Lead descriptive version mcp meetings

May MCP meeting LEAD follow up for MCPs not present

Go through the next few slides step by step and do what the slide says, this will help you to:

Lead YOUR SELF to be the best version of

yourself

Lead your MC team better

Lead your LCPs better

This will support you in understanding how to live your FIRST 90 DAYS as an MCP elect The first 90 days are the most important days for any team because the decisions you take, the work you and your team do and your actions can determine the success of your term! While going through this try to make YOUR 90 DAY PLAN as an MCP for: 1.   Leading yourself 2.   Leading your team 3.   Leading your LCPs

“How leaders manage their transition from one role to the other can make all

the difference between success and failure”

- Michael Watkins

Key Objectives Applying Different Styles of

leadership

Building a Collaborative

team

Managing my MC team and

LCP in Q1

IPM Refresh

From IPM to today

Too many thoughts?

What have you learnt

about yourself?

What kind of a leader/who do you want to be

for your MC team and LCP?

Keep a book/journal with you and pen down your thoughts clearly! Do this practice often of asking yourself what have you learnt about yourself and from this learning who do you want to be as a leader to be the best version of you?

You can share this with your coach/mentor

too!

•  Your thoughts, learnings, challenges – this is just the beginning of all of this in your term!!

•  What is important is that you are aware of this things ALWAYS so that you’re always learning, adapting and improving as a person and this helps your team get better and better too!

Through this LEAD, we hope you feel more PREPARED to live this leadership journey AND ALSO become open to + start learning to ADAPT

to people and situations around you!

IPM Refresh

At IPM, we spoke about using our strengths to be able to lead ourselves, teams and entities better! This is not a one time thing, once you identify your strengths, you consciously start using them and then keep evaluating how it is going Also work with your team so they are doing this! With your team, create a sheet/place in the office where all of you have put down your strengths! Do this also with your LCPs!!

If you don’t remember the strengths you picked at IPM, go through the

MCP Meeting prep package to understand how to do this

What were the key strengths

you identified at IPM 2014?

How frequently have you been using these strengths? When

did you use them?

LCP

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1.   How often have you used your strengths?

2.  When did you use them?

3.  How can you use your strengths more often and more consciously?

4.  How (make this concrete) can you use your strengths to lead your :

•  MC TEAM •  LCPs

Our strengths make us believe in ourselves, feel confident and achieve more in lesser time!!

However, to be the best leader for your team and entity, it is important to ADAPT your leadership style/personality to your

teams!

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To put myself in the shoes of my team,

Understand people on my

MC team and LCP

Adapt my strengths and

Leadership style to

my teams personality


MC team And the LCPs

Understand them through the Enneagram Find the enneagram test in the MCP meeting preparation package!



Understand them through the Enneagram Find the enneagram test in the MCP meeting preparation package! (or on the next slide)

What to do with the Enneagram?

1.  You, your MC team and your LCPs take the Enneagram test

2.  The enneagram is an assessment that helps you understand your personality and your teams personality

3.  Link to Enneagram test - http://similarminds.com/test.html

4.  Once you have taken it read about every personality type (9 types) of the enneagram test here - http://www.9types.com/writeup/enneagram.html



Make sure you first read every personality type and understand it before moving forward!!

Once you have done that, map out yourself, your MC team and your LCPs in this format :) (find below)

Name of the person

Role Personality types (top 2)

Key Strength of this type (based on enneagram)

Key Limits (based on

enneagram)

Think about what you observed!

Journal your thoughts!

Different personalities need different leadership, Below is an example of some one whose top 2 types are type 1 and type 2

Type 1: Logical (Strength), Detail oriented (strength), self critical (limit)

Type 2: Serving (Strength), Generous (strength), people pleaser (limit)

How will I do this for so many people and

personality styles and know exactly how to lead each

person???

Don’t panic!! We have a solution ☺

Adapt my strengths and

Leadership style to

my teams personality

The different leadership styles!!

