Ceo ultimate guide to being a team leader

THETHE
ULTIMATE
A B S O L U T E L Y
TEAMTEAM
LEADERLEADER
guide to being
now I’m a
team leader…
written by team leaders, for team leaders

03introduction
07let’s talk AIESEC04
the leaders we develop05 starting my team
team forming07
team building09
10 weekly team meeting
11 monthly review
12 quarterly team days13planning
what to remember13
what to forget16
18job description
creation of a jd22
how to use a jd2324training
training myself25
training my members26
three steps to team education27
31coaching & tracking
tracking systems32
the good and bad news34
coaching35
cheat sheet36
3 things for coaching38
41quarterly team days45
four ways to rock recognition46
reflection & evaluation
table of contents

HOW TO USE THIS BOOK
Welcome Team Leaders!
It has started! You are the one, you are a team leader of AIESEC in India.
Our organisation is going to amazing places and you are the one to take
it forward!
This guide is not just a textbook for you to be the top-performing team
leader in AIESEC in India neither does this book promise that you will
become the top-performing leader if you read it.
However this book can help you to frame your own team leader
experience in the hopes that you can experience an intense inner and
outer journey so that you can emerge as an individual with stronger
qualities of world citizen, solution oriented, empowering others and self
awareness.
You don’t have to read all of it, but during your journey as a team leader,
refer to it from time to time.
These symbols represent different
responsibilities you have to your
team.
Each aspect will be covered in one
chapter of the book!
You may see these around. These
are tips and tricks written by the
current and previous team leaders
of AIESEC India especially for you!
You may see these around. These
are tips and tricks written by the
current and previous team leaders
of AIESEC India especially for you!
actionsteps
& tricks
tips

BEFORE WE START LET’S
The world is changing. All the time. The world is
definitely a very different place to what it was when
AIESEC started up in 1948. In fact, the only constant
of our world is that it is constantly changing and
because of that the social problems and societal
issues are changing also.
So how are a bunch of young people supposed to
achieve Peace and Fulfilment of Humankind’s
Potential?
We need one solution. We need the right people who
can go and solve these issues! We, as AIESECers
understand that leadership is the fundamental
solution to the world’s needs.
But before we move onto WHAT our organisation does
to develop leadership, leadership is a big term. What
do we mean exactly by leadership?
Let’s Google it shall we?
TALK
AIESECSo What is the story of our organisation?
As an organisation we aim to
achieve Peace and Fulfilment of
Humankind’s Potential. This is
our vision, but in simple terms you
can think of this as our ‘Why’. This
is WHY we do what we do., this is
what is driving our organisation
forward.
But how do we achieve Peace and Fulfilment of
Humankind’ Potential?
Around 800 million
people go hungry in the
world every day
1,400 women will
die today as they
do every day, from
1,400
29,000
About 29,000 children die
each day, most from
easily preventable health
problems
illnesses related to
pregnancy and childbirth
which are easy to
diagnose and treat

BEFORE WE START LET’S
TALK
AIESECSo What is the story of our organisation?
leadership
/‘li:dəʃɪp/
noun
• the action of leading a group of people or an organization, or
the ability to do this. "different styles of leadership"
synonyms: guidance, direction, authority, control, management,
superintendence, supervision
• the state or position of being a leader. "the party prospered
under his leadership"
synonyms: headship, directorship, direction, governorship,
governance, administration, jurisdiction, captaincy
• the leaders of an organization, country, etc. plural noun:
leaderships "the leadership was divided into two camps"
In AIESEC we talk about Leadership in terms of four
qualities. We believe that the leadership the world
needs is people who are Empowering Others,
Solution Driven, Self Aware and are a World Citizen
check them out here!

THE
LEADERS
We can think of this s the ‘WHAT’ AIESEC does. Our
‘What’ is through our Experiential Leadership
Development Programs which include the Global
Community Development Programme, Global
Internship Programme, Team Member Programme and
Team Leader Programme through which young people
can go through the inner and outer journey of
leadership.
WE DEVELOP
How do we develop this leadership?
You, as a team leader are going through the ‘what’ as
you read this book and throughout the next few weeks,
months or even years will develop the qualities of the
leadership development model that you see next to you.
Inner and Outer Journey is a model used and framed by
AIESEC as the way that individuals can go through an
intense ‘outer journey’ which describes the environment
you are in and a reﬂective ‘inner journey’ which
describes the elements of self reﬂection and reinvention
as a result of that external environment to enable the
development of Global Citizen, Empowering Others,
Solution Driven and Self Awareness Qualities.
So if you think
about it, your
role as a team
leader is
developing your
leadership in
order for you to
be the change
the world
needs. Let’s get started!

STARTING MY TEAM
Easier than everyone thinks.
KEY
ACTIVITIES:
Team
Forming
(recruitment
& identity
creation)
Team
Building
Activities
Weekly team
meetings
Monthly
team reviews
Quarterly
team days
Team Forming
WHY
HOW
It leads to cohesiveness between members and
team leaders by knowing them as a person, as
a human but also knowing them as a team
member (their skills, strengths, behaviours,
goals)
The ﬁrst step is through the allocation process.
It is important for you as a Team Leader to
have the opportunity to select your own team -
own this right.
“Team Forming is done
through identifying the
correct people for the
department. From
mentorship report, the we
can select our members
along with our VP. This is
done by identifying the
members preference and
potential.”
- Anonymous Team Leader
“Place people in
the right position.
Focus on their
strengths and
place your best
people where
your best
opportunities
are!”
- Dey Dos
Simply how you get to know your team,
how they get to know you and how
together you know what the team is all
about.
“Why is this important? can’t I
just start work straight away?”
“Why is this important? can’t I
just start work straight away?”
“You have the right and the
privilege to select and form
your own team”
“You have the right and the
privilege to select and form
your own team”
team
forming is
more than
just your
first team
meeting!

