SHAPE WHAT WE DO, AROUND MEXICO’S NEEDS. MCVP LCD & Operations AIESEC in Mexico Sabina.malacon@aiesec.net Sabina.malacon.margolles +52 667 2331405 Culiacán,Sinaloa, Mexico. October 25th, 1991 Certificate in Tourism (2009-2010) International Relations (2010-2014)
Position
Dates
Cultural Events Coordinator
Org
Role
Results
20102011
Organize cultural events & gatherings.
7 Events 100% sustainable (earnings).
OCP Impacting
2010
RA-MA-RE of GCDP TNs.
4 new TN takers, 15 TNs, media event.
University Advisor
20112013
Student voice in front of administrative sector at the University.
Restructuring of academical plan.
VP iGIP @Sinaloa
2011
RA-MA-RE of GIP TNs and servicing.
11 TN RA (1000% growth), 4 new TN Takers.
LCP @Sinaloa
2012
Direct the local entity towards the achievent of results by delivering high quality experiences.
1:1 x/m. 85% growth in RE. 100% in RA and MA. Apollo Host (sustainable). 2 Y2B. Top 3 LC nationally.
CEEDer @Javeriana
2013-1
Support general LC activities.
Excellence award LC winner.
Event Volunteer
2013-1
Participate in event creation and logistics.
“Brazil & Colombia Economical Powers” book launch event .
MC Account Delivery Mgr. @México
20132014
Responsible for migration & customer service in corporate accounts
2:3 retention rate. Creation of area at local level. NPS 40% (year) growth 30%.
MCVP LCD & Operations @México
20142015
Responsible for entity development, exchange tracking, project innovation. Compendium Mgmnt.
80% exchange plan achieved. 100% entities coached. 55% growth in total exchange RE.
Content & Speakers Coordinator
20142015
Responsible for content development and spekaer training.
Event will happen in August 2015.
Customer XP & Service
By my previous MC esperience as AD Manager, we developed an NPS system and newsletter for companies and trainees besides of standardization of reception. We used IT tools to accelerate processes as visa. As result our RE-RA rate and retantion increased from 1:3 to 2:3. NPS Score of 40.
External Relations
In and outside @I ‘ve had the opportunity to deal with different stakeholders as universities, companies, government and media. As result, I’ve established relations that provide with positioning, finantial or inkind support. In my @ XP I’ve negotiated & signed more than 15 agreements.
Purpose Driven Culture Creation
This is the base I use for “strategic direction”. It is very important for me to lead teams based on a clear why. Under this base, it is easier to move people into the same line of action since it creates union and because the reason of every step taken is clear for everyone.
What is AIESEC? How would you describe the organization you are planning to lead? “It first came the mission, then the organization”. When describing AIESEC, I like to come back to the basics of our foundation, and these basics lay in our mission: Peace & Fullfilment of Humankind’s Potential. By understanding the power of what we envision we can then explain that AIESEC is the world’s youth driven biggest organization that aims to develop leadership by providing with unique valued exchange experiences. In my vision of the organization I would be leading, I see a well-connected and positioned entity because of the value proposition of our core product. It is an organization that is focused in developing leaders who are not only self-conscious, effective in communication and responsible for the world, but that understand that we change the world one experience at a time, by changing people, starting by ourselves. Relevance of AIESEC in my life. AIESEC has provided me with the most valuable life experience so far. This organization has filled my hands with opportunities and learnings; I’ve met some of the most inspiring individuals and thanks to the practical experience, I’ve developed several hard and soft skills. I have seen the world with different eyes than just tourism or external perspective. I see in AIESEC’s programs a unique chance for our country economic and social development. What I owe to AIESEC is invaluable and as a responsible leader I would like to use the organization as a vehicle to provide wellness to my country.
One of the things that AIESEC has thought me in the past 4 years is to be clear to myself so I can bring more impact to others. My biggest “AHA Moment” came when I defined my why: I am fulfilled by knowing that my actions have transcendence by the people I impact. I see this as an authentic opportunity to lead a Mexican generation of leaders. I honestly believe in the power and capacity AIESEC has to change the Mexican reality and turn it into the country we deserve. As organization we can provide with the leaders that will be directing Mexico in the next 10 years, with international talent to improve the economic performance of Mexican enterprises, international experiences that would enrich youth perspective. In few words, change Mexico by providing life changing experiences to young individuals here, and in all the world.
