“Be the change you want to see in the world.� Mahatma Gandhi
Introduction Personal Information Name
Lorena Stephanie Silveira dos Santos
Most recent role in AIESEC
President of AIESEC in Fortaleza - 2014
lorena.stephanie@aiesec.net
Skype
lorena_stephanie
Cellphone
+55 85 9638 4489
Video Link
http://youtu.be/5Mzz_fYS5UE People Management
MC VP 0D
1 2 3
MC VP TM MC VP LCD
I'm studying Psychology since 2011, but my main experiences are inside AIESEC. On May 2012, I started to work on Talent Management area with selection process. Then, I became VP Learning and Development, where I had to work with education to improve our talent capacity, individual career plan and different tools to measure membership efficiency. . Also, as LCP I led an high performance team with 100% of retention, delivering a great leadership pipeline to the LC and strong organizational culture, committed with purpose and results achievement.
Lore, 21.
Facilitation Since my first Train the Trainers on 2013, I discovered a passion for facilitation. It guide me to get deep in different opportunities, that made me understand better the learning process, different delivery methods, improvisation, listen and have a better speech. At the same year, I were as FACI at two national conferences and one international, in MĂŠxico. This year, I had the opportunity to be FACI at the International Train the Trainers in Belgium and also at regional level in CONNECT Conference.
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Experience Extra Content about me: Overall Profile Work Styles Personality Values
Biography
LCVP DEV @FO 2013 NST DEV @BAZI 2013.2 LCP @FO 2014
Data provided by Fundação Estudar | Portal Na Prática
Key Achievements TOP #1 of Mind, Education Process Implementation, Career Plan. Induction Model, Support all the coachees. GCDP Award, Growth in all operations, Leadership pipeline.
1. What is driving you to continue in AIESEC? Why are you standing for MC 15 16 for AIESEC in Brazil? “Remember why you started.” I'm standing for the Member Committee of AIESEC in Brazil for the 15-16 term, because I believe in the impact that this organization can bring to countless young people and to the world. I joined AIESEC to go for an exchange and by living my first experience in India, I understood how powerful this network can be and how we can make people discover their inner leadership to become more conscious citizens driven by values and lead them to achieve something bigger than themselves. This purpose led me to continue in the Organization and apply for this position in Brazil. In addition, I'm really motivated to change our country's reality and it will be a pleasure to work everyday to see this happening and also represent my country. Also, I'm dedicating my daily work for almost three years to the same and I feel very responsible for the following changes that the Organization will have, becoming more impactful and trustful. As gratitude, I want to give my best to the Organization that gave me the best development I ever had. Also, this is very connected with my career and can challenge me to become a better leader and human being, so I'm seeking for such development.
2. What are your key strengths and weaknesses? How will they affect the role you are applying for? What will be your unique contribution because of who you are? Uniqueness:
People-oriented: I really care about people and have ability to deal with different people. I’m always open to listen and help my teammates.
“To share your weakness is to make yourself vulnerable; to make yourself vulnerable is to show your strength.” Criss Jami
Personal Questions Strengths: Calm: I don't usually have mood variations, I'm always very peaceful and patient. I usually avoid conflicts and I try to maintain the balance in the environment. Resilience: It came from my childhood and was very adaptive this capacity to recover quickly from difficulties. Today, it help me to work under pressure and deal with challenges. Creativity: I like to learn new things, facilitate, draw and create. At the daily work, it help me to find solutions by thinking outside the box.
Weaknesses Reserved: Despite being a person very willing to listen, I don't talk a lot about myself. I do not usually show my failures and make myself vulnerable, if I'm not in a trustable environment. Work overload: I like to do a lot of things at the same time. Also, not always is easy for me say "no", if it's for help someone. Sometimes, make me assume more responsibility than I'm capable of and don't always prioritize. Thorough: By trying to do my best, sometimes I'm very attentive to details. Which makes me take more time to do something simple than the normal.
3. What are your top 3 personal values? How will they influence your term? Tell me about humbleness. Why this value is important for you?
Personal Questions
It doesn't change much from my LCP Application, because I consider values as principles that guide us through different life fields and are also very important in our decision making process, at the big moments and at our daily life.
Humbleness
Responsibility
Excellence
• I believe that every human being have an uniqueness, so for me, we can learn from every man, woman, child, also we can teach. Being humble for me, means listen every opinion and find value on it, be always open to forgive and ask for forgiveness and the most important, be yourself, simply.
• There's a concept that I really like, called freedom. Being free involves take the responsibility for your decisions, so if I want to be someone in the future, I should choose my path and assume risks. When I was very young, I had always to be very mature, which made me a ver y responsible person indeed. It impacts on my leadership style, once the people that are working with me are very empowered to make decisions and be specialist inside their fields.
• I believe that excellence it's pretty related with development. If you strive to your best, you'll get better and in the next time you can get even better, so you can improve yourself. I got this learning from basketball, which I played for 10 years.
This value is very connected with my mission of life, which I can translate on the simplest way as “Develop others while I'm developing myself ”. I believe in connections and relations that can be more powerful than an isolated human thought, so I need people to build something bigger. It effects a lot my leadership style, once I love to teach everything that I know to people that I’m working with and, of course, learn from them, than we can became a better version of ourselves and do something greater than before.
Empower and stimulate people to have responsibility for their roles, makes them feel part in the end of the day. If you have the responsibility for something, you'll be able to change it and feel the ownership. Also, I believe in shared responsibility when you're inside a team or even in the society, we're all fighting for the same, even if it's a purpose or a world issue.
I do not believe that work with excellence necessarily means that you're the best, but at least you're doing your best and it means a lot for me. Also I do not like the feeling of I haven't did enough, so it pulls me to challenge myself and always take opportunities that can take me to a next level. It reflects also in my team and the people whom I work with, I can see that last year, on my LCP term, my EB Team and my LC joined more national and international opportunities also because of this personality trait to leading them.
4. What is your expectation towards MC as a team? What are possible challenges you foresee in your future MC team? Do you have a plan and a solution for that? I expect to work on a team. Where we can overcome individuals differences for a bigger purpose, as change in our AIESEC way the brazilian society. Work with different backgrounds' people, it is not an easy task, then you also have to live with them and share all the good and bad moments. Also, every team has differents stages until achieve an "ideal" workload (different people, different stages), so we have to incentivize ongoing feedback and to be very empathic.
Personal and Gerenal Questions 5. What will AIESEC in Brazil remember about the 2015|16 term? Describe which will be the key milestones you commit to strive for during this term. How will be AIESEC in Brazil in July of 2016?
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Purpose: AIESEC in Brazil will be remembered for its purpose. It will be a very purpose oriented generation to drive grow and have coherence between both visions. Our membership will understand the value proposition to be inside the Organization and deliver more experiences.
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Sustainable growth: We will see an AIESEC in Brazil that can grow more sustainably with an OD model that can guide the entities to have clear steps to grow and understand their unique contribution to the national and the global plenary.
A team with firm bases can overcome storms and we have to be sure that every individual is fighting for a better AIESEC in Brazil. The team needs to be humble to understand the individuals role and to be close to the network. I also can see the care about every experience inside the team, where we can build trust and loyalty.
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Relevance in Brazil: We'll see a true impact on brazilian society. An AIESEC where we can measure better our impact and relevance to our country. Match our purpose with the needs of the brazilian society.
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Collaborative: A humble AIESEC in Brazil that can be more collaborative and drive the network for growth, especially IGN. Where we can have shared plans to achievement of our vision with a better co-delivery.
Even in the best team experience, we need blood, sweat and tears to make it a real team, so I do not expect to be different, but I hope we can enjoy each others company for being in a team. I hope to meet people that I will remember for a lifetime. I hope to meet amazing people that will leave a mark, because we did our best for AIESEC in Brazil.
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Recognized across sectors: An AIESEC in Brazil recognized and connected with strategic partners, as companies and government. Highlighting us as an organization committed to develop young and enterpreneur leadership to a positive impact.
