Yasmeen Singh LCP Application 2015 AIESEC Dehradun

Yasmeen Singh | Applicant for Local Committee President 2015 | AIESEC in Dehradun

BE BRAVE Fearless Passion. Consequent Growth

Opening Note

Having been in AIESEC in Dehradun for more than 2 years now, I have seen the change in this LC. I have seen AIESEC in Dehradun grow as an Expansion. I have seen AIESEC in Dehradun grow from an Expansion to an MoP. Since the beginning, the biggest challenge for AIESEC in Dehradun is its own self. Being so actively involved in its operations for 2014, I have observed that we as an LC have started losing out on confidence. We as an LC have started losing out on the passion that we had. We as an LC have become slower over the time, and this has held us from growing.

For me, 2015 for AIESEC in Dehradun should once again be a challenge. We do not have to compete with another LC in the network; we have to compete with our own self first. We as an LC need to grow once again. For this, every person in the LC needs to be fearless and passionate. Once we start following our passion, growth will follow.

2015 for AIESEC in Dehradun would be about taking risks: in terms of new investments, in terms of new events, and so on.

2015 for AIESEC in Dehradun would be about growing in what we have been doing, and making more things happen for the LC. The year would be about making GIP happen in Dehradun. This year would be about growth in GCDP.

The year would also be about more leadership opportunities. AIESEC in Dehradun will create more and only better leaders.

The year would be about understanding the power of AIESEC as an organization. It would be about living AIESEC, and not just doing it.

While 2013 was about “Elevating to Excellence” and 2014 “Happiness Unlimited”, I want AIESEC in Dehradun to “Be Brave” in 2015 and unleash the real potential that it has. I wish this year to be one when every person in the LC follows their passion fearlessly and only grows!

Yasmeen Singh

AIESEC in Dehradun Be Brave.



Curriculum Vitae

Personal Information

Name: Yasmeen Singh Date of Birth: 12.11.1992

Address: Jain Girls Hostel, 15, Indira Nagar, Vasant Vihar, Dehradun-248001

Contact: +91 9758362932 | +91 9888050831

Email: [email protected] | [email protected]

Academic Qualification

Year Class Qualification Institute Score 2012-2016 5th Semester B.Tech-Electronics University of

Petroleum & Energy Studies

2.68 CGPA out of 4

2011 12th CBSE GMSSS-19, Chandigarh

80.32%

2009 10th ICSE Little Flower Convent School,

Panchkula

89.28%

Languages known:

English (Advanced) Punjabi (Advanced) Hindi (Advanced) Italian (Beginner)

Softwares known:

MS-Office (Advanced) Designing: Canva (Beginner) OrCAD (Beginner)

Interests:

Traveling Reading Keeping myself updated with the

latest happenings around the globe



2015: LC Calendar

Event Timeline Objectives MB Induction January Train and empower the MB to

function efficiently in Q1 Joint Board Meeting January Presentation of yearly plans to the

BoA Annual General Meeting January EB 2014 Discharge and

Ratification of EB 2015 Recruitment February JD and Portfolio specific

recruitment Weekender February LCs first large scale event. Will

help boost ICX and BD ICX Raising in Schools February The Raising for Summer Peak

needs to be done in February itself (before schools finalize their curriculum for next academic session)

OGX Raising February-March Raising specifically for the summer peak

Youth to Business Forum April To create a brand in the city, and also pull potential clients for iGIP

Local Conference April Q1 Review and flowing down output from MNC/ANC

MB Selections May-June MB for Q3-Q4 to be selected MB Induction June Training the MB for their specific

job role as well as summer delivery ICX Delivery June-September Summer Peak Realization Global Village July/August Showcasing Recruitment July-August Large scale recruitment based on

backward planning and JDs. Balakalakaar August For external relevance and

engaging schools & NGOs Raising Drives August-September Raising for the winter cycle Local Conference October Review Q3 and strategize for Q4 Education Conclave November To create a brand presence in the

education sector and pull potential clients for Q4 and 2016

Annual Stakeholders’ Day November To get all our stakeholders together and give them a review of 2015

Annual Elections Procedure November LCP Elections for 2016



Biography

From being the eldest kid in the house to different things in school to the Vice President in AIESEC, Yasmeen has been the leader who would always inspire.

Back to the days at school, she was a perfect class representative and the teachers’ pet. Excellent academics, enthusiastic participation in co-curricular activities and dedication towards the school was the reason people always believed in her. Being in the good books of every teacher, she was always subject to the torture of expectations, but the best part was: she knew how to tackle the most difficult dilemmas and emerge as a winner.

She has always been a bossy sibling: moodiness, harshness, stubbornness and her bossy nature have always been criticized. But these are overshadowed by the bright levels of maturity, love, concern and simplicity. Also, this comes maybe because she has always been on her own. Staying in a joint family, without her parents, she has had different sort of experiences which have molded her character into being headstrong. With the kind of liberties she has enjoyed from her parents’ side, she cannot be held back by anyone, but only them.

Being a scorpion, acting like a boss is in her veins and she wants perfection in everything she does-from the clothes she wears to the applications she does in AIESEC. She likes her work without any creases and faults. She tends to get hyper and insensitive at times when things don’t go the way she wants them.

From being a star kid in every sense in the childhood, to being a simpleton now, she has been seen going through a lot of changes in the way she thinks and behaves.

She has always inspired people-be it the kids at home, or her people in AIESEC. She’s been loved to such an extent that even after 5 years of having left school, the teachers can still not forget her in any sense. From school to home to college and to AIESEC, she has been hated by some and loved by a lot more. She has always overcome criticism and evolved as a person from every experience that she has had.

A lot of people see what she appears to be, but only a few have experienced what she really is. She is made to struggle and survive.



Section A | AIESEC Experience

1. List all positions held in AIESEC along with duration of the role. Also briefly elaborate on your contribution/performance, as well as the main learning you derived from each role.

Team Member: GCDP OGX (September-December, 2012) -The role didn’t involve much contribution from my side. This duration saw me doing no Raise, and a failed attempt at Matching. I attended most of the forums in the duration, which gave me a lot of understanding about AIESEC. -Key learning during the role included the basics of AIESEC and OGX. This role also ignited in me the passion for the organization, and I was motivated to try new and different things.

