Your team knows each other, their contacts, added each other in vk.com, facebook.com

Be a role model: This is the best way to make people do something. Attend LCMs, conferences, make sale's calls (however, not too much, as you need time to focus on leading the team) etc. Do not let the team members think: “The team leader did not go. Why should I?”

AIESEC news: You should know the updates, within AIESEC and be able to pass the important ones to your team!

JDs: Before handing out the assignments think through who (in your mind) could be responsible for something. By the second meeting describe the JDs and suggest your own version. Afterwards let the members express their opinion– if it is possible, give people the JDs they like (this way the assignments are less likely to be undone). After you have divided the JDs let the members think those over at home. In the next meeting let them tell you how they understood the JDs and what do they have to do. Let them ask questions so that everything would be clear.

Tasks: In the beginning do not give the members too big responsibilities because getting used to AIESEC takes some time. But remember to start giving some kind of responsibilities right from the start – otherwise they will become bored. Try to understand how much potential someone has (members with more experience might get bored fast when having to do small things).

Budget (e.g. promotion, calling): With budget it is easier to restrict the responsibility and prevent people coming to you with every question. “You have 1000.- to do this. There are no other limitations.”

AIESEC's abbreviations: Start using them from the start but also explain what those mean. Encourage (smilingly and understandingly) the members to ask when they do not understand. Efficient method is to talk about your experience when you did not understand the abbreviations either.

Give time to adjust: Your members have gone through a big change when joining AIESEC. At the beginning they might not know how to plan time – give them tips how to do it and recommend articles/books.

Information management: Teach your team how to manage information coming from AIESEC, introduce various opportunities in Gmail.

Contractual responsibilities (project, OC): You have to watch that everything that has been told gets done. To have enough time for this, you have to delegate other tasks previously.

“Team days”: When your team is on track and everybody knows what their function in AIESEC and in team is, arrange one/two days where you meet and work towards the results. These are important because in a motivated environment, where everybody works towards the same goal, the results are much better.

“Team-buildings”: In the beginning of the term try to focus on mutual fun activities. During one of the meetings brainstorm, what could you do together or let the members think about it at home. It is also important to take pictures during a building because events that have been captured are more positively thought of. It also assures using a social network where your team is presented as a united one.

Your experiences: Tell you team members how your beginning in AIESEC was. Also tell them about negative experiences because then your members feel that you are a trustworthy leader. In addition, members will have more courage to ask “stupid questions”. Talking about your experience is important because then your members can prepare themselves for the unexpected.

One for all and all for one: Create common symbols for your team: slogan, shout, T-shirts, logos. This creates a feeling that you really are one team.

Tracking: Keep in mind that you always have to have an overview of how far your members have reached, do they need help. When you see that deadlines are approaching, send an e-mail for reminding. When a member struggles with an assignment, do not start to “change” the person. Have an eye-to-eye conversation and discuss if he/she has enough potential (and time) to cope with the assignments in the future or maybe he/she is in a wrong team. When there is a problem with a team member, definitely turn to VP TLP or VP TMP support!

Development talk: This is a systematic conversation between you and a member. It is important because members do not acknowledge WHY they are executing these tasks and WHAT do they get out of it. Through a development talk you`ll find out how a member feels while doing a certain task and whether there are any problems. Development talks are conducted once in 2 weeks. For more information you can contact VP TLP.

Mentoring: Mentor is a developer, an advisor, a partner who helps your team member find his/her potential. Mentor is someone experienced in life and AIESEC. Tell your members about this opportunity in advance!

Good luck!

Enjoy the moment and remember: it’s your best project and best team now.

Дата добавления: 2015-11-14