THE BLUE CODE
A GUIDE FOR TEAM LEADERS
THE BLUE BOOK French here
THE BLUE CODE
everything team leaders need to know, to deliver standards for an excellent membership experience, enable the understanding and living of aiesec values and facilitate inner and outer journey towards achieving aiesec 2025.
introduction
Global Persona
Member Personas are the link between the needs of the youth and what is the value and the unique selling proposition of AIESEC that can help them by becoming a member.
MX Funnel
MX funnel is the journey map of a member in a form of different stages that they go through in their experience. To excel experience in every funnel, we deliver certain standards in that funnel.
MX Spheres
AIESEC MEMBER�direct impact ROTI
MX Standards
The standards are based on the three spheres that any person, member or employee of any organisation should cover to gain a wholesome experience.
The model is designed on direct and indirect impact of the membership. To ensure we achieve this, the members go through the funnel and experience standards.
The AIESEC Member program is an informal education for young people, that focuses on leadership development at the core. Unlike other training courses, university clubs or youth organizations, our product develops young people by delivering a personalized, relevant and measurable leadership development experience, connecting them to a global network of youth and partner organizations.
introduction
What is MX?
MX is the Membership Experience. The program that everyone in your LC is in charge of! In AIESEC Canada, becoming a member means getting the opportunity to experiment various projects and roles that develop your personal skill set. In addition, it means connecting with value-aligned young people where you can find a community.
What are the MX Standards?
These are the basic 16 areas that we want to guarantee is delivered to members who join AIESEC. They provide a guiding point for the Talent Management portfolio and all AIESECers leading a team to deliver a good AIESEC experience (adding onto this will make a great experience!)
Follow this guideline to ensure you are considering the various aspects of leading a team and constructing a personalized, relevant, and measurable leadership development experience.
The AIESEC Member program is an informal education for young people, that focuses on leadership development at the core. Unlike other training courses, university clubs or youth organizations, our product develops young people by delivering a personalized, relevant and measurable leadership development experience, connecting them to a global network of youth and partner organizations.
mx spheres
Interactions between Member with other teammates/AIESECers
SOCIAL
SPHERE
Interactions between Member with the work/tasks
WORK
SPHERE
JOB DESIGN
ENVIRONMENT AND WELL BEING
COMMUNITY ENGAGEMENT
TEAM
PRACTICES
JOB SUPPORT
1
5
4
6
2
COMMUNITY
3
Direction and Strategy
Vision and roadmap 2025
Values and Culture
Leadership
Interactions between the Member with their working environment
PHYSICAL
SPHERE
Contribute to A2025!
mx model is created to support the vision, direction and strategy of A2025, making your experience delivery even more purposeful.
THE MAIN THING!
mx model supports you to create a culture and involve values in your teams to keep the essence of leadership alive.
MX standards is built to facilitate the Inner & Outer journey �of a member - make leadership development happen; What are the benefits, support that could facilitate their experience
Impact
This enables young people to see their connection with the world and take ownership and responsibility for their actions and impact.
Individual responsibility
Taking individual responsibility with clear goals is a first step in the outer journey of leadership development.
Challenging role and environment
Your role and surrounding environment push you to leave your comfort zone, enabling you to learn.
Interaction with multiple stakeholders
The diversity and quantity of stakeholders to which an individual is accountable heavily influences one’s leadership development. For example, interaction with diverse cultures or different types of stakeholders (boss-customer-colleague, AIESEC-company-NGO, etc.)
Support system
In the outer journey there should be some support system for the inner journey. It can be a mentor, coach, buddy, etc. A support system can be provided by AIESEC or any other external stakeholder.
Set personal goals
The inner leadership journey starts with understanding where you are currently and with setting goals for what you want to gain from the experience.
Reflect on your experience
Going through self reflection exercises to understand how you are achieving personal goals, changing throughout the experience, and capture your learnings and realisations.
Understand your personal values
By living the experience and going through inner journey you realise the fundamental things about yourself – your values and how they impact your everyday life.
Reinvent yourself
Capturing the learning from this experience to use it in the future: Understanding your new self.
LEAD
LEAD works as a catalyst in the form of spaces that we provide to our programs’ participants to facilitate their Inner Journey, and thus ensure they are developing the leadership qualities from our model. To do so, the LEAD Content and Learning Environments are used as tools for hosting, in accordance to the objectives and audience.
A young person joins the AIESEC Member Program.
MX FUNNEL�They go through the MX funnel.
MX STANDARDS�They experience standards during their journey
They receive the LEAD content and experience the inner and outer journey.
