Downloaded 29 times
More Related Content
TLP LEAD
- 1.
- 2. CONTENT TLP CUSTOMER FLOW EMPOWERINGTLS JDs & SELECTION JD & KEY DELIVERABLES INTERVIEW & SELECTION TRANSITION TRAINING 3 6 7 8 9 11 13 REALIZATION 16 REALIZED 23 CONNECTING THE DOTS 25
- 3.
- 4.
- 5. Application RealizedSelection Matched EBEB EB, TL EB, TL Preparation Academy TRAINING Interview Assessment Center (Value Based) PA II Transition Complete EB, TL Application Team Meetings (TS) EB2TL / TM2TL VP2TL T&C + Monthly Eval Final Team Meeting Final Meeting with VP Evaluation (PA III) Upselling / LLC Feedback Team Formation I Team Formation II Functional Plan + IAP (PA 1) TLs with EB TLs with team ACTIVITIES IN THE CF Attraction (MKT campaign)
- 6.
- 7.
- 8. JD & KEYDELIVERABLES BASE JD: A TLs primary job is leading his/her team, by providing TMs a high quality, purposeful experience and helping the members develop and expand their potential. With that in mind, the basic JD for all Team Leaders is outlined in the Team Standards, which makes TS implementation the primary key deliverable for every Team Leader. Adding the bottom lines and KDs pertaining to the concrete function will complete a specific TLs JD. BASE KEY DELIVERABLE: 100% TS implementation, TMP NPS EXAMPLE JD Job Description (oGIP TL): - Managing oGIP Team - International Cooperation - S&D Management - Synergy with MPR on promotional activities - Working with VP R on expanding market - Delivering EP LEAD Key Deliverables (oGIP TL): - % TS implemented - TMP NPS - #MA, #RE - EP NPS - # MA/RE with partner LCs - # Partner NPS PERSONAL DEVELOPMENT Every JD should be rooted to the LDM and the leadership characteristics we strive to develop, offering an opportunity to individuals for profound personal & professional development. Skills gained should always include the LDM as a basis, and build upon that by adding functionally specific skills gained through a certain functional area.
- 9. INTERVIEW & SELECTION THEPROCESS: APPLY TO MATCHED Prep Apply A.C. Interview MA FEEDBACK The selection process has a two-fold goal: 1) selecting the right people and matching them to the right OP and, 2) providing candidates with an initial learning & growth opportunity. This is why giving feedback is so important; applying for a TL OP initiates the Inner&Outer Journey. Matching shouldn’t only be done according to the JD, but also by trying to connect the person’s individual and the LC’s organizational needs. The person needs to know in advance what and how they will develop during their future XP. This also calls for creating an appropriate KSA model for the OP in question.
- 10. INTERVIEW AGENDA INTERVIEW GOALS MATCH Personaccording to needed position profile Person to appropriate functional area (individual and organizational need alignment) Person according to KSA model and potential for development GAUGE Motivation Preparedness, personality & confidence Functional & AIESEC acknowledge & understanding
- 11.
- 12. TRANSITION TRANSITION should beinitiated after the TL has been matched to the OP. During this period, it is important to ensure your TL has received most of the skills he/she will need. In order to work with their members, TLs generally need to be one step ahead – when planning an education cycle, keep in mind that certain training sessions should be done with TLs before they are done with team members. The TL induction process should ideally last for two weeks. An example of a well-structured transition package for specific functions can be found on this page. TRANSITION PACKAGE TRANSITION GOALS SUSTAINABILITY (TLc2TLe, pipeline mgmt) TRANSITION DELIVERY CHANNELS Seminar, Conference, Virtual meetings, One-on-One, Mentoring ACTORS VP R + EB, TL current TL INDUCTION (into new role in LC)
- 13.
