Transition Guide 2007

8/7/2019 Transition Guide 2007

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Transition Guide2007 2008

AIESEC in Brazil

AIESEC in Brazil - Transition Guide 2007 / 2008


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Introduction

This document is a guide for LCs to deliver a high quality transition. The importance and time

given to plan and deliver a good transition plays a big role on ensuring the continuity and

performance of the LC when EBs change. By having this belief in mind, the MC Army has

prepared a straight-to-the-point guide to support LCs on planning and delivering a very good

transition. The content here is just a suggestion, you are free to include or take off some of the

topics to better adapt transition to your LC reality and needs. Attached to this guide there are the

Functional Transition Guides for all the areas. In case you need any support, talk to your Coach.

Any question about the Transition Guide, talk to us:

Mariane Cortat ([email protected])MCVP Talent Management

Transition Guide developers

Conrado Kaczynski ([email protected])MCVP LC Development

mailto:[email protected]:[email protected]:[email protected]:[email protected]


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Transition GoalsLC Perspective

LC keeps the continuity in processes and performance. Necessary steps are made to prevent that past mistakes are repeated.

Innovatefrom what was built.

Elects perspective

Elects get a clear picture of how the term that lies aheadcan look like in terms of timing;

Elects have all theinformation necessary to lead their LC;

Elects have the necessary skills and process knowledgeto achieve their objectives;Current*

Currents have a chance to evaluate their work;

Currents capture the learning they gained through their experience;

Currents complete their work - if not the operative completion then at least pass on theirideas;

* So make sure youve got something planned in terms of agenda and sessions for the current EB along transition period.



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General EB to EB Transition

Topic Content

- Alignment of transition;

- Setting expectations and goals;

- Adjusting agendas;

- EBs getting to know each other.

RecommendationsIntroduction

The idea here is that the LC makes a transition based on the EB elected

needs, so its good to have a first meeting to explain the transition flow,

content, agenda, objectives, etc, in order to align both EBs. The quality of

transition might increase if EBs get to know each other better since the

beginning.

Topic Content

- Understanding The AIESEC Way (detailed explanation)

- Evolution of The AIESEC Way

Recommendations

The AIESEC Way

Remember that they are EB elected, so theyve already gone through The

AIESEC Way sessions and know the basics. During transition this content

should be gone deeper, by having a complete understanding of The AIESEC

Way Toolkit, explanation of the concepts, AIESEC history and identity

evolution. It is also important to transform the values and characteristics of

the organization into daily basis situations so that the EB elected has a

practical understanding of the way the organization is. Download The

AIESEC Way Toolkit, all the information necessary for this session can be

found in there.



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Topic Content

- AIESEC 2010 Vision

- Measures of Success

- Organizational Goals

Recommendations

AIESEC 2010 The same way as in The AIESEC Way, the EB elected has probably some

knowledge about AIESEC 2010, so it is important for them to understand the

connections between the AIESEC 2010 Vision and their Operational Plans,

as well as how Organizational Goals are calculated and set; something like

bringing AIESEC 2010 to the ground. In the Global Members Community it

can be found many useful resources for this topic.

Topic Content

- History

- Current state

- AI structure

- Regions

- Global exchange reality

- International conferences

Recommendations

Global Level

EB elect should have a clear picture about how AIESEC has evolved from

the early years until today, how we got to the @XP and how it was before.

Current State of AIESEC globally can be analyzed by taking a look at the

numbers (exchanges, members, leadership, etc.).



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Topic Content

- Iberoamerica Growth Network

- Regional Structure

- Main initiatives

RecommendationsRegional Level

This is the time to talk about the Iberoamerica Region (ex-SSGN), how the

board works and mainly the initiatives such as the Ser Ms program.

Topic Content

- AIESEC in Brazil brief history

- National current state

- Long Term Plan and NFAs

- MC Structure and Members

- Constitution and Compendium

- National Conference Cycle

- CSN Role

- National Partners

- LC Coaches

Recommendations

National LevelFocus here on what is important for the EB elect to know about national level

on each one of the contents. By analyzing SONA, Performance Reports, and

Subsystems, EBs can have an overview of the current reality nationally.

