Write down 3 personal goals for each of your members and their why behind their current role.

team member program:

An experience for a young person to develop responsible and entrepreneurial leadership by living a practical team experience at a local, national or global

level.

team member program:

An experience for a young person to develop responsible and entrepreneurial leadership by

living a practical team experience at a local, national or global level.

team member program:

An experience for a young person to develop responsible and entrepreneurial leadership by

living a practical team experience at a local, national or global level.

orientation

Members have just joined the team and they need to understand what the team is about, why they exist and do they belong to the team.

ORIENTATION WHY AM I HERE?

A new oGCDP team is recruited and it’s their first meeting.

one week later. . .

Members are confused about what the team is about and their contribution. They ask themselves ‘what am I doing here?’. There is a lack of activity and people have an intense fear of failure and the unknown. Members start to feel a lack of interest in the organisation and start looking for other societies of campus that look more interesting.

ORIENTATION WHY AM I HERE?

Members understand the purpose of the team and the teams contribution to the organisation. Members feel a sense of belonging and identity with the team.

OR

H O W C A N W E G O F R O M

W O R S T C A S E S C E N A R I O T O

B E S T C A S E ?W H AT

S H O U L D H AV E H A P P E N E D I N T H E M E E T I N G 1 W E E K A G O

trust building

Members need to establish relationships within the team that creates a sense of mutual respect, reliability and trust.

TRUST BUILDING WHO ARE YOU?

A few weeks after the newies first meeting…

Amy is not happy with the team - she is hesitant to share projects with others because she doesn’t know if she can trust them or not. In meetings she thinks hard before she speaks and although she is feeling a little vulnerable in the team - she doesn’t trust anyone enough to share this information with. Instead she puts on a fake smile and thinks about how she can be the top performer in the team.

Although it hasn’t been a long time since she met these people, Amy is really enjoying her team experience so far - each individual has proven to be dependable. The ‘check ins’ have proven to be useful as each team member shares what they think, see and feel. Amy is optimistic about the success of the team - because of the quality of the people she is working with.

OR

H O W C A N W E G O F R O M

W O R S T C A S E S C E N A R I O T O

B E S T C A S E ?

TRUST BUILDING WHO ARE YOU?

goal clarification

Members ask ‘what are we doing’ and translate the purpose into an end goal, milestones and measures of progress.

GOAL CLARIFICATION WHAT ARE WE

DOING?

Operational Induction is starting and members are expected to start work.

1 Week Later…

Christie is getting bored with AIESEC, it’s not clear what she is doing in the organisation. Although the work is super intense and she needs to send many spam emails she doesn’t understand the point of these. She keeps wondering what the purpose of her leader is the team is getting on edge - picking small stupid fights and starting lots of gossip.

Christie is so pumped and focused for her team - she has finally discovered a group of people with the similar and shared values. Although there have been a few heated discussions, because there’s a shared understanding where the team is heading - the team becomes very solution orientated.

OR

H O W C A N W E G O F R O M

W O R S T C A S E S C E N A R I O T O

B E S T C A S E ?

GOAL CLARIFICATION WHAT ARE WE

DOING?

commitment

Members make a genuine commitment to achieve the organisation’s goals as they settle down to work.

COMMITMENT HOW WILL WE

DO IT?

Operational Induction is in full swing and each team member has lots of work.

1 Week Later…

Jack has so many things to do, his team leader doesn’t understand he has studies, family commitments. Although he knows deep down inside he does have the time for AIESEC, he just doesn’t feel this sense of responsibility for the organisation. But if his team leader asks him to do something - he’ll do it, because that’s his job right? Anyways - Jack doesn’t really understand what this team is doing - he’s feeling quite pessimistic about it all.

Wow, it seems like things are just happening. Jack is not only clear about what he is responsible for, he understands what every person in the team is doing to achieve the team’s goals. Things are starting to settle into normal and Jack is very happy as he is able to focus on his work and know that it’s actually doing something for the world.

OR

H O W C A N W E G O F R O M

W O R S T C A S E S C E N A R I O T O

B E S T C A S E ?

COMMITMENT HOW WILL WE

DO IT?

implementation

With more intense workload member’s concern is ‘who does what, where and when?’.

IMPLEMENTATION WHO DOES WHAT,

WHEN AND WHERE?

Induction is closed and oGCDP is full within promotions and raising.

1 Week Later…

It’s team meeting time and no-one has completed any of their priorities, people keep saying ‘I didn’t know this was my responsibility’, ‘I thought he was doing it’. Its really annoying because it seems like the team is having the same conversation every week.

It team meeting time and it’s probably one of the most efficient meetings so far. The team leader brought up a new innovation for the team and it was immediately put into a simple process and allocated smoothly. The feeling in the team is that everything is under control and on track.