As a result they are given the opportunity to live the AIESEC values daily, both in their AIESEC experience and personal lives.
let’s look at the role of
mx standards in the
leadership development model
By ensuring the standards are delivered, members experience the AIESEC developmental journey that leads to becoming a better leader!
mx standards
Connecting the individual and organisational goal by taking ownership of the work we do.
JOB DESIGN
Networking with different group of people and communities that would leverage the relationships of the member, influencing the work culture and the effectiveness of performance through forums, activities, rules and policies.
COMMUNITY
Environment and well beings of
member play as important factor on
productivity of the team and
individual
ENVIRONMENT AND WELL BEING
Understanding and providing the important information, knowledge and skill-set needed for the work through alignment across different positions and contracting [optional]
JOB SUPPORT
�
Understanding different community channels through which members can interact and engage with different groups of people and communities
COMMUNITY ENGAGEMENT
Empowering and connecting the team members with each other as well as the organisation by facilitating the leadership development for each member.
TEAM PRACTICES
MX STANDARDS BREAKDOWN
HOW TO DELIVER AND RECOMMENDATIONS
Set common goals with the member that aligns to the KPI and MoS of the role.
• Define how the task could fit with the individual goal and organisation goal�
• See their influence on completion of the task�
• Take ownership for important decisions in the work
JOB DESIGN
1
✓JDs are designed based on persona of member; it could fit with personal strengths, personality, team roles, motivations
✓ JDs are designed to fit with individual goal & organisational goal; allow member to connect with organisation for a bigger purpose
✓JDs state clearly the commitment needed and the routine required
✓JDs have clarity in personal the MoS & KPIs and the individual accountability systems are set accordingly
✓The Personal Development Evaluation is to be delivered through the whole journey (Approved - Realised - Completed); allows member to see consistent development through the journey
✓ PDPs is evaluated in qualitative aspects through reflection and introspection. [bit.ly/21PDP]
✓ The evaluation is built to develop AIESEC Leadership Values and Competencies for member
✓The development path of member is designed based on persona of member: improvement points, frustrations, motivations,... and what are the activities to support these development
✓ The development goals are clear with defined metrics and activities along with supporting materials and tools.
Manage time better by sharing all the tools and resources that members have to fill prior to the meeting or the space.
within 1-2 weeks of team starting
VP TM and Immediate TL
APPROVAL
WHEN
WHO
MX FUNNEL
Monthly 1-1
Immediate TL
APPROVAL - REALISATION�COMPLETE
WHEN
WHO
MX FUNNEL
1.1 JOB DESCRIPTION
1.2 PERSONAL DEVELOPMENT EVALUATION
• Define how the task could fit with the individual goal and organisation goal�
• See their influence on completion of the task�
• Take ownership for important decisions in the work
JOB DESIGN
1
Recommendation: VP TM synergizes with all VPs to develop clear but flexible JDs for the members. This is a brief outline of the JD’s main activities and measures but gives room for a member to explore different areas based off their goals.
Recommendation: As the VP TM you want to help others in your LC learn how to properly coach and conduct these 1-1 spaces with their team members.
Sample
JD Package
bit.ly/21PDP
PDP Resources
1.1 JOB DESCRIPTION
1.2 PERSONAL DEVELOPMENT EVALUATION
Sample
Welcome Package
•The access to relevant knowledge and skill set
before starting the work�
•Understand the important
information about
organisation and the
Position�
•Meet the alignment in job
support and contracting
(in some case)
JOB SUPPORT
2
✓Transition touchpoints take place on time with current and selected members; shadowing is a recommended touchpoint in transitions
✓Member has access to previous teams’ report, materials and tools of the role
✓Member is onboarded with key information, knowledge and practical tasks about the role
✓Member understands the context of past performance and what are the gaps that can be improved in the next term
✓Onboarding plan, timeline and agenda is in place and covers all aspects of individual and team onboarding.
✓Member receives onboarding about AIESEC, organisational vision, culture & direction; allows the member to align personal values with organisational values and feel connected to it.
✓Member receives onboarding about the responsibilities and benefits of the role; allow them to align personal commitment and motivation with the role
✓Member has the first touchpoint with local community and team engagement
Be sure that the team knows how each member can contribute to transition spaces. It’s a team transition, so it should not be only led by the team leader.
