ultimate guide to being a team leader

THETHEULTIMATE

A B S O L U T E L Y

ATEAMTEAMLEADERLEADER

guide to being

now I’m a team leader…

written by team leaders, for team leaders

If we google Leadership, we find thousands and thousands of definitions about Leadership, and each one of them makes sense. All our endeavours in AIESEC rest upon our fundamental desire to explore and develop our own leadership potential. And as a Team Leader, be it as a member of the Management Body, as a LC Vice President, or even as LCP, each of us are in a place to live the best leadership experience possible.

Today, we know a kind of a formula to ensure a complete team experience as a team leader. They are called Team Minimums. However, we can never forget Leadership is all about people and experiences. For each of us to be able to truly exercise leadership, it is not enough to just merely follow these minimums, but, understand how to work around them with different people and in different contexts. Experiences of leaders make the best resource for us to understand this better, and help us understand our own leadership sweet spots.

DEAR READER: A MESSAGE FROM ONE TR1BE THE ULTIMATE GUIDE TO BEING A TEAM LEADER

“Sometimes it falls upon a generation to be great…”

AIESEC India Member Committee 2014-15 One Tr1be

Dear Sir/Madam, Due to work commitments I am not able to physically collect my Vodafone Sim Card for the number 9920 708 182. I have entrusted/endorsed Christina Kelman to collect the sim card on my behalf. Thank you for your cooperation in this matter. Warm Regards, Abhinav Dhatnagar

Dear Reader, Dear Reader, The biggest learning resource has always been the experiences, learnings and mistakes of people. In this guide, you will see thoughts and learnings of Team Leaders which will help you live your journey better. In February 2015, a group of Team Leaders from across the country came together to create this guide to empower the coming generations of leaders to live their experience and build the best possible experiences for their teams.

We hope that this practice of collecting and compiling experiences does not stop here but builds on with time, with more learnings captured and shared. Who knows what can this turn out to be - volumes of such guidebooks published every 6 months, or even online forums hosted and run by the Team Leader community of AIESEC in India etc. This is just a start. And let's start with first doing the best we can to learn from people who have been in our position before, and ensuring we activate the generations after ours to live their experience better than we could.

In Our Attempt To Scale Up People, AIESEC in India Member Committee

2014-15 One Tr1be

03introduction 07let’s talk AIESEC04the leaders we develop05 starting my team

team forming07team building09

10 weekly team meeting11 monthly review12 quarterly team days13

planningwhat to remember13what to forget16 18

job descriptioncreation of a jd22how to use a jd2324

trainingtraining myself25training my members26three steps to team education27 31

coaching & trackingtracking systems32the good and bad news34coaching35cheat sheet363 things for coaching38

41quarterly team days45four ways to rock recognition46

reflection & evaluation

table of contents

HOW TO USE THIS BOOKWelcome Team Leaders!

It has started! You are the one, you are a team leader of AIESEC in India. Our organisation is going to amazing places and you are the one to take it forward!

This guide is not just a textbook for you to be the top-performing team leader in AIESEC in India neither does this book promise that you will become the top-performing leader if you read it.

However this book can help you to frame your own team leader experience in the hopes that you can experience an intense inner and outer journey so that you can emerge as an individual with stronger qualities of world citizen, solution oriented, empowering others and self awareness.

You don’t have to read all of it, but during your journey as a team leader, refer to it from time to time.

These symbols represent different responsibilities you have to your team.

Each aspect will be covered in one chapter of the book!

You may see these around. These are tips and tricks written by the current and

previous team leaders of AIESEC India especially for you!

You may see this symbol around also, these are recommended action steps for you to take throughout your team leader journey.

action

steps

& trickstips

BEFORE WE START LET’S

The world is changing. All the time. The world is definitely a very different place to what it was when AIESEC started up in 1948. In fact, the only constant of our world is that it is constantly changing and because of that the social problems and societal issues are changing also.

So how are a bunch of young people supposed to achieve Peace and Fulfilment of Humankind’s Potential?

We need one solution. We need the right people who can go and solve these issues! We, as AIESECers understand that leadership is the fundamental solution to the world’s needs.

But before we move onto WHAT our organisation does to develop leadership, leadership is a big term. What do we mean exactly by leadership?

Let’s Google it shall we?

TALKAIESEC

So What is the story of our organisation?As an organisation we aim to achieve Peace and Fulfilment of Humankind’s Potential. This is our vision, but in simple terms you can think of this as our ‘Why’. This is WHY we do what we do., this is what is driving our organisation forward.

But how do we achieve Peace and Fulfilment of Humankind’ Potential?

Around 800 million people go hungry in

the world every day

1,400 women will die today as

1,400

29,000About 29,000 children

die each day, most from easily

preventable health problems

they do every day, from illnesses

related to pregnancy and

childbirth which are easy to

diagnose and treat

BEFORE WE START LET’S TA

LKAIESECSo What is the story of our organisation?

leadership/‘li:dəʃɪp/

noun

• the action of leading a group of people or an organization, or the ability to do this. "different styles of leadership"

synonyms: guidance, direction, authority, control, management, superintendence, supervision

• the state or position of being a leader. "the party prospered under his leadership"

synonyms: headship, directorship, direction, governorship, governance, administration, jurisdiction, captaincy

• the leaders of an organization, country, etc. plural noun: leaderships "the leadership was divided into two camps"

In AIESEC we talk about Leadership in terms of four qualities. We believe that the leadership the world needs is people who are Empowering Others, Solution Driven, Self Aware and are a World Citizen

check them out here!