My contribution and learning from MCP XP. LCP Network Leadership & Management – LEAD from external partners or organizations who are experts. As well I would have LCP management as priority, as MCP plays the role of TL for them. As it is in my personality, I would build interpersonal relationships with each one of them. Implementation Culture – AIESEC in Mexico has successfully developed a purpose oriented culture. Nevertheless, we have an immense lack in transforming plans into actions. I commit to continue building into the simple action culture so we can increase our level of operations by taking the MC+LCP team to a new level of collaboration.
3
Role Model – Leadership ends up being a matter of example. I wouldn’t ask for anything I wouldn’t do first. The more I require from others, the more I would give. Work hard to become the leader AIESEC in Mexico deserves. Learnings: Leadership & Management Skills Self-Awareness, Amplify my perspective.
Leadership is me looking at myself, at my virtues and defects, before looking at somebody else. Being leader is not only being noticed and followed. Is being empathetic and not only doing things right but doing the right things. A leader takes individuals to the maximum of their potential and ambition while taking them into challenging paths that would make them discover their talents, passions, weaknesses and fears. My style of leadership is very inclusive, I like to do sensing before making decisions and I try to keep everyone well informed about the general activities of the group so that everyone is as part and as leader. When working on a national team, away from LCs it is important to be effective in communication and involving. In this way I will be sure that LCPs and the national plenary are as part of the national direction as MC members.
One of my weaknesses in leadership is that once I delegate a task I don’t always make follow up, until the deadline. As a consequence, some tasks tend to not be delivered on time, threatening on delaying the complete flow of the team work so I finish taking the task in my hand and solving it to prevent from a bigger problem. Since the moment I detected this, I generated a reporting system. Where I make reminders to myself so I request for advances before DDL, preventing any inconvenience on the delivery date.
Achieving 2015 will change AIESEC since our impact will enhance a bigger scale. Nevertheless, 2020 should be about recovering the value proposition of the experiences we provide because volume may risk the prestige and quality of an AIESEC internship. 2020 should involve a growth mindset where we push more LEADERSHIP experiences in the exchanges we offer, behaviors that remind us of our values: Striving for excellence (quality), sustainability (for iGCP projects), Enjoying Participation (Positioning our core activities).
Behaviors are how we shape the organization. We instruct our members to follow a series of behaviors that take us closer to the achievement of our mission. 2015 Vision achievement incentive 3 behaviors: Collaborative, Purposeful & Action-Oriented. AIESEC in Mexico is in the enormous need of taking actions. We have brilliant membership that generates stellar plans, the next step we need to URGENTLY take is ACTION. First example of this is the efficiency rate of membership/exchange. My conclusion is that members are not being Action-Oriented because they are insecure and scared of being rejected in case of failure. We should start taking more bottomup innovation to national strategies, so that LCs get to share their success stories and replicate in another entities. By this we generate a more reliable working environment, where everyone’s contribution is valued.
Purpose of @ existing in MX. Under the lack of good political leadership, economical problems and social inequality, social stratification with such differences (huge gaps between the rich & the poor), and all the national security problems caused by a vicious cycle of corruption, drug dealing, poverty and disparity an organization with such a noble mission as “Peace and Fulfillment of humankind’s potential” present the possibility of turning the vicious cycle into a virtue cycle by out programs and by our promise t o society: Deliver Positive change agents.
We will stand in the shoulders of giants. In this sense, we will not destroy what has been done to create new tools or strategies. Since the accomplishment of 2015 will still be in our hands, my vision is correlated to the global 2015 vision. We need to give an incredibly savvy push to the “ActionOriented” behavior and provide with the right tools to tackle our drivers directly.
AIESEC in Mexico – Shape what we do according to Mexico’s needs. Every member of the organization in Mexico experiences responsible leadership, as he generates more responsible leadership by taking powerful but simple actions. Acting sustainably, we focus our growth trough quality for the 4 programs. We know we are growing when it is a virtuous graphic that favors Quality and quantity AIESEC in Mexico is well known and recognized among our stakeholders because of our positioning by ourc ore activities.
S
W
o Leadership pipeline. o MCB&NST leadership layer for supporting operations. o Know-how of processes well developed. o Positioning of oGCDP. o International recognition as growing entity. o Integrated and collaborative network. o High assistance rate to conferences.
o o o o o o o o
O o SME as growing economic sector. o Business groups networking activities. o International vision and aspiration of university students. o Government’s investment in social projects and internationalization of youth. o Mexico as a growing economy, desirable investment destination.