They need to know as well the impact of the Long Term Plan and National

Focus Areas on the LC and on the local plan. Its important to know who the

MC members are and what they do, to start building a good relationship with

them, specially to the LC Coach and how the Coach Visit works (goals,

methodology, EB preparation to it, etc.). Who are the national partners andwhat are the terms of the partnerships is an answer that should be

answered in transition as well. And the National Conference Cycle: what are

the roles of each conference (CONAL, CONADE and LDS).



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Topic Content

- LC History and recent evolution

- Structure and Job Descriptions

- Constitution and Compendium

- Current State

- Internal Analysis

- Members

- Alumni

- Partners

- Legal issues

- Office and Infrastructure

- BoA / Supervisory Group

- Plan & Budget

- Financial Management

- AIESEC.net and Information Systems

Recommendations

Local Level The content of the Local Level transition might be broken into parts because

there is a lot of information and knowledge to pass on. Some of the content

may be reviewed and built on during transition together with the new EB,

such as the structure and job descriptions, information system and office

rules, financial and investment policies. The EB elect must know what themain things developed were in the current term and what are the things on

going, so it keeps continuity. Also, not only each VP needs to know the

current state of his/her area, but all the EB, because that will help to create a

systemic thought in the whole team and shared ideas for the management of

the areas. It would be interesting to have a meeting with the BoA together

with the EB elect, meetings with Alumni and an official presentation of the

new EB to all members (takeover). EB elect should also get to know better

each member, their historical in the LC and what are the things they do best.

Besides an analysis of the LC Plan it is also important to guide the new EB

on the methodology of planning, tracking and reviewing. And dont forget to

finish the legal compliances (register Ata de Eleies, CNPJ, bank account,

etc.) during transition.



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Topic Content

- Team Management Skills

- How to run a meeting- Coaching skills

- Planning & tracking skills (operational Plan, individual plan)

- Time management

- Organizational Management

- Facilitation

Recommendations

General SkillsThese skills are better acquired by training and the outgoing EB sharing their

experience based on facts, telling what they believed it worked. This method

can be applied to lots of skills, such as time management, coaching, team

management, planning and tracking.

Resources:

Coaching material TMU and BTMU

Team management BPDF and TMU

Time Management TMU campaing

Plan and tracking session of LDS 2007 master output.

Theory on organizational management

Topic Content

- EB job description

- Daily basis of an EBEB Role

Recommendations

http://www.aiesec.net/members/globalmemberdevelopment/file-storage/download/Leadership%20Development%20Campaign?file%5fid=58220595http://www.aiesec.net/members/ai/brazil/file-storage/index?folder%5fid=68488027http://www.aiesec.net/members/ai/brazil/file-storage/file?file%5fid=68569761http://www.managementhelp.org/mgmnt/skills.htmhttp://www.managementhelp.org/mgmnt/skills.htmhttp://www.aiesec.net/members/ai/brazil/file-storage/file?file%5fid=68569761http://www.aiesec.net/members/ai/brazil/file-storage/index?folder%5fid=68488027http://www.aiesec.net/members/globalmemberdevelopment/file-storage/download/Leadership%20Development%20Campaign?file%5fid=58220595


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It could be facilitated by sharing and discussions based on current EB

experiences. Just follow this check-list:

EB Role

- Leading and guiding the LC

- Ensuring sustainable growth of the LC- Education the members on how to deliver our core work

- Ensuring sustainable leadership

- Financial Management of LC

- Implementation of the global brand locally

- Representing the LC nationally

- Working together as a team

- Communicating with Alumni

- Managing key events which require whole LC involvement

Structure & job descriptions

How EB works (Schedules, Weekends, Exams and holidays periods,

other policies...)

Rights & Obligations

EB meetings (Objectives; when; agenda; policies)

Intense periods (and some inputs on how to deal with it)

Motivation

How to plan an event

How to lead a team (LC)

Topic Content

- Phases of team formation

- Team building

- Managing job descriptions and delegating tasks

- Feedback theory

Team formation

Recommendations



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Sharing of experiences is as valuable as training and reading theory on that.

This part should be the beginning of the VPs works with their teams.

Resources:

Forming a visionPhases of team formation

How to create efficient Job descriptions

Efficient accountability systems.

