National Transition Booklet LCPs 2014 - 2015
National Transition Booklet LCPs 2014 - 2015 One of the most important processes inside AIESEC is the transition! This process is crucial to ensure that there will be sustainability and continuity in the local level, making sure that the elected EB is going to be prepared to perform in 2015!
This National Transition Booklet aims to guide the LCP 2014 and 2015 through this process, making sure that there will be no bases left behind. We wish you effort, focus and passion! Have a nice work!
Transition Flow
Comanagement Mentoring
Transition
Transition Flow TRANSITION Obligatory content to be a LCP. Information on operations, team management and planning. Are skills that will be mainly guided by the "Topics of Discussion" framework.
MENTORING The LCP 2014, more than a leader, for the LCP in 2015 is a mentor, he, better than anyone, can understand him, because he's been in that same role. Here are tacit knowledge that will be shared with the elected guidelines on how to follow through and start the job as president.
CO-MANAGEMENT The two LCP's start working together to ensure delivery for two different times, Q4 and Q5. The successor begins to experience the responsibilities of a president, facing challenges with someone on the side to track and while he focuses on consolidating the Q5.
Transition
Transition Timeline Topics
Responsable
LCP 2015 Election
LC
Study about AIESEC
LC
The LCP Role & Sharing
LC
NPM 2013.2
MC
LC & EB Management
LC & MC
Operation Management
LC & MC
LC Planning & Tracking
LC & MC
Year Calendar
LC & MC
Legal & Finance
LC
Partners Relationship
LC
Details
LC
EB Transition Team Days
LC & MC
CONAL
MC
Co-work LCP’s
LC
Mentoring
LC
September
October
November
December
Transition Timeline
Study about AIESEC: In order to understand not only the LCP job and also about the AIESEC general functioning the LCP must read and study about the organization. LCP 2015 must read: The AIESEC Way The Brand Experience LC last Learning Research
Topics of Discution Topic
LCP Role
Content • LC Role in AIESEC • LCP's role in LC • Job Description – explain each point • Key success factors • LCP responsabilities based in daily, weekly, monthly, quarterly activities. • Moments of lack of productivity (conferences, vacations, college tests, etc)
• Major non-achievements • Major achievements Sharing histories and reflection • Key Learning points by quarter • Discuss social issues of the city
Under pressure moments
• How to handle them exchange • Talk about difficult moments , members, EB and alumni issues • Major non-achievements
Topics of Discution Topic
LC and EB Management
Content • Performance management and tracking (planning,evaluation, etc) • How to track and what to do when tracking (prioritze, check if actions really generated results, trace new actions) • Decision processes and communication rules • LC Culture Shape and alignment • Team build and management • Team Minimus • Coaching and personal development • VPs Profile and how to Manage them • Coaching VPs (the coaching theory, methods and practises, why that's a good strategy?) • Shaping the team, understanding team dynamics, roles and characteristics • Motivation • Result orientation
Topics of Discution Topic
Operations management
LC Planning and tracking
Year Calendar
Content • Explain areas processes and how they relate to one another • Crucial integration points and interactions • Programs management • Operations management for LCPs • Tracking Tools • Review areas details and processes (see other transitions) • VPs management for programs delivery • Areas interaction and tracking and routines • Making a historical retrospective of the CL • Analyze the performance of each area, and set focus to growth • How to set goals and identify break points of the term • How to use the plan as a management base • How to review my plan ▪ Show important events and facts along the year and build a first draft
Topics of Discution
Topic
Working as a network: CSN role and responsibilities, Relationship with MC
Content • CSN Role • Colaborative CSN • MC and CSN decision making process • Relationship with MC • MC and LC Roles and responsibilities • How to use the MC Coach (Past experiences on MC Coaching and how to improve and take the most out of it) • General assembly and voting process • Steering Team
Topics of Discution Topic Financial management: Budget, Financial Policies and Tracking
LC Criteria and Auditing
LCP Role in Legalization
Content • Financial management ○ Show financial policies ○ How to track the budget ○ How to decide investments ○ How to work with VPF • LC Criterias • Auditing ○ Important documents ○ Evaluations ○ Receipts ○ Terms ○ Fines ○ Relationship with TNA ▪ Responsibility towards them ▪LCP role in legalization and representativeness
Topics of Discution Topic
Governance (internal and external reporting) + BoA Management
Institutional Partnerships and University relationship
Content
• Report model • What, when and how to report internally and externally • What's useful information for each target (university, BoA, members, EB) • BoA's role and profile of the members • How to run BoA's meeting • How to use BoA strategically • Explain each partnership • Reports • Define actions to each • How to use them and improve the relationship • University relationship should be with the LCP and should have clear actions monthly
Topics of Discution Topic Details
Succession, Election and Transition
AMT
BD Principles
Content • Contracts • Passwords • When to worry about succession and transition • Elections • General assembly processes • Compendium and Constitution • How to plan and track VPs transition • Checklists • Administration • Auditing (How to tack) • How to use AMT data for analysis ▪ Align with LCPs the National BD principles and their role on it
Mentoring
Mentoring
Lead by example
Mentor
Inspire
Mentoring
Vision Teach
Team work
Motivate
Mentoring What’s mentoring? • Mentoring is a professional development tool and consists of an experienced person helping someone less experienced. • The mentor is a guide, a teacher, counselor, someone who has extensive professional experience in the field of work of the person being helped. Mentoring includes conversations and debates about subjects that are not necessarily work-related. This process enables learning and subsequent career development of younger professional. The mentor provide an education that is not only an education of information but an education of wisdom. • Mentoring projects typically occur in enterprises and organizations, and usually happen when it is planned to replace an employee. Thus, the employee who will be absent, can transmit his knowledge to his replacement, so it can effectively fulfill the tasks that were your responsibility.
