My 2015

network

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Leadership Capacity

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What does this mean?

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visits

Conferences/ summits

Internal communication

Calls/ virtual support

Lack of team minimuns imp.

Lack of management knowledge

No clear od model imp.Mc – lc relationship

problems

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Working with your 2015 network

Step 1Od model

Step 2Supportsystem

Step 3lcps

1) Structure2) Message, target, R&R 3) Channels 4) OD Model

Network management

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Step nº 1Have a clear od and growth model

Checked!

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Step nº 2Have a clear support

system

MC

Functional News LCP News National NewsBehaviors: Through R&R, Showcasing of

Success, GCP sharing

Strategic Direction As MC as a whole, and customized through clusters and focus programs

Nat

co

Nat

co

Nat

co

Nat

co

Coaching Weekly Coaching Visits

How can I evolve MTMs?

How can I evolve

Operations Meeting?

How can I evolve

Synergies in general?

A learning story about communication…

“Both LCPs were present at that coaching meeting. We were reaching to a point where it was necessary to make a commitment to make results happen and grow.”

“Peter, one of the LCPs said that he promised to deliver 100 exchanges by the end of the year. On the other hand, John promised he would deliver 2 exchanges per week.

“After a week Peter already had 20 pipeline realizations of a project, and John had his 2 exchanges. Four months passed and John was able to make 2 exchanges happen each week: he cumulated already 32 exchanges. But Peter did not manage to raise more projects.

“When Peter was asked about his performance, he said he was waiting for the peak to happen, there he would realize 80 exchanges! But John was unstoppable: it seems that 2 exchanges per week are much more easier than 80 in 8 weeks.”

Dripping water hollows out stone,not through force but through discipline

1st Brutal Fact!

1Who is responsible for

support system?

MCP

VP OD VP IGCDP

VP OGCDP VP OGIP

VP MKTG VP TM

What is the structure?Network ManagementIS A TEAM FUNCTIONEVERYONE CONTRIBUTES

Put 1 NTW. MGMT RESPONSIBLEto directly report to the MCP

VP MKTG IS NOT A GOOD OPTIONHe should be focused in doing recruitment

TRY WITH PEOPLE DIRECTLY INVOLVED IN NATIONAL STRATEGY & ALIGMENT

Ntw.Mgmt is about making the strategy evolve and making everyone go to the same place

BE CONSTANT & DISICIPLINED! MAKE THE DROP HOLLOW THE STONE!

A learning story about communication…

“Finally I was there siting with my problematic MCVP and asked him for all the deliverables on his charge that the whole team was asking me for. He opened his computer and everything was there. Indeed I realized he has been working a lot more that I could’ve expected!

“I asked him what he was waiting for to send all those things. He answered that he though that uploading everything to Dropbox was enough. But it is not enough, no-one uses dropbox as a communication channel, and, what you have never communicated has never existed”

What you do not communicate, it has never existed

2ND Brutal Fact!

2Set up your

network management plan!

BEFORE STARTING, LISTEN!There are no best ways of communication, we just have different ways of communicating.

Be sure you understand your network before setting a plan

1. Understand what channels your network uses

2. Ask what are the most influential and attractive channels and codes

3. Be clear on what are the best channels on individual communication and the best ones for group communication

4. Be clear about what key success factors make communication work in your entity

You can create surveys, ask your LCPs and LCVPs or include questions in your SONA to gather inputs.

EMPATHY MAPS CAN ALSO BE A GREAT TOOL!

objectivesAcross this section you will find a lot of questions and some templates. Please ensure these questions are answered by your whole team.

To answer them you can use different dynamics, trying to follow the rules of divergence.

Out of your internal communication planning, your MC team should be clear on

1. Behaviours to drive and how

2. Needed Touchpoints

3. Actions and responsibles

4. Frequency and deadlines

YOU CAN FIND INFORMATION ABOUT DIVERGENCE HERE: THE 10 COMMANDMENTS FOR A GOOD BRAINSTORMING.

REMEMBER THAT DURING BRAINSTORMING WE LOOK FOR QUANTITY OF IDEAS (NOT QUALITY).

AFTER BRAISTORMING, YOU WILL HAVE TO SELECT THE ANSWERS YOU WANT TO CLOSE THE PROCESS WITH.

