AREA: TM

AIESEC-USP Brazil
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What are the Quality minimums of AIESECUSP?

T e a m

Te

P l a n

J D

JD

T r a i n i n g

T r a c k i n g

C o a c h i n g

E v a l u a t i o n

R e f l e c t i o n

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QMTE TEAM

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What do you think a PERFECT team should have?

Quick Brainstorming:

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In a PERFECT team, the membership:

-Has complementary talents -Has a common goal -All are responsible to reach this goal

-Interact to each other and influence each other

-Respect themselves -Care about each other -Get to know themselves -Motivate each other - Have a commitment with results and with the leader -Find the best way to have democracy and all participation

-Trust each other

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There is no perfection without having first:

Getting to Know Each Other confidence and commitiment should start with it. GTKEO it doesnt need to be done in an area team days, it can be done in a team building or meetings or... TM Tips: Start all the meetings asking how everyones week was, what happened nice, what went wrong, personal relations with AIESEC, then the GTKEO increases and the team leader will understand members and their working attitude/behaviour better.

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Now that everybody knows each other, they should have the same goal.
Mission: what do you want to reach starting with the teams activities? It should contain the purpose of the organization and transmit its values. Vision: Desired situation on long term. What makes us go on even during hard situations? It is wider than the mission. Values: What makes us act the way we do.

TM Tip: Have a session to define the goals for the team as soon as possible. There will be no commitment among the members if each one goes in different directions. You can ask the NST or Trainers for tips on how to create such a session if you need input.

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What else does the team need to contain?

Leader
Training
Game Plan

Reward

Goals and objectives

Right Resources

Communication

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MQET - PLAN

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Planning
It is a simple process that sometimes is presented in a complicated way. group of actions to make a future objective real VISION OBJECTIVES AND GOALS STRATEGY ACTION PLAN TIMELINE
In AIESEC This minimum is about empowerment, to make every team member owner of the goals the team has. In order to do so the participation in strategic planning and in key decisions of the team is crucial, as well as educating the member on how to do its individual operational plan to deliver the job description and the goals and deadlines the person commits him- or herself with.
Key elements: - Participate on planning and decision making (both within the team and the LC) - Operational plan - Goals and deadlines

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Why Planning?
Because our workforce and time is limited For every minute spent in organizing, an hour is earned. Because there are many ways you can do something but some are more efficient than others Because you might face some difficulties on your way http://www.youtube.com/watch?v=nfIx2zk--fk

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7 Steps for a perfect planning!

1. What do we want to reach Vision (Me and us as a team) What is the reason for us to do what we do? 2. How to measure if we achieved what we wanted? Clear goals Vision splitted in many specific goals, reachable and measurable, realistic to the time provided to happen SMART goals! 3. Current State And what are our resources? 3. 1 Internal analysis 3.2 External anaysis

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4. Consider Time Operational Plan Which strategy will be used for reaching Vision and Goals How long will it take 5. Resources Individual planning Leader: Whos gonna be responsible for what and which time? Member: Think about your job. What do you need to do to make your objetives happen? How much time will you need for this? Team: By the end of all your actions, will you deliver your Vision? Do the actions add up to it? 6. Search for tools Which tools are going to optimize your resources and speed up the process? It can be training, benchmarkings, information management, etc. 7. ACT!

Just DO it!
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MQET Job Description

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Job Description
The team experience starts with a Challenge something that I should be responsible for. A good JD is the beginning of everything: it guarantees that the members will understand their responsibilities, the relation with the team strategy and on which basis their performance will be measured. Key elements: - Role - Responsibilities - Time (estimation) - Measures of success - Competencies needed/acquired

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Job Description
For what?
To have a clear overview on the activities and responsibilities para ter um perfil claro das atividades, responsabilidades e competncias para que o processo seletivo seja o mais objetivo e focado possvel To guide the member about his role towards the area and the organization To make the focus/desired results clear, according to the operational plan of your team

Prioritize Put all the activities in order of importance (sometimes trade-offs are needed)
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Goalsetting with the JD

What is it?
Make sure that you clarify on clear goals connected to each JD. If a JD doesnt have clear goals which are connected to it the member wont know what he or she is responsible for within the role. Also, you wont have any chance to measure the success of a person and provide focussed support for the function.

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Goalsetting with the JD

LCP and VPs set goals for the LC (according to legislated national goals)

EB breaks down the LC goals to each team (watch synergies!)