FORMING MY TEAM… a bit harder than what I expected
KEY
ACTIVITIES:
Team
Forming
(recruitment
& identity
creation)
Team
Building
Activities
Weekly team
meetings
Monthly
team reviews
Quarterly
team days
Team Forming
The second step is through the co-creation of the
team identity, this is the most important. All the
members of the team need to understand what the
team is all about.
These are the questions you should be asking:
What is the team purpose?
What is my individual contribution to the team
purpose?
What is expected of me?
What should I expect from others?
Do I know my members?
Do my members know each other?
Does everyone know how to work with each other?
The Drexler-Sibbet
Team Performance
Model is a fantastic read
if you want to know how
not-for-proﬁt teams
should ideally form.
Great resource to
identify where is your
team currently and
where you need to go.
“The hardest part of any
team model is identifying
where you are, but once
you have you CAN easily
decide what is needed to
move to the team stage”
“The hardest part of any
team model is identifying
where you are, but once
you have you CAN easily
decide what is needed to
move to the team stage”
& tricks
tips

BUILDING MY TEAM
KEY
ACTIVITIES:
Team
Forming
(recruitment
& identity
creation)
Team
Building
Activities
Weekly team
meetings
Monthly
team reviews
Quarterly
team days
Team Building
What should I do to make my team bond?
WHY
Helps bonding between the team members. It
delivers the importance of working together
as a team, which is important for eﬀective
functioning of the department.
WRONG QUESTION
How can I build belonging and trust
within my team?
HOW
Team Building is about creating belonging
amongst the team and starting the process
of trust building.
There should be a feeling of
pride to be amongst the team,
acceptance amongst each
other and each person feel as
if they are ‘in’
“The first team meeting that I
conducted was nothing related to
work, because I wanted my team
to connect on a personal level
first. This helps them to get to
know each other better and hence,
perform better.”
-Jyotsna
“The first team meeting that I
conducted was nothing related to
work, because I wanted my team
to connect on a personal level
first. This helps them to get to
know each other better and hence,
perform better.”
-Jyotsna
WHATfigure it out

KEY
ACTIVITIES:
Team
Forming
(recruitment
& identity
creation)
Team
Building
Activities
Weekly
team
meetings
Monthly
team reviews
Quarterly
team days
Sunday Football
League:
Members of AIESEC in
Mumbai meet every
Sunday to host inter
department football
matches. This leads to
the members
becoming more
comfortable with each
other, and bond as a
team
Case Study:
Weekly Team Meetings
HOW
Meetings are a space that
allow the members to connect
to the team and work
eﬃciently. Meetings ensure
strong communication and
they bring everyone to the
table and to the focus/direction
of the team.
One on one interactions with the team
members helps the team leaders to get to
know the members on a personal level and
enable the alignment of team activities
towards results needed from the team.
This step is up to you.
Before you have a meeting, go
through these questions?
What is the purpose of my meeting?
Do I have an agenda? Who will time
it?
Can any of the content be done
virtually? eg. checking priorities on
online tracker?
Will it go over 90 minutes? Why?
How will we allocate responsibilities?
Can this be a standing meeting?
BUILDING MY TEAM
what do your meetings look like?
WHATfigure it out

KEY
ACTIVITIES:
Team
Forming
(recruitment
& identity
creation)
Team
Building
Activities
Weekly team
meetings
Monthly
team
reviews
Quarterly
team days
Monthly Team Review
WHY
HOW
Monthly team review helps to ﬁnd where
the team is headed and identify the key
lacking and loopholes by evaluating
performance and taking feedback from
each other according to the output
strategy through which the plans can be
revised.
Start and end with numbers
Ask ‘Are we there yet?’
Don’t change the goal - change your
strategies/ plans
Let the team bring up issues that need
to be discussed
WHATfigure it out
“By conducting monthly team
reviews our members became
aware of their growth over the
last month and were able to
redefine learning goals”
-Wyonna
“By conducting monthly team
reviews our members became
aware of their growth over the
last month and were able to
redefine learning goals”
-Wyonna
BUILDING MY TEAMWhy should I have one? Every month!!
for monthly team review
& tricks
tips

KEY
ACTIVITIES:
Team
Forming
(recruitment
& identity
creation)
Team
Building
Activities
Weekly team
meetings
Monthly
team
reviews
Quarterly
team days
Quarterly Team Days
WHY
HOW
These help to analyse and review the pros
and cons of the quarter, thereby allowing the
strategising of the way forward to strengthen
the weak points.
“The success of a
team day is largely
dependent on
what happens
before”
-Anonymous
Quarterly team days depend largely on the needs of the
team from a personal and professional standpoint. Assess
your team and ask ‘Are we on track’? in terms of
team building or the team plan. This is the time to check
the data, assess where you are and how much you still
need to cover. Don’t forget to review the plan and the job
descriptions of each person in the team!
It is also a chance for you to ensure team development is
on track - consider 360 feedback, team building activities
and/or appreciations.
BUILDING MY TEAMmore than a formality?
WHATfigure it out
“After each quarterly team
day, the team’s vision is
broadened and mistakes are
rectified.”
-Jeff
“After each quarterly team
day, the team’s vision is
broadened and mistakes are
rectified.”
-Jeff
actionsteps
create your team purpose with your
team
hold your ﬁrst team meeting
feedback your ﬁrst team meeting with
your team and yourself
create a team building agenda

THINGS
KEY
ACTIVITIES:
Planning
Re-planning
Quarterly
Review
OKAY I HAVE MY
TEAM, NOW WHAT?
TO REMEMBER ABOUT PLANNING
1.Pre-planning is important
In order to have effective planning you must have the right
data and research to commence. Before you start your
planning process - ask yourself
a) What data will we need to plan goals and timeline?
b) Do we know what has happened for the past 2-3 years
in our department?
c) Do we have enough information to start and finish this
planning process.
2.Build Ownership
Why should I use KPIs?
It is the KEY to success
of your organisation
It is related to
PERFORMANCE - it
can be measured and
quantified
It can be used as an
INDICATOR - it provides
leading information
about future results.
What is a Key
Performance
Indicator? (KPI)
Make better decisions
Have a clearer focus
Track performance
Stronger coaching
you have two choices:
1. Make decisions about where you want to go
aka. make a plan
2. Go on autopilot
5
What will you do to ensure that each individual understands his/
her contribution to the plan?
Planning is not the role
of the team leader and
you don’t just want to
plan for yourself? You
need to plan for the
team to contribute - so
The question is how will you build
ownership of the plan for your team?

KEY
ACTIVITIES:
Planning
Re-planning
Quarterly
Review
MAKING THE PLAN:
The plan should contain individual action plans,
clear goals and timeline.
3.Plan to track the Plan
Your plan should include your evaluation points of your
activities and strategies. For every plan that you make you
must have a way to track it and that must be within the
plan!
For example - My goal is to lose 20 kgs.
Plan:
- Go to Gym
- Eat Healthy
- Go Swimming
How do I know if going to the gym is
eﬀective enough to lose 20 kgs?
How will I measure if my swimming is
adding value to lose 20 kgs?
When will I lose 20 kgs?
How often do I eat healthy?
How will I measure if I am really eating
healthy or not?
All the answers to these questions lie within how you make
your Plan trackable and measurable.
A
B
1 2 3
For example don’t
just plan how to
get from Point A to
Point B. Plan how at
stage 1, stage 2 and
stage three you
know you are going
the right direction.
For example don’t
just plan how to
get from Point A to
Point B. Plan how at
stage 1, stage 2 and
stage three you
know you are going
the right direction.
You should measure
2 things:
1. The Outputs and
Outcomes that
need to occur ‘at
the end’
2. The Activities and
actions to lead to
the outcome that
can be tracked
during the
process.
eg.
1. Lose 30 kgs
2. Going to the
gym 3 times a
week
& tricks
tips
for kpis

KEY
ACTIVITIES:
Planning
Re-planning
Quarterly
Review
PLAN:
4.If you feel safe, it’s not a good plan.
Plans are based on strategies and strategies are always
involving risk. If your plan is making you feel safe then perhaps
it’s too restrictive or not risky enough.
5. Plans should be dynamic, goals
shouldn’t.
Due to the nature of plans - it’s okay to re-plan and adjust your
activities as you move forward. Things will never turn out as
your expect. As you learn what strategies are working and
which aren’t - keep adjusting as you progress.
However your goals should not change.
Change your strategies to meet the goal -
but never change your goal.
THINGSTO remember ABOUT PLANNING
5
THINGSTO forget ABOUT PLANNING51.Planning is a formality
If you want to build ownership within your teams about
Planning, it should never be a formality.
2. Planning is complicated
The simpler you make your plans the easier they will be to
refer to and the more they will be used by your team.
A Gantt Chart is a
popular way to to show
activities versus time.
On the left will be a list
of activities your team
needs to accomplish
and on the right is a
time scale.
This allows you to
clearly see when does a
project start? when
does it end? How long
will it last? etc.
What is a Gantt
Chart?

KEY
ACTIVITIES:
Planning
Re-planning
Quarterly
Review
3. Over-planning is good
Allow for ﬂexibility in your working style and the working
style of others.
4. Planning takes a long time
If you’ve done the research and the pre-planning, planning
can easily be completed within 1 hour. Prepare well and
planning can be a fast, fun activity with your team rather
than a administrative formality.
5. If it doesn’t work, scrap it
AIESEC works fast, but sometimes we throw away
strategies before going them the chance to work. Think
before you scrap everything.
THINGSTO forget ABOUT PLANNING5
If Plan A
doesn’t work
there are 25
more letters in
the Alphabet
If Plan A
doesn’t work
there are 25
more letters in
the Alphabet
What should a plan look like?
simple!
Have your goal.
What do you want to achieve?
How you are going to get there.
Who will do this?
When will it be done?
actionsteps
Plan your team
planning day
Facilitate and
create your ﬁrst
team plan with
your team!
Update your
team plan weekly
Review your
team plan
Re-plam

KEY
ACTIVITIES:
Planning
Re-
planning
Quarterly
Review
other super important
elements of planning!
Re-planning
Re-planning doesn’t need to always be the formal Quarterly
re-planning process. It can as simple as one of your
members changing their weekly timetable and editing their
plan as they progress week-by-week.
Make sure that your plan is so simple that it allows for team
members to adjust their individual plans to it.
Quarterly Review
The Quarterly Review is the formal re-planning process with
the entire team. The key theme of the Quarterly Review
should be:
a) Are we on track with our outcomes/ goals
b) What did we learn? How does that change things?
The focus of your re-planning should be
to refer to the goals and KPIs and review
is these are on track or not.
You can use a simple framework of
Start, Stop, Continue to collect and channel the key
learnings for the quarter. Ensure these changes are
reﬂected in your planning sheets.
Quick Test!
What is a Key Performance Indicator?
What are the three things a plan should contain?
What is a Gantt Chart?
When is the right time to change a goal?
Answers to
test:
1.KeyPerformanceIndicatorisameasureofwhatwillmakeyouor
yourteamsuccessful.eg.KPIofsalesactivityis:5coldcallsper
week.
2.Aplanshouldcontainanindividualactionplan,cleargoalsanda
timeline
3.AGanttChartisahorizontalchartthatshowsthelistactivitiesand
whentheywillbecompleted.
4.Thereisneverarighttimetochangeagoal.Reconsiderifyouneed
tochangethegoalorchangethestrategytoreachthegoal.

KEY
ACTIVITIES:
Creation of
the Job
Description
from the
Plan
Negotiation
of the Job
Description
with the
members
Quarterly
Review of
the Job
Description
It is so that each member understand his or her role and
contribution.
It tells a member what they need to do, for how
long they should do it, the main ways they will
be measured and the knowledge, skills and
attitudes needed but also developed for the job.
what do my members do?let’s deﬁne it in a job description
what is a job description?
" According to me, Job
Description is an integral
part of anyone's AIESEC
experience. It gives them a
clarity as to what is
expected out of them.
If they have a clarity of
what they are supposed to
do, then they will do it
better and with more
heart. It will connect them
more to the organisation
and will result in more
productivity.
Job descriptions are
something that should be
implemented strongly in our
LC’s and I will make sure
that they are implemented
well here.”
-Jeel Sanghvi, Ahmedabad
productivity.
well here.”
productivity.
well here.”
productivity.
well here.”
JOB DESCRIPTION

KEY
ACTIVITIES:
Creation of
the Job
Description
from the
Plan
Negotiation
of the Job
Description
with the
members
Quarterly
Review of
the Job
Description
JOB DESCRIPTION
How do I make one?
“So you’re put into a team which has
been given particular targets to be
achieved, what would you want to know
ﬁrst? It would be …
The JD’s contain roles and
responsibilities, duration, MoS,
competencies required and developed.
Roles and Responsibilities: the team member has to be
given some responsibilities and they can be held
accountable for the work delivery. This way each person
has the responsibilities and the work burden narrows
down.
NOTE: Responsibilities doesn’t mean that the particular
team member has to complete the whole task. It simply
means that he needs to make sure that the work is done
and the work doesn’t reach to the level above in the
hierarchy (team leader in this case). Therefore if a
member is unable to complete the task he has been held
responsible for, he has to make sure that the particular
task has been given to some other person and the output
isn’t aﬀected.
“what do I have to do?’”
The Job Description is what a new team
member’s role and contribution in the
team that would help achieve the team
goals.
It channelizes the work and makes the
work easier by dividing it in the group.

KEY
ACTIVITIES:
Creation of
the Job
Description
from the
Plan
Negotiation
of the Job
Description
with the
members
Quarterly
Review of
the Job
Description
JOB DESCRIPTION
A Job Description gives clarity for a team member in
understanding his role in the team. When a documented
proper JD’s are given, it brings a sense of professionalism
amongst the team members which is a very important
factor in achieving the team goals.
So basically after you get a JD, you know how critical your
job in the team is, and hence a sense of responsibility would
help in making you work more eﬀectively.
A team leader expects something from the team member,
so the JD acts as the base of expectations from the team
member.
—
If a proper document is maintained, the
member can go through it whenever he
wishes to, which would help in making
his task productive and also can help
him in self-realisation after completing
the task and the member and the leader
can keep a track of performance.
—
When a work is divided segmentally, it helps making the
work easier and the team goals could be achieved easily at a
smoother pace.
What important to remember is that: Job
Description’s are tangible
Why do we need one?

KEY
ACTIVITIES:
Creation of
the Job
Description
from the
Plan
Negotiation
of the Job
Description
with the
members
Quarterly
Review of
the Job
Description
JOB DESCRIPTION
HOW
JD is basically the tasks and expectation
setting of a team leader and a team member.
So, when JD is given to a team member, he
himself knows what he has to do and what is
expected out of him. The team leader then
explains the team and the term plan to the
team members for the easy understanding.
When the team leader interacts with the team members, he
can ﬁnd out the competencies of the team members
through some basic tests and conversations and hence he
can analyse the member or make a SWOT analysis so that
he can focus on the member’s strength and can make the
JD’s better.
—
Job Descriptions should be adjusted to
bring out a member’s strengths.
—“Team Minimums are very
important and need to be
implied in every team.
According to me
the most important Team
Minimum is giving the
members a very well
defined Job Description.
The reason being it gives
every member a perfect
idea as to what is
expected out of them in
the team.”
- Aditya Punjabi, VIT
“Team Minimums are very
According to me
members a very well
idea as to what is
the team.”
According to me
members a very well
idea as to what is
the team.”
According to me
members a very well
idea as to what is
the team.”
According to me
members a very well
idea as to what is
the team.”

KEY
ACTIVITIES:
Creation of
the Job
Description
from the
Plan
Negotiation
of the Job
Description
with the
members
Quarterly
Review of
the Job
Description
JOB DESCRIPTION
Then the team leader distributes the job keeping in mind the
following this:
The JD’s should be department speciﬁc
and not be generalised. For example JD
of a member of iGIP would 90% diﬀer
from one of the Marketing Department.
So keep the JD’s department specific.
The 80-20 ratio should be kept in mind by the team leaders,
and accordingly the plans and JD’s should be explained to
the members.
80-20 Ratio
What is the job role
of you - the team
leader and what is
the job role of your
members?
When in doubt, follow
the 80-20 rule.
20% personal
productivity
80% empowering,
developing and
leading others
what’s the link
between the plan
and the JD?
WHEN?
How can you make a Job
Description from the Plan?
Retention will be a word not used in AIESEC
INDIA is JD’s are implemented properly.
Everyone will stay.
Right after you make your plan, plot your
timeline, understand what are the
competencies required and how will you
align with the members you have.
This will tell you how
people are ‘specialised’
in certain areas.
For example one
member receives more
sales activities can have
a sales JD.
Your plan will have the activities with the key
responsible.

KEY
ACTIVITIES:
Creation of
the Job
Description
from the
Plan
Negotiation
of the Job
Description
with the
members
Quarterly
Review of
the Job
Description
JOB DESCRIPTION
You might originally receive a template of a Job Description
for your team. However it is your responsibility to tailor this to
your team plan and the individual members.
It is important within
the ﬁrst 10 days of a
member joining your
team for you to
clarify and negotiate
the Job Description.
This process is
called Job
Description
Negotiation
—
Based on this knowledge you are able to
edit the Job Description with them to suit
the member’s needs to ensure higher
development and therefore high
performance.
—
This means that you ﬁnd out this member’s strengths and
weaknesses, personal and professional goals and their
expectations of the organisation.
Quarterly Review
Every time you adjust the plan, you must also adjust the Job
Description. Therefore a Quarterly update of each JD is
necessary.
In your quarterly review you can do you performance
assessment and based on the performance achieved/ not
achieved and change in personal and professional goals edit,
remove or add roles, responsibilities and MOS.

KEY
ACTIVITIES:
Initial
Education:
Transition/
Education
Education
Planning
Conferences
Outsourced
Education
TRAININGEvery team has an educational cycle that includes
a breakdown into knowledge, skills and attitudes.
This should be based on the operational and team
cycle and can enable and drive the job description.
WHY
Your team members have their JDs, but
don’t know how to go about it. Training
them will build a concrete base in which
they can work and explore. For example, If
your member has to get ﬁve ICX raises but
isn’t clear on cold calling. There will be no
productivity.
- Akshat Shivkumar
be concrete
Team Members have to explore
themselves and come up with
solutions. They cant solely depend
on their team leaders for providing
them the required information. This
way you have chances of
generating innovative solutions.
-Akshat Shivkumar
independence
foundation
Foundation is required so
that plethora of
developments can occur.
Focus on providing team
member which such a
strong foundation so that
they get clear about the
operation and crystal clear
about the objective. 
 