1st step. Start with your why

Your team clear on

1. What is your team purpose?

2. What are your mos?

3. WHO WILL YOU BE TO ACHIVE THAT?

FOR MORE INSIGHTS ON HOW TO COMMUNICATE FROM THE WHY YOU

CAN CHECK SIMON SINEK’S VIDEO

THE U PROCESS CAN BE A GREAT TOOL TO CREATE SHARED VISIONS AND VALUES SINCE IT GOES FROM THE INDIVIDUAL TO THE GROUP. MORE INFORMARTION CLICKING HERE.

ALL YOUR COMM ACTIONS WILL BE

DIRECTED TO SOMEONE

HOW ARE YOU GOING TO

ADDRESS THIS PEOPLE?

ALL YOUR COMM ACTIONS SHOULD

BE GUIDED BY THIS UPPER PRINCIPLES

HOW ARE YOU GOING TO

ADDRESS THEM?

Link your team purposeHOW YOU WILL MAKE PEOPLE REMEMBER YOUR ENTITY VISION & PURPOSE?

HOW YOUR COMMUNICATION CREATES A CONNECTION WITH YOUR TEAM PURPOSE?

WHAT MESSAGES, BEHAVIOURS, POSTS, CAMPAINGS AND ACTIONS WILL DRIVE YOUR TEAM PURPOSE?

Link your mosHOW DO YOU MAKE PEOPLE REMEMBER MOS?

HOW DOES YOUR COMMUNICATION CREATE A CONNECTION WITH THE MOS YOU WANT?

WHAT MESSAGES, BEHAVIOURS, POSTS, CAMPAIGNS AND ACTIONS WILL DRIVE MOS ACHIEVEMENT?

2nd s

tep.

Dre

am

ing

how

ACTIONS YOU WILL COMMUNICATE

YOUR PURPOSE

YOUR MOS

WHO IS THE TARGET THAT IMPLEMENTS the ACTIONS?

HOW WILL YOU REACH THIS TARGET PUBLIC?

wh

at

Who? OUTLINE WHO YOU HAVE TO BE TO ACHIEVE THAT PURPOSE AND THOSE MOS TO DEFINE GENERIC BEHAVIOURS

How should your communication look like?

What are your messages for your target audience

SELECT WHO YOU WILL ADDRESS

NEWBIES TMP TLP

LCVP LCP OTHERS

DEFINE A MESSAGE TO THEM LINKED TO

PURPOSE MOS BEHAVIOURS

WHAT YOU WOULD LIKE TO SEE & PERCIEVE?

WHAT YOU WOULD LIKE TO HEAR & THINK?

How would you describe your ideal comm?

FUNNY SERIOUS FOCUSEDCOLORFUL

CONCISE USEFUL CONNECTCOMPLETE

INFORMAL ON TIME FRIENDLYINSIGHTFUL

Agree on what those words mean to your team

LOW INTERESTLOW INFLUENCE

HIGH INTERESTLOW INFLUENCE

high INTERESTHIGH INFLUENCE

LOW INTERESTHIGH INFLUENCE

3RD step. WHAT? PLAN!PLANNING BASED ON STAKEHOLDERS

INFL

UEN

CE

INTEREST

involve

inform

Involve influencials

Make info available

When to use it?

Planning based on Stakeholders in a variety of situations will always focus your attention on the customers of your communication. As MC EB, out of defining all the next steps and frequencies with all your stakeholders, you already have outlined your whole Plan.

It can also be used to drive Change Management and new behaviours in the network.

How it works?

1. Identify your internal stakeholders.

2. Classify them according to their influence and their interest on implementation, MC strategy and changes to be driven.

3. Define clear touch points and next steps for each of them according to the graph.

Stakeholder Interest Influence Message Touchpoints &

Activities Who? FrequencyNext Steps &

ddlS

WHO ARE YOU ADDRESSING?

WHAT LEVELS? LOW / HIGH

BASED ON THAT DEFINE:INVOLVE OR INFORM?MESSAGE FOR THEM?

WHAT ACTIVITIES OR TOUCHPOINTS WILL YOU HAVE WITH THIS PERSON

RESPONSIBLE FOR ACTIVITY

HOW OFTEN YOU WILL FULFILL THE ACTIVITY

NEXT STEPS & DDLS TO IMPLEMENT THE ACTIVITY

Ex. LCP HIGH INFHIGH INT

WE ARE RESPONSIBLES OF IMPLEMENTING NATIONAL STRATEGY. WE ARE AIESEC!