Create and share a 15 day onboarding timeline for your members that covers O2Os, team building, department onboarding and progress checks.
within 1-2 weeks, onboarding
VP TM and Immediate TL
APPROVAL
WHEN
WHO
MX FUNNEL
Routine [Monthly, Weekly, etc]
VP TM and EB
APPROVAL - REALISATION
WHEN
WHO
MX FUNNEL
2.1 TRANSITION DELIVERY
2.2 ONBOARDING DELIVERY
✓The Education Cycle is delivered through the whole journey (Approved - Realised - Completed); allows member to gain relevant knowledge and skillset
✓Access to Global - Local Resource Hub is given to member; allow them to learn and relearn the knowledge at any time during the journey
✓The evaluation of Education Cycle are takes place after every touchpoint to measure the effectiveness
Create a resource hub where they can get access to all the required educational materials of Local, National and Global level.
2.3 EDUCATION CYCLE DELIVERY
•The access to relevant knowledge and skill set
before starting the work�
•Understand the important
information about
organisation and the
Position�
•Meet the alignment in job
support and contracting
(in some case)
JOB SUPPORT
2
Recommendation: Transition for EB teams need to be thought about in October ahead of time. It is imperative that previous materials are shared to the new teams and that they are spaces to review learnings.
The National Team releases EB transition frameworks every year, you can also reference ones used in the previous years to guide you.
Recommendation: Organize onboarding in a way that gives the member a basic overview of AIESEC without overwhelming them!
2.1 TRANSITION DELIVERY
2.2 ONBOARDING DELIVERY
Reminder! Education is consistently delivered throughout the WHOLE experience. Learning does not stop!
Recommendation: Incorporate a mixture of different guides, materials, workshops, and activities to educate members. Align how you deliver your information according to how they learn best and ensure you are continuously upgrading their knowledge/skillset throughout the term.
In AIESEC, the best way to learn is through doing. When organizing how you can onboard and educate your members, be comfortable with the fact that they will not know everything going into their roles. The role of the TL/VP is to support them while they learn by doing!
2.3 EDUCATION CYCLE DELIVERY
aiesecanhub.org
Basic Educational
Material
• The relationship we create
and sustain could influence
member’s individual
performance effectiveness,
working culture and their
perspective about the
organisation as a whole�
• The social networking space with different groups of people & community rules are leveraged to develop relationships as a member within the organization
COMMUNITY
3
✓Member is inducted to the social networking spaces with different group of people in the organisation:
‣ (i) Internal: LC - MC - Regional network - Global network
‣ (ii) External: Alumni network, BD partner in local & global
✓Member understand what are the community activities of these group of people, the diversified yet united culture of these group;
✓Member understand the impact of social network could facilitate their cross-culture understanding , cross-organisational learning and boosting individual satisfaction
Facilitate as many networking spaces for the members and leverage that to further promote the member journey and impact on the membership.
Recurring routine
VP TM, VP BD and EB
APPROVAL - REALISATION
ALUMNI
WHEN
WHO
MX FUNNEL
within 1-2 weeks of team starting
VP TM and EB
APPROVAL
WHEN
WHO
MX FUNNEL
3.1 SOCIAL NETWORKING
✓Community rules are different amongst entities, region; but at the same time align with organisational culture, behaviour, ethical code as a whole.
✓Members understand the community rules including: community behaviour, culture, ethical code, what is allowed to communicate/not communicate about AIESEC.
✓Having a set of rules should be applied towards people to protect the community behaviour
3.2 COMMUNITY RULES
Ensure that there is documentation & downscaling of Rules and Regulations, Processes and these documents are maintained in the hubs or somewhere it can be easily accessed.
• The relationship we create
and sustain could influence
member’s individual
performance effectiveness,
working culture and their
perspective about the
organisation as a whole�
• The social networking space with different group of people & community rules
would leverage these
relationships of member
within organisation
COMMUNITY
3
Recommendation: This is a standard that is hard to quantify. When it comes to building a community, 100% attendance is not necessarily the goal; social spaces are dependent on what members are comfortable with. With social networking, it comes naturally and is done with consistent effort.
Tip: Check your LC Bylaws to ensure you have basic policies that protect your members!
3.1 SOCIAL NETWORKING
Community rules consist of both the explicit and unspoken rules within an organization. As the VP TM, alongside the EB, you want to take deliberate actions to develop rules that will allow any member to feel a sense of belonging in your LC.
Recommendation: There are many Culture Building resources available (both through AIESEC and other sources) that you can utilize to analyse how to build a community in your LC.
3.2 COMMUNITY RULES
These rules should be easily understood and accessible by members of the organization. These can also be re-visited throughout the year through expectation setting spaces.