OR

H O W C A N W E G O F R O M

W O R S T C A S E S C E N A R I O T O

B E S T C A S E ?

IMPLEMENTATION WHO DOES WHAT,

WHEN AND WHERE?

high performance

Ease of team interactions allows effective responses to changing conditions and extraordinary results that produce a sense of WOW!

HIGH PERFORMANCE WOW!

It’s matching time!

The whole month was about matching, every. single. day. Meetings were short and cold “how any matches did you get this week?” is all that people want to know. It’s getting to be too much. There’s this constant pressure to keep doing better and better, which is fine, but where is the limit? We are students right? We do have a life outside of AIESEC? Is AIESEC really meant to take over my life??

Wow! The past month has just been… amazing. Ideas just flowed, but it wasn’t just talked - we actually made it happen! Now I really understand the meaning of working as one. The rest of the LC is admiring us and asking what makes our team work so well and achieve all our results - it’s truly an amazing feeling. I will never forget this team experience.

OR

H O W C A N W E G O F R O M

W O R S T C A S E S C E N A R I O T O

B E S T C A S E ?

HIGH PERFORMANCE WOW!

let’s plot it out

Where am I in the team development model?

What are my immediate action steps to get to the next stage?

Make your team and operations timeline

M O N T H J U L A U G S E P O C T N O V D E C

O P E R AT I O N S E G . R A F O R O G C D P

M A F O R O G C D P

R E F O R O G C D P

T E A M

- P U R P O S E C R E AT I O N

- G E T T O K N O W

- T E A M R U L E S

What are the responsibilities I have as a TLP?

T E A M M I N I M U M S

1

2

53 7

6

Team

Plan

JD

Training

4

Tracking & Coaching

Evaluation

Reflection

Team Leader Program:A Team Leader Programme (TLP) experience is an opportunity for a young person to develop entrepreneurial and responsible

leadership through leading and guiding others in their work and experience at a local, national, regional or global level.

Value Proposition • A practical team leader or executive leadership body

experience • Personal and professional development • Practical hard and soft skills development • Activities which develop an entrepreneurial and responsible

attitude towards being a better leader

What is my role as a Team Leader?

TEAM STANDARDS

TEAM The team is one of the more common aspects of the AIESEC experience that people don’t recognise as powerful or something to be tracked key elements of the team include: • 3 members for more than 2 months • team identity

• team purpose/ambition • team values

key activities of the team include: • team meeting (weekly) • monthly review (monthly) • team days (quarterly)

• quarterly review • planning/re-planning • team building

• team building (on demand)

TEAM STANDARDS

PLAN the plan provides direction for the team and individual experience and ensures the implementation of the team ambition and purpose. key elements of the plan include: • members feel ownership of

goals and strategies • individual action plan

(synergies) • clear goals and deadlines key activities of the plan include: • planning/ re-planning

(semester) • quarter review (quarterly)

TEAM STANDARDS

JOB DESCRIPTION the JD demonstrates the individual contribution of each team member. it allows one to connect with the team purpose and implement the team plan. key elements of the jd include: • role and responsibilities • duration • mos • competencies

• required • development

key activities of the JD include: • quarter review (quarterly)

TEAM STANDARDS

TRAINING training is the next key step in the process to ensure that the people of our organisation can fulfil their jd. it’s important to remember that people learn from doing. key elements of the jd include: • educational cycle

• knowledge (organisational and functional skills)

• attitude • based on jd key activities of the jd include: • transition (start of term) • planning (each semester) • conference • outsource!

TEAM STANDARDS

TRACKING AND COACHING tracking and coaching can be spilt into two elements. tracking is about ensuring implementation. coaching is about ensuring improvement of the individual’s ability to fulfil their jd. key elements of tracking include: • based on the plan (goals) • based on the jd key activities of tracking include: • team meeting (weekly)

• general points (needs of all the team)

• individual meeting (weekly) • done/not done • clear priorities for not done

• virtual channels • adapt to the person

TEAM STANDARDS

COACHING tracking and coaching can be spilt into two elements. coaching is about ensuring improvement of the individual’s ability to fulfil their jd. key elements of coaching include: • based on the plan (goals) • based on the JD (MOS) • focus on performance • connect development with

performance • topics: professional, team,

personal key activities of coaching include: • team meeting (quarterly)

• consider having externals • individual meeting (monthly)

• clear next steps

CURRENT FUTUREGAP

TEAM STANDARDS

EVALUATION & REFLECTION Evaluation and Reflection enables individuals to experience the inner journey of leadership as supported by the team experience/team leader. evaluation enables learning from doing and reflection should include value generation and reinvention. key elements of coaching include: • performance and organisational

contribution to mos • development of competencies key activities of coaching include: • tracking

• individual meeting (monthly) • feedback

• coaching meeting (monthly) • team days (quarterly)

• rewards and recognition (monthly)