LCP Monthly Meeting

MCP MONTHY 1. Set objecitves (MCP=

2. Prepare the presentation (MCP)

3. Sent calendar and reminders (VP OD)

LCP NEWSLETTER VP OD WEEKY 1. Compile week info from MC EB (VP OD)

2. Send info to NST (VP OD)

3. Send News (NST)

LCP SUMMIT MCP EACH CONFERENCE

1. Create agenda (VP OD)

2. Send for feedback (MCP)

3. Tracking OC (VP OD)

ConferencesSummitsmeetings

TrainingsVirtual summitsVirtual meetingsWzp groupFb group

Virtual meetingsemailWzpinbox

Meetingscoaching

3RD step. WHAT? PLAN!PLANNING BASED ON CHANNELS

Ind

ivid

ual

mass

ive

Virtual physical

When to use it:

Planning based on channels is the most typical way of planning your communications, identifying with are the channels you are going to manage with your network and setting a plan about you are going to use them.

Think about how you would go about planning a campaign thinking about frequencies and posts.

How does it work?

1. Identify your key internal channels and classify them according to their scope and their reach considering the graph.

2. Take into account what is the effect of each channel in your culture.

3. Make a plan for your key Channels

A learning story about communication…

“My friend asked me to have the meeting at his place. As a foreign, my clear personal goal for the day had to do with reaching that unknown place of the city where my friend lived.

“I took the bus towards his neighbour and as I was getting closer, I started to feel even more confused about my location. According to my map, I was somewhere near my friend’s house, when I received a phone call from him.

“He asked me where I was and I described the appearance of the streets and the shops outside the bus. He told me “So.. You’re on track! Stay there and go down the bus in the second stop”. It was not until the moment he recognized I was there, that I knew I was on track to reach my goal.”

The 2nd step after setting a goal is setting the way you will recognize it

3rd Brutal Fact!

- An Incentive System consists not only in Awards, but also in Recognition;

- Make a clear criteria for recognition and frequency for it and make sure you recognize those LCs that are GCPs

- The R&R should be based in clear results (MoS)

- You can have more short term recognition (Quarterly) for different Program to push more your timeline

Incentive

system

3Set up yourCHANNELS!

• This is the first touchpoint where you communicate your drivers and strategies to guarantee that everyone understands the main directions and get into the mindset you need for implementation

Conferences

• After this you start with more customized channels to guarantee full implementation. In this part it’s important to try to understand the challenges and get to solutions together with the LC to make sure directions will be implemented.

Summits/ webnairs/ visits

• In the individual coachings you can track and also follow up on the implementation of everything and check specific challenges and try to guide the LC to overcome them.

Individual coaching

Flow of communication of strategies to guarantee implementation

• Conferences need to have a clear objective for operations direction – make sure you communicate your main directions and give the entity the sense of urgency needed

• This is one of the most strategic moment with your network – make sure you use it for planning related communication

Conferences

• Visits/ Summits demand also a good preparation and follow up

• Make sure before the visits you always make a call with the LCP to understand the reality, approach also the main challenges for implementation with the members and make a proper output and follow upSummits/

webnairs/ visits

• A Coaching to be successful needs to really address the challenges for implementation. It’s good to have a guideline for your coaching, but it’s ok if you need to change it to address better the challenges

Individual coaching

KEEP IN MIND

A learning story about communication…

“Each conference included a Clarity of the Why session, but after the last 3 conferences LCPs and members were saying that the sessions were the same. The MCP though “Of course!” because the AIESEC Way is always the same. But in the end, there was this feeling that no-one understood what AIESEC is about.

“That same conference we had an AI Coaching Visit and we asked him to give the CoW session to the plenary. After the session everyone was amazed and after-day surveys showed that people got the idea! It was great!”

“MCP could not understand what happened. In the end, the AI VP just said the same he used to say but with a dynamic, some stories and a pretty PPT”

Content is just 20%. the rest depends on the way you say it

4TH Brutal Fact!

4DRIVE BEHAVIOURS

WITH YOUR od MODEL

BEFORE STARTING, LISTEN!Communicating is a lot about putting in the shoes of the person we want to address. In the case of an entity, communicating is a lot about understanding the network, its needs and qualitieS.

IN ORDER TO SET UP A COMMUNICATION PLAN AND STRATEGY, YOU NEED TO HAVE A CLEAR UNDERSTANDING OF YOUR NETWORK and where you are going with them.

Check that

1. Everyone understand the goals

2. Everyone is on the same path

3. There is comprehension in your team about who you have to be to reach your vision

objectivesAcross this section we will go through a simple model to gain sensing and understanding of our network. This model is just a tool to contextualize what you are doing.