Retention rate. Sustainability in iGCP projects. Convertion rate of oGCDP (Register to RA). MC-LC relationship. Matching rate of oGIP & iGCDP. iGIP raising and customer loyalty. RoI analysis and follow up. Finantial Culture.
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o o o o o o o
Missunderstanding of AIESEC’s purpose. Bad reputation within stakeholders. Lack of resources of companies & NGO’s. Outsourcing companies. Mexico’s international image (insecurity). Migration Restrictions. Deductibility.
Drivers. Responsible Leadership. o LEAD for every TLP. o LCP LEAD Outsourced. o Regional Conference cycle to tackle regional issues. o iGCDP issue allignment with Mexico’s social needs. o Member efficiency. o LCD+TM Merge RESULT: Positive change agents.
Growth trough quality. o Membership NPS 90% by backwards planning. o “Vacas lecheras” companies raising more than 10 TNs GIP. o Authentic servicing culture for all our customers. o oGCDP innovation for mass X contracts. o Outsource of telecom. Service for follow up to EP
registered. RESULT: Growth in exchange # and NPS %.
Positioning by our core. o Presence of @ at forums o Key partnerships related to our core activities: o Iinsurance Comp o Airlines o Exchange Org. o Government o B2B by ER+iGIP Corner o B2C by Customer Intelligence + MKT. RESULT: Growth in exchange # and partners.
The main challenge, as always is implementation. For this I would assign MC+LCP commission for implementation as LCPs know directly local realities and MC the national strategy. My role as MCP would be to provide certainty so I would be in the center of the implementation follow up to mitigate any inconvenience right on time.
o o o o o o o
The changes proposed start by the MCP direct team management. The reason for this that MCP will have more time to focus on LCP Network management. All full time. 10 MCVPs, 4 Managers & 1 MCP. Accountant and migration manager are not part of MC team but are lead by MC. Business 2 Customer Corner: Customer Intelligence + MKT + OGX. Increasing number on exchanges by overcoming bottlenecks as convertion rates. Business 2 Business Corner: ER + iGIP + Customer Intelligence. Selling, servicing and upselling. A modification can be seen in the role of Alumni to also cover PR events. Local Implementation Corner: OD reviews operation + membership development. TM turns to play as well LCD since it is by human resouces that we implement. Customer Intelligence: Evolution of AD to play a more central role in the overcoming of customer bottlenecks. Supports OGX and ICX. Doesn’t collaborate with LC.
1. Increase #RE & NPS % in 4 programs.
2. 3.
Backwards Planning. Has a direct impact in operations & TMP/TLP
XP. Ensures to have enough people but not more than that with clear JDs and MoS contributing to X goal. Member NPS increases thanks to the clarity provided & sense of contribution. Match before sale. Specific case for GIP. For incoming attend sales meeting with suitables profiles. In this sense matching is done before RA. Delivery time is overachieved. Same thing for EP GIP. Present TNs before Raising. By this efficiency and “promise achievement” customers are more then satisfied by service, but willing to recommend and keep collaborating.
GCDP project based recruitment. For both, incoming & outgoing. In ICX CY partner recruitment strategy to prevent from problems with match. For OGX to provide more clarity at register and increase conversion rate.
5,000 Exchange XP 1,328 TMP in Front Office 3.76 X/FO TMP
iGIP
iGCDP
oGCDP
oGIP
X Goal
350
1,500
2,600
550
TMP XP
175
500
433
220
X/M
2
3
6
2.5
According to the expected growth in exchanges and the OD Revolution by smaller teams with specialized JDs, this can be the ideal performance a member can have yearly.The general strategy is to create UNIQUE JDs so that each member is meassured by different activities but with the same MoS. iGIP- By the strategy of match before sale we can ensure subproduct allignmet and an acceleration in delivery time. oGCDP. This is our most mature program and nowadays we have a rate of 5 X/M. This goal is just aiming for a natural growth. iGCDP- As a project based area the action plan is orienten into having small teams of “Experience Managers” so that they sell, match amd prepare reception. This is prospecting a bit more than natural growth. oGIP- By subproduct specialization and TN based recruitment we ensure performance.
