LEAD | LCP as CEO

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V V LCP as CEO

description

LCP as CEO - LEAD session from EuroXpro 2014

Transcript of LEAD | LCP as CEO

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VV LCP as CEO

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It’s good to be.

It’s good to be an LCP!

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Tala MansiJoined AIESEC in February 2010

OGX Team Member, AIESEC Baruch VP TM, AIESEC Baruch LCP, AIESEC Baruch LCP Steering Team, USMC OGX Manager, USMC VP Talent Management, US

LCP, AIESEC Baruch, USA• Led a team of 5 people of different ages and cultures• LC achieved 100% absolute growth – highest exchange realizations in USA,

breakthroughs in iGIP & oGCDP, awarded National Excellence• LC remains to be the highest performing exchange entity in the US

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BE & DO

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BE & DO What kind of leader do I need to become? What will I do to make that happen?

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The best description of an ideal leader by Lao Tzu

The best of all leaders are the ones who help people so that eventually they don’t need them.

Then come the ones they love and admire.

Then come the ones they fear.

The worst let people push them around (and therefore aren’t leaders at all).

People won’t trust leaders who don’t trust them.

The best leaders say little but people listen to what they say.

And when they’re finished with their work, the people say we did it ourselves.

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Be. What kind of leader

do I need to be?

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Personal Leadership Style

My Personal Leadership Stand

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Do.

What do I need to do as LCP to create a sustainable and high performing LC?

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LCP = Social Entrepreneur

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Triple Bottom-line of the Social Enterprise

CEO

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Triple Bottom-line of Social Enterprising AIESEC

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No. Experiences

Value

Triple Bottom-line of Social Enterprising AIESEC

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Triple Bottom-line of a CEO

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Story Tellerand/or

Story Maker

Triple Bottom-line of a CEO

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WHAT DOES AN LCP ACTUALLY “DO”?

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Scope of Responsibility

Culture

Team Management

StakeholderManagement

Strategy

Performance Management

Operations &Governance

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I have the right people and I know my responsibility to build and develop my team.

Team Management

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Team ManagementBuilding the team:

• Selecting the right people• Team stand- what are we fighting for?• Team standards & protocols• Expectations of each other

Touch points:• Weekly EB Meetings• EB Retreats • Team days

Team Development:• Coaching – personal, management, strategic

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Strategy

I can communicate my LC vision and strategy in an easy and simple way to anyone – I know the relevance.

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Vision•Specific and clear – advocator •Reviewed •Emotional - Why do I care?

Plan•LC Focus Areas •Priorities

Strategy •Market relevance • Connect everything with strategy and LEGACY (LC focus area – priority)•Program focus •Back office / front office connection

Strategy

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I am able to take ownership over critical LC operations to ensure the financial and operational stability of my LC.

Operations &Governance

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Operations •Office and logistic equipment - phone, space•Solving fuck ups

Governance •LC & National Legislation – take this seriously •Participate in national discussions

Finance•Ensuring financial sustainably and legality•Ensure all spending has ROI• Investing in X and members

Operations &Governance

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Culture

I can envision the culture I want and I know how to strategically use my channels to make that happen.

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Culture definition Performance Oriented

People:Recruitment – what kind of people?Development – what is their experience?

Channels:LC Retreats / EventsLCMs – co-responsible Rewards & RecognitionLiving the behaviors you want to drive

Culture

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PerformanceManagement

I know how to effectively track our progress in achieving our measures of success and developing a healthy local committee.

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Operational Tracking • Numerical + Key activities • Project management tracking• Progress towards achieving MoS• Budget updates – financial sustainability * If it can’t be measured, it doesn’t exist

Organizational Health• Monthly Reviews• Quarterly Reviews • Overall health of organization

PerformanceManagement

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StakeholderManagement

I am able to represent my LC and utilize my external resources.

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StakeholderManagement

External Stakeholders•University relations – faculty •Alumni relations•Partners & EPs•Board of Advisors

External Representation•Key events & opportunities •Conferences – national & international

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MAKE KEY PRODUCT ABLE TO DRIVE THE TRIPLE BOTTOM LINE.

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It’s not just about doing more exchange.

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Focus on your productHaving the right focus, processes will come along

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Prioritization

Feasibility

Impact

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Don’t Forget (Most Common Mistakes)

• VPs create strategies that all other functional areas need to execute – you need to see the big picture

• VP TM is your right hand man – leadership pipeline, retention rate, culture building

• VP Finance is your left hand man – create reserves, invest and track return, have revenue

• Transition should be happening all the time – start planning

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What role am I confident in?

What role do I need more preparation for?

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What resources do I have?• LCP network in your entity, region, and global• MC – they want the best for you & want to help you• NST – functional experts • Alumni, LC predecessors • External resources – books, experts

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Be the leader you want to see.

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