Team goals check foster understanding

VP checks team goals with the Members VP checks team goals with Team Leaders

Teamleaders or VPs have individual Goalsetting Talks with each member

Can be combined with a PDT, difference is between functional and personal goals

Information is added to the Goalsetting and Tracking Tool through the VP or Team Leader
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MQET Training

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What is essential to any training? Before the training:

- Always search for external references to elaborate the training (trying to become an expert, so you get the credibility of the member) - Be accessible to the member so he/she can approach you when he/she feels like a training is needed. -Before your training, find out about the needs and expectations of the people who will receive the training (just check with them), so only the relevant content will be passed. - Planning the training: Fix the day, time and place Have in mind your objectives and your audience Define what you want to present, how you want to do it (method) and how much time will be dedicated to each topic think about methods you liked in trainings you attended Think continuosly which is the best way to pass on what is needed

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What is essencial in any training? During the training:

- From the very beginning of the training, make sure that delegates understand the goals of it and that they know what the content will be - Interact with the audience so the feel more involved and thus can learn more

- Be approachable and flexible regarding other points of view during the training
- Always answer questions regarding the goal of the training, to only adress what matters without losing the focus - You can also ask questions to your audience in order to make the person understand by him/herself (what would you do? what do you think that would be useful for? Etc.) - Speak clearly, meaning loud enough and not too fast (make sure that your audience understands the things you are saying)

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- Dont loose your patience if people dont understand something, avoid speaking with the same tone/voice sound all the time, give interesting examples, ask people to participate and always be on top of things

What is essencial in any training? After the training:

- Ask if the expectations were met if there are further questions - In a fun way, check if people really understood your content - Answer any further doubt or questions - Ask for a quick feedback for making improvements - Last, thank the members and tell they have your support whenever they need

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MQET Tracking and Coaching

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Key elements that belong to a successful Coaching

Confidence

Respect

Determination

Energy
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Emotions and Affect

MQET Evaluation

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Evaluation of personal AIESEC XP!

Have you ever thought about developing tools so the member can have the best XP possible?

There are some examples on the AIESEC network like the Membership helps the VP to know which members are truly acting like AIESECers!

Criteria which

There is also the Quarterly Check, which allows an overview on all the areas in different aspects (LCPs fill it out each quarter) There is also the ICP (Individual Care Plan) which contains a members goals and objectives since the time that person joined AIESEC, making him/her reflect about the development in AIESEC in the present and in the near future. There is also the Performance Spreadsheet, which is more connected to the JD, weekly priorities and presence in team/LC meetings (to be filled out by the VP mainly).

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Evaluation based on Performance!

You know when you are playing warm oder kalt?

This is exactly the way the members feel when they dont have a clear job description, performance evaluation nor feedback of their actions.

Training the VP to evaluate the performance of the members will guarantee that he/she will be able to guide and develop the performance of the members, as well as providing constant feedbacks and new opportunities so the members can reach their goals and developr their potential.

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Understanding it:
1 What is performance?

1. Beginning, executing and concluding given tasks 2. Realizing the goal that was agreed on

2 What is performamce evaluation?

It is a process of evaluation, synthesis and development of professional competencies of the members

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Understanding it:
3. So, why is it important to evaluate the member?
When you provide a feedback for the member after evaluating the performance, you will be helping them to develop and improve the performance, showing the roles and their RESPONSIBILITIES.

4. What will be evaluated?

Evaluating the work based on the performance/results delivered - what was realized?
Competencies in action / individual development- how were things realized?

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Evaluation Sheet:
1 - Get an overview on weekly priorities for each member or subteam:

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Continuando a Evaluation:
2 - Also, you can check the meeting attendance of each member:

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MQET Reflection

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Seeing yourself as you want to be is the key to personal growth.

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Reflection
This brings the meaning of our daily work in AIESEC Its necessary to reflect: Where am I standing now? What do I want to achieve? What do I need to learn? Where are the things that I am dooing now leading me? You are going to take the responsibility of your own development.

PLANNING

IS NOT ABOUT FUTURE DECISION MAKING, IS ABOUT ACHIEVED

RESULTS IN THE FUTURE BY DECISION MAKING IN THE PRESENT.

PETER DRUCKER

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How to do it?
For our purpose we should use a process from the inside to the outside: What are your passions? What are your needs? What are your talents? WHATS THAT THING?
Let yourself go with your thoughts, but keep your feet on the ground so you can leave a path and make clear next steps.

Follow your heart- If you're not following your heart, you're living someone else's dream. Lyn Christian
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When can a reflection process take place?

Team: Team Days /Team Building
We, the team: What do we want to reach as a team? What is our role in our area? Me, Member: For what am I in @? What is my role in the area, LC and other members? Personal/Career planning Allows you to identify the moment you are in your life, your future aspirations, your objectives and goals Coaching Coach should make the Coachee reflect

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Team Team Building / Team Days

-Clarify what is a team -Get to know people -Build identity -Create culture -Give feedbacks to find strengths and weakness. s -Guarantee each ones role understanding -Clarify goals and empower people -Identify what makes the team work slower or none. Remove it or work on how to make less damage -Identify gap between current state and what is desired by the team -Goal-setting, allocation and members development.

Your Team days can have: -GTKEO -Functional sessions(trainnings) -Feedbacks -Dinamics -Free time
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