Topic Content

- Mentorship and coaching theory

- Goal setting (ILP and ICP)

- Outgoing EB: next steps

Recommendations

Personal planning& mentorship

It would be very useful if by the end of transition the EB elected has a

learning plan for their term as EB. So it is needed to have reflection and goal

setting moments during transition so that they can put their development

plan of the year on the paper.

Sharing experiences and raising awareness on the issues are as important

as passing the theory on being mentor. The tip here is to think of the EB as

promoters of these processes and as people who should look for this kind of

support.

And for the outgoing EB, they can cave their career/learning plan for their

nexts steps after the EB term.

http://en.wikipedia.org/wiki/Forming-storming-norming-performinghttp://www.aiesec.net/members/globalmemberdevelopment/file-storage/download/culture-of-excellence/How_to_Create_energizing_Accountability_Structures-final.doc?file_id=44823915http://www.aiesec.net/members/globalmemberdevelopment/file-storage/download/culture-of-excellence/How_to_Create_energizing_Accountability_Structures-final.doc?file_id=44823915http://en.wikipedia.org/wiki/Forming-storming-norming-performing


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Topic Content

- Culture review

- What is the vision the team has for its term?

- What does each member envision for his time as EB?

- For outgoing EB what is the legacy youve left

Recommendations

LegacyThese sessions are more reflexive, but for them to be productive, it is better

to base the reflection on our Measure of Success, organizational goals and

the local plan.

Resources:

How to shape a culture

Culture review report - @BAZI 2007

http://www.aiesec.net/members/ai/brazil/file-storage/index?folder%5fid=62195779http://www.aiesec.net/members/ai/brazil/file-storage/index?folder%5fid=62195779


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BPDF a suggested structure for your transition agenda

1. What is BPDF?

A big part of the success of a transition agenda is related content; the other part is related tomethod of delivery. Transition is another kind of training, and it should consist of three parts:

Training New EB receiving theory/information from the old EB Experiences New EB reflecting on the info they received, taking notes and experiencing

their first area meetings as VPs Coaching sharing ideas with EB outgoing and receiving feedback, working on feedback

of the selection process, talking about tips to be good team manager and VP, theimportance of tracking.

You can distribute transition content according to each step of BPDF Brazilian PeopleDevelopment Framework. The framework offers three perspectives:

Inputs, through training and development, experiences (doingsomething for the first time) and feedback.

Processing, where the individuals take time to reflect ontheirselves (identity) and reflection on how they performed,main conclusions to improve performance

Action!, stage where they will now implement the conclusionsof the previous stage.

These 3 processes happen in a cycle where the individual identifyhis/her own needs and acts on how to solve them.

Some advantages of using BPDF:

There is learning beyond receiving inputs the processing part forces people to reflect

upon the information received and take time to think of actions to start the term Assigning an element to each block (see example below) increases quality of sessions

(because facis can prepare more adequate sessions based on the expected outcome) Focus on personal reflection and goal setting for the year for the incoming EB; wrap up of

knowledge for outgoing EB. For this step, it is interesting to create moments to evaluatethe progress of transition (quality of sessions and satisfaction with agenda and attitude ofmembers) and to learn with the first interactions of people as a team.

2. How to use it in my transition?Before building the agenda, it is good to collect expectations and principles from both outgoing

and incoming EB. This is important for the agenda setting (if both parts want to have moreinteraction, the agenda will probably have more sharing). List also the preparation the EB electedneeds to have for each part of transition (or specific sessions).BPDF will help in the structure of transition, creating blocks and setting the mood of thesessions in that block. Here is an example, based on MC transition:

http://www.aiesec.net/members/ai/brazil/brazilpeopledevelopmentframework/file-storage/index?folder%5fid=31119316http://www.aiesec.net/members/ai/brazil/brazilpeopledevelopmentframework/file-storage/file?file%5fid=31177154http://www.aiesec.net/members/ai/brazil/brazilpeopledevelopmentframework/file-storage/index?folder%5fid=31119317http://www.aiesec.net/members/ai/brazil/brazilpeopledevelopmentframework/file-storage/index?folder%5fid=31119319http://www.aiesec.net/members/ai/brazil/brazilpeopledevelopmentframework/file-storage/index?folder%5fid=31119318http://www.aiesec.net/members/ai/brazil/brazilpeopledevelopmentframework/file-storage/index?folder%5fid=31119320http://www.aiesec.net/members/ai/brazil/brazilpeopledevelopmentframework/file-storage/index?folder%5fid=31119320http://www.aiesec.net/members/ai/brazil/brazilpeopledevelopmentframework/file-storage/index?folder%5fid=31119318http://www.aiesec.net/members/ai/brazil/brazilpeopledevelopmentframework/file-storage/index?folder%5fid=31119319http://www.aiesec.net/members/ai/brazil/brazilpeopledevelopmentframework/file-storage/index?folder%5fid=31119317http://www.aiesec.net/members/ai/brazil/brazilpeopledevelopmentframework/file-storage/file?file%5fid=31177154http://www.aiesec.net/members/ai/brazil/brazilpeopledevelopmentframework/file-storage/index?folder%5fid=31119316


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Transitionblock

Content of block BPDFelement

Some tips on the deliveryof sessions

Introduction Introduction:Reception, Expectations setting

and introduction to MC Way ofLife

No specificelement

Getting to know theneighborhood

Introduction to the agenda

OrganizationalHistory andEvolution

AIESEC history and evolutionAIESEC in SSGN history andevolutionAIESEC in Brazil history andevolution- strong link with externalenvironment- evolution of our CWThe AIESEC way

Training andDevelopment

Connect with own @XPInitial questions to testknowledgeCreate commomunderstanding of @ historyPrepare terrain for the moreanalytic partSessions can ask of newMC to think, not onlyreceive knowledge

Our reality InternationalRegional and speciallyNational and local realities

Reflectionand Identity

Present some data onreality (organizationalgoals, finantial situation,number of members) on thethree perspectives. Get thecurrent reality and evolutionNew MC reflects on theirknowledge and thoughtsbefore they were elected.Challenge their beliefs andconnect with the currentreality.

MC 06/07

planning

MC 06/07

planningbudgetcalendar

Training and

DevelopmentAction!

Learn about planning

Make MC 07/08 plan

Specifictransition

Depends on functional content Training anddevelopmentExperienceReflection

VPs receive knowledge onprocessVPs

Myself intransition

Evaluate the progress oftransition and each oneslearning goalsReceive feedback from selectionpanel

Reflection

Sessions to evaluate thecontent and delivery ofsessions. ()

BPDF can be applied also to the delivery of one session. On a session about events in the LC,there can be a training and development part where the flow of all important events to the LCcalendar are listed AND reflection part, where the new EB constructs the flow and points theimportance of each event according to their perspective.



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General Recommendations for TransitionCoach the new EB: it means that you wont tell them everything, they need to think and come up

with new solutions and their way of working. The role of the current EB is to provide information,

facilitate discussions and coach.

Empower the new EB: during transition the new EB can already have some hands-on tasks like

facilitating LC Meetings, filling out SONA, launching applications, meeting with partners, solving

general problems, etc. The idea is that they finish transition with enough practical experience to

begin their jobs smoothly.

Generate outputs: every session, discussion or idea that comes during transition should be

registered into an output and put available fast to all new EB members. That guarantees a good

knowledge management and it will be one of the most useful documents for new EB members to

consult during the first months of the term.

Proactivity of the EB elect during transition: create an environment that the EB elect feels

responsible for the transition. Effective transition happens when EB elect says to current EB what

are their major needs in terms of information, knowledge and skills and feedbacks the sessions

and the progress of the transition. That environment can be done by setting this expectation,

having frequent alignment meetings with both EBs and handing out evaluation sheets for each

session, for example.

Prepare sessions for EB current: take a look at the Heading for the Future files in the BPDF

Community to plan sessions for the current EB, so that transition achieves the objectives for

outgoing EB.

Personal connections and having fun: create moments and situations for that, it might not happen

naturally or it would have a better impact if it is planned. Simple things such as EBs dinner,

games, going out just for fun or cleaning the office together could be put in the agenda of the

transition period to guarantee personal connections and fun between both EBs.

Transition Guide 2007

Documents

Transcript of Transition Guide 2007