LEAD 2.0 Country Implementation Guide

8/11/2019 LEAD 2.0 Country Implementation Guide

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Country Implementation

Guide 2011


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The Global Leadership

Development Program was

initiated in 2009 for a targeted

group of MCPs and AIESEC

International Team. In 2011, we

bring the program to countries

through the effort of Global

Supporting Unit Talent Program,

LEAD project team.

In this guide, you will find:

Why we have LEAD?

What is LEAD?

And how do I initiate a LEAD program in my entity?


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How can we ensure that AIESEC has a strong leadership to bring needed impact to

society? How can we as leaders support each other in performing on our roles? Answer to this question is

Leadership Development ProgramLEAD, which is addressing following needs:

1. Supporting people on current leadership roles- Key characteristics leaders should possess

- Support in understanding their role

- Supporting in creating ideal vision of leadership

2. Creating strong brand of leadership opportunities

Purpose and Objectives


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We believe there are 3 fundamental premises that every leader needs to be aware of:

1. I and Me.The way I see myself, self aware about strengths and weaknesses, know what my

leadership style is and how use it. It supports me in my role, as makes me conscious about my

actions and personal traits I can use for getting a better experience. The way we (I and others) see

the world is different, constantly developing and determines our values, beliefs as well as drives all

our actions. It is determined by the life-conditions we live in, our environment and our own

development journey (Spiral Dynamics).

2. I and Others.I, as leader, working with people. This layer gives mu perspective on how to interact

with people around me in more effective way, how to transmit my ideas to others, how to manage

and develop my team to achieve higher results. To make a lasting impact within any context, a

leader needs to be able to consistently act and facilitate others to act from an aligned place of open

mind (reason), open heart (emotion) and open will (purpose) (Theory-U)

3. I and World.How Im fitting to

environment around me, what kind

of impact I bring to society and how

my action steps create changearound.

4. AIESEC.All the premises are

happening in the framework of

AIESEC: we explore ourselves

within the organization, understand

how to interact with others and what

our role in the world is when we

come out of organization.

Philosophy


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Measurements:

Evaluating the program through Kirkpatrick model:

Find more about Kirkpatrick model through Appendix I.

Measure of Success

Evaluate Learning:

Evaluation of skills, knowledge and attitude.

e.g. Develop a questionaire or conduct interviews

to understand what are the key learning of

sessions

Evaluate Reaction:

Evaluation of content, materials, methods, trainersatisfaction and feedback right after the learningblocke.g.

% of leaders participating in the program

Level of satisfaction after each block

Feedbacks about the learningenvironment, etc

Evaluate Behavior:

Transfer of knowledge, skill, and attitude to work.

It can be a survey in 2-3 months after learning

block delivery

e.g.

What has changed in daily activities

360 feedback form peers and team

members

Evaluate results:

Evaluate the objective of the program in

alignment with leadership performance and

strenthening of management ability

e.g.

Number of applicants for leadershippositions

Growth in organizational goals (dependingon what goals are put forwards in theentity)

Number of people applying for nextleadership positions after Number ofpeople applying for next leadershippositions after LEAD


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LEAD Logo:

LEAD abbreviation stands for: Learn, Engage, Activate, Deliver

How to understand the LEAD Brand: LEAD

features

LEAD program serves the purpose andobjective

LEAD is about the journey of leaders andtheir support throughout the term: it startswhen person is elected and over whenhis/her term is over

LEAD is a structured support ofexperient ial learningof being a leader,meaning that only people on leadershiproles can participate in LEAD program

LEAD is creating learning network forleaders to connect with each other

experiences

Why it is important to communicate and management the brand correctly?

We want to establish a strong program brand of LEAD program globally other than having separate

leadership development practices across the network. Having a unified brand of LEAD requires basic

alignment of program position, design and management in different AIESEC entities. But through doing this,

we will be able to develop further external support and AIESEC Learning experience positioning in a larger

global scope.

The Brand of LEAD


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The Learning Framework of LEAD comes from two things as defined previously-

The Essence: I and me, me and Others, Me and the World Types of skills: leadership, management, AIESEC

Learning Framework


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AIESEC 6 learning elemen ts and Experienti al learning

The core of how people develop their leadership skills is through experiential learning, meaning

taking on leadership roles and managing responsibilities on a daily basis.