Manager: Talent Management (January-March, 2013) -The Manager role in Talent Management was something unexpected. This role gave me a chance to learn: both on the LC level and outside it (through a National Conference Experience). The major contribution during the Manager term was supporting my Team Leader in the February Recruitment as the OC VP-Selections. -The role helped me understand AIESEC, its structure, and its operations at a deeper level. Being in an Exchange Support Portfolio, I realized how important it was to understand Exchange. This led to attempts at learning more about ICX.

Sept Dec Oct Nov Jan Feb Mar Apr

May

Jun Jul Aug

2012

2013

2014

Sept Oct

Nov

Nov Dec

Jan Feb Mar Apr

May

Jun Jul Aug Sept Oct Nov Dec

Member (GCDP OGX)

Vice President (Talent Management)

National Steering Team

Manager (Talent Management) OCP ILCEP

OCVP



Organizing Committee Vice President: February Recruitment (February 2013) -Precisely the OC VP-Selections, my key job role and contribution included handling the operations for the February Recruitment Selections. Besides that, I had supported the OC VP Promotions with the related activities in University of Petroleum & Energy Studies and Graphic Era University. -Key learning from the role was crisis management. It was also my first experience at handling operations and a team from the top position. As challenging as it was, this role helped me discover my weaknesses & strengths as a person.

Manager: Talent Management (April-June, 2013) -This term as a Manager in Talent Management happened at a time when AIESEC in Dehradun was trying to achieve the MoP status. Most of the TM activities revolved around TMP-TLP statistics and numbers. -This being a short duration role, my key inference from the work I was doing was the importance of numbers. At that point of time, we wanted to do numbers in large quantity, and we managed to do so. This perception changed later as we saw quality taking the backseat as the quantity grew. This Manager term helped me have my perspective on the “Quality versus Quantity” debate that has always been prevalent in AIESEC.

Inter Local Committee Exchange Participant: AIESEC in Chandigarh (June 2013) -Back home in Chandigarh, I decided to work in AIESEC in Chandigarh during vacation, and hence an ILCEP in Talent Management. Being a short term experience, it included few meetings with the Vice President Talent Management, Associate Membership Coordinator, and the various TM coordinators from different portfolios. -The highlight of the ILCEP for me was learning how TM can work with various portfolios and how the TM activities need to change as per the LC needs and membership volume.

Organizing Committee President: August Recruitment (July-August, 2013) -In this role, I had my first experience at planning and implementation of Recruitment. Also, this was the first time in AIESEC that I had to address a team and also keep a detailed record of things, without completely depending on the Leadership Body. -Key learning from the role included the following: Knowing what Backward Planning is, Crisis management, working efficiently in smaller teams, achieving targets under constrained timelines.

Vice President: Talent Management (January 2014-Present) -This role has been the most intense experience in my AIESEC journey till date. From doing an LC Clean Up at the start of the year, to recruiting small number of people in each recruitment cycle, to better tracking of the membership, the year was about implementation of new and improvement of the older TM processes in the LC.



-Key learning from the role: Importance of member experience, importance of people analytics, importance of having basic processes in place before trying to implement more advanced processes, keeping the portfolio activities in the same direction as rest of the portfolios (in order to provide them the support in the best possible manner).

Team Member: Talent Management National Steering Team (August 2014-Present) -My job role/ contribution in the team has been on lines of providing feedback regarding the current TM procedures being flowed down from the National office. After the feedback, the entire team looks out for better alternatives/solutions and then the LC’s are coached to implement the same. Hence, one of my job role is also coaching LCVP TM’s, which includes taking their feedback on the processes and knowing the state of TM in their LC, and then providing them solutions as per their LC reality. -The Steering Team Role has helped me grow confident as a person, and also as the VP TM of my LC. Key learning from the role has been that the processes have to be right: the size of the LC does not matter. Another learning on a personal level has been managing things: the dual role as my LC’s VP and a member of the Steering team is helping me to learn and implement more.

2. What have been your main achievements and non-achievements in AIESEC in the past? (Mention a max of three each)

Achievements Non-achievements Improved tracking of membership in terms of

performance and skills No direct contribution to Exchange as a Member

Getting on the Talent Management National Steering Team

Failure as an Exchange Support person to drive performance/ growth in Exchange portfolios

Support from peers and mentors in AIESEC Inability to go on Exchange

Achievements:

Starting the year with a huge number of floating/inactive members, it was a humungous task doing an LC Clean Up. Gradually, the membership tracking processes grew stronger and also evolved to a great extent. This has made/will make feedback mechanism more efficient.

Another achievement was getting on to the National Steering Team for Talent Management. The sole reason to do so was to learn more about the TM processes, and at the same time, provide feedback to the commission head on how some processes worked differently for LC’s of different membership sizes. The purpose has more or less been served, and this has been an amazing personal experience as well.



Since 2012, I have had the support and guidance of a lot of seniors in AIESEC. The support always motivated me to move on and take up more opportunities and roles in the organization.

Non-achievements:

Having been in oGCDP as a newie, I could not understand the processes well, which led to me not being able to contribute to the LC Exchange targets. After that, I was always a part of Talent Management, which meant I could never contribute directly to exchange

As a Talent Management VP, one of my focus areas was to drive membership productivity in each portfolio. Although the TM processes were in place, they could not help achieve the target membersip productivity.

I had joined AIESEC with the prime motive of going on Exchange. But due to academic and family circumstances, I could never go.

3. List the Local/National/Regional/International conferences that you’ve attended and in what capacity.

S. No. Conference Date Place Role 1. LC Day September 29,

2012 Dehradun Delegate

2. October Strategy Conference

October 2012 Koti, Shimla Delegate

3. National Leaders’ Summit-MB Track

January 2013 Jaipur Delegate

4. LC Day April 2013 Dehradun Delegate 5. Local Congress May 2013 Parwanoo Delegate 6. April National

Conference April 2014 Jaipur Delegate

7. Local Conference April 2014 Mussoorie Facilitator 8. June National

Conference June-July 2014 Goa Delegate

9. Regional Youth Leadership Conference

September 2014 Amritsar Chief Delegate

10. National Strategy Conference

October 2014 Baddi Delegate

11. LC Day November 2, 2014 Dehradun Facilitator

4. Describe the experience of being a part of the Executive Body of AIESEC in Dehradun. How do you think other members on the team perceive you as an individual and your performance as an EB member?



The Executive Body 2014, “The Paradigm Shift”, was my first full-fledged team experience in AIESEC. It has been an amazing journey for me in terms of the kind of bond I share with all the team members. Being a small team, it was easy to connect to each of the members on the team and also work with them. All the EB members have been supportive, caring, critical, as well as appreciative throughout the year; and this has always motivated me to work more efficiently to support each one of them in terms of operations and otherwise.