THE

LEADERSWe can think of this s the ‘WHAT’ AIESEC does. Our ‘What’ is through our Experiential Leadership Development Programs which include the Global Community Development Programme, Global Internship Programme, Team Member Programme and Team Leader Programme through which young people can go through the inner and outer journey of leadership.

WE DEVELOPHow do we develop this leadership?

You, as a team leader are going through the ‘what’ as you read this book and throughout the next few weeks, months or even years will develop the qualities of the leadership development model that you see next to you.

Inner and Outer Journey is a model used and framed by AIESEC as the way that individuals can go through an intense ‘outer journey’ which describes the environment you are in and a reflective ‘inner journey’ which describes the elements of self reflection and reinvention as a result of that external environment to enable the development of Global Citizen, Empowering Others, Solution Driven and Self Awareness Qualities.

So if you think about it, your role as a team leader

is developing your leadership in

order for you to be the change

the world needs. Let’s get started!

STARTING MY TEAMEasier than everyone thinks.

KEY ACTIVITIES:Team Forming (recruitment &

identity creation) Team Building

Activities Weekly team

meetings Monthly team

reviews Quarterly team

days

Team Forming

WHY

HOW

It leads to cohesiveness between members and team leaders by knowing them as a person, as a human but also knowing them as a team member (their skills, strengths, behaviours, goals)

The first step is through the allocation process. It is important for you as a Team Leader to have the

opportunity to select your own team - own this

right.

“Team Forming is done through identifying the correct people for the department. From mentorship report, the we can select our members along with our VP. This is done by identifying the members preference and potential.”

- Anonymous Team Leader

“Place people in the right

position. Focus on

their strengths and place your best

people where your best

opportunities are!”

- Dey Dos

Simply how you get to know your team, how they get to know you and how together you know what the team is all about.

“Why is this important? can’t I just start work straight away?”“Why is this important? can’t I just start work straight away?”

team forming is

more than just your first team meeting!

“You have the right and the privilege to select and form

your own team”

“You have the right and the privilege to select and form

your own team”

rightrightright

FORMING MY TEAM… a bit harder than what I expected

Team Forming

The second step is through the co-creation of the team identity, this is the most important. All the members of the team need to understand what the team is all about.

These are the questions you should be asking:

What is the team purpose?

What is my individual contribution to the team purpose?

What is expected of me?

What should I expect from others?

Do I know my members?

Do my members know each other?

Does everyone know how to work with each other?

The Drexler-Sibbet Team Performance Model is a fantastic read if you want to know how not-for-profit teams should ideally form. Great resource to identify where is your team currently and where you need to go.

“The hardest part of any team model is identifying where you are, but once you have you CAN easily decide what is needed to move to the team stage”

“The hardest part of any team model is identifying where you are, but once you have you CAN easily decide what is needed to move to the team stage”

& trickstips






days

BUILDING MY TEAM

Team Building

What should I do to make my team bond?

WHYHelps bonding between the team members. It delivers the importance of working together as a team, which is important for effective functioning of the department.

WRONG QUESTIONHow can I build belonging and trust within my

team?

HOW Team Building is about creating belonging amongst the team and starting the process of trust building.

There should be a feeling of pride to be amongst the team, acceptance amongst each other and each person feel as if they are ‘in’

“The first team meeting that I conducted was nothing related to work, because I wanted my team to connect on a personal level first. This helps them to get to know each other better and hence, perform better.”

-Jyotsna

“The first team meeting that I conducted was nothing related to work, because I wanted my team to connect on a personal level first. This helps them to get to know each other better and hence, perform better.”

-Jyotsna

WHATfigure it out






days

Sunday Football League:

Members of AIESEC in Mumbai meet every Sunday to host inter department football matches. This leads to the members becoming more comfortable with each other, and bond as a team

Case Study:

Weekly Team Meetings

HOW

Meetings are a space that allow the members to connect to the team and work efficiently. Meetings ensure strong communication and they bring everyone to the table and to the focus/direction of the team.

One on one interactions with the team members helps the team leaders to get to know the members on a personal level and enable the alignment of team activities towards results needed from the team.

This step is up to you.

Before you have a meeting, go through these questions?

What is the purpose of my meeting? Do I have an agenda? Who will time

it? Can any of the content be done

virtually? eg. checking priorities on online tracker? Will it go over 90 minutes? Why? How will we allocate responsibilities? Can this be a standing meeting?

BUILDING MY TEAMwhat do your meetings look like?

WHATfigure it out






days

Monthly Team Review

WHY

HOW

Monthly team review helps to find where the team is headed and identify the key lacking and loopholes by evaluating performance and taking feedback from each other according to the output strategy through which the plans can be revised.

Start and end with numbers Ask ‘Are we there yet?’ Don’t change the goal - change your strategies/ plans Let the team bring up issues that need to be discussed

WHATfigure it out

“By conducting monthly team reviews our members became aware of their growth over the last month and were able to redefine learning goals”

-Wyonna

“By conducting monthly team reviews our members became aware of their growth over the last month and were able to redefine learning goals”

-Wyonna

BUILDING MY TEAMWhy should I have one? Every month!!

for monthly team review& trickstips






days

Quarterly Team Days

WHY

HOW

These help to analyse and review the pros and cons of the quarter, thereby allowing the strategising of the way forward to strengthen the weak points.

“The success of a team day is largely dependent on what

happens before” -Anonymous

Quarterly team days depend largely on the needs of the team from a

personal and professional standpoint. Assess your team and ask ‘Are we on track’?

in terms of team building or the team plan. This is the time to check the data, assess where you are and how much you still need to cover. Don’t forget to review the plan and the job descriptions of each person in the team!

It is also a chance for you to ensure team development is on track - consider 360 feedback, team building activities and/or appreciations.

