The Team Standards & Explanation

1. Team Standards
The Evolved

2. What are Team Standards for?
The Team Standards are used as a guide for Team Leaders to create good team experiences.
Why are we evolving the team standards?
•Currently there are 35 points in the Team Standards Checklist.
•Usage of team standards across the network is difficult by MCVPTMs (Tracking and SupporDng) and
Team Leaders (Usage)
•To ensure that the team standards be more than a checklist, but a guideline for Team Leaders to be
great team leaders.
•Ensuring the link between Team Standards and Value Delivery.
What is a Standard?
•Team Standards was originally Team Minimums launched in 2013. The Team Minimums were the
minimum (The lowest amount of) expectaDons that Team Leaders had to deliver.
•Team Minimums then became Team Standards to align with the Standards and SaDsfacDon model used
for the ELD Programs. This meant that the Team Standards then became a guide for how Team Leaders
can create good team experiences.
•Therefore depending on the role and level to which you are a team leader, the team standards might
differ depending on the complexity of your team and personal leadership style.

3. The Team Standards
TEAM:
•1 Team leader
•2 Team members
•2 Months duraDon
What is a Team?
What are the phases a team goes through?
BUILDING PERFORMING CLOSING
Building
•IntroducDon
•Plan
•Personal Goal SeQng
Performing
•Regular Team MeeDng
•Regular One to One
•Team Days
Closing
•Report
•TransiDon
•Debrief
What are the team standards required in each stage?
The first stage of a team. People
start to work together and
understand who is in the team,
what the team is about and what
you will achieve together.
The second stage of a team. This is where you
are able to see team and individual progress.
High performance happens here through team
members knowing who does what, where, and
when and regular touch points to coach and
develop.
This is the final stage of a team.
It is a closing but also a new
beginning. People reflect on
what worked and didn’t and
what’s next. The team prepares
the next team.

5. INTRODUCTION
(Get to know, Team Bonding
Induction to the function/area)
PLAN
(Co-creation of Team Purpose,
Expectations, Goals, Strategies,
Budget, JD, Deadlines)
PERSONAL GOAL
SETTING
(Set the Individual Goals and
Action Plan, Make Personal
Goals for Development)
REGULAR
TEAM MEETING
(Regular Tracking of the Plan
and Team Performance, Team
Review)
REGULAR
ONE TO ONES
(Tracking and Coaching of
Individual Performance and
Personal Goals, Feedback)
TEAM DAY
(Team bonding, Team
a c t i v i t i e s ,
Appreciations)
REPORT
(Key Results Achieved/
Not Achieved)
TRANSITION
(Knowledge, Skill,
Attitude and Document
Transfer)
DEBRIEF
(Team Experience Debrief,
Key Learnings, Next Steps)

6. The Team Leader runs and hosts a Team Introduction that can involve:
- Get To Know: Activities for team members to build initial trust.
- Induction to the Area: Basic understanding of what the function and team is about so
that members can enter planning with enough perspective to contribute effectively.
The Team Leader hosts a Planning Space with the team that can involve the co-creation
of:
- Team Purpose: What is our picture of success and why am I here?
- Expectations: How will we work together? Rules for Team Functioning.
- Goals: What are our Targets? How will we measure our success?
- Strategies: How will we get there? The key projects/ plans of action that will achieve the
team purpose and goals.
- Budget: How much can we spend/How much will it cost? A Summary of predicted
incomes and expenses over the team duration
- JD: Who is doing what? The Allocation of the plan tasks to specific individuals in the
team. Also known as an Individual Action plan.
- Deadlines: When will it be done? Once tasks are allocated, deadlines are given to those
individuals.
The Team Leader has the initial one-to-ones to clarify team member role and JD and set
personal development plan.
- Individual Action Plan: Ensure that the team member is aware of their goals,
responsibilities, deadlines and tasks, Check on their capacity and ability to achieve it.
Offer support and resources for them to achieve their goals.
- Personal Goal Setting: Understand why this team member is here and what do they
want to achieve in their AIESEC Experience. Set personal goals for their development and
learning.
INTRODUCTION
(Get to know, Team Bonding
Induction to the function/area)
PLAN
(Co-creation of Team Purpose,
Expectations, Goals, Strategies,
Budget, JD, Deadlines)
PERSONAL GOAL
SETTING
(Set the Individual Goals and
Action Plan, Make Personal
Goals for Development)