As an individual, the EB has always seen and felt that I am too emotional. The emotion has also got us together during the tougher times. Also, most of them see my passion for the LC and the work that I do.

As far as my performance as an EB member is concerned, the EB has been content with the kind of support I provided them throughout the year. All of us have a common opinion on where I succeeded or failed as a VP TM.

5. Mention your practical and professional work experience outside of AIESEC till now and how they have shaped you in a way that equips you to take on the post of Local Committee President of AIESEC in Dehradun.

Outside of AIESEC, my only work experience has been a minor project in college, which I am currently working on. From the kind of team and work experience in the project, I have learnt the following things:

The team HAS to be on the same page at all times No/less communication within the team means slowed down operations Every member needs to have complete understanding of the operations The role of a mentor should be seriously taken up in terms of being a support system

I feel all these things need to be a part of the behavior of the LCP, when dealing with the team (Executive Body).

6. Everyone has that turning point in AIESEC, which either redefines your purpose or changes your life values. What has been that important turning point and how did that affect you?

The turning point for me was not one moment, but 2 events that have changed me as a person and prompted me to take certain decisions for myself: both inside and outside of AIESEC.

The first phase of change for me was getting on to the National Steering Team in August. I had always thought that being from a small LC, the kind of things that we as an EB or I as a VP TM have been doing do not hold much relevance. But then, my LCP’s push to apply for the Steering Team changed my perspective on how I had been thinking of myself and the things I was doing with my team. Working in a team with the best TM VPs of the AIESEC India network has been an experience full of immense challenges and learning for me. Being a part of the National Steering Team, I have learnt that every small effort you do in your personal or professional life does count in the long run. Also, it is never wrong to question what you don’t find to be in its best state. If you can’t question things, you won’t be able to change them as well.



The second event of great importance in my life is the National Strategy Conference (October 2014). I went to the conference with a confidence I had never felt in myself before that. Although the conference turned out to be good for me as a VP, I wasn’t at all happy because it wasn’t the best for me as an EB member. It was at this conference that I knew I had to stay and continue my journey in AIESEC, and that I had to run for the LCP post as well. This conference also led to a lot of consequences in my personal life. It has also assured my firm faith in my parents, who have been supportive of all my actions in personal life and AIESEC. At and after NSC, I knew I had to do certain things-not because I had to make others happy, but because I myself had to be happy first. Only if I am happy would I be able to make others happy. Also, after this conference, I have decided to reconsider my choices and plans for my career.



Section B | Motivation

1. Why did you decide to run for the Local Committee President 2015 of AIESEC in Dehradun? What makes you best suited for this role?

Since September 2012, I have gone through a lot of things in AIESEC: different teams, roles, forums, conferences, leaders, mentors and friends. Every person and event in AIESEC taught me something or the other.

The only strong memory from my team member experience of 2012 is the various LC forums that I had attended. An LC forum to me was something exciting, because I knew I would get to see and know someone really passionate about AIESEC. Every forum made me realize how passionate some people of my LC were for AIESEC and AIESEC in Dehradun.

2013 saw the LC trying to achieve the MoP status. While there were around 100 people in the LC, there were only a dozen of them actually working for the status that we so badly wanted to achieve. Despite all the hardships and failures, the passion for AIESEC & AIESEC in Dehradun kept them going. We achieved what we wanted to.

This year saw a transformation in the LC: in terms of operations, people, size of the teams, and the feeling for the LC. This transformation was brought into the LC by people who had seen it fall and rise since the last 2 years. Their passion for the LC was what took us all forward this year.

2 years, many people, many leaders, many opportunities and a lot many situations, but what prevailed above all these was passion. I have grown in AIESEC in the last 2 years, and so has my passion for the organization and my LC. Passion was what I had seen in the people I worked under and with, and passion is what I have always felt for my LC. It is also something that I want every person in the LC to feel.

This LC has given me a lot: friends, mentors, opportunities, lessons for life, love and respect. I chose to run for the position of the Local Committee President of AIESEC in Dehradun because I want to give back a part, if not more, of what this LC has given me in the last 2 years. I want to continue learning in this organization, but in a newer role and dimension this time. I want the LC to step out of the comfort zone in 2015. I want the LC to take risks and try new things. I want the LC to live AIESEC, and not just do it. I want every person of the LC to feel the same passion and love as I do for it. All these are the things I want to do and the reasons why I decided to run for the LCP position.

My love and passion for AIESEC and my LC, and the fact that I can connect to a lot of people in the LC, and care about their experience & development are perhaps the most prominent things that make me best suited for the role.

2. Highlight your time commitment throughout the whole of next year? (Till December 2015, Academic or non-Academic). Ideally how much time should an LCP give to the entity?



Academic:

Industrial Visit in January 2015 Industrial Training from the mid of May till July, 2015 Apart from these 2 things, there’ll be regular college criteria to be fulfilled (attendance and CGPA,

etc). Since I have been managing my academics with the EB term since January, I don’t find a problem doing so. The next year would be the same for me.

Non-academic: None

I feel that an LCP needs to work all seven days of the week and be available for the team at any point of time. As per the needs of the EB and the LC, the time commitment required per day can vary.

3. Describe your leadership style. Explain how it will be suitable for AIESEC in Dehradun in its current state.

From how 2014 has been, the key inference that I have drawn is that the LC knows how to operate, but in the process of performing and trying to achieve targets, a lot of people in the LC lost their purpose of being here. Also, another category of people is the one which has a purpose but can’t perform. Both these groups of people need help in terms of clearing their minds of all the noise and aligning their thoughts and actions in the right direction.

According to me, the coming year should be about having Transformational Leadership in the LC. It is a style of leadership in which the leader identifies the needed change, creates a vision to guide the change through inspiration, and executes the change with the commitment of the members of the group.

Transformational leaders help their members grow and develop into leaders by responding to their individual needs by empowering them and by aligning the objectives and goals of the individual members, the leader, the group, and the larger organization.

There are 4 components of Transformational Leadership which direct at mentoring their juniors, inspiring through actions, showing enthusiasm and taking risks, and constantly displaying team spirit.

Namely, these 4 components are: Idealized Influence, Inspirational Motivation, Intellectual Stimulation and Individualized Consideration.