BUILDING MY TEAMmore than a formality?

WHATfigure it out

“After each quarterly team day, the team’s vision is broadened and mistakes are rectified.” -Jeff

“After each quarterly team day, the team’s vision is broadened and mistakes are rectified.” -Jeff

action

steps

create your team purpose with your team hold your first team meeting feedback your first team meeting with your team and yourself create a team building agenda






days

THINGSPlanning

Re-planning Quarterly

Review

OKAY I HAVE MY TEAM, NOW WHAT?

TO REMEMBER ABOUT PLANNING

In order to have effective planning you must have the right data and

research to commence. Before you start your planning process - ask

yourself

a) What data will we need to plan goals and timeline?

b) Do we know what has happened for the past 2-3 years in our

department?

c) Do we have enough information to start and finish this planning

process.

Why should I use KPIs?

It is the KEY to success of your organisation It is related to PERFORMANCE - it can be measured and quantified It can be used as an INDICATOR - it provides leading information about future results.

What is a Key Performance Indicator? (KPI)

Make better decisions Have a clearer focus Track performance Stronger coaching

you have two choices:

1. Make decisions about where you want to go

aka. make a plan

2. Go on autopilot

5

What will you do to ensure that each individual understands his/her contribution to the plan?

Planning is not the role of the team

leader and you don’t just want to plan

for yourself? You need to plan for the

team to contribute - so

The question is how will you build ownership of the plan for your team?

KEY ACTIVITIES:

1.Pre-planning is important

2. Build Ownership

MAKING THE PLAN:The plan should contain individual action plans,

clear goals and timeline.

Your plan should include your evaluation points of your activities and

strategies. For every plan that you make you must have a way to track it and

that must be within the plan!

For example - My goal is to lose 20 kgs.

Plan:

- Go to Gym

- Eat Healthy

- Go Swimming

How do I know if going to the gym is effective enough to lose 20 kgs?

How will I measure if my swimming is adding value to lose 20 kgs?

When will I lose 20 kgs?

How often do I eat healthy?

How will I measure if I am really eating healthy or not?

All the answers to these questions lie within how you make your Plan

trackable and measurable.

A

B

1 2 3

For example don’t just plan how to get from Point A to Point B. Plan how at stage 1, stage 2 and stage three you know you are going the right direction.

For example don’t just plan how to get from Point A to Point B. Plan how at stage 1, stage 2 and stage three you know you are going the right direction.

You should measure 2 things: 1. The Outputs and

Outcomes that need to occur ‘at the end’

2. The Activities and actions to lead to the outcome that can be tracked during the process.

eg. 1. Lose 30 kgs 2. Going to the

gym 3 times a week

& trickstips

for kpis

Planning Re-planning

Quarterly Review

KEY ACTIVITIES:3.Plan to track the Plan

Plans are based on strategies and strategies are always involving risk. If your

plan is making you feel safe then perhaps it’s too restrictive or not risky

enough.

Due to the nature of plans - it’s okay to re-plan and adjust your activities as

you move forward. Things will never turn out as your expect. As you learn

what strategies are working and which aren’t - keep adjusting as you

progress.

However your goals should not change.

Change your strategies to meet the goal - but never change your goal.

THINGSTO remember ABOUT PLANNING5

THINGSTO forget ABOUT PLANNING5

1.Planning is a formalityIf you want to build ownership within your teams about Planning, it should

never be a formality.

2. Planning is complicated The simpler you make your plans the easier they will be to refer to and the more

they will be used by your team.

A Gantt Chart is a popular way to to show activities versus time. On the left will be a list of activities your team needs to accomplish and on the right is a time scale.

This allows you to clearly see when does a project start? when does it end? How long will it last? etc.

What is a Gantt Chart?


Quarterly Review

KEY ACTIVITIES:

4. If you feel safe, it’s not a good plan.

5. Plans should be dynamic, goals shouldn’t.

3. Over-planning is good Allow for flexibility in your working style and the working style of others.

4. Planning takes a long time If you’ve done the research and the pre-planning, planning can easily be

completed within 1 hour. Prepare well and planning can be a fast, fun activity

with your team rather than a administrative formality.

5. If it doesn’t work, scrap it AIESEC works fast, but sometimes we throw away strategies before going

them the chance to work. Think before you scrap everything.

THINGSTO forget ABOUT PLANNING5

If Plan A doesn’t work there are 25 more letters in the Alphabet

If Plan A doesn’t work there are 25 more letters in the Alphabet

What should a plan look like?simple!

Have your goal.

What do you want to achieve?

How you are going to get there.

Who will do this?

When will it be done?

action

steps

Plan your team

planning day

Facilitate and create

your first team plan with

your team!

Update your team plan

weekly

Review your team plan

Re-plan


Quarterly Review

KEY ACTIVITIES:

other super important elements of planning!Re-planningRe-planning doesn’t need to always be the formal Quarterly re-planning

process. It can as simple as one of your members changing their weekly

timetable and editing their plan as they progress week-by-week.

Make sure that your plan is so simple that it allows for team members to

adjust their individual plans to it.

Quarterly ReviewThe Quarterly Review is the formal re-planning process with the entire team.

The key theme of the Quarterly Review should be:

a) Are we on track with our outcomes/ goals

b) What did we learn? How does that change things?

The focus of your re-planning should be to refer to the goals and KPIs and

review is these are on track or not.

You can use a simple framework of

Start, Stop, Continue to collect and channel the key learnings for the quarter.

Ensure these changes are reflected in your planning sheets.

Quick Test!What is a Key Performance Indicator?

What are the three things a plan should contain?

What is a Gantt Chart?

