The most important "project" of our term as AIESEC International this year is to bring clarity and belief in the why of our organization.
Up until now we are driving this at every interaction in the organization, at conferences, at summits, at country visits, at virtual calls, and all communication. And I think it is a very important and right strategy. We are feeling the results, as the organization is taking it in, and responding to it. But, of course, in an organization of 80,000 young people, rotating on a yearly basis, it takes time - a lot of time - and it's a process, not an end state.
Last week it came to my mind, that there is another way. It is not instead, but in addition. Because one thing is to talk about and clarify the why and support change in operations and motivation as a result. For it to trickle down and spread.
Another way - perhaps simpler and more powerful is just to provide operational tools where it's embedded. Then instead of people comparing practical operations with a theoretical why it will be opposite. The theoretical why will reinforce what's already there in the operations.
Let me explain. Here is the clarity and the why.
1. AIESEC envisions peace and fulfillment of humankind's potential.
2. As an organization we believe in a constant and fundamental shift in the world through better leadership.
3. Therefore we provide leadership to students and graduates, so that they can be equipped to impact the world. We define leadership broadly, through values, skills, management ability, cultural understanding, execution ability.
4. We develop these leadership skills by (1) taking a professional internship or (2) volunteering experience abroad or (3) working in teams to deliver these experiences or (4) lead teams and manage the organization through that.
5. We know from our organizational past that these experiences are powerful and that (1) AIESEC should grow its physical and virtual reach to provide more of these experiences, that (2) AIESEC really must have the ability to actually deliver on entrepreneurial and responsible leadership, and (3) that a collaborative environment high quality experiences can be delivered.
6. We ensure that our programmes are defined to develop entrepreneurial and responsible leadership through operational definitions, we ensure that all experiences are co-delivered in collaboration, and we make sure that we measure the quantity and the quality of experiences provided.
Hmmm. Clear. Kind of. But it's still theory.
The Embedded Why
When I plan an exchange experience I start by asking the following questions:
These questions repeat - and are evaluated - regularly. In planning, at sales, at delivery, at arrival, during the internship, after and reported upon throughout.
The session above when I hear it after having delivered one exchange? It's clear - because it is just reinforcing operations.
I think by embedding the why in operations, in a simple way, the clarity becomes obvious. And it won't be hard to remind people - as it will be part of the feedback loop into the organization itself.
Now - how to implement?
Up until now we are driving this at every interaction in the organization, at conferences, at summits, at country visits, at virtual calls, and all communication. And I think it is a very important and right strategy. We are feeling the results, as the organization is taking it in, and responding to it. But, of course, in an organization of 80,000 young people, rotating on a yearly basis, it takes time - a lot of time - and it's a process, not an end state.
Last week it came to my mind, that there is another way. It is not instead, but in addition. Because one thing is to talk about and clarify the why and support change in operations and motivation as a result. For it to trickle down and spread.
Another way - perhaps simpler and more powerful is just to provide operational tools where it's embedded. Then instead of people comparing practical operations with a theoretical why it will be opposite. The theoretical why will reinforce what's already there in the operations.
Let me explain. Here is the clarity and the why.
1. AIESEC envisions peace and fulfillment of humankind's potential.
2. As an organization we believe in a constant and fundamental shift in the world through better leadership.
3. Therefore we provide leadership to students and graduates, so that they can be equipped to impact the world. We define leadership broadly, through values, skills, management ability, cultural understanding, execution ability.
4. We develop these leadership skills by (1) taking a professional internship or (2) volunteering experience abroad or (3) working in teams to deliver these experiences or (4) lead teams and manage the organization through that.
5. We know from our organizational past that these experiences are powerful and that (1) AIESEC should grow its physical and virtual reach to provide more of these experiences, that (2) AIESEC really must have the ability to actually deliver on entrepreneurial and responsible leadership, and (3) that a collaborative environment high quality experiences can be delivered.
6. We ensure that our programmes are defined to develop entrepreneurial and responsible leadership through operational definitions, we ensure that all experiences are co-delivered in collaboration, and we make sure that we measure the quantity and the quality of experiences provided.
Hmmm. Clear. Kind of. But it's still theory.
The Embedded Why
When I plan an exchange experience I start by asking the following questions:
- What kind of leadership development am I trying to provide through this Exchange and why do I want to deliver that impact on a young person to come here?
- What kind of impact can that development have on my country/the world/issues?
- How can that experience provide customer value to an organization providing that experience and fundamentally deliver an immediate value to the student experiencing it?
- What leadership will I, or anyone working on delivering this experience and providing this customer value learn?
These questions repeat - and are evaluated - regularly. In planning, at sales, at delivery, at arrival, during the internship, after and reported upon throughout.
The session above when I hear it after having delivered one exchange? It's clear - because it is just reinforcing operations.
I think by embedding the why in operations, in a simple way, the clarity becomes obvious. And it won't be hard to remind people - as it will be part of the feedback loop into the organization itself.
Now - how to implement?
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