I find my leadership style most similar to Transformational Leadership, and hence this is how I would want to lead the LC in 2015.



Section C | Organizational Understanding and Leadership

1. What is the correlation between the mission, core values and vision of an organization and how are they linked to each other? Which of them do you think is the most important and why?

Vision of an organization is the long-term goal it aims to achieve over time through its activities/operations. Mission is the present state/purpose of the organization. It also answers the ‘Why’ of the existence of the organization. Core Values are what support the vision, shape the culture and reflect what the company values. They are the essence of the company’s identity – the principles, beliefs or philosophy of values.

Relation between Vision, Mission & Core Values of an Organization: According to me, the vision will help define the mission and core values for the organization. Only if we are clear with the “Why” of the organization, can we define the “What” and “How” of it.

Which of the three is the most important: We can consider the Vision, Mission & Core Values as follows

Vision: Why is the organization in existence? Mission: What does the organization do? Core Values: Who forms the organization?

Until and unless we do not have all 3 defined for the organization, there will be no clarity on how the organization should run. So I feel that the Vision, Mission & Core Values are equally important for an organization, rather than any one of them holding more relevance than the other two.

2. Link the relationship between AIESEC Way, BHAG, AIESEC mid-term ambition, AIESEC experience phases and programs. Elaborate on changes in the 2015 context of AIESEC as compared to 2010.

The AIESEC Way is the essence of AIESEC. It is a complete description of the “Why, What, How” of AIESEC. The BHAG (To engage and develop every young individual in the world) is for AIESEC to progress as an organization. The 2 are linked in a way that any one of them cannot happen in the absence of the other. In order to maintain the essence of our organization, we need to evolve with time. The AIESEC Mid-term ambition refers to the AIESEC 2015 goals that were set way back in 2010. The mid-term ambition is basically a 5 year



target set for the organization. AIESEC Experiences, Phases and Programs are the normal operations that we in AIESEC run every day.

Relationship between AIESEC Way, BHAG, Mid-term ambition and AIESEC Programs and Phases:

The BHAG is nearly impossible to achieve. To make it look more tangible, we have our mid-term ambition defined. The BHAG, mid-term ambition and the AIESEC phases and programs together contribute to the AIESEC Way, or more precisely, the AIESEC Vision.

3. How are the three (3) statements or wheels of AIESEC 2015 relevant to AIESEC in Dehradun? As an LCP, how will you strive towards it?

The 3 wheels of AIESEC, namely, Global Youth Voice, First-choice partner & Positive Impact, are relevant to AIESEC Dehradun in the following manner:

Global Youth Voice: Dehradun being an education hub, AIESEC in Dehradun has always tried to create an impact in the education sector of the city. 2015 will see AIESEC in Dehradun expanding into untapped markets in this sector.

First-Choice partner: AIESEC in Dehradun aims to be the first choice partner by showcasing the impact that it creates through its programs. The social responsibility and entrepreneurial outlook brought about in the youth by AIESEC also needs to be showcased in the city.

Positive Impact: AIESEC in Dehradun will try to create a positive impact in Dehradun by providing the youth of the city a holistic AIESEC experience through one/more of its programs: TMP, TLP, GCDP, GIP.

4. Do you think the program-wise goal/target of AIESEC India is achievable? As member of the Focus commission, how will you make sure, AIESEC India achieves AIESEC 2015?

According to me, the 2015 program-wise goal/target of AIESEC India is achievable. As a member of the Focus Commission, I will make sure that AIESEC in Dehradun contributes to the 2015 goals of AIESEC India, with the help of the following strategies/action steps:

Driving down the right behaviors in the LC to achieve the 2015 targets Driving down “The Big Fat Indian Experience” as a behavior in the LC to boost ICX and NPS Collaborating with Cluster LCs in any possible and required way to ensure that the Focus commission

together contributes to the AIESEC India Goals for 2015.

5. If you get an opportunity to envision AIESEC in 2020, what do you think should be the ambition of AIESEC as an organization for 2020 and the direction the organization should be taking so as to move towards the vision of the organization



The AIESEC ambition for 2020 should be on lines of creating cultural understanding to combat the major global issues and making the youth self-aware of their responsibilities by providing them powerful leadership developing experiences through exchange.

The Direction:

Make our programs more externally relevant Stronger showcasing of impact at a local level Ensuring that we really are providing a “leadership developing” experience to every exchange

participant and team member in AIESEC.

6. What is leadership according to you? Why, in your opinion, do you think it's the fundamental solution? And what are the biggest challenge leaders in the world are facing today

Leadership, according to me, is the ability to individually carry the right mindset about things around self, and also be able to instill the right mindset into a larger number of people to find solutions to existing problems and innovate for the future. In the process of creating right mindsets, the leader should also ensure that growth is a major result. Growth has to be both on the individual level and otherwise.

Leadership is the fundamental solution because it is the strongest force that can drive down a thought process into the large mass of people around. The kind of thought process that is driven down leads to solutions, actions and results. Also, without leadership, there can be no direction.

The key challenges being faced by the leaders in the world today include

Getting the people to a common consensus regarding a certain thing Managing teams Monitoring and maintaining the pace of implementation of change in a process

7. How can AIESEC be relevant to India now? What trends do you see in India that AIESEC has to play a role in?

AIESEC’s relevance in India can be supported by the fact that it provides life changing opportunities to the youth, which will later move on to lead the country.

Through all the opportunities that AIESEC provides, the youth becomes:

Self-aware and motivated Proactive Competent to bring about a change in the society.

Also, by providing international talent to our clients in India, AIESEC helps those organizations by bringing an external perspective to their current/previous style of functioning. Apart from that, the international talent



also adds the external perspective to the kind of problems that the people in India face in their day-to-day lives or at a bigger level.

Similarly, by giving international exchange experiences to the youth of India, AIESEC helps to give them an edge over the ordinary young people of the country. Through the exchange experience, they have more understanding of global issues, which also helps them to think of possible solutions to the problems that our country is facing.

Current trends in India where AIESEC has a role to play:

Our education system: both schools and colleges Functioning of organizations Women and Child rights and healthcare Environmental issues

8. How to maintain the balance between organization values and personal values. Which is more important for you and why?

To me, organizational values and personal values are not two different things, but something that should go hand in hand. Organizational values would hold no relevance without personal values. Similarly, personal values need the right organizational environment (and hence values) to be relevant.

