The Ultimate Guide

To

Finishing Strong

For

Content 1. Introduction

2. Planning

3. Execution

4. Building a Brilliant Team

5. Problems to solutions

6. Assessing Performance

7. Leadership & Influence

1. Introduction Organisations and Leaders identify five abilities that are crucial to successful leadership:

o Model the Way: You must lead by example. You can’t come into work 10 minutes late every day if you want your members to arrive on time.

o Inspire a Shared Vision: If you capture the imagination, you will inspire creative thought and increase loyalty. The vision doesn’t need to be grandiose, but it needs to be communicated effectively for others to adopt it as one of their own.

o Challenge the Process: Don’t continue doing something just because “We’ve always done it that way.” Situations change, and sometimes a policy or procedure never worked well in the first place. Think outside the box.

o Enable Others to Act: Truly empower people to act on their own within their level of authority. The famed Ritz-Carlton hotel empowers every employee at all levels to spend up to $1000 on behalf of a guest (who is informed reimbursement will be required for whatever request they make).

o Encourage the Heart: A positive attitude is infectious. If the leader appears passionate or excited about the vision, others will catch the enthusiasm as well.

This guide has been created to provide you with tools and tips you can use in the last run of your term to make your performance more effective and to Finish Strong in your terms as Leaders . As less interactive as it may be, it will definitely help you in finding solutions for your performance related issues.

A Personal Inventory Important qualities of a good leader

Honest • Forward-looking • Competent • Inspiring • Intelligent • Fair-minded • Broad-minded • Supportive • Straightforward • Dependable

Cooperative • Determined • Imaginative • Ambitious • Courageous • Caring • Mature • Loyal • Self-controlled • Independent

2.Planning The first step to planning involves analysing a gap in your specific portfolio to see what you’ve achieved and what you can still do in the next 2 months.

Name of Portfolio

Target (future state)

Plan of Action set in the beginning of Term to achieve targets

Action Steps that you haven’t fulfilled yet.

Target Achieved so far (Current Situation)

Next Actions/ Proposal

1. 2. 3. 4. 5.

1. 2. 3.

Here’s a filled template you can use as an example

Name of Portfolio

Target (future state)

Plan of Action set in the beginning of Term to achieve targets

Action Steps that you haven’t fulfilled yet.

Target Achieved so far (Current Situation)

Next Actions/ Proposal

iGCDp Achieve 12 matches for Project Conserve, 12 positive feedbacks, 5 Client case studies.

1. Market Research on NGOs that do environmental protection 2. Cold calls and go for at least 4 appointments with NGOs and get raises or partner for weekend events. 3. Start rising. 4. Help the Interns to settle in.

5. get case studies in place (From Clients and Interns.

6. Promotion of these Raises. Internal Marketing. Posts on FB, Wikis

1. get case studies in place (From Clients and Interns. 2. Promotion of these Raises. Internal Marketing. Posts on FB, Wikis, 3.

6 matches, 2 case studies

Proper delivery to current clients. Showcase client studies. Showcase intern case studies. Send IR mails, use current iGCDP trainees to build IR( TMP on X)

The key steps you take by filling in this gap analysis are:-

1 Identifying Your Future State

2 Analyzing Your Current Situation

3 Identifying How You'll Bridge the Gap

Specific

Measurable

Acheivable

Realistic

Timely

Where to go from here?

Step I Break your future steps down into SMART

Goals and break them down into activities

Step II Determine a proper sequence of the activities.

Step III Construct a diagram

Step IV Estimate the time required for each activity

Step V Update the chart as the project progresses S.M.A.R.T Goals

Make sure you’re using your members effectively to ensure your targets are

achieved, you can assign sub-tasks to your members with timelines for effectiveness.

Ensure that you are filling this on the chart and tracking it just as effectively for

maximum output.

Here’s an example of how the IM team can plan using the template :

3.Execution 1. Create a SOW( Statement of Work) that Includes

Purpose Statement Scope Statement Project Deliverables Goals and Objectives List of Stakeholders Chain of Command Assumptions and Agreements Communication Plan TARGET CHART

Objective Measures of Success

Priority Current Level

Target Level

DID YOU KNOW? SOW is a formal project management document that establishes expectations and agreements about the project. It is not a contract but a tool for clarifying responsibilities and working relationships among project stakeholders.

Follow these steps to fill in the chart.

1. First, list the objectives. These are the items that, if achieved, will mean the project has been successful.

2. Next, list the criteria for success in the Measures of Success column.

3. Now identify where these objectives fall in terms of priority on a scale of 1 to 10, with 1 being minimally important to the project’s success and 10 being crucial.

4. Now review your objectives. Are there any that you may want to drop? (Hint: If there are a lot of criteria for success but the priority is low, it may be better to have that objective as a separate project.)

4.Building a Brilliant Team

Define roles. You give teams a

fighting chance if everyone knows what his/her roles and responsibilities are from the outset.

Be prepared to negotiate for the team members you need. Don’t just complain; come up with alternatives and solutions.

Do the best you can with the people you have, but make sure resulting problems are documented as they occur.

If your team doesn’t have all the skills difficult to work with initially, but over the long-term they may prove more creative they need, build training into the project.

A diverse group of people may be and add more value to the project. As hard as they may be to manage, put in your best efforts to understand their strengths and weaknesses and you will be able to use them better

Create a culture where your team enjoys participating in all AIESEC activities and understands its value. Guide them to Enjoying Participation and Living Diversity.The most important step is to cultivate in them and you, the desire to be Global Leaders.

5.Problems to solutions

The best answer to coming to a solution for problems your team might be facing is brainstorming with the team and coming to a conclusion. It will help with bringing everyone to the same page. But make sure you facilitate this well and follow the right process. To make consensus work, you must become skilled at separating the content of the team's work (the task) from the process (how the team goes about doing the task). But the process should get the most attention. A facilitative leader helps a team to solve its own problem. The problem-solving process is as follows:

1. Identify the problem or goal. 2. Generate alternative solutions. 3. Establish objective criteria. 4. Decide on a solution that best fits the criteria. (Discuss pros and cons for each

solution and vote or decide what works best for your situation) 5. Proceed with the solution. 6. Evaluate the solution.

6.Leadership & Influence

Creating Mutual Respect You will never be worthy of respect if you don’t give respect. Respect should be given to everyone at all levels unless they deliberately do something to lose that respect. You need to build respect in other ways as well. Be visible to your followers. Show them you are available and interested in knowing everything about what they do. Develop and demonstrate your knowledge of the organization and details of the product, service, or operation . If you are perceived as being knowledgeable and can answer questions, you will not only earn respect, but will motivate others to learn as well.

Leadership Principles The United States Army offers 11 Leadership Principles: • Be tactically and technically proficient • Know yourself and seek self-improvement • Know your soldiers and look out for their welfare • Keep your soldiers informed • Set the example • Ensure the task is understood, supervised and accomplished • Train your soldiers as a team • Make sound and timely decisions • Develop a sense of responsibility in your subordinates • Employ your unit in accordance with its capabilities • Seek responsibility and take responsibility for your actions

7.Assessing Performance This is the most crucial step for a leader to understand how the member is contributing to his goals. If your member isn’t contributing as much as he should be, he or she could become a liability to the team. To ensure maximum output, a proper expectation setting is important, however, this needs to be done at the beginning of the term. At this point, to see how the member has progressed and how he or she has contributed and can contribute so as to align his vision to your departments and AIESEC’s vision, a Personal Goal Setting must be conducted. For performance assessment Templates, approach your VP TM to help you create one specifically for your needs

Good luck with your last run!