- 14. TRAINING TRAINING should, inpart, happen simultaneously with transition. The challenge is to simultaneously facilitate three learning processes: TLc2TLe transition, Functional Induction, and TL induction. The focus during the period before XP starts should be on empowering TLs and providing them with the skills necessary to lead their teams. The training cycle for TLs should always be one step ahead of the training cycle for team members – and it should be completed by the end of the first third of the XP. Providing your TLs with proper training will ensure quality pipeline management. Training includes both active & passive methods (ie, educations on one side and coaching on the other) TRAINING MATRIX FUNCTIONAL TEAM LEADER Gaining functional (hard) skills Gaining team management skills VP R – 2 – TL VP TM/EB – 2 – TL KPIs %functional plan fulfilled Productivity Targeted goals achieved KPIs % TS implemented TMP NPS Team Performance TL PERSONAL DEVELOPMENT ACTIVE&PASSIVELEARNING ACTIVE&PASSIVELEARNING
- 15. TL EDUCATION CYCLE Duration What FollowingLEC - latest 1 or 2 weeks before downscaled to TMP ONGOING ONGOING CONTINUOUSACTIVITIES 80% complete by 1/3 Term REALIZED (education package) CF Content DURINGTRANSITION Monthly Evaluation VP R Functional Meetings Monthly reflection on personal and functional goals Who How When ONGOING Team Leadership Team Development Team Minimums, Tracking Tools, Leadership Styles Functional Knowledge Team Development Fazes, Team Culture, Team Building Planning Milestones, Roadmaps, Functional Plans, SMART goals MINIMUM2WEEKS VP R, TLc VP R VP TM MATCHED Funct. Meetings / LoCo / TL Academy 1st two weeks of XP Funct. Meetings / LoCo / TL Academy Before term start Before term start TM2TL / EB2TL / TL Academy / LLDS / LoCo Team Member Types Team Roles, Talent Management Team Empowerment Delegating, Coaching, Member Development. RnR & Performance. Functional Transition Package Functional Meetings VP RFollowing functional CFFunctional Knowledge Team Standards - Educating & Tracking Focus on Team & L&D Standards specifically; tracking TS & TMP performance VP TM/ TM Coordinator EB2TL / TM2TL Tracking & Coaching VP R Functional coaching, goal oriented, solution driven Functional Meetings NEED A BETTER OVERVIEW?
- 16.
- 17. TRACKING & COACHING COACHINGshould be performed at regular intervals - on weekly meetings with the VP – and it should be aimed at identifying and solving bottlenecks, tracking goal fulfillment (from plan), improving overall performance, and training in new knowledge. Coaching is connected to tracking – which means that there should be an appropriate tracking system in place. TL coaching is the primary responsibility of the VP R; all the outputs of coaching sessions should be uploaded & stored, since they directly tie in to both functional (professional) and personal development. More information on coaching can be found on the link on this page, as well as a proposed output framework. WHAT HOW WHEN Gaining functional knowledge & hard skills Coaching, One-on- One, Mentoring With VP Responsible Weekly Functional meetings with VP R Skill development based on KSA & connected to plan COACHING TOOLS KSA MODEL (2015) COACHING OUTPUTS !Outputs are printable!
- 18. PERSONAL DEVELOPMENT Personal Developmentstarts with creating an Individual Action Plan, which aims to connect the personal needs of an individual with our organizational goals. There are many ways of creating such a plan, but as a strength-based organization, a good method could be the SOAR technique, which will also provide means for creating a road-map or action plan in the end. Personal development is conducted through PA meetings, a minimum of 3 which need to happen during the term at certain intervals. VP R is the responsible person for conducting PA talks. PA talks are also a channel for ongoing LEAD sessions, aside from conferences and reflection spaces. All outputs should be stored online. WHAT HOW WHEN Guiding TL through personal development & goal achievement Coaching, One-on- One, Mentoring With VP Responsible Min. 3 times during term As-needed basis Connecting personal goals and organizational goals; Skill development based on LDM elements SOAR Technique PA TRACKING Conducting PA talks allows us to track our TL’s progress throughthe Inner&Outer Journey! !Outputs are printable!
- 19. EVALUATION & REFLECTION Evaluation& Reflection is an important part of each XP. At minimum, it should be conducted on a monthly basis. Evaluation should assess the overall quality of work (in the function, with the team, with the VP) and whether expectations are being met or not/whether changes to the working style are needed. Reflection should focus on assessing the TL’s XP, utilizing questions like, “What have I gained from my XP”, “What were my biggest challenges”, “How has this XP affected me”, in order to invite/initiate self-reflection and gauge the TL’s personal development. This meetings are tied to PA talks and should be used in conjunction. E&R is also the time for giving and receiving feedback, both VP2TL and TL2VP. WHAT HOW WHEN Reflecting on XP, Evaluating plan achievement & performance Coaching, One-on- One, Reflection With VP Responsible Monthly Evaluating Functional Goals & Performance Reflecting and understanding my XP SUGGESTED AGENDA Supporting PA meetings VP2TL relationship building Providing Quality TL XP
- 20. TEAM MEETINGS TEAM MEETINGSare the center piece of a TL’s experience, because the core of the XP is leading a team. This channel, however, is relevant for other reasons as well – team meetings are one of the primary outlets for downscaling and implementing Team Standards in every team. Meetings are conducted by TLs on a regular (weekly) basis, with prepared agendas and stored outputs. The VPs role (VP R and/or VP TM) is to help and guide the TL, especially in the beginning, providing support and teaching them how to successfully conduct team meetings in an efficient and productive manner. A suggested team meeting agenda can be found on this page. WHAT HOW WHEN Leading a team Preparing agendas Help through coaching & educating Team Meetings conducted WEEKLY by TL Leading a team & implementing Team Standards QUALITY TM EXPERIENCE THAT MATTERS! SUGGESTED AGENDA Adjust and customize for local and ongoing needs
- 21. TM2TL/EB2TL WHAT HOW WHEN TeamManagement Team Standards Productivity Educations, Training, Tracking, Analytics Weekly or Biweekly Leading a team & implementing Team Standards QUALITY TM EXPERIENCE THAT MATTERS! SUGGESTED AGENDA Adjust and customize for local and ongoing needs TM2TL/EB2TL meetings should take place weekly or biweekly, depending on the TLs’ needs. The aim of these meetings is to help team leaders properly implement Team Standards – not only in quantity but also in quality. These meetings emphasize and focus on all things to do with team management – from educations and trainings on how to successfully lead and manage a team, to tracking & gathering Business Intelligence (TM area), identifying & solving bottlenecks, and creating a proactive approach to talent management in the LC. The final aim is to increase XP quality, measured by NPS, retention rate, and upselling, as well as increase productivity and performance.