When is the right time to change a goal?

Answers to test:

1.Ke

y Pe

rform

ance

Indi

cato

r is a

mea

sure

of w

hat w

ill m

ake

you

or yo

ur te

am su

cces

sful

. eg.

KPI

of sa

les a

ctivi

ty is

: 5 c

old

calls

per

wee

k. 2.

A pl

an sh

ould

con

tain

an

indi

vidua

l act

ion

plan

, cle

ar g

oals

and

a tim

elin

e 3.

A Ga

ntt C

hart

is a

horiz

onta

l cha

rt th

at sh

ows t

he lis

t act

ivitie

s and

whe

n th

ey w

ill be

co

mpl

eted

. 4.

Ther

e is

neve

r a righ

t tim

e to

cha

nge

a go

al. R

econ

sider

if yo

u ne

ed to

cha

nge

the go

al o

r ch

ange

the

stra

tegy

to re

ach

the go

al.


Quarterly Review

KEY ACTIVITIES:

KEY ACTIVITIES:Creation of

the Job Description

from the Plan Negotiation of

the Job Description

with the members Quarterly

Review of the Job

Description

It is so that each member understand his or her role and contribution. It tells a member what they need to do, for how long they should do it, the main ways they will be measured and the knowledge, skills and attitudes needed but also developed for the job.

The Job Description should include Roles & Responsibilities, Duration, MOS, Competencies Required & Developed.

what do my members do?let’s define it in a job description

what is a job description?

JOB DESCRIPTION" According to me, Job Description is an

integral part of anyone's AIESEC

experience. It gives them a clarity as to

what is expected out of them.

If they have a clarity of what they are

supposed to do, then they will do it

better and with more heart. It will

connect them more to the organisation and

will result in more productivity.

Job descriptions are something that should

be implemented strongly in our LC’s and I

will make sure that they are implemented

well here.”

-Jeel Sanghvi, Ahmedabad

" According to me, Job Description is an












well here.”














well here.”














well here.”














well here.”


JOB DESCRIPTIONHow do I make one?“So you’re put into a team which has been given particular

targets to be achieved, what would you want to know first? It

would be …

The JD’s contain roles and responsibilities, duration, MoS, competencies required and developed.

Roles and Responsibilities: the team member has to be given some

responsibilities and they can be held accountable for the work delivery. This

way each person has the responsibilities and the work burden narrows down.

NOTE: Responsibilities doesn’t mean that the particular team member has

to complete the whole task. It simply means that he needs to make sure that

the work is done and the work doesn’t reach to the level above in the

hierarchy (team leader in this case). Therefore if a member is unable to

complete the task he has been held responsible for, he has to make sure

that the particular task has been given to some other person and the output

isn’t affected.

“what do I have to do?’”The Job Description is what a new

team member’s role and contribution

in the team that would help achieve

the team goals.

It channelizes the work and makes the

work easier by dividing it in the group.


the Job Description


the Job Description


Review of the Job

Description

JOB DESCRIPTIONA Job Description gives clarity for a team member in understanding

his role in the team. When a documented proper JD’s are given, it

brings a sense of professionalism amongst the team members which

is a very important factor in achieving the team goals.

So basically after you get a JD, you know how critical your job in the

team is, and hence a sense of responsibility would help in making you

work more effectively.

A team leader expects something from the team member, so the JD

acts as the base of expectations from the team member.

—

If a proper document is maintained, the member can go through it whenever he wishes to, which would help in making his task productive and also can help him in self-realisation after completing the task and the member and the leader can keep a track of performance.

—

When a work is divided segmentally, it helps making the work easier

and the team goals could be achieved easily at a smoother pace.

What important to remember is that: Job Description’s are tangible

Why do we need one?


the Job Description


the Job Description


Review of the Job

Description

JOB DESCRIPTIONHOW

JD is basically the tasks and expectation setting of a

team leader and a team member. So, when JD is given

to a team member, he himself knows what he has to do

and what is expected out of him. The team leader then

explains the team and the term plan to the team

members for the easy understanding.

When the team leader interacts with the team members, he can find out

the competencies of the team members through some basic tests and

conversations and hence he can analyse the member or make a SWOT

analysis so that he can focus on the member’s strength and can make the

JD’s better.—

Job Descriptions should be adjusted to bring out a member’s strengths.

—

“Team Minimums are very important and need to be implied in every team. According to me

the most important Team Minimum is giving the members a very well defined Job Description.

The reason being it gives every member a perfect idea as to what is expected out of them in the team.”

- Aditya Punjabi, VIT


















the Job Description


the Job Description


Review of the Job

Description

JOB DESCRIPTIONThen the team leader distributes the job keeping in mind that The JD’s

should be department specific and not be generalised. For example JD of a

member of iGIP would 90% differ from one of the Marketing Department.

So keep the JD’s department specific.

The 80-20 ratio should be kept in mind by the team leaders, and

accordingly the plans and JD’s should be explained to the members.

80-20 Ratio

What is the job role of

you - the team leader

and what is the job role

of your members?

When in doubt, follow

the 80-20 rule.

20% personal

productivity

80% empowering,

developing and leading

others

what’s the link

between the plan and the JD?

WHEN?

How can you make a Job Description from the Plan?

Retention will be a word not used in AIESEC INDIA is JD’s are implemented properly. Everyone will stay.

Right after you make your plan, plot your timeline,

understand what are the competencies required and

how will you align with the members you have.

This will tell you how people

are ‘specialised’ in certain

areas.

For example one member

receives more sales activities

can have a sales JD.

Your plan will have the activities

with the key responsible.


the Job Description


the Job Description


Review of the Job

Description

JOB DESCRIPTIONYou might originally receive a template of a Job Description for your team.

However it is your responsibility to tailor this to your team plan and the

individual members.

It is important within the

first 10 days of a

member joining your

team for you to clarify

and negotiate the Job

Description.

This process is called

Job Description

Negotiation

— Based on this knowledge you are able to edit the Job Description with them to suit the member’s needs to

ensure higher development and therefore high performance.

—

This means that you find out this member’s strengths and weaknesses,

personal and professional goals and their expectations of the

organisation.

Quarterly ReviewEvery time you adjust the plan, you must also adjust the Job Description.

Therefore a Quarterly update of each JD is necessary.

In your quarterly review you can do you performance assessment and based

on the performance achieved/ not achieved and change in personal and

professional goals edit, remove or add roles, responsibilities and MOS.


the Job Description

from the Plan Negotiation

of the Job Description


Review of the Job

Description

KEY ACTIVITIES:Initial Education: Transition/ Education Education Planning Conferences Outsourced Education

TRAININGEvery team has an educational cycle that includes a breakdown into

knowledge, skills and attitudes.

This should be based on the operational and team cycle and can enable and

drive the job description.

WHY

Your team members have their JDs, but don’t know how to go about it. Training them will build a concrete base in which

they can work and explore. For example, If your member has to get five ICX raises but isn’t clear on cold calling. There will be no

productivity. - Akshat Shivkumar

be concrete

Team Members have to explore themselves and come up with solutions. They cant solely depend on their team leaders for providing them the required information. This way you have chances of generating innovative solutions.

-Akshat Shivkumar

independence

foundationFoundation is required so that plethora of developments can occur. Focus on providing team member which such a strong foundation so that they get clear about the operation and crystal clear about the objective.They should be well aware of the principles and not more on techniques and tactics are manipulative.

-Siddhant

need sensing-Exploring skill sets needed for the department.

-Archie

“spoon feeding in the long run teaches us nothing but the shape of the spoon” - M. Forster

“Using google forms to know your members existing skill set.”

Don’t forget about the Global Learning

EnvironmentForget the perception

that training has to be

a session at a

conference. Training

can be within the

team or a simple as a

conversation with

your team member

Attend a national or international conference Apply for an online course Ask your VP for a book read recommendation

What is the education I as a Team Leader

need?

TRAINING

HOWLet’s first consider you the reader. What is the initial education that you

need as a new Team Leader? Or what is the initial education you have

already received? As a team leader you cannot be restricted to what you

have been given.

Kudos to you for reading this book to gain more knowledge!

Skill Development

“A s a member in

the Marketing

Department, I

wanted to learn

how to use

photoshop & mail

chimp. During the

course of time I

eventually learned

how to do it.”

action

steps

“Training is not just a classroom … this can be done through a webinar, google hangout with the vp and even a the conference.”

-Shivani Sapra


-Shivani Sapra


-Shivani Sapra


-Shivani Sapra


What else can you do to train yourself? Talk a previous MB from last year read articles from Harvard Business Review/ Forbes on the topic you want to learn Inform your EB/ LCP/ MC of the knowledge you want to gain.

Now, as a Team Leader how do I start the initial education process? Always,

always refer to the competencies required and developed within the job

description.

— What are the key skills, knowledge and attitude that

someone would need to perform this JD to the best of their ability.

— Hopefully you were part of the selection/ allocation process

otherwise ask someone for the details - so now you can compare! What are the

key knowledge/skills/attitude someone would need - what knowledge/ skills/

attitude has your new member displayed . Now make your initial education

plan as a gap analysis of this.

What is the education my members need?

Operational Cycle

Modules:

The operational cycle

is a collection of

theory-practice

modules, designed to

take members

through a learning

experience as

qualitatively as

possible while

allowing them to

convert this learning

to performance in

parallel.

TRAINING

Knowledge: What are the basics of your

members Job Description that they need to

know?

For Example:

What is Exchange?

What is the role of Exchange in AIESEC?

What are the customer flows?

What is Net Promoter Score?

Skills: What activities does your new member need to complete? What are the skills that can enable my member to perform this activity better?For Example:

I need to deliver a pitch for projects: Sales Skills

I need to plan a project: Project Management Skills

I need to contribute to the team: Team Management Skills


For Example:

I need to achieve my goals: Attitude of achieving, striving for excellence

Attitude: What is the world/self

perspective that your members

need in order to be high

performing and high developing?

TRAINING

What do I do next?

.Make a Plan.

Planning is important. So often many Team Leaders reach the end of their

term realising that they never planned for the education of their teams and

as a result operations or the team achievement suffered.

So how do I plan for my team education?

THRE

Esteps

teamto

education

11 Education Plan must be based on the team plan.

Operations timeline should inform when you need to educate you team

members. For example. Does it make sense to teach your members about

promotions during matching time?

22Needs Sensing should inform your plan.

As with any plan, your education plan should be dynamic and flexible. Need

Sensing is your ability to see what is happening with your members that tells

you where their education/ training is lacking or needs improvement.

You can do this through

simple questions in a

survey “What

knowledge or skill gap

is stopping you right

now from doubling your

performance” or

assessing needed skills

“Rate your sales skills

out of 5”

Need Sensing through

conversation or survey

action

steps

make your first team education plan


After you identify the key educations/ trainings that need to be delivered you

must ensure that these are placed within a plan/ output. Think about these

questions that will help you plan.

What are the outputs (short-term results) and outcomes (long-term results)

of the training? How will you measure it?

How will you deliver the training? Are you using elements of the Global

Learning Environment? Does the training need to be always in a session -

can it be in a team meeting?

When are these trainings happening and are they consistent with the

operational timeline?