CREATIVITY

DIRECTION

DELEGATION

COORDINATION

COLLABORATION

ALLIANCESGROWTH THROUGH GROWTH THROUGHGROWTH THROUGH GROWTH THROUGH GROWTH THROUGHGROWTH THROUGH

LEADERSHIP CRISIS

AUTONOMY CRISIS

CONTROLCRISIS

RED TAPECRISIS

GROWTHCRISIS

Greiner's Growth Model describes phases that organizations go through as they grow. All kinds of organizations from design shops to manufacturers, construction companies to professional service firms experience these. Each growth phase is made up of a period of relatively stable growth, followed by a "crisis" when major organizational change is needed if the company is to carry on growing.

The "Greiner Curve" is a useful way of thinking about the crises that organizations experience as they grow.

By understanding it, you can quickly understand the root cause of many of the problems you're likely to experience in a fast growing business. More than this, you can anticipate problems before they occur, so that you can meet them with pre-prepared solutions.

More info HERE

ONE GROWTH MODEL

Develop behaviours

Greiner is a cool guide to define organizational behaviours based on the level of development of your programmes, your local entities and the national leadership. It can be a great tool to input your OD Model.

Out of it you can define what is the path of experiences that your entity has to pass through so that to evolve to a new organizational situation.

ICOMM will be influenced by the kind of behaviour in the way you create and implement channels as well as the frequency of the communication. It is worth mentioning that the amount of communication should grow with the growth of the organization. Remember that OVERCOMUNICATING is rather preferable to non communication.

Do no just stay with the information here but also look for other resources. Greiner can be a great tool when widely used.

Growth through FOCUS OF the message?

Creativity ACTION AND IMPLEMENTATION

Direction IMPLEMENTATION BY CLEAR INSTRUCTIONS

Delegation IMPLEMENTATION THROUGH BIG DELIVERABLES

Coordination IMPLEMENTATION TAKING RESPONSIBILITY TOWARDS OTHER’S ACTIVITIES AND COMMITMENTS

Collaboration IMPLEMENTATION FOCUSED ON RECOGNITION TO DELIVERABLES GIVEN BY COLLABORATION

AlliancesFOCUS ON AGREEMENTS BETWEEN ENTITIES AND MCs, ITS TRACKING AND RESPONSIBILITIES TOWARDS THAT

Have you LC coaching Model based on your OD Model

A Coaching Model have to approach:

Leadership: implementation of Team Minimuns by the LCVP/ LCPProduct: clear understanding of goals, market and strategy for the programSinergies: clear connection of how other areas are supporting the growth Talent Capacity: productivity of the members, allocation and Educational

Cycle

Cluster 1 and Cluster 2

LCVP Program 1

MCVP Program 1 (based on focus of

the LC and/or profile) or NST

Keep alignement with LCP

• An alternative is also to have NST’s to coach some LCVPs in specific program

• Using NSTs can be an alternative to create a good pipeline of leadership and a good buy in from the LCs

Message should be not only about operational direction.

Remember the Coaching model: it also approaches leadership

and communication to the members

Cluster 3 and Cluster 4

LCVP Program 1

MCVP Program 1 (based on focus of

the LC and/or profile)

Keep alignement with LCP

• If you have a small entity you can think about making biweekly or monthly meetings with all your LCVPs by program – this will keep them accountable and make thy feel part of the creation of the growth for entity

How to get easier buy in for your strategies

1) Summits and Coaching is a good way of getting trust from your LCs and making them implement things faster

2) Always explain the WHY of the strategies to them and showcase the good cases in the network

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Step nº 3Start with your LCPs

now!

What can you start doing with your LCPs

1) LC Structure suggestions and directions based on Growth Model

2) Goals and Focus suggestions for LCPs: start talking to them about it

3) Start having already monthly chats with your LCP: education for the Team minimuns implementation since the beginning of their term

4) Start with LCP newsletter: giving them tips and general direction of what is happening in the entity and R&R

5) Q5: their first months results will depend on the pipeline they have now – they should already be working for it! Don’t wait until the first day to start working!

Keep in Mind: LCPs are not the MCP network! You should be focus on your on MC team! But your influence can be very powerful and you can and should be involved with the LCPs network

20’Working time

Step 1Od model

Step 2Supportsystem

Step 3lcps

1) Structure2) Message, target, R&R 3) Channels 4) OD Model

Network management