- 22.
- 23.
- 24. CLOSING XP, EVAL& UPSELLING CLOSING THE XP is the final step – it is the responsibility of the VP R to wrap up the TLs XP and their cooperation during the term, reflect on overall achievements (personal and functional), evaluate the term, gauge overall satisfaction and define future steps. This coincides with the final Eval&Reflection meeting and the final PA meeting – this means that both the fulfillment of the functional plan and the individual action plan should be assessed and, for the latter, future steps defined and (potentially) tied in to a new AIESEC XP – by upselling different OPs: TLP, EB, CEED, oGIP, GE or oGCDP. It is the responsibility of VP TM to help the TL in closing the XP with their own team. WHAT HOW WHEN Closing XP Eval & Reflection Upselling Meeting, One-on- One, Conference/Seminar, Reflection Space END XP CLOSING THE EXPERIENCE, GAUGING THE QUALITY Measure of TXP Success TLP NPS | TMP NPS | TS implementation rate | % Plan Fulfilled TMP Retention Rate / Upsold XP | TLP Retention Rate / Upsold XP Functional Key Deliverables / Goals Achieved % TLP LEAD Implemented
- 25.
- 26. APPLY STAGE # attended,# applied EXPA OPPORTUNITIES OPEN Applications Writing & Sending TL position applications Challenging Role & Environment Reflect on XP PDF, online application # applied CF STAGE ACTIVITY GOAL OJ ELEMENT IJ ELEMENT LDM METHOD KPI Preparation Academy Candidates are aware of what being a TL means and know what their potential future positions will require. They are prepared for applications. Individual Roles & Responsibilities, Challenging Role & Environment, Support System Reflect on XP Seminar, Consultancy Space, Online, Webinar OPEN/APPLY
- 27. SELECTION STAGE Interview (in person)or online (extreme situations) # undertaken Interview Ensure candidates are prepared to take on new position - check for motivation, functional knowledge & understanding AIESEC. LDM METHOD KPI SELECTION Assessment Center (Value Based) Candidates are aware of own personal values and their alignment to organizational values. Challenging Role & Environment Reflect on XP, Understand Personal Values Online Test # Interviewed / Number of Planned Interviews Feedback candidates on interview & application performance and outline areas to improve Feedback Support System Reflect on XP, Understand Personal Values, Reinvent Self 1-on-1 # Feedback given Challenging Role & Environment, Communicating with Multiple Stakeholders Reflect on XP, Understand Personal Values CF STAGE ACTIVITY GOAL OJ ELEMENT IJ ELEMENT
- 28. MATCHED STAGE (I)MATCHED Developingleadership potential / developing hard&soft skills, connecting to AIESEC's core purpose & values, LDM - developing one's self Conference (Local/National) N/A N/A N/A Conference/Semi nar # Attended, TLP NPS METHOD KPI MATCH ON EXPA TL2TL and VP2VP; ensure transition package is delivered and TL elect is fully briefed on function and what needs to happen in the coming term. Ensure delivery of functional knowledge & begin skill development. Transition Understand Personal Values Challenging Role & Environment, Communicating with Multiple Stakeholders, Support System, Individual Roles & Responsibilities CF STAGE ACTIVITY GOAL OJ ELEMENT IJ ELEMENT LDM Seminar, One-on- One, Virtual Meetings, Coaching, Mentoring, Shadowing, PDP % Transition Package Fulfilled
- 29. MATCHED STAGE (II)MATCHED CF STAGE ACTIVITYGOAL OJ ELEMENT IJ ELEMENT LDM METHOD KPI Seminar, One-on- One, Virtual Meetings, Coaching, Mentoring, Shadowing, PDP NPS TMP, NPS TLP, Productivity Functional plan for term created with defined KPIs & measurable goals; individual action plan created - personal needs and organizational needs are aligned Functional Plan + Individual Action Plan (PA I) Individual Roles & Responsibilities, Challenging Role & Environment, Support System Understand Personal Values, Set Personal Goals TLP NPS, Retention Rate TL has members allocated and begins working with them. Team Formation: team is united towards the same purpose, MoS, values and rules. Expectations are set. Every member understands the role/style of every team mate and how this impacts team work Team Formation II (own team) Interaction with Multiple Stakeholders Understand Personal Values, Set Personal Goals Physical or virtual meeting(s), Culture Shaping Sessions TMP NPS, Retention Rate Team Formation I (leadership team) EB&TLs - Team Formation: team is united towards the same purpose, MoS, values and rules. Expectations are set. Every member understands the role/style of every team mate and how this impacts team work Interaction with Multiple Stakeholders Understand Personal Values, Set Personal Goals Physical or virtual meeting(s), Culture Shaping Sessions