7. Regularly, the Team Leader hosts Meetings to track team performance and track
the achievement of the plan. Depending on the duration of the team experience,
teams can have Team Reviews for a Plan and Team Checkpoint.
- Tracking of the Plan: Team Leader will track the goal versus achieved of the
project and delegate new tasks to team members.
- Team Performance: Done/Not Done for the deliverables/ tasks of each team
member.
- Team Review: Monthly/Quarterly or Semester check points of the plan.
Regularly, the Team Leader hosts One to Ones with individual team members for
Tracking and Coaching of their Action Plans and Personal Goals.
-Tracking Individual Performance: Check overall achievement of the individual
action plan, recognise achievements and coach for higher performance.
- Personal Goal Tracking: Check achievement of personal goals and set higher/
new personal goals.
Coaching: Using the performance gap or how you have seen this team member
in your team, suggest options for training, mentoring, the way forward with your
team member.
- Feedback: Team Leaders should give regular feedback when they see
behaviours/actions that can be improved.
Depending on the team duration, the team leader can have Team Days to
address team needs. This can involve: team bonding, team activities, rewards and
recognition and feedback.
-Team Bonding: This can range from hosted get to know spaces to having fun
together as a team.
- Team Activities: Specific team activities/games to address team needs, usually
hosted by someone outside of the team.
- Appreciation: Recognise team and individual efforts during the team duration
REGULAR
TEAM MEETING
(Regular Tracking of the Plan
and Team Performance, Team
Review)
REGULAR
ONE TO ONES
(Tracking and Coaching of
Individual Performance and
Personal Goals, Feedback)
TEAM DAY
(Team bonding, Team
activities, Appreciations)

8. As the team experience is coming to a close, reporting about the key results achieved and
not achieved and why should be done to report to stakeholders (MC, EB, Members) and
also to support successors.
- Key Results Achieved/Not Achieved: The Report should contain the plan versus
achieved for the team duration and why this happened. The report can also contain key
learnings and recommendations for successors.
The Team Leader is responsible to ensure transition from his/her team to the next is
completed.
- Knowledge Transfer: Successors should be equipped with what the term will look like,
key knowledge needed for responsibilities and tasks,
- Skill Transfer: Successors should be equipped with the skills your team learnt throughout
the duration and key skills needed to fulfil responsibilities. This can be done through
shadowing, simulations and working side by side for final team projects.
- Attitude Transfer: Successors should be prepared for what the team experience will be
like and what they will encounter and therefore what mindset they should have
- Document Transfer: All documents should be transferred (ideally online). This includes
meeting minutes, tracking tools and reports.
The Team Leader is responsible to ensure that each team member is able to debrief their
experience as they head towards the future.
- Team Experience Debrief: What happened in the team experience, recapping the
journey and development path.
- Key Learnings: What are the key takeaways for each team member. What did they learn
about themselves, about the world and about each other.
- Next Steps: Based on the team experience and personal goal setting, what are the next
steps for each team member. How can the team and team leader support them to move
forward?
REPORT
(Key Results
Achieved/Not
Achieved)
TRANSITION
(Knowledge, Skill,
Attitude and
Document Transfer)
DEBRIEF
(Team Experience
Debrief, Key
Learnings, Next
Steps)