S1: The DIRECTIVE style of leadership

High Directive

Low Support

1. Directing, 2. Giving constant

feedback, 3. Monitoring,

4.Telling someone what to do,

Which Enneagram style will this suit

Eg: Type 7 (The Enthusiast)

S2: The COACHING style of leadership

High Directive

High Support

1.   Encouraging 2.   Leading through

praise 3.   Sharing feedback 4.   Explaining with

patience and the right tone

5.   Asking the right questions


Eg: Type 3

(Motivators) and Type 8 (Aggressive)

S3: The SUPPORTING style of leadership

High Support

Low Directive

1.   Re-assuring, 2.   Collaboration, 3.   Encouraging

feedback, 4.   Listening

5.   Appreciation


Eg: Type 1 -‐ Perfectionist

S4: The DELEGATING style of leadership

Low Support

Low Directive

1.   Trusting 2.  Empowering 3.  Challenging


Eg: Combination, Type 5 and Type 1

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Name of the person Role Personality types (top 2)

Key Strength of this type Key Limits

1.  Pick 5 people from your MC team or LCPs

2.  Map out their personality type and next to that add “what leadership style can you best use to lead them?” 3. Who are the people I can lead best using my strengths? (Identified from strengths finder?)

This will make sure you have committed individuals in a team!!

What we need is Committed Individuals IN A COLLABOTATIVE TEAM

Why is a COLLABOTATIVE TEAM important?

Collaborative AIESEC

Collaborative TEAMS

In the context of the term 14-15, AIESEC needs to be a more collaborative organization, Every leadership team needs to ensure FAST IMPLEMENTATION from a global-regional-national-local level! This kind of COLLABORATION and FAST IMPLEMENTATION in AIESEC requires us to have COLLABORATIVE TEAMS!!

Why is a COLLABOTATIVE TEAM important?

Our current context requires teams to go from forming to performing within the first

Quarter/first few months itself

How can I build a collaborative team in Q1?

Common Definition

of Success

Trust


While there are many things that can lead to a team being successful, collaborative etc, in the context of 14-‐15 and also in context of QUARTER ONE, it is important to build: Common deGinition of Success:

Trust Both these things seem obvious and simple, however a LOT of teams have less of or lack either or both of these. Both common deGinition of success and Trust can only be built strongly in the Girst quarter!

When we ask people what common def

of success means, they

give different answers

Being a happy team

A good team experience No conLlict

What does common

definition of

Success mean?

1. Common understanding of MoS 2. One CLEAR TEAM Purpose

(Being a Purposeful Team) 3.Defined TEAM LEGACY

Why does this matter in Q1?

Common Definition of

Success

•  Team to Team Transition •  Planning week

•  Individual meetings for every team

member to understand their individual contribution to Team success

•  Team to team transition, individual transition, individual meetings and planning are the spaces to make sure your team and you have a common definition of success

•  During your first conference/virtual meeting/NPM with LCPs, get them on board as well!

Some things you may over look in ensuring your team has a common defini6on of success!

Building Ownership!

Aligning support functions to common definition of success!

TM BD COMMS OD FIN

Making every individual feel that their contribution MATTERS!

Make a clear connection

Team MoS and Individual

MoS

Individual Learning and Development

Trust


“N!')+$* #& f#&' #& ')% &p%%/ !f TRUST”

Giving and Receiving Trust

Would you trust this person?

Person #1

I’m really Smart, I have the knowledge and the

skills, but i dont have the attitude.

Person #2

I want to help, I have a good intention, but I

don’t have the knowledge and

skill. Would you trust this person?

It is natural for us or our teams to judge ourselves by what our potential is

However not everyone knows each other so well at

the start of the term (Especially when there are internationals and people coming from different

roles)

This makes it IMPORTANT for YOU at MCP elect AND your team to know how TRUST can be built

and that both character (attitude) and competence (knowledge and results) are important!