While the 6 learning elements should be designed to prepare, enhance, or reflect the experiential

learning of a leader.

Delivery methods

Self discovery and purpose module Individual practices

Assessments Somatic techniques

Interventions in all key conferences and seminars for target audience Re-enforcing all key modules throughout the physical spaces and in partnership with peers and experts Workshops, open-space, world caf, etc.

Business driven Action Learning sets Communities of Practice

Action cycle Assessments Team practices Team management and development tools

Business driven Action Learning sets with peer support Proposed coaching and mentoring webinars GROW model for coaching/mentoring introduced as part of the

framework Guide for mentoring re-enforced with the audience

Communities of practice around key business and

development interests Online tools and e-learning modules Coaching webinars


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Other helpful Methods

Outdoor Management/Leadership Developmenta set of carefully sequenced and integrated physicalactivities conducted (primarily) in the outdoors and designed to facilitate participant behavior change.

Simulationsmanagement games are used to create experiential environments within which learningand behavioral changes can occur and in which managerial behavior can be observed. Simulations requiretrainees to analyze complex problems and make decisions.

Individual or Group Reflectiona formalized opportunity for individuals and/or groups to reflect onevents, activities and experiences.

Just-in-Time Training (JIT)JIT is designed to provide the learner with information at the time of need.

Individual Development Plansa personal development plan is a process through which the individualprepares a training and development plan, and for which the individual takes responsibility.

Developmental Assignments/Job Assignmentsthese are on the job placements that have twoattributes (1) challenge and (2) an opportunity to learn.

Job Rotationmanagers are assigned work in a variety of different functional subunits of theorganization for periods of time varying from six months to three years.

Developmental Relationships/Mentoringoccurs through an interpersonal relationship where a moreexperienced manager helps a less experienced protg; the mentor is usually at a higher managerial level

and is not the protgs immediate boss.

Networking with Senior Executivesmarked by exposure to, and relationship building with, seniorexecutives in an organization.

Action Learningaction learning, in brief, is learning from concrete experience and critical reflection onthat experiencethrough group discussion, trial and error, discovery, and learning from and with eachother.

Classroom-Based Traininglearning that is bound to the confines of a formal classroom. Often led by

an instructor or facilitator.

E-Learningthe use of computer network technology, primarily over an intranet or though the Internet, todeliver information and instruction to individuals.

Executive Coachinga relationship formed between a client who has managerial authority andresponsibility in an organization and a consultant who uses a wide variety of behavioral techniques andmethods to help the client achieve a mutually identified set of goals to improve his or her professionalperformance and personal satisfaction.

360s or Multi-Rater Instrumentsmanagers receive information about their skills and behaviors from

standardized questionnaires filled out by other people such as subordinates, peers, superiors andsometimes, outsiders such as clients.


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The Story of LEAD for an Individual

This is the journey of an individual during their Leadership term and as they are supported by the

Leadership Development Program LEAD designed exclusively for them.

Learn-Learn the Essence of being a Leader, question the core concepts and reach to the

depth of their knowledge and wisdom

Engage-Start engaging with themselves, others and the world around them to enhance their

own experience

Activate-They start actively creating and exploring their potential, and using their

experience as well as the skills that they have learnt

Deliver-They successful accomplish and fulfill all the promises, by having fully learnt to

engage and actively contribute as Leaders do.

ndividual Learning Process


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Appendix: Supportive materials for entities to run LEAD ( still updating)

Appendix A:Needs assessmentassessment to discover needs within entity and address it with the

help of program.

Appendix B: MC step by step guide on how to implement LEAD

Appendix C: FAQ

Appendix D: LEAD Global Resource Libraryresource center of LEAD of trainings, sessions,

materials, GCPs to use,

Appendix E: Creating space for hosting LEADguideline on how to create needed space for hosting

LEAD (principles, environment, mood etc.)

Appendix F:Delivering LEAD in Local Committeesguidance on how implement LEAD in Local

Committees to run it for their leadership bodies.

Appendix G:Investments and returnsguidance on how to invest in LEAD smartly.

Appendix H:How to involve external in LEAD program

Appendix I: Kirkpatrick modle of measurement

Documents

LEAD 2.0 Country Implementation Guide