They should be well aware
of the principles and not
more on techniques and
tactics are manipulative.
-Siddhant
need sensing
-Exploring skill sets
needed for the
department. 
 
-Archie
“spoon feeding in the long run teaches us nothing but the
shape of the spoon”
- M. Forster
“Using google forms to
know your members
existing skill set.”
Don’t forget about
the Global Learning
Environment
Forget the
perception that
training has to be a
session at a
conference. Training
can be within the
team or a simple as
a conversation with
your team member

What else can you do to train yourself?
Talk a previous MB from last year
read articles from Harvard Business
Review/ Forbes on the topic you want
to learn
Inform your EB/ LCP/ MC of the
knowledge you want to gain.
Attend a national or international
conference
Apply for an online course
Ask your VP for a book read
recommendation
KEY
ACTIVITIES:
Initial
Education:
Transition/
Education
Education
Planning
Conferences
Outsourced
Education
What is the education I as
a Team Leader need?
TRAINING
HOW
Let’s ﬁrst consider you the reader. What is the initial education
that you need as a new Team Leader? Or what is the initial
education you have already received? As a team leader you
cannot be restricted to what you have been given.
Kudos to you for reading this book to gain more knowledge!Skill Development
“As a member in
the Marketing
Department, I
wanted to learn
how to use
photoshop & mail
chimp. During the
course of time I
eventually learned
how to do it.”
“Training is not just a
classroom … this can be
done through a webinar,
google hangout with the vp
and even a the conference.”
-Shivani Sapra
-Shivani Sapra
-Shivani Sapra
actionsteps

KEY
ACTIVITIES:
Initial
Education:
Transition/
Education
Education
Planning
Conferences
Outsourced
Education
Now, as a Team Leader how do I start the initial education
process? Always, always refer to the competencies
required and developed within the job description.
—
What are the key skills, knowledge and
attitude that someone would need to
perform this JD to the best of their ability.
—
Hopefully you were part of the selection/ allocation process
otherwise ask someone for the details - so now you can
compare! What are the key knowledge/skills/attitude
someone would need - what knowledge/ skills/ attitude
has your new member displayed . Now make your initial
education plan as a gap analysis of this.
What is the education my members need?
Operational Cycle
Modules:
The operational cycle
is a collection of
theory-practice
modules, designed to
take members
through a learning
experience as
qualitatively as
possible while
allowing them to
convert this learning
to performance in
parallel.
Case Study:
TRAINING
Knowledge: What are the
basics of your members
Job Description that they
need to know?
For Example:
What is Exchange?
What is the role of Exchange in AIESEC?
What are the customer ﬂows?
What is Net Promoter Score?
Skills: What activities does
your new member need to
complete? What are the skills
that can enable my member to
perform this activity better?
For Example:
I need to deliver a pitch for projects: Sales Skills
I need to plan a project: Project Management Skills
I need to contribute to the team: Team Management Skills

KEY
ACTIVITIES:
Initial
Education:
Transition/
Education
Education
Planning
Conferences
Outsourced
Education
For Example:
I need to achieve my goals: Attitude of achieving, striving
for excellence
Attitude: What is the
world/self
perspective that your
members need in
order to be high
performing and high
developing?
TRAINING
What do I do next?
.
Make a Plan.
Planning is important. So often many Team Leaders reach
the end of their term realising that they never planned for
the education of their teams and as a result operations or
the team achievement suffered.
So how do I plan for my team education?
THREE
steps
team
to education
11Education Plan must be
based on the team plan.
Operations timeline should inform when you need to educate
you team members. For example. Does it make sense to teach
your members about promotions during matching time?
22 Needs Sensing should
inform your plan.
As with any plan, your education plan should be dynamic
and flexible. Need Sensing is your ability to see what is
happening with your members that tells you where their
education/ training is lacking or needs improvement.
You can do this
through simple
questions in a survey
“What knowledge or
skill gap is stopping
you right now from
doubling your
performance” or
assessing needed
skills “Rate your sales
skills out of 5”
Need Sensing
through conversation
or survey
actionsteps
make your first team
education plan

KEY
ACTIVITIES:
Initial
Education:
Transition/
Education
Education
Planning
Conferences
Outsourced
Education
After you identify the key educations/ trainings that need to
be delivered you must ensure that these are placed within a
plan/ output. Think about these questions that will help you
plan.
What are the outputs (short-term results) and outcomes
(long-term results) of the training? How will you measure
it?
How will you deliver the training? Are you using elements
of the Global Learning Environment? Does the training
need to be always in a session - can it be in a team
meeting?
When are these trainings happening and are they
consistent with the operational timeline?
Does my plan reﬂect all the answers to these questions?
Conferences
Delegate
Be part of activities
and discussion
which helps us to
discover more and
clarify our
information
Facilitator
Team Leader
Guide your team through
the diﬀerent activities and
conversations and enable
their learning through
mentoring.
Share your
knowledge and
stories and enable
your own growth
Always be frequent in
passing on information
and have a frequent
reminder of the
previous session plus
the assessment
continued with a
related topic on the
current meeting to not
forget nor get
confused avoiding the
lack of interest, The
current topic too needs
to be the bridge
between the future and
past sessions.
TRAINING
33 Ensure the plan has an output
“Conferences have taught
me a lot, it has given me
an inner of the
organization has helped
me network and build
more friends”
 
-Eklavya Shetty
an inner of the
more friends”
 
-Eklavya Shetty
an inner of the
more friends”
 
-Eklavya Shetty
& tricks
tips
for training

KEY
ACTIVITIES:
Initial
Education:
Transition/
Education
Education
Planning
Conferences
Outsourced
Education
“Google how to train someone”  
 