Maintaining a stand on personal values will automatically ensure that the organizational values are being followed. If the personal values of a person do not align to the organizational values, it is a clear indicator of the person and the organization being misfits for each other.

9. Culture drives performance or performance drives culture? What is your thought on this and in this context what are your plans of EB development and EB management?

For me, culture should drive performance in the organization. The culture of the team reflects in the individual behavior of the team members, and the behavior in turn, reflects in their performance.

EB Development & Management:

In terms of EB Culture, Management & Performance, these will be the things I would want to ensure in the EB:



Mutual respect Cooperation: In terms of FO-BO Synergy, and GCDP-GIP Synergy Understanding: at a personal level, and also in terms of knowing the “What, Why & How” of the other

portfolios. Openness to innovation Risk-taking attitude



Section D | Local Committee Administration

1. Do a SWOT Analysis for AIESEC in Dehradun in 2014. What strengths do you want to build on, what weaknesses you want to combat how will these help you leverage out of the opportunities and reduce threats?

Strengths we need to build on:

Financial Stability: We were able to remain financially stable most of the year because of the scale of operations and calculated investments. Taking advantage of the fact, we should be looking forward to smart investments in 2015. Also, the stability will only strengthen if all the Exchange portfolios strictly follow the financial procedures.

Stable Back Office: 2014 saw most of the BO operating in accordance with the national guidelines, which made them quite stable. The focus area in 2015 should be how the Exchange portfolios leverage out of the strong Back Office that we have managed to build in this year.

Weaknesses we need to combat:

As mentioned above, 2015 should involve strong synergy between the Front Office and Back Office, so that the Exchange Portfolios can leverage out of the Exchange Support portfolios and show growth in the number of experiences delivered.

Board Support: 2014 saw negligible Board Support to AIESEC Dehradun: both in terms of Exchange and the Advisory role that they have to play for the LC. There needs to be a Board Revamp in 2015, and the BoA should comprise of people who can actually understand AIESEC and the various products that it has to offer to the city and people of Dehradun.

Market Penetration: 2014 saw most of the operations happening in a limited zone. For example, oGCDP did not happen outside Graphic Era University, which led to AIESEC Dehradun losing out on a huge market in UPES, and also the rest of the city. There will be a detailed market analysis in the starting of 2015, according to which the Organizational Structure can also be worked upon. This



would mean that the membership will be spread out over the entire city and focus on a certain area for their respective portfolio.

GIP Operations: For growth in GIP, there needs to be S&D Analysis, stronger membership education and faster operations. Reverse Raising can also be the way out to achieve more effective results.

Leveraging out of the Opportunities:

Events: 2014 saw a lot of events happening to create a brand presence in the city. The focus in 2015 should be how and when the Exchange portfolios leverage most out of the events done. For this, the event timelines need to be planned in accordance with the Exchange portfolio needs.

Creating an LC brand: This year saw the “mountains” brand of our LC gain popularity in the national plenary. AIESEC in Dehradun can very well take leverage of the location and features of the city of Dehradun during matching, and to get more international relations.

Office: This opportunity should be taken full advantage of by the membership. With a minimal office revamp, we should be able to do basic operations like EP Raising/Expectation setting meetings in the office itself. Initiatives like “Department Work Days” would also help to create a better department and LC work culture.

Reducing the Threats:

Poor Conversion Rates in OGX: This threat should be combatted by making the membership realize that they need to deliver a complete experience and not just raise. Also, the right expectation setting needs to be done with the Lead before being Raised.

Leadership Pipeline: To get a strong leadership pipeline, more opportunities need to be given in terms of leadership roles. Also, the softer skills of members/TLs need to be worked upon. This will be a key focus area in 2015.

2. Going by the NSC 2014, what would be AIESEC in Dehradun’s focus areas for 2015?

From NSC, the focus areas for AIESEC in Dehradun for 2015 are:

IXP: 2015 will be about providing more Integrated Experiences. Investments shall be done on the same

GIP Driven Behaviors: Training, forums/events to boost GIP Board Management: Either clear expectation setting with the existing BoA or a revamp of the same LC Branding Contribution to International Conference 2015 Driving Team Minimums as a Behavior in the LC Financial Education to the Membership, which will help bring about more financial transparency Maintaining optimum quality across all programs



3. Evaluate the LC culture and meticulously describe what you believe what the LC culture should be in 2015?

From the starting of the year till half of Quarter 3, the LC culture was more work-oriented. From the Executive Body to the Management Body to the Membership, everyone had been talking mostly of work, which gradually led to a lot of people losing their “why” in AIESEC.

August onwards, we saw a shift in the culture in terms of the EB attempts to make it a balance of work and other things leading to happy members. Since August, there have been a lot of instances when the members have been made to understand/realize the importance of their role and their contribution to the organization. Also, since August, we have seen a lot of opportunities, which the members have taken up enthusiastically.

As compared to the previous year, 2014’s leadership style was more flexible than instructive. I personally feel that we should continue this trend of flexibility in 2015 as well. I hope to see a culture of mutual respect in the LC in 2015.

I believe that the LC culture in 2015 should be a balance of all 4 types of organizational culture, as follows:

Clan: Focus on mentoring, nurturing, and “doing things together”. Adhocracy: Focus on risk-taking, innovation, and “doing things first”. Market: Focus on competition, achievement, and “getting the job done”. Hierarchy: Focus on efficiency, stability and “doing things right”.

4. What do you envision for AIESEC Dehradun in 2015? What should be the Focus Areas of AIESEC in Dehradun for 2015-2016 and how will you implement them?

AIESEC in Dehradun in 2015 would venture out into the unexplored markets, provide high quality experiences to all its stakeholders and strive to be the first choice organization among the youth of the city.

Focus Areas for AIESEC in Dehradun in 2015

Focus Area Strategy Implementation Channel GIP driven behaviors Internal education & external

branding Strong operational induction & events

respectively Board of Advisors Meetings for revival of board Expectation Setting and impact

showcasing IXP Internal campaign Subsidies to IXPs

Internal Engagement Activities Catering to the needs of the membership

At portfolio level, with the help of respective VPs.

Membership Productivity Proper JD Alignment EB & MB on same page regarding JDs. JD explanation to members

MB Training and Culture Education and Personal Goal Setting

MB Summit. Constant feedback and coaching to TLs



5. What would be the priorities of the different exchange based programs (GCDP-ICX and OGX; GIP-ICX and OGX) and what would be your suggested strategies? Mention three major bottlenecks that you foresee for these programs and mention the strategies to overcome them.