9. So… what changed from the team standards?
Before ANer
TEAM: My team has at least three (3) members
The minimum number of team members for a team is 2. This is no longer a standard but becomes part of the
defini@on of what is a team. This standard was cut.
TEAM: We have a Team Purpose and Ambi@on
BUILDING, PLAN: Team Purpose becomes a part of the PLAN. It is co-created with the team.
TEAM: We have set our Team Values
Team Values is no longer a team standards, Why create values when we have the AIESEC Values to live by? This
standard was cut.
TEAM: We have set our Team Rules
BUILDING, PLAN: Team Rules and ExpectaPons becomes part of the PLAN. It is co-created with the team.
TEAM: We have weekly mee@ngs, including monthly review mee@ngs
PERFORMING, REGULAR TEAM MEETINGS: This involves having Regular Tracking of the Plan and Team
Performance and Team Reviews.
TEAM: We have at least one (1) Team Building during the team
experience dura@on
PERFORMING, TEAM DAY: Team bonding, Team ac@vi@es, Rewards & Recogni@on
PLAN: All members - my team have a week and monthly plan, from start
to End date
BUILDING, PLAN: As teams co-create the plan each individual has a ac@on plan as part of that.
PLAN: All members - my team have key deliverables and MoS for their
roles
BUILDING, PLAN: As men@oned above as teams co-create the plan each individual has a ac@on plan and key
deliverables. There are GOALS (MoS) for the team and everyone works towards that. This becomes part of PLAN.
PLAN: We have scheduled at least one (1) day for Planning and one (1)
for Replanning in the Middle - the team experience
Not all teams need to go through Re-planning in the middle of their experience. For those that do eg. Func@onal
teams, LCEB terms and MCEB terms this standard is part of PERFORMING, REGULAR TEAM MEETINGS.
PLAN: We have reviewed the plan with my Team Leader and are aligned
to our LC's goals
This standard is a repe@@on of co-crea@ng a plan. This standard was cut.
PLAN: We feel ownership - our team plan, goals and strategies
This is not a standard but a people engagement criteria, this is quite difficult to track as it is not an ac@on step. This
standard was cut.
PLAN: We have clear goals and impact - our team's work
This standard is a repe@@on of having key deliverables and MoS. This standard was cut.
JD: All members - my team have a clear Job Descrip@on: roles,
responsibili@es and key deliverables
BUILDING, PLAN: This standard was absorbed into the PLAN. Job Descrip@ons are tools that describe a members
responsibili@es. In the plan as you spilt responsibili@es, goals and deadlines to individual team members. This
becomes their JD.
JD: My members have clear individual goals and deadlines
This standard is a repe@@on of having croles, responsibili@es ad key deliverables. This standard was cut.
JD: I ensure all members - my team have aligned their personal
development with the skills developed in their role
Aligning personal development with their role is about having a Personal Goal Seng mee@ng. This becomes part of
BUILDING, PERSONAL GOAL SETTING
JD: I ensure all members - my team are mo@vated with their JD and feel
accountable to the team
This is not a standard but a people engagement criteria, this is quite difficult to track as it is not an ac@on step. This
standard was cut.

10. So… what changed from the team standards?
Before ANer
TRAINING: We have all received induction and/or transition for our
roles, including my preparation as Team Leader
Induc@on for team members role is a part of how a Team Leader introduces the team and gets everyone
on the same page to move forward for planning. This standard moves to BUILDING, INTRODUCTION
TRAINING: All members - my team have the organizational knowledge
that is needed to run operations in an effective way
This is a repe@@on of Introduc@on (Induc@on to the area) as well as General AIESEC Induc@on which is a
Talent Management Process. This standard was cut.
TRAINING: All members - my team have the functional knowledge that
is needed to perform in their role
This is a repe@@on of Introduc@on (Induc@on to the area). During REGULAR ONE-ON-ONES is where
the team leader will support with performance gaps and knowledge gaps. This standard was cut.
TRAINING: I ensure all - my team members follow an education plan
that supports their role and skills they want to develop
To support the skills members want to develop is through PERSONAL GOAL SETTING and REGULAR
ONE-TO-ONES. This standard was cut.
TRAINING: I know what kind - attitude and behaviours are needed in
my team culture and I lead by example
In PLAN, teams co-create the expecta@ons they want to live by as a team. Living by example is not a
specific ac@on therefore not applicable as a standard. This standard was cut.
TRAINING: All members - my team know that EXPA Library is an online
Resource Hub for their pro-active use
This is now AIES.EC or your na@onal resource centre. This is not a standard for team leaders to create
great teams. This standard was cut.
TRAINING: All members - my team, including myself, attEnded/will
attEnd at least (1) Local or National Conference
This is not a standard to support team leaders to create great teams. It is great to encourage a^endance
for members to a^end conferences, however not a requirement. This standard was cut.
TRACKING & COACHING: I host weekly team meetings to track MoS,
KPI's, productivity and weekly priorities' accomplishment
This standard is repeated in PERFORMING, REGULAR TEAM MEETINGS. In these team mee@ngs you
are required to track the plan and team performance.
TRACKING & COACHING: I ensure to be fulfilling all the team
minimums in my project every week and update our tracking tool
Not all en@@es have the same way of tracking team minimums, This is not a standard to support team
leaders to create great teams. This standard was cut.
TRACKING & COACHING: We have monthly review meetings where we
define weekly priorities, KPI's and MoS
Not all teams need to have monthly review mee@ngs. If teams want to, that is their choice depending on
the role, dura@on and term. If so, that is part of PERFORMING, REGULAR TEAM MEETINGS.
TRACKING & COACHING: I report the performance and satisfaction -
my team members to my direct Team Leader regularly
This is not a standard that allows team leaders to create great teams. This standard was cut.
TRACKING & COACHING: I have received training on Coaching and am
applying it to all - my members
This is not a standard that allows team leaders to create great teams. This is part of how the LC trains their team
leaders and part of the Member Educa@on Cycle from Talent Management. This standard was cut.
TRACKING & COACHING: I have at least one (1) individual meeting
each month with all - my members for tracking and coaching
This standard is called PERFOMRING, REGULAR ONE-TO-ONES. The frequency is up to the team
leader. It can range from a 10 minute feedback chat to a 1 hour personal development check point.
TRACKING & COACHING: I ensure all members - my team are
developing themselves by balancing their personal goals and our
This is not an ac@on, it is also a repe@@on of doing BUILDING, PERSONAL GOAL SETTING and
PERFORMING, REGULAR ONE-TO-ONES.