Improving Customer XP START
EP
TN
TLP TMP
STOP
CONTINUE
Strategy to attract more visitors to webpage. More follow up of Inner&Outer Journey. Show more than “suitable” options but the ones EP would like to take.
Lack of personal communication.
OPS & Reintegration. BI trough GIS. Expectation setting.
More intensity in STRANGER phase in order to bring more partners. Customer reward program.
VISITOR stage will make TN takers and AIESECers waste tiem. Would go directly to LEAD. While AIESEC members present profiles for shortlis.
Upselling after opportunity finishes.Effective communiction channels.
Lack of personal communication
Automatical upsell of career development path.
Recruitment for direct TLP XP. Show key development points after opportunity. Show key development points after opportunity. Understand impact of contribution
Lack of personal communication
TLP opportunity offered.
EXPANSION. University expansion should happen but not LC expansion because we still have 31 entities to reinforce before opening more.In this sense we will be recruiting in all the country but managing only current LCs. OD MODEL. Our current OD Model is functional but not practical yet. LCs are still moved towards minimum criteria instead of cluster scale. The required step to take is into exploring more ways to implement (besides of coaching and conferences( and advance to the functional usage. Boost more Regional Collaboration. CONFERENCES. Conference attendance is a huge advantage @MX has, but as for today conferences in Mexico are not sustainable. My proposal is to make 2 smaller conferences (Atlantis & Apolo 2016) to take care of finances more directly and in regional base so that entities can boost their growth and impact based on the reality the region faces. LOCAL STRUCTURE. Local structures were recently re-adjusted to fulfill 6040 (FO-BO). The adjustment is still in beta phase since most of entities haven’t do the change. By having smaller and better focused teams TLPs can invest more time in strategy and operations follow up, instead of people follow up. T
Planning. The planning process should look like this: 1. LCP Consultancy day – Phone calls to get inputs. 2. 3. 4. 5. 6. 7. 8.
Vision for the end of the year, Purpose definition. Exchange RE goals. Strategy Creation. Backwards Planning. Activity plan (GANTT Chart). Budgeting. Feedback
MCP Responsibilities 1.
2. 3. 4. 5.
6. 7.
Managing LCP board – They are the soul of the organization, the strategy implementers and the ones who take plans into action. MC Team Management – Strategy creators. Should be role models and drive operations. Legality is responsibility of MC. Defining national Strategy – Should happen wheneever it is required. Focus on implementation plan. Governance & Accbility. – Legality. Have all accounts clear and do constant reporting to LCP network. International Relations in @ – To ensure CY partnership delivery. Positioning Mexico as a desirable partner & as a trend settler. External Relations – MCP should be present in more relevant events to position the organization Account Mgmt. & Sales – As bottom of priorities but doesn’t mean shouldn’r happen. Ideally Business 2 Business Corner will deal.
LC Members say: o MC is very close now. Coaches are doing real follow up. o MC shouldn’r ask for something they are now willing to do. o MC is good, but could be more humble. And offcourse we can tell everything is not perfect. We realice when it is implementation time. Some entities follow, some other don’t.
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Communication is a CONSTANT matter, not an “eventual thing” so I would call LCPs biweekly and will have permanent contact with them to follow up what they experience.
It is not rocket science, therefore it doesn’t require complicated solutions. It is individuals genuinley caring about other individuals.
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Challenge
1. How can we build the best version of AIESEC in Mexico?
3. How can we ensure that each experience we deliver has the unique value proposition of @?
5.
To my family, friends and all the special individuals who have inspire me in this organization.
THANKS!
AIESEC in Mexico
Drivers
I am fulfilled by knowing that my actions have transcendence by the people I impact. I see this as an authentic opportunity to lead a Mexican generation of leaders. I honestly believe in the power and capacity AIESEC has to change the Mexican reality and turn it into the country we deserve.
AIESEC in Mexico
MCVP LCD & Operations AIESEC in Mexico
Minor in Tourism Major in International Relations.
SHAPE WHAT WE DO, AROUND MEXICO’S NEEDS.
Responsible Leadership
Growth Trough Quality
Positioning by our Core
o LEAD for every TLP. o LCP LEAD Outsourced. o Regional Conference cycle. o iGCDP issue allignment with Mexico’s social needs.