GCDP ICX

Priorities Strategies Bottlenecks The Way Out -Getting large number of clients in Q1 itself -Showcasing Impact -Client Engagement -Changing the portfolio OS and hence the Job roles as well.

-Target schools in Jan-Feb, before they plan their curriculum for the new academic session. -Synergize with iGIP to raise schools which cannot provide intern salary. -Calculate the impact created per project and per intern. Showcase the same to the existing and potential clients.

-Inability of the NGOs to provide accommodation + food

-Renting out PG homes for all interns at a central location, which will make the city and the NGO accessible to them

GCDP OGX

Priorities Strategies Bottlenecks The Way Out -Conversion of pipeline Raises/Matches -Expanding the market beyond GEU-UPES -IXP

-Right Expectation Setting with the EPs -Aiming for more University Relations -Investment on IXP

-Negligible Realizations in the Winter Cycle

-Dividing yearly targets in a way that most of the Realizations happen in the Summer Peak Cycle: which means, increasing Raising in Q1 and Q2

GIP ICX

Priorities Strategies Bottlenecks The Way Out -Detailed Market Research at the starting of the year -Membership Education -ASL OS and operating procedures to be redefined -Also target to Raise Marketing TNs

-Outsource the Market Research (Investment) -Implementation of Operational Cycles for proper Learning & Development of membership -Clear expectation setting with the ASL

-Lack of dedicated membership

-Clear explanation of the JD and value proposition of the portfolio to the membership.



clients regarding the course and timeline of the Language course.

GIP OGX

Priorities Strategies Bottlenecks The Way Out -Quality Raising for ET -Raise Marketing EPs

-Tap B.Ed colleges in Q1 itself -Synergize with oGCDP for raising -Build IR and promote Projects to get appropriate Raises

-Low Raise to Match Conversion rate

-Take complete documents from the lead before Raising. -Look out for potential matches and then raise the lead.

Program-wise targets

Program Target MoS GCDP ICX 70 NPS, No. of Projects

successfully run, T v/s A, No. of Re-raises

GCDP OGX 70 T v/s A, NPS, No. of EP’s getting Re-integrated

GIP ICX 20 T v/s A, No. of Re-raises, NPS

GIP OGX 20 NPS, T v/s A

6. AIESEC Dehradun is looking at a growth in each program in the next year. How will you as a LCP ensure that the growth is sustainable and the growth rates increases in the coming years. Write about your perspective and strategies that you will adopt to ensure sustainability?

Strategies for ensuring Sustainable Growth:

Quality of Delivery: Only if we deliver good quality to all our clients would we be able to retain them. Pipelining: In order to sustain the functions from the starting of the net year, there needs to be a

pipeline, at least in the form of re-Raises, which would give more time to venture out into new/untapped markets.

Strong Supply-Demand Management and Market Research: This would make clear on which part of the market needs to be tapped for a certain kind of demand. To make the process smoother, the Market research can be outsourced.



7. What will be the EB OS in 2015 and mention the broad JD of each EB member.

Executive Body OS

Executive Body JD

VP GCDP ICX

Overall responsible for achievement of portfolio goals for the year Implement National Guidelines in the LC Plan, implement, manage & track the execution of the various iGCDP projects being run by the LC Develop and cater to International Relations Overall responsible for the experience delivery to the trainees and clients.

VP GCDP OGX

Responsible for promotion, recruitment of EPs, implementation of preparation for them (OPS) and responsible for the achievement of GCDP OGX goals of the LC

Quality control of all EP experiences in GCDP throughout the year Responsible for selection of EPs, matching and re-integration after they arrive Overall responsible for communication with all EPs while they are abroad Implement training and education based on needs of the Local committee and the national direction

VP GIP ICX

Overall responsible for setting LC goals Responsible for managing implementation of sales strategies in the portfolio Responsible for making sure that contracts align with supply and that they are being kept Responsible for maintaining contact with the interns at TN takers. Responsible that TNs get basic Account Management

VP GIP OGX

LCP

TM Finance oGIP iGIP oGCDP iGCDP MarCom BD



Overall responsible for promotion, recruitment of EPs, implementation of preparation for them (OPS) and responsible for the achievement of GIP OGX goals of the LC

Responsible to educate and manage the GIP OGX team in the LC Overall responsible for communication with all EPs while they are abroad Quality control of all EP experiences in GIP throughout the year

VP Finance

Budgeting for the year (for each program) Tracking the Target v/s Achieved quantitatively Implementation of Financial policies in the LC Investments on membership and programs Tracking the Return on Investments Financial Management and Accounting Budget Review and Cash flow analysis

VP Talent Management

Talent Selection: Recruitment Talent Training and Induction Performance and Competency Tracking (Synergy with Portfolio heads) Feedback to members/ TLs Personal Goal Setting Rewards & Recognition in synergy with VP Finance

VP Marketing & Communications

Responsible for promotion of OGX and recruitment campaigns Responsible for educating the LC members about the AIESEC brand Brand control of all internal and external communication Responsible for social media channels of the LC Implement training and education based on needs of the Local committee and the national direction Create a strong brand of AIESEC among the stakeholders that we already have

VP Business Development

Raising money for financial sustainability in the LC Client Relation Management Planning and execution of events to boost exchange and promote the brand of AIESEC in the city Managing the Board of Advisors and gaining maximum leverage of the Board.



8. What kind of a relation do you think a LCP should have with the MB in AIESEC Dehradun and how will you manage the MB in 2015?

I feel that the LCP should play the role of a coach to the MB. Also, the MB can provide critical feedback to the LCP on how things are working in the LC (since the MB is the connecting point between the EB and the General Body).

Precisely put, these are the key things that I see happening between the LCP and the MB in 2015:

LCP to MB:

MB LEAD (with VP TM) Personal Goal Setting Aligning the mindset to organizational goals Giving feedback on performance and team management Giving solutions

MB to LCP:

Reporting to LCP regarding the following: Membership, Operations, Implementation of Strategies Feedback on Strategy Implementation Seeking solutions

9. What will be the evolution in Talent Management and development in 2015 in context of Recruitment, Learning and Development and Productivity?

Recruitment & Induction:

Talent Planning will be based on Backward Planning for each portfolio. This also means that there’ll be set Membership Productivity targets as soon as the Exchange targets are set.

