their mindset by living outstanding experience
every day. And the coolest joy I ever
experienced is my returnees, leaders, members
and interns. In the end of the day all crap is
cut and you see how you changed their life.
It’s my happiness.”- Olga Ivanova LCP
Moscow 2011/2012
“Managing these amazing AIESEC
Experiences you are always afraid of the
influence that you produce on people. And in
this situation you should always remember to
be yourself because when you were already
elected for this position, you can be sure that
you are the right person for that. Whatever
comes, trust in yourself. YOU is the best
person that you can be” - Alisa Taiturova,
LCP SPUEF, 2011/2012
You as an LCP you have are the most
responsible for the results of the LC.
You are the one managing the fife
changing experiences for the member
and TL. When you are with your
team you have to act as a roll model.
You are the one shaping the LC, the
way you act the way your LC will be.
This means a lot of pressure not to
fail. But in the end it is ne of the best
feelings you can have, and if you
really are able to change only one
person’s life it is a huge impact.
Lack of motivation:
There are always time when you feel
super demotivated and frustrated.
This period will definitely come. But
it is also a time where you learn a lot.
Tips:
❖ Talk to other LCPs from different
countries, they are facing the same
challenges and feeling the same
way. You will find always an LC
that is more fucked up than
yours ;).
❖ A lot of problems an LC Is facing
comes from the fact that the LCP
has no time to reflect
❖ plan some time for yourself,
activities you like, family, friends
outside of @
❖ Take a rest, take the time to reflect
on everything.
❖ find out at the beginning what
motivates you

Have a boyfriend or girlfriend
outside of @:
Very difficult to manage, he/she is
not on the same page, takes time,
doesn’t understand, set the right
expectations, only a year
Practical tips:
❖ if you spend time with him/her
focus only on him/her
❖ the best thing you can do is find an
AIESECer as partner ;-)
“People are actually completely different. You
should approach everyone differently. It’s
obvious – you may say – it was obvious to
me when I was starting . But putting it into
practice and focusing on peoples good sides is
actually terribly hard, which you can learn
being an LCP. There are many such
examples: you know the theory, but when it
comes to the realization it turns out to be
tough: developing vision, strategy,
negotiations, crisis management, cross-
cultural understanding and effective
communication. You will practice all that
while being an LCP and that will change
your life J Not to mention the people…. :)
- Mavek, LCP Warsaw 2011/2012
Connecting to your Network
LCPs are the young leaders. One day
those young leaders will be leaders in
the business world. By taking the
LCP position you have taken the step
forward to join this special group of
people around the world. During
your term you might feel lonely, but
don't worry, you are not alone out
there.
If you 'll look around you, you'll be
able to find many previous LCPs who
shared the same ambitions and fears.
Don't hesitate to contact them!
Trough LCP position you can
connect yourself with hundreds of
previous LCPs and gain the
knowledge from their experience or
what they have learned in the
business world.
You're the leader of your LC you will
create the impact for you members.
In the future these people might be
your successors and will make use of
the network like you did before them.
As LCP there are so many networks
and connections that you can utilize.
So we can name just a few of them:
❖ LCP network (current and
previous ones)
❖ Board of advisors
❖ MC connections
❖ EB connections
❖ International LCP connections
Therefore I would like to share
something with you wich is part of
my LCP experience:
“I've heard that LCP is a very lonely
position. Well, in terms of the LC it's more
or less true. However when I became a LCP
I discovered that there are ways to make it
not lonely at all. I remember the words of
one of the former LCPs in Poland, when she
said that we should create a team of LCPs
but also find at least one person among all
these LCPs that is somehow similar or
totally different from you (there is no rule ;))
and become true friends. When I've heard it,
I thought – cool, easy to say but what if I
don't find that person? And the answer is
stop it and just connect with other LCPs I
believe I've found few lifetime friends among
this amazing group of people and I can say
that I as an LCP am totally not a lonely
person.” - Magda, LCP of LC Lodz in
Polan
If you don't believe us how big and
awesome your network is just take a
look at you Facebook page and take a
look how many of your friends are
AIESECers :)
You're part of this awesome network
so don't hesitate to use it!
Being part of the big picture
influence:
Three blind men had never seen an
elephant and went to the zoo to
figure out what this elephant is. after
the excursion men had a met and
began to discuss their impression.
The fist said elephant is like a snake.
Second said “no its hard and bony.
Third said: No! Elephants are like a
tree. All three were really confused.
Elephant and blind men story: As a
member, you can only see a small
part of the elephant, but as a leader
you will not only see the elephant it
is your job and responsibility to see
the whole.
As a leader you are painting a
picture. Sometimes you need to take
a step back to really admire the entire
image. This is the only way you can
see your future steps, as a promise;
take a step to the future, and you will
see the things from a different
perspective. You will see how the
experience that you are living now is
developing you in the present
moment.
Your LC is your canvas. Your EB
team is your color. You have to paint
the most awesome painting, a
painting that you will be proud to
showcase in your life gallery.
Stop for a second from all your tools
and spreadsheets. Take a step back
and look at your EB team. Look at
your LC members. Take a look at
your national presidents’ team. All of
this is developing you every day. In

the end it is all about being the best
you can be and enjoying every second
of it.
Appreciate. Cherish every moment
you spend with your team. No
matter how bad they screw up, make
them see the learning points and find
some of your own. At the end of
your term you’ll miss them a lot.
Outsource. Give your EB the
opportunities to develop. Stop doing
all the work. Trust your members to
do it. You will engage them and help
them have their own aha moments.
This way your focus will be
developing yourself and developing
others. Along your LCP term you will
find companies, alumni, NGOs that
will support what you are doing and
this will help you to be focused all the
time on the things that matter.
Share. Create a space for sharing
ideas in your team. Don’t kill ideas.
Encourage them. Understand people
and their ideas since every idea
makes sense to its creator and you as
a leader should see the view of other
person. After all, a good painting is
not formed only by one element, but
from a mixture of diverse and
creative pieces that will make a
whole.
“Take a step back and enjoy your work. Your
EB team reflects your passion and
enthusiasm. Your LC reflects the attitude of
your EB. So in the end, if you appreciate
what you do, everybody will appreciate their
work as well. If you don’t, then they won’t
either.” - Eduard Till - LCP of
AIESEC in Craiova, Romania
“Your team resembles you in all that is good
and all that is bad” Kristjan Vaalberk –
LCP of AIESEC Aalto in Helsinki,
Finland
“as a leader you can envision
together and engage forever.”
What changed for you?
Being an LCP for a year will change
many things for you.
❖ With time you learn how to
say ,,why not?” to all the
challenges you face
❖ You should just take it easy
❖ You realize that a leader should be
part of the team, your success
depends on your VPs.
❖ You will be more flexible
❖ You will not be afraid of asking
❖ You will expose yourself which will
help you to discover what are you
capable of
,,Every time I’m messed up I try to take a
second and look at myself from outside and I
always realize that everything connected to
my life, my personality and my mindset have
changed. That’s what makes me happy and
that’s why I’m doing it.” - Ildi, LCP of
LC Szeged in Hungary
What do we gain?
,,To live AIESEC you have to leave
AIESEC”
❖ Network
❖ Self-confidence
❖ Self-knowledge
❖ Spiritual awakening
❖ Professional and personal
experience
❖ Patience
❖ Adaptability
“What I gained is the awareness that I’m
developing myself in a way that many young
people don’t have the opportunity to. I gained
a lot of self-confidence especially referring to
the fact that I’m only 22 years old, but when
I speak people really listen to me and respect
me as someone who is important and who is
able to make an impact and a change in our
society” - Ajla, LCP of LC Sarajevo,
Bosnia and Herzegovina
Why is it worth it?
,,During conferences you will have the
pleasure of joining LIQUID Country
Meetings… here you will discover the fun of
adding ,,between my legs” to for example
company slogans.” - Jendrik, LCP of LC
Hamburg in Germany
❖ Feeling of satisfaction (between my
legs)
❖ Feeling of commitment (between
my legs)
❖ Feeling of passion (between my
legs)
❖ Feeling of fear (between my legs)
❖ Feeling of not being alone
(between my legs)
❖ Feeling of knowledge (between my
legs)
❖ Feeling of gaining knowledge
(between my legs)
❖ Feeling of believing in yourself
(between my legs)
❖ Feeling of trust (between my legs)
❖ Feeling of someone having your
back (between my legs)
❖ Feeling of fulfillment (between my
legs)
“So cut the crap, because IT’S
GOOD TO BE AN LCP!!!”
Contribution by:
Jendrik, Joanne, Edu, Kristjan, Magda, Anna,
Ajla, Jannik, Alisa, Jana, Ildi, Silver
Feedback:
Inge Tanke, LC Tilburg, the Netherlands