Every member of the organization in Mexico experiences responsible leadership, as he generates more responsible leadership by taking powerful but simple actions. Acting sustainably, we focus our growth trough quality for the 4 programs. We know we are growing when it is a virtuous graphic that favors Quality and quantity AIESEC in Mexico is well known and recognized among our stakeholders because of our positioning by ourc ore activities. o Membership NPS 90% by backwards planning. o “Vacas lecheras” companies raising more than 10 TNs GIP. o Authentic servicing culture for all our customers. o oGCDP innovation for mass X contracts. o Outsource of telecom. Service for follow up to EP registered.
o Presence of @ at forums o Key partnerships related to our core activities: o Iinsurance Comp o Airlines o Exchange Org. o Government o B2B by ER+iGIP Corner o B2C by Customer Intelligence + MKT.
November 24th, 2014 To AIESEC in Mexico’s National Plenary, I am proud and excited to endorse Ms. Sabina Malacón Margollés, current MCVP Operations of AIESEC in Mexico, to become Member Committee President for the 2015-2016 term. I originally met Sabina 6 years ago already and I got to meet her in practically all national conferences since, until last year when I was President and led her in the Account Delivery Manager role. In my opinion, the MCP role is fit to that person who can not only design strategy and make decisions, but inspire and connect the network. In that regard, I can see in Sabina a vast experience in the operations of the organization, from LCVP, LCP and two MC roles, and an acute sense of the global and national realities. Furthermore her personality is decisive and action-oriented which will help her to make better decisions and a fast-evolving team. In addition, I remark Sabina’s ability to connect on a personal level to people in all spheres of the organization, and a skill to get them to action. Those are highly valuable to an MCP profile. In her MC AD role under my leadership, Sabina achieved to create a whole area from scratch, laying out a local structure and national structure, setting KPIs and planning frameworks, supervision and tracking for a whole new area. She designed processes and reporting schemes that now evolved to a better positioning of AIESEC with their stakeholders. Sabina led a network of above a dozen local Vicepresidents or Coordinators in a stellar way, she was widely regarded as an efficient and admired leader. She also was very love as an incredible coach by her LCP coachees in her role as MC coach. I’m certain that in the current term, Sabina’s experiences and projects have enabled her further in the preparation for the MCP role. All in all, I personally wish her an authentic and transparent process, and a collectively wise electorate, in her pursuit of the MCP position, certain that if elected, she will be an outstanding leader in the outstanding history of former Presidents of AIESEC in Mexico. I will be proud to clarify anything from this endorsement
Aldo Pérez Varela MCP 1314, AIESEC in Mexico aldo.perez@gmail.com
+52 155 3224 2869
Culiacan, Sinaloa, Mexico, November 19th, 2014. To the National Plenary of AIESEC in Mexico By this mean I’m proud to endorse Sabina Malacon’s application to AIESEC in Mexico’s Member Committee President 2015-2016. I’ve had the chance to follow Sabina’s AIESEC experience since the very beginning both as her team subordinate and team mate. We joined the organization together in the fall of 2010 and soon after that she was my team leader at the first Impacting project. Early in 2011 we worked together as EB team mates and in 2012 I was part of her EB at her LCP term. Throughout her experience, she has demonstrated to be a very dynamic person, able to engage the membership towards the actions and activities that she is passionate about, driving a powerful approach and constantly taking care of the equal involvement of each team member she is leading. Also, she always showed a huge commitment with the local entity and put all her effort into building a united and result-oriented team with a common strong vision and an achiever culture. She always pushed the local committee into striving for excellence, leading with the example and being a professional role model for the membership in all aspects of her life, both inside and outside the organization. It was under Sabina’s lead that AIESEC in Culiacan took that step forward to outstand again, finally expanding operations to the whole state, changing the membership’s mindset and attitude and leaving her mark through the following generations. Maybe the results weren’t seen in the short term, but now, 2 years after her leadership we are living the results of that mindset’s change. Now on her two MC terms, she’s shown that her approach is innovative and she is always looking to see everything from a different angle, trying to bring new ideas in place and not hesitating into taking up paths that were never explored before. AIESEC in Mexico needs exceptional leaders who can push the national entity towards excellence, and for all the reasons stated above I believe Sabina is more than prepared to do so. Please, feel free to contact me for further information. Sincerely,
Claudia Gómez Ruiz Local Committee President 2014 AIESEC in Sinaloa, Mexico
http://youtu.be/habry9SkCAA