So the key parameters on which the recruitment should be based: the Backward Planning (for the number of people to be recruited), and Job Descriptions (for the people with the right skills and mindset to be recruited)

Proper planning and implementation of Marketing strategies. Delivering information seminars and doing basic expectation setting before getting people to register for the recruitment process.

Taking forward the innovation brought up in August Recruitment 2014, the first round will involve rejections, rather than selection. Post that, there’ll be regular selection procedures from GD to PI.

Major focus will be on the Induction of the new recruits. Starting from the basic introduction to AIESEC and its products, the focus will shift to Operational Induction, which shall be taken forward by



the EB & MB together. For this, both the EB and the MB shall be trained by the LCVPTM/Local Trainers’ Team.

Productivity:

The following measures would be taken to ensure that every member is able to achieve the LC’s targeted membership productivity:

Strong Operational Training & Induction Constant Tracking of & Feedback on Performance Aligning the skills/competencies and performance in the same direction and showing the relevance

of the 2 to the member. Implementation of Operational Cycles

Learning & Development:

Focus Areas

Operational Training, induction and Operational Cycles: For these to be implemented effectively, the EB and MB needs to be trained well in advance. Also, the entire process needs to be tracked well in order to measure the learning curves and work on reducing their size.

LEAD: As per the current trend, there needs to be a sensing before the topic for the LEAD is decided. As per member needs, the LEAD has to be made extremely skill-based.

10. The market share of AIESEC Dehradun in Dehradun as a city across all kind of external stakeholders is negligible. In this context, how do you think marketing as a portfolio will evolve in 2015?

In 2015, the Marketing key focus areas should be:

Running campaigns according to program needs. Showcasing the External Relevance of each program Showcasing the impact of each program in the form of Case Studies Media partnerships to create better brand presence in the city Creating presence in more colleges/universities across the city

11. What is your understanding of CIM as a portfolio? What is your vision of the portfolio for 2015? What is your plan of driving growth through IR and network promotion in all programs?

CIM as a Portfolio

Back Office for the optimization of internal processes. Responsible for the IT Tool implementation and education in the LC. Responsible for internal communications



Business Intelligence: IT Support in Supply-Demand Management.

Vision for CIM

To be able to support the Front Office by proper implementation of processes related to supply demand management and other internal processes.

Driving growth with the help of CIM

Co-creating internal branding material with exchange portfolios Promoting the LC brand in the internal network Proper education and usage of GIS to make internal processes stronger.

12. Considering how events have been in past 2-3 years, do you think AIESEC Dehradun should do events in 2015? If yes, clearly mention your BD plans, timelines and delivery plans for each event. If not, is there any other strategy you have to fulfill the event objectives of profits and outreach?

Yes, BD should focus on doing events in 2015 as well. In addition to the LC events, we also have the opportunity of hosting a Weekender and contributing to the International Conference 2015.

Youth to Business Forum Timeline: April 2015 Key Objectives: Brand Presence, Attracting Corporate Clients. Based on how the 2014 Y2B turns out to be, its aspects can be retained or neglected based on the success factor.

Global Village Timeline: July 2015 Key Objectives: Branding, Showcasing different cultures

Balakalakaar Timeline: August 2015 Key objectives: Branding, Attracting GCDP clients, external relevance As compared to 2014, the scale of the event would be more in terms of the number of NGOs/schools participating.

Stakeholders’ Day Timeline: November 2015 Key objectives: Yearly LC report to all the stakeholders. The Stakeholders’ Day/Dinner would be a good way to get all the stakeholders of AIESEC Dehradun together and showcase the impact created per organization throughout the year. Also, it would involve discussing the



future prospects of certain clients.

Education Conclave Timeline: November 2015 Key objectives: Creating a presence in the Education sector, attracting schools & students An event purely aligned to the Education sector, the conclave would be able to attract schools, colleges and students from all over the city. This might benefit both OGX and ICX, and also create a relevant brand in the city.

13. On a scale of 1 to 10 (with 10 being extremely strong), rate AIESEC Dehradun’s relationships with the following stakeholders. For each stakeholder, justify your ranking with one sentence. In a second sentence state how you plan to improve each of these relationships

Board of Advisors Rating: 3/10 Justification: AIESEC in Dehradun could only benefit from GEU-GEHU this year, that too in terms of Exchange. Otherwise, there was no support from the Board in terms of Exchange and intellect. Improvement Plan: Either the BoA needs to be engaged and explained well about the organization, or we must consider doing a Board Revamp in 2015.

University Relations Rating: 6/10 Justification: There has been only 1 UR, which has been fruitful in terms of providing Exchange, Membership and monetary support. Improvement Plan: Creating an understanding of AIESEC in the university through information & impact showcasing seminars

Private Colleges Rating: 5/10 Justification: There has been active participation from the students’ side, but there is a lack of understanding of AIESEC as an organization and a platform for the youth, when it comes to the college authorities. Improvement Plan: Invite private college authorities to our events, and also showcase impact by sending them case studies and newsletters.

AIESEC India Rating: 7/10 Justification: This year saw MC and Commission support to most of the portfolios, but GIP did not get the help it required Improvement Plan: Seeking MC support based on the LC size & working in collaboration with the respective



Cluster

Parents of AIESEC Members Rating: 4/10 Justification: Failure in engaging parents of members and consequently the failure to achieve their support Improvement Plan: Sending out LC Newsletters and Quarterly Member Performance Report to parents.

14. How will AIESEC Dehradun leverage out of IC 2015, given that it is happening in Delhi. How feasible do you think it is for the LC to host an international conference like a Global Youth Conference with the high operations already happening in the LC?

One of the focus areas for AIESEC in Dehradun is to contribute to the IC 2015 in the fullest of its capacity.

Leveraging out of IC: If able to contribute to IC in any way, AIESEC in Dehradun would be able to achieve the following:

International Relations Financial Stability LC Brand Enhanced Experience for the participating membership

Feasibility:

To make an event of such a huge level happen, the LC would need to put in extra effort together, with members taking up dual roles, and also recruiting volunteers specifically for the event. Also, financial stability will be required in the LC to make the event happen This means that in order to host an international forum, we would need to put in extra effort in Exchange and Business Development during Q1 and Q2.

15. How do you see the state of the Finance portfolio evolving, to facilitate growth, progress as well as sustainability in 2015? Analyse the investments made this year and mention the major investments that you shall be focusing on in 2015.

With calculated expenditures and investments, the LC has been able to remain financially stable throughout the year.