•Community Engagement
is about “What are the channels” & “What are the campaigns” to allow
member engage with
different community�
•Member understand how could they engage with
these group of people
through these community
channels
COMMUNITY ENGAGEMENT
4
✓Community channels are being set in place, including channels to communicate about work related topics, direction downscale information and communicate about important community announcements;
✓Member is inducted to these channels, has accounts set up (EXPA, Slack,...) and understands how it works
✓Member understand how could they engage with these group of communities through channels.
✓Member is encouraged to share their opinions, story and speak up inside the community
Members being our biggest stakeholders here, should have the right to use these community channels with proper understanding of the internal policies of the entity.
within 1-2 weeks of team starting
VP TM
APPROVAL
WHEN
WHO
MX FUNNEL
Recurring routine
VP TM, EB and President
APPROVAL - REALISATION
WHEN
WHO
MX FUNNEL
4.1 COMMUNITY CHANNEL
✓TM, TL & EB together build the activities for community engagement; in order to build relationships with members and encourage them to engage with other stakeholder in the network
✓Community engagement activities could be varied in different way, depending on what are the stakeholders you want members to engage with, such as: Reward and Recognition campaign, Local conference, Connection with Alumni campaign and so on.
Maintain an alumni database to collect useful information about our alumni and update it regularly so that you know about the services that can be provided through standards.
4.2 COMMUNITY ENGAGEMENT ACTIVITIES
•Community Engagement
is about “What are the channel” & “What are the campaigns” to allow
member engage with
different community�
•Member understand how could they engage with
these group of people
through these community
channel
COMMUNITY ENGAGEMENT
4
Communication is key in AIESEC and communication can often be overwhelming. Utilize the following questions to guide your thinking on how you can develop strong communication systems within your LC:
4.1 COMMUNITY CHANNEL
Recommendation: The success of your activities can be measured by turnout but a better measure is whether these spaces allowed individuals to connect.This can be measured through scale questions through feedback forms or qualitatively after the activity.
AIESEC Community Engagement Activities:
Non- AIESEC Community Engagement Activities:
4.2 COMMUNITY ENGAGEMENT ACTIVITIES
• Environment and the well being of members play an
important factor on
productivity and experience of the team
and individual
ENVIRONMENT
& WELL BEING
5
✓Define with members the workspace that would be used and ask for what are their requirements that could support their experience the best
✓Informing members about virtual/ physical equipments could be provided (or could not) to accommodate flexible work teams and individual efficiency:
‣ (i) Physical: furniture, work desk, meeting room, team house and so on
‣ (ii) Virtual: virtual conference platform (zoom, meet), virtual team brainstorming (Miro, Google Suite,...)
✓Consistently measure how workspace is contributing to team and individual efficiency
Having work routines and providing requirements that would facilitate the members to work in the best way possible
within 1-2 weeks of team starting
VP TM and Immediate TL
APPROVAL
WHEN
WHO
MX FUNNEL
Recurring routine
VP TM, VP OD
APPROVAL - REALISATION
WHEN
WHO
MX FUNNEL
5.1 WORKSPACE
✓Ask members about the kind of support they will need in terms of mental health and well being that could support their experience the best; together define the support for their mental health and well-being
✓Informing member about supporting activities could be provided (or could not) for their both mental health and well beings;
✓The activities could be varied in different context, such as provide coaching/mentor for mental health
✓Review on monthly basis how healthy (mentally and physically) members are feeling
Define a climate in the entity which represents a safe space for mental well-being, where members can openly address the issues they are facing. To establish this, understand through surveys, O2Os etc.
5.2 MENTAL HEALTH AND WELL BEING
• Environment and the well being of members play an
important factor on
productivity and experience of the team
and individual
ENVIRONMENT
& WELL BEING
5
Recommendation: As a LC, iron out consistent working spaces that members can recognize as AIESEC working spaces. This could be in your university office or student clubs area.
Note: If a member does not have access to a laptop or consistent access to internet, rethink how you can best deliver the experience to them!
5.1 WORKSPACE
Recommendation: Take into consideration the necessities of different people when it comes to work and AIESEC.
Remember, you may not be the expert in mental health issues or well-being but you can take the time to try to understand and build a safe community
5.2 MENTAL HEALTH AND WELL BEING
• Team practices are an important part of the member experience. The connection with teammates and empowering from team
leaders facilitate the leadership development of members.
TEAM
PRACTICES
6
✓Building the team by connecting the team goal with individual goal and set a plan to implement the strategy; allow members to understand the common goal and feel connected, committed with the team purpose. Team building could include defining :
‣ Team plan: Team goal, values, rules, team behaviours, team name team strategies, team development plan
‣ Team resource: team budget, timeline, productivity
‣ Team implementation plan: team routine, team accountability system, performance support
Make an agenda for all spaces and share it at least 24h before.