The one who uses google for
everything is the one who’s
learning the most. Google
acts as the most prior way
under outsourced education
to train someone. Google can
give thousands of way of
training differently to
different person.
Eg: You want to train
someone on pitching skill use
google to have some
effective phrases lack in
the pocket to strike on
phrases back in the pocket
to strike on the right
point. How to keep
conversation interesting? If
we have access to knowledge
provider like google, make
full use of it.
It helps to check where we
are lagging, how to improve,
work on it. As a TL, how to
improve, work on it. As a TL
we can gain knowledge also
and apply in the most
efficient way”
-Parth
 
different person.
google to have some
point. How to keep
full use of it.
efficient way”
-Parth
 
different person.
google to have some
point. How to keep
full use of it.
efficient way”
-Parth
 
different person.
google to have some
point. How to keep
full use of it.
efficient way”
-Parth
TRAININGactionsteps
Start now! Google
how to train someone
and do some basic
research

KEY
ACTIVITIES:
Initial
Education:
Transition/
Education
Education
Planning
Conferences
Outsourced
Education
Outsourced Education
External references within your training:
We’re not always experts for all the content we need to deliver
during training and in order to deliver the best content it is
important to leverage off external references. Why?
Make your point catchy. Ensure members understand it from
various points of view. To spice things up - make it interesting.
Don’ts
Overdo this. It might cause their
distraction from the gist of the topic.
Show complicated videos or articles
like a 45 min TED-X video
Do’s
Use relevant videos and articles
Give a debrief after the content 
Throughout our AIESEC journey we come across clients,
alumnus and senior members who expertise in certain areas
such as customer relationship management, on ground
marketing etc. When training our members we should not use
the contacts to help us train our members and acquire an
outsider’s perspective. 
For example, you could provide your members with sales
training by having them call up alumnus or senior members
and pitch them as potential clients. This way members would
learn his areas of improvement and not affect potential
customer flow. 
Skype calls, webinars and team day meets with these
individuals would help members to gain on outer perspective
and it would also align with the personal goals members have
joined AIESEC for. It acts as a resource.
-Amruta Sukumaran
External Mentors and Outsourced Education Case Study:
TRAINING

KEY
ACTIVITIES:
Weekly Team
Meeting
TRACKING
Tracking is to ensure the
implementation of the
plan. It is based on the
plan and also the Job
Description.
It enables us to measure the success and productivity
of our local entities, teams and members. Tracking
also enables us to react and make good decision
making if problems arise.
WHY
“In my previous
department, trackers
were made to keep the
record of work done in
which we were supposed
to fill colours according
to work done(green),
Pending/in
process(yellow), Not done
(red). Also we were ought
to fill a tracker
regarding our personal
goals and priorities for
short term.”
- Anonymous
“In my previous
Pending/in
to fill a tracker
short term.”
- Anonymous
“In my previous
Pending/in
to fill a tracker
short term.”
- Anonymous
How do I make sure my members are performing?

KEY
ACTIVITIES:
Weekly Team
Meeting
what’s been happening recently in AIESEC
“Till now, tracking was done by team leaders of
TM department which subsequently faded their
interest from work and subsequently from
AIESEC. Now, I know tracking can be done
efficiently, if team leaders are tracking their own
respective team. This would help them to keep a
track of their team’s productivity. Members
should be solution oriented & their performance
should be measured on their achievement”
Tracking System
Tracking of members productivity, activities and work is
make much simpler through the use Tracking Systems.
Podio:
It can help to centralise the whole tracking process so
that any proper evaluation of membership growth can
be done. Try using Podio more than just a survey tool.
It’s team and workspace functions enable strong
tracking and project management.
Google Documents:
Google Documents are strong for priorities tracking and
timeline tracking. It is also strong for a central system
of your team’s activities, meeting minutes, documents
etc.
No matter what system it is important
to ensure you have a way to know who
does what, where and when?
TRACKINGactionsteps
Open up Podio and
make a workspace
for your team!
Create a google
drive for your team
documents

KEY
ACTIVITIES:
Weekly Team
Meeting
TRACKING
A system of follow up of every activity from
attending a team meeting to attending national
conference via pocket tracking.
Pocket tracking will divide data which we want to
track , Eg: tracking team minimums, diﬀerent
elements LDM, value generation, skill
enhancement, which would be regularly updated in
membership databank.
What is Pocket Tracking?
Case Study:
•Break down the elements that need to be tracked
reducing the amount of data to be filled at a time,
thus helping to make tracking as a behaviour.
•Prepare a tracker which includes progress of a
member in a period of 10 days.
•Strategize plans to improve productivity & take
feedback from co-members on ill performing
members. Parallel acknowledging membership who
achieved something really worthwhile.
•Have sessions in LTS, LC forum or departmental
meetings to emphasise key points
Follow Up
—
With regular tracking we reach the
point when we can understand each of
our members more in terms of how to
motivate, empower them and what
each individual needs to be coached
on.
—

KEY
ACTIVITIES:
Weekly Team
Meeting
Ensure that you understand that the weekly team meeting is
not necessarily the place to tracking membership activities
but rather activities that are contributing or still need to
contribute to the overall progress of the team.
TRACKING
The good and bad news about
team meetings
WARNING
AIESEC India team members have
indicated that the key area of improvement
for team leaders is how to hold effective
team meetings.
the good news
• All of was mentioned on the previous
page can be covered in one touch-point.
The weekly team meeting.
• Find out more about eﬀective team
meetings in the TEAM chapter
• Meetings are a great way to
communicate
• Meetings are empowering
• Meetings develop knowledge and skills
the bad news
• Meetings don’t have focus
• Members attending the meeting are
unprepared
• AIESEC has too many meetings
• Most meeting times are wasted
actionsteps
Think about some
of the best and
worst team
meetings you’ve
attended. What was
the main diﬀerence
between them?
Create your own do
and don’ts for team
meetings