Does my plan reflect all the answers to these questions?

Conferences

Delegate

Be part of activities and discussion which helps us to discover more and clarify our information

Facilitator

Team Leader

Guide your team through the different activities and conversations and enable their learning through mentoring.

Share your knowledge and stories and enable your own growth

Always be frequent in

passing on information

and have a frequent

reminder of the

previous session plus

the assessment

continued with a related

topic on the current

meeting to not forget

nor get confused

avoiding the lack of

interest, The current

topic too needs to be

the bridge between the

future and past

sessions.

TRAINING33 Ensure the plan has an output

“Conferences have taught me a lot, it has given me an inner of the organization has helped me network and build more friends”

-Eklavya Shetty


-Eklavya Shetty


-Eklavya Shetty

& trickstipsfor training


TRAININGact

ion st

eps

Start now! Google how to train someone and do some basic research

“Google how to train someone” The one who uses google for everything is the one who’s learning the most. Google acts as the most prior way under outsourced education to train someone. Google can give thousands of way of training differently to different person.

Eg: You want to train someone on pitching skill use google to have some effective phrases lack in the pocket to strike on phrases back in the pocket to strike on the right point. How to keep conversation interesting? If we have access to knowledge provider like google, make full use of it.

It helps to check where we are lagging, how to improve, work on it. As a TL, how to improve, work on it. As a TL we can gain knowledge also and apply in the most efficient way”

-Parth




-Parth




-Parth




-Parth


Outsourced EducationExternal references within your training:

We’re not always experts for all the content we need to deliver during

training and in order to deliver the best content it is important to leverage

off external references. Why?

Make your point catchy. Ensure members understand it from various

points of view. To spice things up - make it interesting.

Don’ts Overdo this. It might cause their distraction from

the gist of the topic. Show complicated videos or articles like a 45 min

TED-X video Do’s

Use relevant videos and articles Give a debrief after the content

Throughout our AIESEC journey we come across clients, alumnus and

senior members who expertise in certain areas such as customer

relationship management, on ground marketing etc. When training our

members we should not use the contacts to help us train our members

and acquire an outsider’s perspective.

For example, you could provide your members with sales training by

having them call up alumnus or senior members and pitch them as

potential clients. This way members would learn his areas of improvement

and not affect potential customer flow.

Skype calls, webinars and team day meets with these individuals would

help members to gain on outer perspective and it would also align with the

personal goals members have joined AIESEC for. It acts as a resource.

-Amruta Sukumaran

External Mentors and Outsourced Education Case Study:

TRAINING


KEY ACTIVITIES:Weekly Team Meeting

TRACKINGTracking is to ensure the

implementation of the plan. It

is based on the plan and also

the Job Description.

It enables us to measure the success and productivity of our local entities,

teams and members. Tracking also enables us to react and make good

decision making if problems arise.

WHY

“In my previous department, trackers were made to keep the record of work done in which we were supposed to fill colours according to work done(green), Pending/in process(yellow), Not done (red). Also we were ought to fill a tracker regarding our personal goals and priorities for short term.”

- Anonymous


- Anonymous


- Anonymous

How do I make sure my members are performing?

what’s been happening recently in AIESEC

“Till now, tracking was done by team leaders of TM department

which subsequently faded their interest from work and

subsequently from AIESEC. Now, I know tracking can be done

efficiently, if team leaders are tracking their own respective team.

This would help them to keep a track of their team’s productivity.

Members should be solution oriented & their performance should

be measured on their achievement”

Tracking SystemTracking of members productivity, activities and work is make much simpler

through the use Tracking Systems.

Podio:

It can help to centralise the whole tracking process so that any proper

evaluation of membership growth can be done. Try using Podio more than

just a survey tool. It’s team and workspace functions enable strong tracking

and project management.

Google Documents:

Google Documents are strong for priorities tracking and timeline tracking. It

is also strong for a central system of your team’s activities, meeting minutes,

documents etc.

No matter what system it is important to ensure you have a

way to know who does what, where and when?

TRACKINGact

ion st

eps

Open up Podio

and make a

workspace for

your team!

Create a google

drive for your

team documents


TRACKINGA system of follow up of every activity from attending a team meeting

to attending national conference via pocket tracking.

Pocket tracking will divide data which we want to track , Eg: tracking

team minimums, different elements LDM, value generation, skill

enhancement, which would be regularly updated in membership

databank.

What is Pocket Tracking?

Case Study:

• Break down the elements that need to be tracked reducing the

amount of data to be filled at a time, thus helping to make tracking as a

behaviour.

• Prepare a tracker which includes progress of a member in a period of

10 days.

• Strategise plans to improve productivity & take feedback from co-

members on ill performing members. Parallel acknowledging

membership who achieved something really worthwhile.

• Have sessions in LTS, LC forum or departmental meetings to

emphasise key points

Follow Up— With regular tracking we reach the point when we can understand each of our members more in terms of how to motivate, empower them and what each individual needs to be coached on.

—


Ensure that you understand that the weekly team meeting is not necessarily the place to tracking membership activities but rather activities that are contributing or still need to contribute to the overall progress of the team.

TRACKINGThe good and bad news about

team meetings

WARNING

AIESEC India team members have indicated that the key area of

improvement for team leaders is how to hold effective team meetings.

the good news• All of was mentioned on the previous page can be covered in

one touch-point. The weekly team meeting.

• Find out more about effective team meetings in the TEAM

chapter

• Meetings are a great way to communicate

• Meetings are empowering

• Meetings develop knowledge and skills

the bad news• Meetings don’t have focus

• Members attending the meeting are unprepared

• AIESEC has too many meetings

• Most meeting times are wasted

action

steps

Think about some

of the best and

worst team

meetings you’ve

attended. What was

the main difference

between them?

Create your own do

and don’ts for team

meetings


Coaching is to improve the competencies of your members. It looks forward to improve the implementation and attainment of goals. It is

based on the plan and also on the Job Description and focuses on performance

and connecting development with performance.

What’s my role? leader? mentor? coach?

WARNING

AIESEC India team members have

indicated that the key area of

improvement for team leaders is having monthly coaching chats

“ I believe coaching is like this. My member has been given a target of 20 raises in a month in oGCDP. Now, depending upon J.D his/her performance will be tracked to ensure proper implementation of plans is happening. In case if he/she fails to achieve the target, he/she might be demoralised, motivated and depressed. So, now we need to see what was the reason, he/she was unable to achieve his target.So, now accordingly coaching will be given so that his performance could be increased. Additionally he/she will start believing on himself which will eventually lead to his learning and development and boost his confidence.”

- Anonymous


- Anonymous


- Anonymous


- Anonymous

asking the right questions

KEY ACTIVITIES:Monthly Individual Meeting

odelling and Equipping is a very simple model for how coaching can be taken forward by you.

your coachingcheat sheetM

1. I do it 2. I do it and you are with me 3. You do it and I am with you 4. You do it 5. You do it and someone is with

you

Competence Demonstration Coaching Empowerment Reproduction

in simple terms..Assessment. This is about asking the right questions to your team member.

Where is this person now and where do they want to go? Your questions and assessment will aid your members to develop self-awareness and insight towards themselves and their role.

Challenge. This step is about challenging them towhere they need improvement to better manifest and further develop their strengths. Push your members to think outside the box, look for more solutions, challenge their assumptions about themselves. Challenging them doesn’t just need to come from you, support the challenge with resources, conferences, books, videos that can enable their personal growth.

Support. You are pushing people outside of theircomfort zone. Are you just doing this for higher performance or do you care about your members? How will members feel your support and know that you are listening?

Why coaching?

Coaching helps us to

improve

competencies of our

membership. It helps

us in improving

performance of our

members which in

turn leads to

improvement of

learning and

development of our

membership.

everything that you need to know about coaching

let’s look at these in more detail…



COACHINGModelling and Equipping

1. I do it 2. I do it and you are with me 3. You do it and I am with you 4. You do it 5. You do it and someone is

with you

Competence Demonstration Coaching Empowerment Reproduction

This simple process of modelling and equipping enables you to be

with your team members and guide them through to success.

For example you have a member who is truly struggling at sales -

especially at meetings.

1. I do it - I go to the meeting and debrief you after and you watch

and learn through me doing the taks.

2. I do it and you are with me - I go to the meeting with you and

we handle the meeting together. You are able to see more of

the process and understand more through observation and

small participation.

3. You do it and I am with you - You go to the meeting and I tag

along to as a back up.

4. You do it - there is no longer a need for me to go with you. You

are strong enough to handle it. I don’t even need to check I just

expect you to come and tell me the result individually or in the

meeting.

5. You do it and someone is with you - you replicate this entire

process with another person to pass along the sales culture,

skills and attitudes to another as a ‘pay it forward’



There are three elements in coaching that enable a team leader to drive

leadership development in others.

1. Assessment

This step is about asking the right questions about your

team member. For example: Pick a person you are

currently leading and looking forward to develop into a

leader. Ask yourself: A. Where does this person seem to be failing?

B. Where are these person’s blind spots?

THINGSTO remember ABOUT COACHING3


C. What does my intuition is ‘off ’ in

this person’s thinking?

D. Why is this person not

transforming his/her potential

into performance?

E. Who might be leading this

person in the wrong direction?

F. When does this person do well and excel?

G. When does this person stumble?

H. What telltale clues can I find that give me insight into where this

person needs helps?

I. Where is this person’s sweet spot?



2.Challenge This step is about challenging them to where they need improvement to better manifest and further develop their strengths. Ask Yourself:

A. Which books or resources can you recommend

this person? How can you find proper

recommendations for this person?

3.Support Support as a team leader in AIESEC is not just about ‘How to get more performance’ but it is also about supporting them throughout their life difficulties and their leadership difficulties.

A. Do you care about this person as a person? What he/she is going

through? (After all, it is difficult for someone to make the most out of

their leadership experience if the rest of their life is a wreck!)

B. Do you know this person’s story?

C. How can you support this person to use his/her leadership experience

as a tool for self-expression?

B. How can you increase the level of challenge for this person to further

develop strengths

C. What practices can you recommend to enhance character

D. How can you move from supervisory meetings to mentoring

conversations?

THINGSTO remember ABOUT COACHING3asking the right

questions


Monthly Individual Meeting

Make sure each monthly chat is a follow up from the previous

month’s chat and it is a continuous flow but also addressing current

issues.

You can’t coach someone you don’t trust/ who doesn’t trust you

All of the above mentioned are topics that can be covered in your monthly individual meeting.

Your members might not have an objective for the monthly chat -

but you do, so make sure you prepare your content for the chat.

Your monthly individual meeting

doesn’t need to be so formal, rather it

can be a casual conversation over

coffee and tea.

Giving FeedbackFeedback is a necessary part for member retention and better productivity.

So the team leader(after a particular time period) must also ask the team

members for feedbacks which might help in the team plans becoming

stronger and the bond to connect even stronger.

If the member doesn’t seem growing in the work that he has been assigned

to, or if he isn’t liking what he is doing. The responsibility of the leader is to

make sure the member grows and can also shift to the place which would

benefit him as well as the department.

NOTE: An important suggestion: the team leaders also might keep a record

of each and every member(on paper or documented) and might show him

the parts where he is growing to build self confidence in the team member.

• Build a connect

with your

members

• See where he/she

can improve

• Appreciate if they

have done

something good

& trickstips for coaching

& trickstips



COACHING

KEY ACTIVITIES:

One way to improve the performance of your members: Reflection & Evaluation

Monthly tracking of performance & feedback Quarterly Team Days Rewards and Recognition

Performance Appraisal to assess performance and organisational

contribution to Measures of Success. Assessing an individual’s

development through the achievement of personal goals and

development of leadership qualities.

evaluationnot a tool for judgement

The Evaluation period starts as soon

as team member gets his own job

description and starts working.

As a team leader you should be able

to understand what your team

members are doing to an extent that

you can give remarks and feedback.

In School you have an exam at the end of the year that evaluates your grade and school performance, the question is: what do you want to use as a team leader?

Remember:

The purpose of the evaluation is to be update on his or her growth,

performance and development but not for the purposes of ‘judging’ or

‘comparing’ people.

After all there is a reason why people prefer the learning environment of

AIESEC over schools.

ReflectionMembers should be able to identify the things that they can improve on

and also the mistakes that can be prevented from repeating.

Depending on a member’s reflection a member can try and make

changes in his actions and goals. The team leader has to be with the

member during the entire journey to make sure they are supported and

learning

“You never make the same mistake twice. The second time you make it, it’s not longer a mistake, it is a

choice” - Lauren Conrad

A useful tool..The Performance Appraisal is used to assess performance and

organisational contribution to Measures of Success. Assessing an

individual’s development through the achievement of personal goals and

development of leadership qualities.


Once the member is evaluated he or she

should be able to understand more

about themselves - their strengths,

weaknesses and areas of development.

Another useful tool..Standard performance measures, which allow you to evaluate an

member’s performance objectively, can cut down on the amount of time

and stress involved in the evaluation.

KEY ACTIVITIES:Monthly tracking of performance & feedback Quarterly Team Days Rewards and Recognition

Although developing these measures can be one of the more time-

consuming parts of creating a performance evaluation system, it’s also

one of the most powerful.

This is what you can use for your monthly tracking of performance and

feedback

If you have current job descriptions for each position, already the first

step toward creating standard performance measures is taken, which

are essentially specific quantity and quality goals attached to the tasks

listed in a job description.

Case Study: Examples of a Local Committee tracking performance measures- Accumulate all the available trackers

- Prepare a target vs achieved report

- Include names of the member who have done exceptionally well

to encourage them and motivate others

- Make a Business Intelligence report that exactly points out the

impact of the department on the entire LC

- Include the growth graph that compares the previous month and

current month

- Draw proper inferences (in terms of numbers)

- Quantitative analysis of department stats and quantities

representation of each member’s contribution (KPIs and MOS

achieved)



Case Study: Feedback from Colleagues and FamilyTaking feedback of member from other members, Vice Presidents , Team

Leaders and family members after a certain period of time in terms of:

• Behaviour

• Attitude towards people around

• The way he/she looks at different situations and people

• Impact he/she is generating on others

• How much he/she has improved work wise (attitude towards work)

• Experience gained

Did you know team meetings can be used for evaluation and reflection? At the start of each meeting have a

5-15 minute check in about your

emotional state/ key learnings of the

week.

At the end of a meeting you can have a 5-15 minute check out about

your emotional state, how you feel about the team, how you feel about

your performance etc.

Minutes of a corporate meeting can be used to analyse the flow of the

meeting and understand the point where one went wrong. This could be

used to reflect and improve the content and delivery next time.

Example: Suppose you are meeting a company, minutes of such an

appointment will help you analyse where exactly you may have gone wrong

and also find the key points that the company actually liked about your

product and your pitch.

These points can be used by other members as an example about what

to do and what not to.


& trickstipshow to use your team

meetings for reflection


Quarterly Team DaysTeam days per quarter can be used to showcase the results of each member’s

performance in the respective department, recognise the hardworking

members, give space for self reflection and help the Team Leader to

determine a development plan for improving job performance and ability

utilisation.

A team day would proceed with each member looking up to each other and

their development and so the member would evaluate himself on the

development basis, per month, followed by the member’s by the member

reflecting upon himself and where he stands.


“Talking from personal experience, my LC came up with an RNR campaign when I was a team member which gave all of us the required push.

the most performing department would get recognized and rewarded at a local conference and the most performing member gets a free winter internship in Sri Lanka.

This was a very lucrative RNR and it boosted the LC operations tremendously and created a healthy competition between all the members and the department.”

- Anonymous




- Anonymous




- Anonymous




- Anonymous

action

steps

Create your quarterly team day agenda


four ways to rock employee recognition

Rewards and RecognitionRewards and recognition are a very important part of member development

and retention because if not received member will lose interest and the will

to work as they lose the motivation to work towards any set goal. Think

about RnR campaigns but also causal but genuine individual recognition

within teams.


be in the moment! be timely. If you see something good - don’t hesitate, recognise!

be in context! see what is your team purpose and plan - if an employee is doing things that matter, recognise!

be appropriate! how are you recognising being on time versus completing a major project? Be fair and appropriate

be authentic! you have to mean it - people will see through inauthenticity and it will do more harm than good.

action

steps

Who would you like recognise this week? Send them a message now (:


…ENDING NOTES, a message from the team leaders of aiesec india

not to spoil the ending for you, but you will figure it out.

make this book a top secret of your top performance

the team leader experience awaits you

written by team leaders for team leaders

ultimate guide to being a team leader

Leadership & Management