Strengths Purpose: Brazilian membership is very connected with AIESEC's purpose and passionate for social change. -> Connect it with real change on Brazilian Society. High volume of operations: Brazil has a huge contribution to the Global Plenary and also a "know how� reference. -> Being more strategic with cooperations (clear standards and satisfaction). Resources to grow: AIESEC in Brazil has maturity and resources to make a breakthrough in their entities. -> We need to have a better management capacity inside the organization to capitalize those resources.
Weakness Impact Assessment: Today we doesn't have a clear understanding how far our impact is reaching. -> Build a model with a consultancy and have more clear data to make analysis. Network Diversity: AIESEC in Brazil is dealing with very heterogeneous realities and inequality of performance in the network. -> Every entity need to understand their unique contribution and what are the expected results for a mid term evolution (5 years). Leadership pipeline: An organization made to develop leadership is now have struggling internally with it. -> Build a clear development path inside AIESEC.
Opportunities:
Therats:
Market Connection: AIESEC is becoming more recognized across 2nd sector, but it still not enough. -> We need to build loyalty with our partners, with shared goals and clear targets.
Visa Issues: We're still struggling with Visa issues and can directly impact our operations. -> We need to keep approaching the government to have an "AIESEC special visa" as lot of countries already have and make our exchange proposal well known.
Alumni: We have a huge network that is still underutilized. -> The work already started. I bet in a approach between them, with National Alumni Meeting and fundraising to finance national projects. Government: We need to have a relationship and find the right people that can help our organization. -> Construct a proposal why AIESEC is important to them, financially and to the public policies.
Marketing slowdown: Economic crisis: AIESEC have to use business intelligence strategies to make our product profitable and nevertheless it continue accessible to different publics. Detractors: Every company has to deal with unsatisfied customers and inside AIESEC isn't different. -> We need to have an professional approach, be supportive and act in advance.
6. Make a SWOT analysis of AIESEC in Brazil and giving a suggestion of how you would capitalize each of these points.
General Questions
9. What will be the Vision 2020 for you? Describe in maximum half page.
For me, 2020 vision have to be simple and have clear goals and targets,, because all the learnings we had with our last mid-term ambition.. It will be also aligned with our core business, which is develop young leadership through international experiences to achieve peace and fulfillment of humankind's potential. As one of our co-founders, Jean Choplin, said at IC Taiwan: "Vision comes first, organization comes second. And the organization must serve the vision." Also, I see a vision that pushes AIESEC to be more professional to deliver high quality customer experiences, with standards and satisfaction.Today our exchange programmes are having a lots of intersection and we need to make it more clear, so I bet in a product redesign. Even more connected with world issues and Organization that can helps us to be closer to our vision, as UN with the Millennium Development Goals. Last, but not at least, make our competence and leadership development model as an unique value proposition.
7. What is going to be the specific role of MC 2015-16 for AIESEC in Brazil? Please consider stakeholders involved and current state GAPs or evolutions towards your ideal. •
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CSN -> Co-construction -> The National Council is a ver y strategic and important stakeholder to implementation, but mainly to co-construction. We can have more accession of National Strategies if we can use Steering team and Subcommittees with more efficiency. Exchange Customers' (GCDP & GIP) -> Professionalism -> We need to keep improving our professionalism to the external public and to the market. Making our Organization, that is run by students, more trustable. Membership (TMP & TLP) -> Become even closer -> From the MC level, maybe this is one of the harder levels to achieve. But as the National Board, the contact may be facilitated and should bring them closer with network communication strategies. Strategic Partners -> Relationship -> AIESEC needs a long term plan for our partners across the sectors. Maintain our current partners with strong relationship can build relevance and confidence to the companies, Government and 3rd sector organizations. Global Network -> Collaborative -> AIESEC in Brazil has an important role to the Global Network. So, if we're growing we have to pull others entities to grow with us, specially inside the IGN network, showcasing models and having more CEEDers experiences.