KEY
ACTIVITIES:
Monthly
Individual
Meeting
Coaching is to improve the
competencies of your members. It looks
forward to improve the implementation and attainment of
goals. It is based on the plan and also on the Job
Description and focuses on performance and connecting
development with performance.
asking the right questions
What’s my role? leader?
mentor? coach?
“ I believe coaching is like this. My
member has been given a target of
20 raises in a month in oGCDP. Now,
depending upon J.D his/her
performance will be tracked to
ensure proper implementation of
plans is happening. In case if he/
she fails to achieve the target,
he/she might be demoralised,
motivated and depressed. So, now
we need to see what was the
reason, he/she was unable to
achieve his target.So, now
accordingly coaching will be given
so that his performance could be
increased. Additionally he/she will
start believing on himself which
will eventually lead to his learning
and development and boost his
confidence.”
- Anonymous
confidence.”
- Anonymous
confidence.”
- Anonymous
confidence.”
- Anonymous
confidence.”
- Anonymous
WARNING
AIESEC India team
members have
indicated that the
key area of
improvement for
team leaders is
having monthly
coaching chats

KEY
ACTIVITIES:
Monthly
Individual
Meeting
odelling and Equipping is a very simple model
for how coaching can be taken forward by you.
asking the right questions
your coaching
cheat sheet
M 1. I do it
2. I do it and you are with me
3. You do it and I am with you
4. You do it
5. You do it and someone is with
you
Competence
Demonstration
Coaching
Empowerment
Reproduction
in simple terms..
Assessment. This is about asking the right
questions to your team member.
Where is this person now and where do they want to
go? Your questions and assessment will aid your
members to develop self-awareness and insight
towards themselves and their role.
Challenge. This step is about challenging them to
where they need improvement to better manifest and
further develop their strengths. Push your members to
think outside the box, look for more solutions,
challenge their assumptions about themselves.
Challenging them doesn’t just need to come from you,
support the challenge with resources, conferences,
books, videos that can enable their personal growth.
Support. You are pushing people outside of their
comfort zone. Are you just doing this for higher
performance or do you care about your members?
How will members feel your support and know that
you are listening?
Why coaching?
Coaching helps us
to improve
competencies of
our membership. It
helps us in
improving
performance of
our members
which in turn leads
to improvement of
learning and
development of
our membership.
everything that you need to know about coaching
let’s look at these in more detail…

KEY
ACTIVITIES:
Monthly
Individual
Meeting
COACHING
Modelling and Equipping
1. I do it
2. I do it and you are with me
3. You do it and I am with you
4. You do it
5. You do it and someone is
with you
Competence
Demonstration
Coaching
Empowerment
Reproduction
This simple process of modelling and equipping
enables you to be with your team members and
guide them through to success.
For example you have a member who is truly
struggling at sales - especially at meetings.
1. I do it - I go to the meeting and debrief you
after and you watch and learn through me
doing the taks.
2. I do it and you are with me - I go to the
meeting with you and we handle the meeting
together. You are able to see more of the
process and understand more through
observation and small participation.
3. You do it and I am with you - You go to the
meeting and I tag along to as a back up.
4. You do it - there is no longer a need for me to
go with you. You are strong enough to handle it.
I don’t even need to check I just expect you to
come and tell me the result individually or in
the meeting.
5. You do it and someone is with you - you
replicate this entire process with another
person to pass along the sales culture, skills
and attitudes to another as a ‘pay it forward’

KEY
ACTIVITIES:
Monthly
Individual
Meeting
There are three elements in coaching that enable a
team leader to drive leadership development in
others.
1.Assessment
This step is about asking the right
questions about your team member. For
example: Pick a person you are currently
leading and looking forward to develop
into a leader. Ask yourself:
A. Where does this person seem to be failing?
B. Where are these person’s blind spots?
THINGSTO remember ABOUT COACHING
3
asking the
right questions
C. What does my intuition is
‘oﬀ’ in this person’s
thinking?
D. Why is this person not
transforming his/her
potential into
performance?
E. Who might be leading
this person in the wrong
direction?
F. When does this person do well and excel?
G. When does this person stumble?
H. What telltale clues can I ﬁnd that give me insight
into where this person needs helps?
I. Where is this person’s sweet spot?

KEY
ACTIVITIES:
Monthly
Individual
Meeting
2.Challenge
This step is about challenging them to
where they need improvement to better
manifest and further develop their
strengths. Ask Yourself:
A. Which books or resources can you
recommend this person? How can
you find proper recommendations
for this person?
3.Support
Support as a team leader in AIESEC is not
just about ‘How to get more performance’
but it is also about supporting them
throughout their life difficulties and their
leadership difficulties.
A. Do you care about this person as a person? What
he/she is going through? (After all, it is difficult for
someone to make the most out of their leadership
experience if the rest of their life is a wreck!)
B. Do you know this person’s story?
C. How can you support this person to use his/her
leadership experience as a tool for self-
expression?
THINGSTO remember ABOUT COACHING
3
B. How can you increase the level of challenge for
this person to further develop strengths
C. What practices can you recommend to enhance
character
D. How can you move from supervisory meetings
to mentoring conversations?

KEY
ACTIVITIES:
COACHING
Monthly
Individual
Meeting
Monthly Individual Meeting
Make sure each monthly chat is a follow up from
the previous month’s chat and it is a continuous
flow but also addressing current issues.
You can’t coach someone you don’t trust/ who
doesn’t trust you
All of the above mentioned are topics that can be
covered in your monthly individual meeting.
Your members might not have an objective for
the monthly chat - but you do, so make sure you
prepare your content for the chat.
Your monthly individual
meeting doesn’t need to be
so formal, rather it can be a
casual conversation over
coffee and tea.
Giving Feedback
Feedback is a necessary part for member retention and better
productivity. So the team leader(after a particular time period)
must also ask the team members for feedbacks which might
help in the team plans becoming stronger and the bond to
connect even stronger.
If the member doesn’t seem growing in the work that he has
been assigned to, or if he isn’t liking what he is doing. The
responsibility of the leader is to make sure the member grows
and can also shift to the place which would benefit him as well
as the department.
NOTE: An important suggestion: the team leaders also might
keep a record of each and every member(on paper or
documented) and might show him the parts where he is
growing to build self confidence in the team member.
• Build a
connect with
your members
• See where he/
she can
improve
• Appreciate if
they have
done
something
good
& tricks
tips for coaching
& tricks
tips

KEY
ACTIVITIES:
One way to improve the
performance of your members:
Reflection & Evaluation
Monthly
tracking of
performance
& feedback
Quarterly
Team Days
Rewards and
Recognition
Performance Appraisal to assess performance and
organisational contribution to Measures of Success.
Assessing an individual’s development through the
achievement of personal goals and development of
leadership qualities.
evaluationnot a tool for judgement
The Evaluation period starts as
soon as team member gets his
own job description and starts
working.
As a team leader you should
be able to understand what
your team members are doing
to an extent that you can give
remarks and feedback.
In School you have an exam at the end of
the year that evaluates your grade and
school performance, the question is: what
do you want to use as a team leader?
Remember:
The purpose of the evaluation is to be update on his
or her growth, performance and development but
not for the purposes of ‘judging’ or ‘comparing’
people.
After all there is a reason why people prefer the
learning environment of AIESEC over schools.