11. So… what changed from the team standards?
Before ANer
EVALUATION & REFLECTION: We have monthly checkpoints to
evaluate the performance - the team and satisfaction - our team
members
This is a repe@@on of REGULAR TEAM MEETINGS where you should evaluate team performance and
track the plan. Sa@sfac@on of all team member should a topic as part of PERFORMING, REGULAR
ONE-TO-ONES. This standard is cut.
EVALUATION & REFLECTION: We have at least one (1) feedback
session based on the Mid-team experience NPS survey
Feedback should be a con@nuous on-the-go process. This is part of having PERFORMING, REGULAR
ONE-TO-ONES to check in on. This standard is cut.
EVALUATION & REFLECTION: All - my team members fill in both
NPS surveys: in the Middle and at the End - the team experience
This is not a team standard but a part of People Analy@cs process of Talent Management. This standard
is cut.
EVALUATION & REFLECTION: All - my team members receive at
least one (1) LEAD-based space for self-assessment and re-
invention
LEAD spaces are defined against the Defining Elements and delivery of LEAD spaces is not the
responsibility of the Team Leader. This can be organised by Talent Management or Execu@ve Body.
However the place to debrief the team experience is part of CLOSING, DEBRIEF. This standard is cut.
EVALUATION & REFLECTION: I have an individual meeting with all
- my team members at the End - our team experience as final
coaching for next steps
This standard becomes CLOSING, DEBRIEF. It does not need a be an individual mee@ng, it can be a
team mee@ng. The purpose is to debrief the team experience, understand key learnings and coach for
next steps.
Did you add anything?
We added CLOSING, TRANSITION, which is a knowledge, atude, skill and document transfer to the
next team.
We added CLOSING, REPORT, which is the repor@ng of key results achieved and not achieved to key
stakeholders.

12. Summary of changes:
Before ANer
• Number of standards to track: 35
• Minimum number of members: 3
• Structure: Standards were structured based on
similar ac5vi5es
• Main Headings: Used to couple the standards
together.
• Talent Management Process: There are some
standards that intersect with TM processes eg.
induc5on to the organisa5on, using the
resource centre.
• Number of standards to track: 9
• Minimum number of members: 2
• Structure: Standards are spilt into phases of
what teams go through to support team leaders
know what to deliver, when.
• Main Headings: There are no more main
headings, each of the 9 standards is an ac5on
step.
• Talent Management Process: These standards
were cut and in order not to confuse, Training is
not a team standard, but is absorbed into
introduc5on to the team and transi5on for the
next team.