General Questions 8. Which trends do you see shaping the world in the following years and what opportunities and threats do they represent for AIESEC in Brazil? More connected world: Nowadays, Internet is one of the most useful communication channels, mainly to young people. AIESEC is already changing all the IT system, but this adaptation have to be faster. We need to reach more people virtually and understand how to deal with detractors. Lack of Leadership: According to a research from the World Economic Forum, 86% of respondents think that there is a leadership crisis in the world today. AIESEC can finally position itself as a global leadership provider to the youth. Persistent jobless growth: AIESEC is a plataform that can offer real experiences to young people that can make them very competitive in the market. Also, we need to be very careful with the world crisis. Source: http://reports.weforum.org/outlook-global-agenda-2015/
10. Describe 3 strategies to implement and answer this questions for each member in our network: A – How can I ensure the sustainability of my entity? Legal and Finance: All the entities of AIESEC in Brazil must give more importance to the legal process, it comes from changing mindsets. The Governance process is also very important to create a routine inside the organization, especially at the local level. Finance is a very technical area, but very important to the organization health, so we need to make their process more clear to guarantee this. Build a strong Leadership Pipeline: One of our main resources and most valuable inside an Organization are the people who work there. People that must have an alignment with values of the organizational (selection process) and a clear development plan inside the Organization (career plan and competency development plan) to a real leadership development. Improve our management strategies: Our organization must understand how to work better with management based on projects. From team minimums to exchange standards to scaling up operations through high quality delivery.
B - What are the things that make us unique? Why do we need growth? According to the AIESEC way and our new Leadership Development Model, we can say that what make us unique compared other youth organizations are: Real Resources; Results achievement; “Learning by doing”; Developing others; Global Network; Based on this, we need to grow because we need to became relevant and spread this impact. Explore our value-based platform: AIESEC have an unique development that already changed the life of million of young people, but we need understand how to measure it better: our impact through our Alumni, our exchange experiences and membership experiences to promote it to the world. Attract the right people: Explore online promotion strategies to reach our potential customers easily to the AIESEC opportunities. Making a real impact: AIESEC will becoming relevant by the life-changing experiences we’re delivering, so the organization should become every day more customer centric.
General Questions C - How can I get out of the AIESEC bubble? Where am I going?
Understanding our roots (Past): Every single member inside this organization needs to understand why does AIESEX exist. Our creating context that was very powerful and challenging. Understanding our role (Present): AIESEC have to be connected with the world's needs. If the organization does not evolve with the world, we can lose our need. We need to develop a conscious young leadership to the world issues. Understanding our legacy (Future): We need to connect what do we learn inside the organization with the impact we're going to make in the future (career plan). As a sustainable organization, we need to plan long term goals to grow. We create leaders for the world, not only for our organization.
Organizational Development
1. What do you see being our biggest challenges regarding LC support and OD Model implementation in the LCs? What would be your plan about that?
Huge and Heterogenic network: Brazil is one of the biggest entities inside AIESEC network, so it demands a complex OD model to support all the network
Communication Channels (Virtual and physical): Today, we doesn't have a standard online channel and our main physical channel to reach membership are the conferences.
Lack of Management Capacity at Local Level: We have resources and knowledge to keep improve our operations, but we doesn’t have management capacity at local level to deal with it.
Personalized Support: Today we already have the Leadership Clusters, but we need to keep evolving our system to: understand entities contribution to the final goal/focus and have a mid-term plan for each entity to maintain growth.
IT/IM strategies: Find a solution, by creating a temporary and parallel system to EXPA or an education to use the platform, even with bugs.
Synergy with LCD area: The LCD structure is essential to make the organizational strategies reach the entities and ensure implementation. Work with high synergy and coconstruct national strategies.
CSN and NST as core stakeholders: we need to create a guiding coalition to support and implement strategies. We can scale our impact physically.
Project based structure: This is not a new strategy and we still need to on it.. We need to create right timelines for selection, national training, summits. Also we need to recognize projects, not only people.
Conferences and Summits Efficiency: We need to co-create implementation strategies and timeline from each leadership cluster to track it.
Succession Plan: We need to work well with career plan to make sure that the evolution path of the organization can have the right people to continue evolve it, so the organization should not come into organizational crisis of leadership pipeline.
Clear Growth Model: Make the OD model more understandable to all stakeholders involved, as CSN, VPs, NSTs and members.
Team Minimums: This system exists to ensure a team experience, but mostly to ensure management standards even to nonmanagement people. This framework is simple, but is still not applied in every reality. So we need to implement it from top down.
2. Choose and explain 3 key focus for your term as VPOD. Please be specific on why is that a priority, how is it going to happen and what are the expected outcomes of the actions you set. Also, explain what are the areas of greatest interrelationship, in order of priority, the completion date. The world is changing fast and AIESEC must find among all youth organizations our uniqueness. We're still the only one that develops leadership through exchange opportunities and team experiences. But we need to be the BEST youth organization on it. For it, we have to be a different AIESEC without lost our essence, at least, in the next five years. Maybe our next vision will pull us toward this evolution. We need to ACT from now to build a long term plan direction as legacy to next generations achieve this ambitious goal.
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1. Better Leaders
2. Better Results
leadership development, which can also say as improve our talent capacity. - LEAD Implementation for 4 ELD (Firstly on operations); - Career Plan; - Improve selection process, based on values;
relevant, so we need to achieve more people by managing better our resources. - Project BasedStructure; - Team Minimums from top down; - Governance; - Financial Model per leadership cluster; - Specialized support + Efficiency; + Productive capacity;
Our organization Why is that We need to redesign our internal need to become a priority?
How is it going to happen?
What are the expected outcomes?
+ Retention Rate; + Leadership Pipeline;
3. Better Experiences
We have to fulfill our promises with our customers and deliver high satisfaction experiences. - NCB Improvement; - Impact Assessment; - Co-delivery Standards alignment; - Standards implementation.
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3. What OD strategies that should contribute to a LC in Brazil reach 800 RE in GCDP or 200 RE in GIP? How can we use R&R to reach this growth l? How can you track the network team to guarantee this growth? • • •
- Detractors; + Customer satisfaction, less quality issues.
We need to establish basis for growth not only today but for tomorrow, for a constant growth. If we can be the BEST AIESEC in Brazil that we can and overcome internal struggles, we'll achieve ambitious goals as have TOP LCs globally and make the evolution through leadership clusters. •
Organizational Development
LCD Area: Firstly, we need to create this synergy with the team that will implement the strategies. Front Office: Then, we have to communicate to the operations team. Back Office: Last, but not at least, we need to align BO strategies to make it happen.
Specialized Focus: As the G2G model, we should be excellent in what we already do well. So, we have to work with focus and manage our better resources to where we will have more return. Innovation growth: We need strategies to grow beyond the organic growth, as projects focused on high operations entities and customized support. Improve efficiency and productivity: Most of our big LCs have a good talent efficiency, but it’s not enough for a bigger achievement. We need to grow physical and also the management capacity.
Reward & Recognition: Once we’re talking about a specialized model, this system should work to incentivize the entities to be more competitive among the ones that have the same focus, not the overall rank, because they’re focusing resources in different programmes. • Set organizational goals as milestones to reward; • Start to recognize team/project, them only people; • Ask feedback from network, before implement it; Today, we’re having “black out” without myaiesec.net to track operations. Despite this reality, it should be tracked by our current system and encouraged weekly by the MC.
With a upcoming vision, maybe will have new behaviors to achieve it, but despite all, one behavior needs to stay: Purpose.
5. How do you envision the network structure for the next 5 years? Why?
When organizations are having deep changes, as ours (IT system, 2020), we need to have our purpose clear.
According to the Jim Collins’ theory: Good to Great, which our current Growth Model is based on, there are some steps for an organizational evolution, such as find the passion, which I can translate as purposedriven people and value-based organization, also be the best in what they do and manage resources in the best way to be more profitable and sustainable.
It should realize: 100 – 199 exchanges Member Efficiency: 3 exchanger per member 2 VPs GCDP 30 – 50 members EB structure: 6 – 7 (40% FO)
Low Performance LC (20%)
Expansion (5% of the Network)
If we can work on a mid-term plan to implement this Good to Great model, in 5 years we will have: TOP LCs word widely, better management capacity and purposedriven membership. There’s no magical structure and we will have to adapt it with AIESEC reality and context by develop our own leadership model, so it we can imagine a structure as:
As second I can say responsibility, because we need to become more responsible for the experiences that we deliver and to deliver more experiences.
