1. May MCP meeting LEAD follow
up for MCPs not present

2. 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

3. 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

4. “How leaders manage their transition
from one role to the other can make all
the difference between success and
failure”
- Michael Watkins

5. Key Objectives
Applying
Different
Styles of
leadership
Building a
Collaborative
team
Managing my
MC team and
LCP in Q1
IPM
Refresh

6. From IPM
to today

7. Too many
thoughts?

9. What have
you learnt
about
yourself?
What kind of a
leader/who do
you want to be
for your MC
team and LCP?

10. Keep a book/journal with you andpen 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 asa leader to be the best version of
you?
You
can
share
this
with
your
coach/mentor
too!

11. • 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!

12. 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!

14. IPM
Refresh

15. 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!!

17. If you don’t remember the strengths
you picked at IPM, go through the
MCP Meeting prep package to
understand how to do this

18. What were the key
strengths
you identified
at IPM 2014?

19. How frequently have you been
using these strengths? When
did you use them?

20. LCP
How can I best use these strengths in the next 2-3 months
leading both my teams?

21. 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

22. 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!

23. Being the best version of me is when I can use these
strengths while still putting myself in the shoes of my
team

24. 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

25. Understand
people on my
MC team
And the LCPs
Understand them
through the Enneagram
Find the enneagram
test in the MCP meeting
preparation package!

26. Understand
people on my
MC team
And the LCPs
Understand them
through the Enneagram
Find the enneagram
test in the MCP meeting
preparation package! (or on the
next slide)

27. 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

28. Understand
people on my
MC team
And the LCPs
Make sure you first read every
personality type and
understand it before moving
forward!!

29. 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)

30. Think about
what you observed!
Journal your thoughts!

31. 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)

32. How will I do this for
so many people and
personality styles
and know exactly
how to lead each
person???

33. Don’t panic!! We have a solution ☺
Adapt my
strengths and
Leadership
style to
my teams
personality

34. The different leadership styles!!

35. 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)

36. 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
Which
Enneagram
style
will
this
suit
Eg:
Type
3
(Motivators)
and
Type
8
(Aggressive)

37. S3: The SUPPORTING style of leadership
High
Support
Low
Directive
1. Re-assuring,
2. Collaboration,
3. Encouraging
feedback,
4. Listening
5. Appreciation
Which
Enneagram
style
will
this
suit
Eg:
Type
1
-­‐
Perfectionist

38. S4: The DELEGATING style of leadership
Low
Support
Low
Directive
1. Trusting
2. Empowering
3. Challenging
Which
Enneagram
style
will
this
suit
Eg:
Combination,
Type
5
and
Type
1

39. Working
time

40. Keep the personality
types in front of you
Name of the person Role Personality types
(top 2)
Key Strength of this type Key Limits

41. 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?)

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

45. What we need is Committed Individuals IN A COLLABOTATIVE
TEAM

46. 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!!

47. Why is a COLLABOTATIVE TEAM important?

48. Our current context requires teams to go
from forming to performing within the first
Quarter/first few months itself

49. How can I build a collaborative team in Q1?
Common
Definition
of
Success
Trust

50. How can I build a collaborative team in Q1?
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!

51. When we ask
people what
common def
of success
means, they
give different
answers
Being
a
happy
team
A
good
team
experience
No
conLlict

52. 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

53. 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!

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

55. Building Ownership!

56. Aligning support functions to common definition of
success!
TM BD COMMS OD FIN

57. Making every individual feel that
their contribution MATTERS!

58. Make a clear connection
Team MoS and
Individual
MoS
Individual
Learning and
Development

59. Trust
How can I build a collaborative team in Q1?

60. “Nothing as fast as the speed of TRUST”

61. Giving and
Receiving Trust

62. Would you trust
this person?
Person #1
I’m really Smart, I have
the knowledge and the
skills, but i dont have the
attitude.

63. 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?

65. 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!

66. 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

67. 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

68. Trust is a combination of
character and competence

69. The Trust Tree
Competence Level
Character Level

71. 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! "

72. Some facts about TRUST!

73. 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!

74. What should I do?
• Make sure your whole team knows the
trust tree and how you as a team can
give and receive trust!!

75. 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!

76. 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!

78. 3 Individual changes I
will make to make sure my
team trusts me

79. 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?

80. COLLABOTATIVE
TEAM

81. COLLABOTATIVE TEAM

82. A successful Q1 is the combination of
The Right
Leadership
Managing
to achieve
FAST

83. Keep it Simple!!
Managing
to achieve
FAST

84. Managing to
achieve fast
Team
Accountability
Running effective
meetings

85. Why is this important?Team
Accountability

86. What is it?Team
Accountability
Individual and Team
plan with clear
MoS and weekly
priorities
Weekly, monthly and
quarterly
evaluation

87. 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

89. Eg: AI GIP Strategy Project

90. oGIP Teach&Mrk growth

91. GIP Supply and Demand

92. TM/OD driving GIP

93. Align Project Plan to Individual Plan
Aligned
Individual
plans

94. Weekly
Priorities

95. BAM!
Team
Success
and
Overall
Plan
done
in
planning
week
Project
plans
with
clear
KPIs
Aligned
Individual
plans
Weekly
Priorities

96. 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?

97. Managing to
achieve fast
Team
Accountability
Running effective
meetings

98. Energized after a good meeting Drained after a pointless meeting
Effective meeting vs. Bad meeting

99. 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

100. • 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!

102. 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

103. 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!

104. COLLABOTATIVE
TEAM
Team
Accountability
Running effective
meetings

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