13. Frequently Asked QuesPons
What is the role of the team leader and the role of Talent Management
with the Team Standards?
Team Leaders: Are responsible for the delivery of the team standards to their team.
Talent Management: Are responsible to support the implementaDon of Team Standards. Depending on the
context your local or naDonal enDty this may involve Leadership and Management EducaDon, Tracking of team
leaders on delivery of team standards.
How can Talent Management track the Team Standards?
This is up to you to decide. Some enDDes use naDonal trackers, some use people surveys, some VPTMs talk to
every Team Leader. The way you track is up to you. The Global People AnalyDcs Survey run every quarter will
give enDDes an indicaDon of delivery of Team Standards.
However keep in mind, your job as Talent Management is not to track team standards, it is to support the
implementaDon of them. If the best way to support is through tracking - that is your choice based on your reality.
Why is the minimum number of team members per team 2 and not 3?
This decision was just based on some logic and intuiDon.
One person is an individual, not a team.
Two people means that one person is the team leader and the other a team member - which is not a team but a
couple.
Three people means that there is one team leader and 2 team members which is the minimum that works.
To be honest external research on this topic differs, this is something that works for us on AIESEC InternaDonal
and may or may not work for you.
FYI: this is a minimum not a guideline of how many people a team should have.

14. Frequently Asked QuesPons
What happened to LEAD spaces?
When empathising with the role and capacity of a team leader we realised that the responsibility of creaDng and
hosDng LEAD spaces should not be with the Team Leader. Team Leaders can host Team Days, Debriefs, One-to-
Ones however the delivery of a LEAD session based on the defining elements may not be within their skill set
and is not necessary for the creaDon or sustainability of a great team.
Delivery of LEAD is a part of the Talent Management Process within the EducaDon/ Learning and Development
Area.
What happened to the team standard - JD?
The definiDon of a job descripDon is the account of an individual’s responsibiliDes.
There are some teams e.g.. AIESEC InternaDonal that does not give out official Job DescripDon to their members.
However within the PLAN, we have specific responsibiliDes, goals and deadlines.
Therefore Job DescripDon does not refer to a piece of paper with all your responsibiliDes wrigen down, but refers
to the act of delegaDng responsibiliDes, tasks, goals and deadlines to individuals.
Therefore, This team standard was absorbed into the Team Standard - PLAN.
You can see the full details of what happened to each standard under JD on page 8.

15. Frequently Asked QuesPons
What happened to Training?
The previous training team standard referred to:
• InducDon to the area
• InducDon to the organisaDon
• Having an educaDon plan per member
• Members use resource hub
• Members go to conferences
• TransiDon
1. Several of these were cut because they were not Team Standards that supported team leaders on being beZer team
leaders: Those were Members using resource hub and going to conferences.
2. Several of these were cut because they were part of Talent Management’s responsibility: Those were InducDon to the
organisaDon.
3. Having an educaDon plan per member is part of Personal Goal Seng and Regular One-to-ones
4. InducDon to the area moved to Introduc^on and Transi^on became a standard in itself.
You can see the full details of what happened to each standard under Training on page 9.
Is Training the responsibility of TM?
Training exists in the Team Leaders Job within two areas:
1. Building: Introduc^on (introducDon to the funcDon + basic training)
2. Performing: One-on-Ones (team leaders assess the performance gap of team members and offer mentoring,
training and coaching to improve)
The responsibility of Talent Management is to assess the training needs of the enDty and ensure that is is delivered (not
necessarily deliver it themselves).

16. Frequently Asked QuesPons
What happened to Tracking?
Tracking and Coaching moved under to standards:
1. Regular Team MeeDngs
2. Regular One-To-Ones
The purpose of having Regular Team MeeDngs is to track the plan and team performance.
The purpose of having Regular One-To-Ones is to track an individual’s performance, follow up on personal goal
seQng, feedback and coaching for higher performance.
Hey.. this looks really similar to forming, storming, norming, performing.
That’s true!
The purpose of restructuring the team standards into Building, Performing and Closing is to help team leaders to
understand which team standards should be delivered when.
The team standards is not a guide for team development stages.
It is a guide for the expectaDons and standards team leaders should deliver to create great team experiences.