It should realize: 200 – 399 exchanges Member Efficiency: 4 exchanges per member All programs (Focus on GCDP, start runs GIP) 60 – 80 members EB structure: 7 – 10 (50% FO)
People needs to understand why they should do this and there are some channels deliver this message to the network: • • • • •
Conferences agenda design; Virtual channels; CSN; NST; VPs network.
It should realize: 400 – 699 exchanges Member Efficiency: 5 exchanges per member All Programs (Double VPs on Focus Operations) 80 – 120 members EB structure: 10 – 12 (60% FO)
High Performance LC (50%):
Finally, to become the BEST youth organization, we need to strive for excellence. Each member have to give their best if we want to see a organizational evolution.
Middle Performance LC (25%)
Today, we’re working with the “Impact Brazil” to shape the network to a more connected to brazilian reality and understand that our leadership can change our country. Also, it’s connected to the 2015 vision.
4. What are the main behaviors the network needs to have in the 1516 context? Why and what you do as VP Organizational Development to lead the network into these behaviors?
Organizational Development
It should realize: 700 – 1.000 exchanges Member Efficiency: + 6 exchanges per member All programs (Double VPs on Focus Operations) 120 – 150 members EB structure: 12 a 14 (+ 60% FO)
1. Analyze the current work of the Talent Management area at the local level with the EBzão Strategy and Membership career plan. Which would be your main strategies to ensure a sustainable leadership pipeline for the LCs? Today, we have few LCs that can really work with the Ebzão to have feedback from strategies and guide implementation by building a strong leadership body. The EBzão is the best right arm that an EB can have. The same for Career Plan, which is strictly related to the membership retention and IXP strategy. When I was VP DEV and responsible for the membership career plan, I realizing by analyzing data that almost 100% of the members that were not following their career plan at that time were in alert status of performance or leaving the organization. (Q1 of 2013 @FO Analyses) Build Leadership Pipeline
Establish communication channels with EBzão; Periodic Meeting and Team Days with EBzão; IXP as Talent Capacity; Showcase opportunities and benefits; Build a career plan from the 1st month in the organization and share with the leader to track it.
Talent Management 2. How can we drive GCDP and GIP projects through Talent Management process? Please describe at least 2 key strategies for each program.
Talent Management area is becoming every day more focused on Leadership Delivery, because if we're contributing to operations growth. So, TM has a important role to increase our productivity capacity. Also Back office have to align timeline with operations to not be supportive, but to be proactive. GCDP • Integrated Experiences (IXP): Encourage our members to go for an exchange is the best short term plan that we have to improve our talent capacity. • Timeline Aligment: GCDP Programme works with higher number of projects and ussualy manage more people. So TM have to be aware of all timelines and peaks for the recruitments.
GIP • Understand ValueProposition: GIP is still not very clear to TM network and it makes the selection process more difficult. • Selection Process: Understand what is need from each JD of GIPi. Does not need to be a “super member”, but fulfill basic criteria. Management should be improved for better retention rate.
3. Today the lack of standard tools is a big problem for TM area strategies formulation. How do you see the use of information system tools, such as EXPA and AMT, during your term?
When we're dealing with change management, the most obvious part of it is: Process Change, but the other side and no less important is the People Transition. People usually avoid change, even if its needed to an evolution. In my opinion, this is was happened with AMT platform. We changed the platform, but we didn't make the people's transition to use it. So, the system dies, as happened with AMT. • • •
Co-pilot Project: To try to run a performance assessment in a middle LC to evolve it before spread to the network. Include every stakeholder for feedback: It doesn't necessary means that everybody will like, but at least will know it. Ideally, use EXPA to build TM AssessmentTools.
Talent Management 4. What are the main changes that need to happen in the organization to guarantee that leadership development is happening in every experience? LEAD for 4 ELD Programmes
Team Minimums
We need to apply our standards to deliver high qualityteam experiences, so we candevelop leadership.
Thanks for reading my application! Please, feel free to approach me for any doubts or feedbacks. lorena.stephanie@aiesec.net
This is huge ambition, but I believe that can ensure that any young person impacted by our programs is having a path to reflect about the experience and the leadership development.