KEY
ACTIVITIES:
Monthly
tracking of
performance
& feedback
Quarterly
Team Days
Rewards and
Recognition
Reflection
Members should be able to identify the
things that they can improve on and also
the mistakes that can be prevented from
repeating.
Depending on a member’s reﬂection a member can
try and make changes in his actions and goals. The
team leader has to be with the member during the
entire journey to make sure they are supported and
learning
“You never make the same mistake twice. The second time
you make it, it’s not longer a mistake, it is a choice”
- Lauren Conrad
A useful tool..
The Performance Appraisal is used to assess
performance and organisational contribution to
Measures of Success. Assessing an individual’s
development through the achievement of personal
goals and development of leadership qualities.
Once the member is evaluated
he or she should be able to
understand more about
themselves - their strengths,
weaknesses and areas of
development.
Another useful tool..
Standard performance measures, which allow
you to evaluate an member’s performance
objectively, can cut down on the amount of time and
stress involved in the evaluation.

KEY
ACTIVITIES:
Monthly
tracking of
performance
& feedback
Quarterly
Team Days
Rewards and
Recognition
Although developing these measures can be one of
the more time-consuming parts of creating a
performance evaluation system, it’s also one of the
most powerful.
This is what you can use for your monthly tracking of
performance and feedback
If you have current job descriptions for each position,
already the ﬁrst step toward creating standard
performance measures is taken, which are
essentially speciﬁc quantity and quality goals
attached to the tasks listed in a job description.
Case Study: Examples of a Local Committee
tracking performance measures
- Accumulate all the available trackers
- Prepare a target vs achieved report
- Include names of the member who have done
exceptionally well to encourage them and
motivate others
- Make a Business Intelligence report that
exactly points out the impact of the
department on the entire LC
- Include the growth graph that compares the
previous month and current month
- Draw proper inferences (in terms of numbers)
- Quantitative analysis of department stats and
quantities representation of each member’s
contribution (KPIs and MOS achieved)

KEY
ACTIVITIES:
Monthly
tracking of
performance &
feedback
Quarterly
Team Days
Rewards and
Recognition
Case Study: Feedback from Colleagues and
Family
Taking feedback of member from other members,
Vice Presidents , Team Leaders and family
members after a certain period of time in terms of:
• Behaviour
• Attitude towards people around
• The way he/she looks at different situations and
people
• Impact he/she is generating on others
• How much he/she has improved work wise
(attitude towards work)
• Experience gained
Did you know team meetings
can be used for evaluation and
reflection?
At the start of each meeting
have a 5-15 minute check in
about your emotional state/ key
learnings of the week.
At the end of a meeting you can have a 5-15 minute
check out about your emotional state, how you feel
about the team, how you feel about your performance
etc.
Minutes of a corporate meeting can be used to
analyse the flow of the meeting and understand the
point where one went wrong. This could be used to
reflect and improve the content and delivery next
time.
Example: Suppose you are meeting a company, minutes of
such an appointment will help you analyse where exactly you
may have gone wrong and also find the key points that the
company actually liked about your product and your pitch.
These points can be used by other members as an
example about what to do and what not to.
& tricks
tips
how to use your team
meetings for
reflection

KEY
ACTIVITIES:
Monthly
tracking of
performance &
feedback
Quarterly
Team Days
Rewards and
Recognition
Quarterly Team Days
Team days per quarter can be used to showcase the
results of each member’s performance in the
respective department, recognise the hardworking
members, give space for self reﬂection and help the
Team Leader to determine a development plan for
improving job performance and ability utilisation.
A team day would proceed with each member
looking up to each other and their development and
so the member would evaluate himself on the
development basis, per month, followed by the
member’s by the member reﬂecting upon himself
and where he stands.
“Talking from personal
experience, my LC came up
with an RNR campaign when I
was a team member which
gave all of us the required
push.
the most performing
department would get
recognized and rewarded at a
local conference and the most
performing member gets a
free winter internship in Sri
Lanka.
This was a very lucrative RNR
and it boosted the LC
operations tremendously and
created a healthy competition
between all the members and
the department.”
- Anonymous
push.
the most performing
Lanka.
the department.”
- Anonymous
push.
the most performing
Lanka.
the department.”
- Anonymous
push.
the most performing
Lanka.
the department.”
- Anonymous
actionsteps
Create your
quarterly team day
agenda

KEY
ACTIVITIES:
Monthly
tracking of
performance &
feedback
Quarterly
Team Days
Rewards and
Recognition
four ways to rock employee recognition
Rewards and Recognition
Rewards and recognition are a very important part
of member development and retention because if
not received member will lose interest and the will
to work as they lose the motivation to work
towards any set goal. Think about RnR campaigns
but also causal but genuine individual recognition
within teams.
be in the moment! be timely. If you
see something good - don’t hesitate,
recognise!
be in context! see what is your team
purpose and plan - if an employee is
doing things that matter, recognise!
be appropriate! how are you
recognising being on time versus
completing a major project? Be fair
and appropriate
be authentic! you have to mean it -
people will see through
inauthenticity and it will do more
harm than good.
actionsteps
Who would you like
recognise this
week? Send them
a message now (:

…ENDING NOTES, a message from
the team leaders of aiesec india
not to spoil the ending for you,
but you will figure it out.
make this book a top secret of
your top performance
the team leader experience awaits you

written by team leaders for team leaders

Ceo ultimate guide to being a team leader

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