Person #1

I’m really Smart, I have the knowledge and the

skills, but i dont have the attitude. Has the COMPETENCE

Not the CHARACTER NO TRUST

Person #2

I want to help, I have good intention, but I

don’t have the knowledge and

skill. Has the Character Not the COMPETENCE NO TRUST

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The Trust Tree Competence Level

Character Level

You can read more about TRUST in the book SPEED of TRUST by STEPHEN COVEY!""This book will really help you a LOT in leading yourself and your team better! "

Some facts about TRUST!

What should I do?

•  Make sure you trust yourself and your team trusts you because of your actions and intention

•  Doing this will make it easier for your team to practice giving and receiving trust!

What should I do?

•  Make sure your whole team knows the trust tree and how you as a team can give and receive trust!!

What should I do?

•  Practice regular feedback (appreciative and re-directing with your MC team)

•  Use the trust tree to give this structure and to allow your team and you to communicate with each other effectively!

What should I do?

Use the emotional bank account as a practice while you and your team are giving each other feedback, giving and receiving trusts create EMOTIONAL DEPOSITS, Lack of trust creates an emotional WITHDRAWAL!

3 Individual changes I will make to make sure my

team trusts me

1.  Pick 3 people you feel you will find it challenging to trust on your team (On a scale of 1-10)

2.  Why will it be challenging?

3.  What element is this individual missing from the

trust tree??

4.  How will you ensure he/she can change this?

COLLABOTATIVE TEAM

A successful Q1 is the combination of

The Right Leadership

Managing to achieve

FAST

Keep it Simple!!

Managing to achieve

FAST

Managing to achieve fast

Team Accountability

Running effective meetings

Why is this important? Team Accountability

What is it? Team Accountability

Individual and Team plan with clear MoS and weekly

priorities

Weekly, monthly and quarterly

evaluation

How can I do this effectively?

Team Success and Overall Plan

done in planning week

Project plans with clear KPIs Aligned

Individual plans

Weekly Priorities

Eg: AI GIP Strategy Project

oGIP Teach&Mrk growth

GIP Supply and Demand

TM/OD driving GIP

Align Project Plan to Individual Plan

Aligned Individual plans

Weekly Priorities

BAM!

Team Success and Overall Plan

done in planning week

Project plans with clear KPIs Aligned

Individual plans

Weekly Priorities

Split into groups by MC team size – 10 minutes

•  Key challenges I see in ensuring team and individual accountability •  How will I ensure complete accountability? •  How can I use my strengths in ensuring team accountability? •  What leadership style will work best?

Managing to achieve fast

Team Accountability


Energized after a good meeting Drained after a pointless meeting

Effective meeting vs. Bad meeting

How to ensure this feeling always?

Energized after a good meeting

Clear OBJECTIVES

Keep it timely and structured

Clear ACTION steps and FOLLOW UP

Your delivery/facilitation style

•  Make a check list under which one of the four points men5oned in the previous slide before a mee5ng

•  You can involve other MC members in facilita5on too some5mes

•  As a leader, you should be very proac5ve about implemen5ng the follow up steps from a mee5ng

•  Involve only the people who are required in a mee5ng and not every one always

•  Mee5ngs should not take over the working 5me you and your MC team have!

Clear OBJECTIVES

Keep it timely and structured

Clear ACTION steps and FOLLOW UP

•  Running NPM •  Running Weekly Team Meetings •  Running an effective quarter review

1.   Pick any one of the 3 meetings above 2.   Based on the 4 points of effective meetings,

how will you run the meeting?

Your delivery/facilitation style

How do we make key decisions?

Common Definition of

Success

•  The common defini5on of success should help you and your team, also you and your LCPs make key decisions

•  The common defini5on of success is the filter to what you priori5ze, focus on, roles and responsibili5es, investments etc!

COLLABOTATIVE TEAM

Team Accountability


What did you learn going through this? What will you do?

Lead descriptive version mcp meetings

Leadership & Management

Transcript of Lead descriptive version mcp meetings