2014: Analysis of Investments

Office: This investment was much required, but unfortunately, proper leverage has not been gained out of the office space till now.

APXLDS & IC: The investments didn’t bring the desired boost in the number of Matches for any program.



Tally Account: The investment didn’t prove to be fruitful because of the centralized Tally account that AIESEC India created for all LCs

2015: Major Investments

IXP Promotion: This would involve subsidies to members who go for exchange and fulfill certain criteria like getting International Relations, doing CEED and so on. The Return on Investment would be in terms of growth in both ICX & OGX.

Outsourcing iGIP Market Research: This would mean that an external does a detailed market research and list potential clients for AIESEC in Dehradun. RoI would be in terms of growth in iGIP.

Finance as a portfolio in 2015

The investments will aim to bring about a growth in the Exchange numbers. After building up adequate reserve of cash in the LC, Dehradun would aim to host a large scale

conference/event (other than LC forums)

16. Analyze the quality of experience delivery in 4 ELD programs on customer gauge for AIESEC Dehradun in 2014. What do you think are the measures we need to take to ensure a higher quality of experience delivery leading to a higher response rate, percent promoters and NPS in 2015?

From January 2014 till date, this is the NPS status for AIESEC in Dehradun. While the Response Rate for GIP was good, the score given was less, which has affected the overall NPS of the LC.

Measures to be Taken:

ICX

Proper intern engagement Weekly feedback/grievance addressing with the intern



Clear expectation setting regarding filling up of surveys on time Ensuring that the Job Role of the intern is proper.

OGX

Clear expectation setting with the EP regarding filling up of surveys on time EP engagement before realization Feedback when the EP is on exchange.

TMP

To ensure a higher Response Rate: Ensuring that the membership understands the importance of filling the survey

Providing feedback on performance and skill Providing opportunities to TMP.

17. What will be the role & contribution of AIESEC Dehradun to the national plenary in the term 2015?

AIESEC in Dehradun will aim to contribute to the National plenary in the following ways?

Fulfill the promised number of Exchanges for the year 2015, hence contributing to the AIESEC India 2015 Goals.

Aligning and adhering to the AIESEC India guidelines and timelines on key projects Greater participation of the EB/MB in taking up virtual roles offered by AIESEC India Attempt to host a large scale event (eg, a Weekender, or a Regional Conference)



Section E | Closing Note

Letter to Successor

Dear LCPe 2016,

Congratulations on being the most able person to take AIESEC in Dehradun forward in 2016. I’m sure you’ll take the LC to greater heights and make me and the entire LC proud.

I write this letter to express my feelings about AIESEC Dehradun and how the year was for the LC. From what I know of 2011, to seeing what the LC was like in 2012, 2013, 2014 and 2015, I have seen AIESEC in Dehradun change. I have seen it grow: in terms of people, and in terms of the work and the impact that AIESEC as an organization can create on the city it functions in.

2015, like all the other years, was a year of change for the LC It was a year of growth; it was a year of happiness, of purpose, and a sense of belongingness for the LC. It was a year when people in the LC not only did AIESEC, but understood and lived it. We innovated and scaled up our operations, and we also delivered amazing experiences to all our clients, trainees and members. This year was about being brave. This year was about being passionate and fearless.

But then, 2015 is over, and the entire LC is looking forward to 2016 and to what you dream to do in the year. Here are some things that I learnt in AIESEC, and today I want to pass them on to you:

First of all, respect your leader and believe in him/her. The person is leading you because there was no one better than him/her. The person got to the position after much learning, situations, hard work and experiences, and hence, the person deserves your respect. Believe in your leader, because the leader will think of only the best for you.

Secondly, you are in this organization to learn. You joined AIESEC because you wanted to learn how organizations function, or because you wanted to learn to speak, and so on. Never let that desire to learn fade away. Every day in AIESEC is a new learning experience. Learn from your leader, learn from your peers, learn from your members, learn from the mistakes you did in the past, learn from your commission mates, learn from the clients, and learn from anything and anyone you come across each day.

Next, AIESEC as an organization aims to provide a platform to every young person to grow and bring about a change in the world. It is up to you if you make it or break it. Use the platform to the fullest of its potential. Use it to learn, grow and make a change. Use this platform to make others and yourself feel special. Be in this organization only if you have the purest intent. Otherwise, just let it go.

AIESEC is a huge organization. It has existed for years now, and it will continue to exist in the years to come. People come and go, events happen, clients take the AIESEC experience and they are gone too, but AIESEC



remains as it is. It will continue to remain as it is. Always remember, you are in AIESEC, not because the organization needed you, but because YOU needed (and still need) the organization.

Last, but not in any way the least, one thing that I have heard of, seen and experienced in the last 3 years: The LC always comes first. Remember this, and live by this throughout your LCP term. You’ll do wonders.

Good Luck for the most beautiful part of your AIESEC journey. Make every moment count for the LC. Make every moment count for yourself.

Blank Paper Challenge


A lot of times at the beginning of the application, I have talked about us as an LC being brave and fearless and passionate in 2015. Here’s how the thought came up:

It was at RYLC 2014 that I heard the AIESEC International Song for the first time. I could instantly connect to it because I was there, looking after a delegation of timid and lost new members. AIESEC in Dehradun had a delegation that won’t do things because they thought they were too less in number and if they did something, they won’t be noticed in the huge plenary. This was a personal shock for me. By the end of the conference, my delegation had all the confidence and new friends from the entire network. But the thought of Day 1 remained in my mind, and it still is there.

Having been here for 2 years, I can say that being timid is not what Dehradun is known for. And that is something I would never want our LC to become too.

I have wanted to drive down this thought in the minds of all our members: if only size had to matter, we would have been an oh-my-God! LC last year itself, with a membership of 100 people. If only size had to matter, we would not have been able to do whatever we have done in this year, because we never had a huge membership.

Everything you want to do is right up in the mind. If you want something, go get it. Let nobody come your way, let nobody stop you. When I talk of being brave, I talk of leaving behind all the noise and just doing what I want to do. When I talk of being brave, I talk of following my passion.

If you feel the passion for something, do it, be it, live it. Because that is something you’ll be good at. That is something you’ll be happy doing. When you are happy doing what you are doing, you’ll put in your best. And when you put in your best, nobody can stop you from growing.

Yasmeen Singh LCP Application 2015 AIESEC Dehradun

Documents

Transcript of Yasmeen Singh LCP Application 2015 AIESEC Dehradun