Gearing up for a bigger battle

oGCDP Transition

13-14

Flow of transition

Set a plan and time line

This is practically the step one of transition.Transition is not a one time/ one meeting activity. It needs to be built upon with a proper start and end with a concrete output.The transition checklist provided in the next slide along with detailed information on the same in the slides next to that will give a detailed insight on the way things need to be covered.

• Discussion about the vision, theme, purpose for the year

• Behavioral aspects

• Operational induction

• EP flow and timeline discussion

• Department management

• Commission participation

• Handling Synergy

• Knowledge and resource transfer

• Strategy discussion

• Future role

• Transition output compilation

oGCDP transition checklist

Discussion about vision, purpose and theme

Discussion about what the performance of the portfolio in the year 2013 has meant for the Local chapter.

Discussion about what the LC would need from the portfolio in the year 2014.

Discussion about the contribution your LC can make to the National association and the role it can play in facilitating growth of the portfolio and impacting the country.

Coming out with a vision, purpose and theme for the portfolio in your LC (it can be aligned to the vision, purpose and theme of the National associaiton).

Honesty will help your successors the mostThroughout the process make sure you are:

• Honestly discussing your successes, and failures and giving recommendations and solutions on what can be done to not repeat the same.

• Open to receive feedback from your successors.

• Open to give feedback on certain things proposed by your successors.

• Be patient. The process may take sometime but it will play a huge role in shaping up their experience in the coming year.

• Be supportive.

Behavioral aspects

If your successor is already from the portfolio and they have R+M+R = (or greater than) 10 in one year, he/ she is operationally sound.

In cases other than this, make sure you give them operational induction. Operational induction includes the following things:

• Why do we do oGCDP?

• How does the portfolio function?

• What is raising, matching and realization? How do we do them?

• Various sources and channels of raising and matching (or IR). Detailed information on Ad Hoc, UR and IXP sources of raising and country wise contribution in matching. Problems with handling different sources and channels can also be discussed.

• How to figure out need of a particular resource that you may need. How to create them?

• How can other LCs help you? Where can the National association help you?

Operational induction

You may think that it is only about knowing the EP flow. Believe me, it is much more that. It pertains to implementing the EP flow exactly, precisely and productively in your local realities. No LC has been able to do this perfectly till now. This is a reason why every LC faces problems with something or the other, be it raising or matching or delivering or quality.

An integral part of the EP flow is timeline. No matter what you do and how you do them if it is not aligned to a proper timeline, it is useless.

Please go through each and every stage of the EP flow with your successors and discuss the successes, failures and implementation of the same.

Here is the EP flow for you once again:

Market research -> Promotion -> Selection -> Raising -> Engagement after raising -> Matching -> Engagement after matching -> Realization -> Reintegration

EP flow and timeline discussion

Good and effective department management always leads to a better activity level and hence results from the membership in the department.

• Give your successors your key learning and developments from your oGCDP department in 2014.

• Tell them the importance of hosting weekly meetings and reviews.

• Give them a sample agenda for the department meeting. More importantly, teach them how to determine the need of the portfolio at a particular time and create their own agenda.

• Importance of PGS (personal goal setting) with the entire membership at regular intervals. Suggest them the ideal timeline for the same. It needs to happen once every quarter.

• How to assess membership performance?

• Culture building in the department. Key example: Giving a name and aligning membership to it (Tetris from AIESEC Mumbai).

• Role of having a Purpose and vision in the department and over-communicating it from time to time to make the members relate to it and become self-driven.

• Using LC forums, conferences, events and other gatherings to unite the membership and further drive culture.

Department management

The role this oGCDP commission together played in supporting the VPs mentally and psychologically is not hidden from any active commission member of 2013. Encourage your successors to:

• Actively participate in conferences.

• Actively use the 3 channels of communication: Whatsapp, google group and facebook group.

• Use whatsapp to have constant conversation, get quick help in case you need from others, know what are the other LCs upto.

• Use google group to share your thoughts and ideas on the mails, give input, express opinion on a particular strategy and communicate all the formal things.

• Use facebook to share something interesting you have come across or anything informal which the google group is not a very good space to share in.

• Actively talk to people, do not shy away from asking help from anyone or everyone.

• Make best friends in the commission.

Commission participation

Back office has to play a major role in the overall growth of the portfolio. The major back office alignment is required with the following portfolios: Marketing, TM, CIM, F

Clearly discuss with them the following things without passing any mindsets about these portfolios:

• The role M, F, TM, CIM played in 2013, what are the major areas you synergized in, what are the major areas you couldn’t synergize in?

• What were the results of these synergies? What were the results of the synergies not happening?

• What is national association trying to drive in all the synergy portfolios.

• Major areas of investment and the return from investment.

• Major membership profiles, the process to go through during recruitment, what did not work out from the membership side, what can be done to make them work out this year?

• Importance of Podio, making wikis and resources that are already available.

Handling synergy

This section includes everything you know about your external markets- university markets, how social media campaigns work, how IXP works.

• Discuss with them the approach and the measures that have worked out the best for you.

• Discuss with them the approach and the measures that have tremendous capacity to work out for your year.

This section also includes everything you know about your internal market- IR and matching.

• Discuss with them the approach that you took in terms of IR that helped you in a major way.

• Discuss with them the importance of issue segmentation.

Use this space to:

• Give them all the resources (including newsletters and wikis) that you got from the National association, resources that you created yourself.

• Ask them to create certain resources that you always felt the need of in the year 2013.

Knowledge and resource transfer

The National association has determined a growth strategy for all the LCs for the coming year.

Get in touch with your MC director oGCDP to get the presentations on the same, talk to the LCPe for 2014 to get their insights on the same as the same was discussed with them during the LCP bootcamp.

Strategy discussion

Now since you will be leaving the current role of the VP oGCDP, do the following things:

• Communicate and set an expectation with your successors on what are the areas you will be able to help them.

• Ask them what are the areas they will need your help in.

Communicating your availability for them in the coming time would be mentally comforting for them. Also, keep in mind that some of your successors wouldn’t want that. In that case, do not try to force anything.

Future role of the VP 2013

One you have covered everything with them, get them to compile an output of the same. The output may contain the following things:

• Key presentations used by the VP 2013 in the transition process. The presentation can be on one or all of the steps asked to cover in this presentation.

• Key learning and direction of the VP 2014.

• Vision, purpose and theme for the portfolio in 2014.

Transition output compilation

Good Luck