How you as a LCP can make the
change?
Once Steve Jobs said: “you can't connect
the dots looking forward; you can only
connect them looking backwards. So you have
to trust that the dots will somehow connect
in your future. You have to trust in something
— your gut, destiny, life, karma,
whatever. This approach has
never let me down, and it has
made all the difference in my
life.”
Now that we have taken a
s e r i o u s a p p ro a ch t o
A I E S E C a s s o c i a l
enterprise, we are able to
connect the dots and to see
the relevance of being the
CEO. For the future, we
have to imagine that we are
in 2015 and have achieved
our goals. Only this point
of view enables us to
connect the dots and to see
that every single facet of
this booklet is connected to
the higher goals of 2015.
During EuroCo ‘11, we
d e m o n - s t r a t e d t h a t
AIESEC is not an NGO
anymore, nor is it only a
profit orientated enterprise.
W e l o o k e d a t o u r
organisation as a social enterprise,
and realised that AIESEC becomes
the largest social enterprise of the
world when defined in this context.
Being a social enterprise means
striving for (financial) sustainability by
selling our programs, but at the same
time having a social impact. Rather
than driven by product and service
delivery, it is experience delivery.
This is exactly aligned to our values
and strive for excellence, develop
leadership potential and have a
positive impact on society, but exploit
the opportunities to become more
professional and increase the quality
of our products. Currently we have
grown and developed to this extent
that we are getting to the limits of our
abilities. If we want to achieve the
ambitious BHAG of 2015, we have to
eliminate the things that are limiting
us right now. We need more human
and financial resources and a better
developed structure in our LC’s to
achieve the 2015 goals. Acting as a
social enterprise means having more
resources to invest in our activities
and learning how to use
these resources, saving time
without wasting anything.
Our goal is to become the
first choice of our partners,
so we have to start doing
b u s i n e s s i n a m o r e
professional way. At the
same time we need to
treasure the fact that we are
students and that we are
having an impact on young
people.
Max, LCP Amsterdam:
“ T h e L C P h a s
responsibilities in 2 ways:
firstly checking whether
your activities financially
sound, secondly: role in
encouraging a way of
working that is professional
and business oriented.
Hopefully this ensures a
mentality of financial
awareness throughout the
organisation”.
Betti, LCP Pecs: “It is also
important to consider the impact that
we have on society. For example the
importance of having the talent
management program. Only studying
does not give enough practical
experience. AIESEC enables
individuals to develop themselves. We
Chapter 13. Connecting the dots
Ask yourself the following questions:
❖ How can you make the exchange programs
financially sustainable while having a positive
impact on society?
❖ How can you think out of the box to increase
the awareness of our organisation?
❖ How can you lead your team to make your LC
performing? How can you motivate your EB to
achieve their goals?
❖ What can you do to engage every young
person in the world and become the largest
global youth voice?
❖ What does this social impact mean to you as an
individual?
❖ How can you eliminate the things in your LC
that are limiting you to achieve your goals?
❖ How to obtain credibility and to become the
first choice for your partners?

s h o u l d m a k e t h i s u n i q u e
characteristic of AIESEC more
visible to the outside world.”
The new AIESEC programs will
contribute to achieving these goals
only if we deal with them as the
products of a social enterprise. The
GIP, GCDP, TLP and TMP are our
core products and are actually the
experiences that we can sell. Being
the CEO of our LC as a social
enterprise, we as LCP’s need to create
financial sustainability with these
programs. In order to become a
social enterprise, we might have to
change our LC culture and adapt it
to the triple bottom line: people,
planet, profit.
Being a CEO of a social enterprise
means thinking out of the box. After
having conversations during the
congress we found out that thinking
out of the box can have some pretty
nice results
Antoinne (Belgium): “I joined
AIESEC because I met them at a
waffle stand at the university”.
Ïncze (Romania) “Rather than
thinking of reasons why not to do
something, think of the reasons why
you should.”
Birdy (Germany): “I joined AIESEC
after meeting them at an information
evening with friends and drinking
gluh wein. I went to this info night
and finally decided to join. I am
really happy with this decision
because I became LCP straight after
being a member for a month.
AIESEC gave me the opportunity to
go straight to the top”.
Francesca (Italy): “I understood what
I really want to do in life as a result of
my work in AIESEC”
Carson (Canada): “I took an
internship to India during my term to
live our product and demonstrate that
you can lead from 12 000 km, and
experience more failure and personal
development of your key members.

for LCPs by LCPs
AN
UNREASONABLE
PUBLICATION
MADE BY A VERY
COOL GROUP OF
UNREASONABLE
PEOPLE.
EuroCo 201117th
- 23rd
OctoberCzech Republic
Prague
AIESEC INTERNATIONAL
TEILINGERSTRAAT 126, 3032 AW
ROTTERDAM, THE NETHERLANDS. TEL: +31
10 443 4383
FAX: +31 10 265 1386
WWW.AIESEC.ORG
PUBLICATION DONE BY:
MICHAEL OMESCU, MCP 11-12 AIESEC
ROMANIA
MICHAEL.OMESCU@AIESEC.NET
The Ultimate 2015
LCPs Wisdom Book
The reasonable man adapts himself to the world; the unreasonable one persists in
trying to adapt the world to himself. Therefore all progress depends on the
unreasonable man. (George Bernard Shaw)

The ultimate lcp wisdom book

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