If relevant, ask members in advance to send information or ask questions.
within 1-2 weeks of team starting
Immediate TL
APPROVAL
WHEN
WHO
MX FUNNEL
After Onboarding, 2 weeks after starting
Immediate TL
REALISATION
WHEN
WHO
MX FUNNEL
6.1 TEAM BUILDING
✓Conduct engagement space within the team in order to boost the connection amongst teammate, building supportive relationships amongst teammate and enhance learning experience of member in the team. Team engagement could include:
‣ Team space: team days, team bond - Team working hours - Team learning circles
‣ Team coaching: O2O and within teammate and so on
Have some fun spaces or a playlist for the meeting, so there is no need to be silent when waiting for the next space; use breakout rooms to facilitate engagement.
6.2 TEAM ENGAGEMENT
✓Conducting team performance could allow members understand their contribution in the work and reflect individual efficiency. Team performance could include:
‣ Implementation of feedback system - Results evaluation - Performance monitoring - Achievement tracking, Reviews, reports and and so on
For reviews make sure that the template is available 1 week in advance and ensure it’s fully updated no later than 6h before the call;
6.3 TEAM PERFORMANCE
•Team practices are
important part of member
experience. The connection with teammates and empowering from team
leaders could facilitate the
leadership development of
member
TEAM
PRACTICES
6
Recommended Agenda:
When building teams, you can create it around schedules, values, goals, and personality fit. It is up to your LC on how you want to do this and what best fits your reality!
6.1 TEAM BUILDING
Key Point: Not everyone becomes engaged in the same way. If certain members prefer specific touchpoints over others, be flexible in the delivery!
6.2 TEAM ENGAGEMENT
Key Point: The purpose of this is to help the member gain practice skills and achieve their personal goals. This is done through the team goals and operations of AIESEC. It is critical to ensure that your messaging is focused on what’s in it for them and not completely on the LC.
6.3 TEAM PERFORMANCE
✓Conducting team development could leverage learning circle within a team, contributing to team performance indirectly and allow member to see their development. Team development could include:
‣ Creation of a Team coaching plan of action
‣ Creation of individual coaching plan of action targeted to ensure personal and functional development plans are met
‣ Suggested activities: simulation spaces, soft skill sessions, lead sessions, open forum feedback spaces and so on
Facilitate the 70-20-10: 70% of practical experience, 20% peer to peer learning and 10% of formal education to ensure a complete learning and development environment.
Last month of the term
LCVP TM and Immediate TL
COMPLETE
WHEN
WHO
MX FUNNEL
6.4 TEAM DEVELOPMENT
✓Conduct team closing to debrief the achievement as a team, reinforce the team engagement and reflect development of team and individual through the experience. The Team closing could include:
‣ Implementation of Team Debriefing (Reporting on Results, Team Development Review, Feedback of entire MXP),
‣ Transition documentation (Knowledge & Skill Transition, Documents & Tool Transition, Suggestion for Next Steps & way Forward)
‣ Individual Debrief (Final LDA, Personal Development Plan Review) and so on
For transitions and Team debriefs, Be sure that the team will know how each can contribute to the space. It’s a team transition, so that it’s not just the team leaders’ responsibility to talk and be responsible for the moment.
6.5 TEAM CLOSING
• Team practices are an important part of the member experience. The connection with teammates and empowering from team
leaders facilitate the leadership development of members.
TEAM
PRACTICES
6
After Onboarding, 2 weeks after starting
Immediate TL
REALISATION
WHEN
WHO
MX FUNNEL
This is something that occurs continuously throughout the year. It is best to establish a consistent routine that can be adaptable to your membership’s needs.
Examples:
6.4 TEAM DEVELOPMENT
Recommendation: Plan for closing ahead of time! The biggest issue we face is closing clashing with our academic exam schedule. Therefore, you want to ensure you are working around your member’s schedule while establishing these final spaces.
As Talent Management and as a Team Leader, compile these learnings and feedbacks for the next term to learn and grow from. It is critical to establish a clear method to communicate this information within your LC.
6.5 TEAM CLOSING
•Team practices are
important part of member
experience. The connection with teammates and empowering from team
leaders could facilitate the
leadership development of
member
TEAM
PRACTICES
6
THE BLUE BOOK | LE LIVRE BLEU �A GUIDE FOR TEAM LEADERS | 2023