- 30. REALIZED STAGE (I)REALIZED Coaching,PDP, One-on-one, educations, simulations, physical meetings, virtual meetings, online tracking system, planning Coaching, educations, simulations, physical meetings, virtual meetings, online tracking system, planning TLP NPS, productivity, % LEC fulfilled TLP NPS, TMP NPS, productivity, % LEC fulfilled, TS Implementation Rate Training Challenging Role & Environment, Support System Challenging Role & Environment, Support System Reflect on XP, Reinvent Yourself Reflect on XP, Reinvent Yourself KPI REALIZED ON EXPA Ensure TLs have the knowledge & skills to fulfill their role; TL is developing right attitude towards fulfilling their role and is being regularly tracked and coached, aiming to increase their performance. Personal coaching as needed - PDP. VP2TL Ensure TLs have the knowledge & skills to successfully lead their teams; gather information about team climate and together be proactive in identifying problems. Track productivity and ensure Team Standard implementation. Ensure TLs are included in LC events and happenings. "I know how to delegate, I understand team dynamics, I understand how to manage my team." TM2TL/EB2TL CF STAGE ACTIVITY GOAL OJ ELEMENT IJ ELEMENT LDM METHOD
- 31. REALIZED STAGE (II) REALIZED CF STAGE ACTIVITYGOAL OJ ELEMENT IJ ELEMENT LDM METHOD Coaching, educations, simulations, physical meetings, virtual meetings, individual reflection TLP NPS, TLP retention rate, personal goals achieved Check functional goals. Replan if necessary & define future action steps. TLs realize the key learnings of the experienice and how to lead and manage themself, their team and the organization. Based on the reflection, they know how to improve in these experiences. Monthly Evaluation & Reflection Support System Reflect on XP, Reinvent Yourself Coaching, educations, simulations, physical meetings, virtual meetings, individual reflection, performance evlauation, planning TLP NPS, TLP retention rate, % plan fulfilled, KPIs & goals achieved Follow up on personal plan fulfillment; create next action steps; discern and assess LDM development; define further development steps (if necessary). Revisit expectations (VP2TL) and give feedback. PA II Support System Reflect on XP, Reinvent Yourself Team Meetings Challenging Role & Environment, Interacting with Multiple Stakeholders Reflect on XP Coaching, educations, simulations, physical meetings, virtual meetings, online tracking system, planning TMP NPS, Retention Rate, productivity, % plan fulfilled, TS implementation rate, %LEC fulfilled TL is successfully leading team; TL knows how to implement theoritcal knowledge in practice - TL knows how to organize their team, understands team dynamics, knows how to manage talent resources effectively. TL is capable of actively engagin & motivating team, achieving high performance. Team is tracked regularly, with Team Standards fulfilled. Meetings happen weekly. KPI
- 32. COMPLETE STAGE Reflect onXP, Understand Personal Values, Reinvent Self Physical or virtual meeting TLP NPS, # of XPs upsold, goals achieved, % plan fulfilled UPSELLING FURTHER XP OR LLC COMPLETE Final Team Meeting TL evalutes both personal and functional goal achievement, skills/knowledge/attitude obtained. TL understands their contribution to team members' development. TL assess, reflects and understands what can be their next step inside or outside of the organization. Final Meeting with VP (Evaluation + PA III) Support System METHOD KPI TL evalutes team plan achievement and the impact the team made on the society. TL gets the key learning point from the team experienice. TL ensures TMP's XP is properly closed. Adjourning. Interaction with multiple Stakeholders Reflect on XP, Understand Personal Values, Reinvent Self Physical or virtual meeting TMP NPS, # of XPs upsold, goals achieved CF STAGE ACTIVITY GOAL OJ ELEMENT IJ ELEMENT LDM
- 33.
- 34. CLICK HERE FORTHE PA (LEAD BLOCK) QUESTIONS
- 35.