Mentoring Mentoring e Coaching • Mentoring and coaching are two activities that are related but different. Unlike what happens in mentoring, in the case of coaching, the coach does not need to have experience in the same work field, and in some coachings the professional may not even give any advice or solutions to specific problems related to career client, but in mentoring those things should happen. • Mentoring is a process that does not have a set time to happen and the topics of discussion can be very wide, while in the case of coaching, the process has a beginning, middle and end.
Steps 1ª Meeting
• Objective: Individual Analysis (me and myself)
2ª Meeting
• Objective: Interpersonal relationship (me and the EB)
3ª Meeting
• Objective: Dealing with the LC and the external world (me and the LC)
4ª Meeting
• Objective: Goal Setting and thinking about the future
Steps 1ª Meeting
• LCP’s role peculiarities (What only an LCP know because only he went through the same issues) • Discuss process to discover your personal values and principles that guide you • How the LCP role contributed to your personal development • Advice on how to overcome weaknesses, fears and frustration
2ª Meeting
• Advice on how to have a good decision making as LCP to the EB • Discuss about how to deal with different leadership styles and different profiles in the team • Advice about how the LCP can predict EB conflict and how to handle it • Share the most stressful situations during your LCP term
3ª Meeting
• Discuss how LCP attitudes influence the LC membership • Discuss the problems you faced during your term because of LC conflicts • Discuss the LC mindsets that are difficult to handle and how to handle LC crisis • Advice how to handle daily stess situations
4ª Meeting
• Discuss about leadership in a wide way • Discuss about how you see the LC in the long term • Discuss personal plans for the future, both personally and professionally
Mentoring LCP Mentoring • In the first meeting besides the main topics the LCP 2015 should say which are his expectations to the mentoring moments. • Besides de advices the LCP 2014 can question the LCP 2015 about the topics, demand his opinion e generate reflexions . Examples: • 1st Meeting: – Which are your personal values? – What have you changed since the application process? – How do you deal with frustration?
Mentoring • 2nd Meeting: – What are the types of profiles you had in the EB team? – How to work with different type of personalitites? – What made you a better person after the experience with the EB?
• 3rd Meeting: – – – –
What is the LC culture? What motivates the LC? How to be connected to the members but the respected at the same time? What is the best distance to the members?
• 4th Meeting: – How was it to develop leadership as LCP? – What changed? – What is going to be the LCPs next steps?
Co-management
Co-work and mentoring Other then the discussion between LCP 2014, and 2015, we would like to indicate some activities to practice before your term: a) b) c) d) e) f)
Run LC general meetings, Ebz達o Meeting (November and December) Follow the current LCP at daily activities (tracking, analyses, LC management) Delivery Auditing processes of Q4 (November and December) Build the year calendar together Deliver the Q5 together with EB 2015 (EB Transition material will be sent soon and will content the division of responsibilities between both EBs) Receive constant feedback from LCP 2014 (Having a good and honest relationship between the LCPs is the key to a great transition and the LC sustainability)
Doubts? MCVP LCD: Tyemi Souto tyemi.souto@aiesec.net MCVP L&D: Rafael Carvalho rafael.carvalho@aiesec.net MC LCD Manager: Tassiana Vieira tassiana.vieira@aiesec.net