LCP as CEO - LEAD session from EuroXpro 2014

1. V
V
LCP as CEO

2. It’s good to be.
It’s good to be an LCP!

4. Tala Mansi
Joined AIESEC in February 2010
OGX Team Member, AIESEC Baruch
VP TM, AIESEC Baruch
LCP, AIESEC Baruch
LCP Steering Team, US
MC OGX Manager, US
MC 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

6. BE & DO

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

8. 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.

9. Be.
What kind of leader do
I need to be?

10. Personal Leadership Style
My Personal Leadership Stand

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

12. LCP = Social Entrepreneur

13. Triple Bottom-line of the
Social Enterprise
CEO

14. Triple Bottom-line of
Social Enterprising AIESEC

15. No.
Experiences
Value
Triple Bottom-line of
Social Enterprising AIESEC

16. Triple Bottom-line of a
CEO

17. Story Teller
and/or
Story Maker
Triple Bottom-line of a CEO

18. WHAT DOES AN LCP ACTUALLY “DO”?

19. Scope of Responsibility
Culture
Team
Management
Stakeholder
Management
Strategy
Performance
Management
Operations &
Governance

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

21. 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

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

23. 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

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

25. 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

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

27. Culture definition
Performance Oriented
People:
Recruitment – what kind of people?
Development – what is their experience?
Channels:
LC Retreats / Events
LCMs – co-responsible
Rewards & Recognition
Living the behaviors you want to drive
Culture

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

29. 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
Performance
Management

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

31. Stakeholder
Management
External Stakeholders
•University relations – faculty
•Alumni relations
•Partners & EPs
•Board of Advisors
External Representation
•Key events & opportunities
•Conferences – national & international

32. MAKE KEY PRODUCT ABLE TO
DRIVE THE TRIPLE BOTTOM LINE.

33. It’s not just about doing
more exchange.

34. Focus on your product
Having the right focus, processes will come along

35. Prioritization
Feasibility
Impact

36. 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

37. What role am I confident in?
What role do I need more
preparation for?

38. 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

39. Be the leader you want to see.