Talent Management: What's New?

It's Time to Rise

What's Included?

  1. Focuses For the Week
  2. Video for Promo
  3. Learning & Development Cycle
  4. A Standard of Excellence
  5. MCVP to LCVP Communication
  6. Your Questions, Answered
  7. Curious Cat #5
  8. Thoughts From Your MCVP

Focuses For February

This month is all about how we choose to rise. You might say it is one of the most critical months for AIESEC in the US. Why? Because now is the time for getting as many 'opens' as possible - without opens, there's nothing to close.


This month I encourage you, as managers of Global Leader to focus on the following:

Check out this cool video from AIESECers in Nairobi! Use it for GL promo :)

9 Young People Volunteer in Nairobi, Kenya | Global Citizen

Learning & Development Cycle

As you all begin to finalize the membership of your LC, I'm sure you're starting to think more critically about how to truly ensure that the proper learning and development is happening with each team. Below you will find a Learning & Development Planning Framework that takes you step-by-step to create a plan and strategy that fits the vision and ambition of your LC.


Learning & Development Planning Framework

A Standard of Excellence

One month has gone by and now it's time for the monthly Team Standards Review! I have made it super easy for you with this TOOL.

MCVP to LCVP Communication

I launched, and I learned...


Due to the fact that the system I set up for coaching has not been able to be utilized by the majority of you because of scheduling, I have decided to change things up!


Every Tuesday at 8:00PM EST, I will host a .....

Your Questions, Answered

You were curious about...

"What is the best way to do member check ins throughout the semester?"


My answer to you is...

As per Team Standards, you should have check ins monthly with your members, but they can happen bi-weekly or even weekly. But, you should not give them, whoever their direct team leader is should (it's their job). These meetings can help to assess performance, personal development, and provide good insights on how their experience is and what's missing.


The following conversational method can be a good tool to teach your VP's and TL's:


  1. Reality: Understand the context first, get to know what's going on so you don't make any assumptions.
  2. Objectives: Once you know where they've been and where they're at, find out where they're trying to go, what are they trying to accomplish and how do they want to grow.
  3. Solutions: Now that you have the full picture, all that's missing is getting from A to B. Ask questions to allow this person to figure out for themselves how to bridge that gap.
  4. Actions: Always end a meeting with a clear set of action steps for how to move forward, this way you have something to follow up on and they have a clear path in front of them. You can also begin the next meeting reviewing progress on these things.


Other ways for you to provide the space for members to check in with themselves is by a buddy system. Now, many of you may be thinking of mentoring programs or families, but I challenge you to question the actual success of those efforts. In my experience, not many of them work effectively.


What I suggest as an alternative is to do something where perhaps at the beginning of each LCM, two members are paired with each other and you pose a thought provoking question that allows them to get to know each other better and pushes them to open their minds. Similarly, you could pose a question at the end of the meeting for them to reflect on what they learned that day and check out of the space. You could have the same pair check in every meeting or you could mix it up each week. This way, not only are you providing a crucial leadership development space, but you are actually building relationships amongst the members of your LC.

Big image

Thoughts From Your MCVP

on creativity and remarkability


and pushing yourself


and on solution orientation - case solving (this could go with standard of excellence) blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah