ceo 4 dx of execution

ten times bigger ten times more innovative ten times more imaginative ten times more operations

ten times more thought ten times bigger ten times more innovative ten times more imaginative ten times more operations

ten times more thought ten times bigger ten times more innovative ten times more imaginative ten times more operations ten times more thought

ten times bigger ten times more innovative ten times more imaginative ten times more operations




ten times more thought ten times bigger ten times more innovative

how can we be 10 times bigger if we don’t believe we

can do it?

fake it until we make it

fake it until we make itonly works if you actually believe you can become that person.

fear of not being good enough = lack of

imagination


dreaming


thought


courage

fear of not being good enougheagerness for success

I’m not good enough for my members Im not good enough for my parents

Im not good enough for my university Im not good enough for my partner

Im not good enough for my EB Im not good enough for my LC

Im not good enough for my studies

It’s impossible to consistently behave in a manner inconsistent with how

we see ourselves.

We can do very few things in a posi)ve way if we feel

nega)ve about ourselves.

people can rarely outperform their image of themselves.

face that fear

don’t let what we have done or haven’t done

decide how far we can go in the future

we want to reach out to 1% of young australians

our goal(in 6 months

HOW?!?!?!?!

we don’t have the answer - how AIESEC has always been able to grow - build upon the solutions in the

room.

what is the role of an EB

member

20 200

what is the role of an EB

member

discussion

EB - strategic leadership

TL - management

think of TLs as EBs of last semester

how to manage team

leaders?

strategic leadership


management


management

operations

I don’t want to recruit someone I cannot manage

I don’t want to recruit someone who is smarter

than me

aren’t Team Leaders only younger than you

by one year?

what is the worst that can happen when you start trusting your

team leaders completely?

is it easier to do it yourself?

= shortsightedness

do you think it’s impossible?

How does MC of 10 people support an entity of 1300 people?

if TLs are the EB’s of last semester -

how can you ensure quantity/ quality.

discussion

• local conference • TL LEAD • JD of a TL • TL in strategic planning • TLs having a strong plan with an

individual target

how should FO.BO work at

this level?

http://FO.BO

how do we enable each program to [change the game]

to grow ten times bigger

mission & values

Organisa;onal Structure

Opera;ons / S&D

Brand

RnR

Culture & LeadershipSystems

$

Learning

mission & values

Organisa;onal Structure

Opera;ons / S&D

Brand

RnR

Culture & LeadershipSystems

$

Learning

oGCDP 200

• adjust program defini;on

• CRM system • New Peak

• mature and diverse en;ty partnerships

• co-‐delivery strategy

• LC CEEDership

• Op;mising online marke;ng conversion

• Physical and Virtual brand influence

• Media Engagement • Market Penetra;on to

access new segments

• upscale IXP • Op;mise & innovate • Strong conversion

culture

• Op;mise learning and development through

RnR

• structure for university expansions

• Structure for peak & off-‐peak management

• Op;mise learning and development through

RnR

• invest in TN provider en;;es

• invest in new peak campaign

• Invest in EP Experience Management

• Fire-‐figh;ng • Systems for growth

point for the next level

we commit to doing our best for those around us everyday.

let’s have a fo-bo rotation.

what are your key insights from your synergy to grow the

program?

discussion

focused growth in our

plan

IT’S EASY TO BLAME ON PEOPLE

logical

why is it so difficult?

WHIRLWINDQuestion:

would your members still be busy, if we don’t have any new goals to move the lc forward?

Question: think about the new strategies,

initiatives, projects you were so excited about but never get

executed. What happened?

NOT STUPID NOT LAZY

THEY ARE BUSY

WHIRLWIND GOAL

Urgent Importantor the Day Job New Activities

WHIRLWIND

goal

discussion

challenge of execution

is not just executing on the goal

it’s executing on a goal with a 100mile/hr whirlwind.

leadersStrategy Execution

70% of plans fail because of execution.

Executionx

Four | Disciplines | execution

x4D

1DXFocus on the wildly

important

1DX# of goals 2 -‐ 3 4 -‐ 10 11 -‐

20goals

achieved with

execellence

2 -‐ 3 1 -‐ 2 0

LeadersAmbitious

CreativeMore ideas

1DXor aiesecerS

wig1. only 1 or 2

2. sub wigs are connected

3. x to y when

x to y when

x to y when x to y when

x to y when x to y when x to y when x to y when

what are your wildly important goals?

how many do you have?

discussion

2DXLead measure instead

of Lag measure

Lag lEADMeasure the goal Measure the progress

predictive

Influence

3DXHave a compelling

scoreboard

visible

lead

lag

compelling

Moral: if i am winning or not

Not just a game, am I in a winnable game?

discussion

how can I ensure each of my members knows if they are winning each day?

4DXCadence of

accountability

- 20 mins meeting - no whirlwind - walk in with 1 to 3 ways

to move lead measure

WIG MEETING

1. Report on last week’s commitments

2. Review and update scoreboard

3. Make commitments for next week

MON TUE WED THU FRICOMMITMENT 1

COMMITMENT 2

COMMITMENT 3

MON TUE WED THU FRI

COMMITMENT 1 COMMI

TMENT 2

COMMITMENT 3

x to y by when

personal wig

simple & clear

visible & instanta weekly personal

wig check point

WIG lead measure

scoreboard accountability

THE FIRST 90 DAYS

x to y by when

personal wig

simple & clear

visible & instanta weekly personal

wig check point

THE FIRST 90 DAYS

“You never change things by figh>ng the exis>ng reality. To change something, build a new model that makes the exis>ng model obsolete.”

― R. Buckminster Fuller

ceo 4 dx of execution

Government & Nonprofit