In April 2016, that was when we first met each other after I got elected. In a session on the role of LCPs in operations (it happened in AIESEC in Malaysia House), we drew the timeline and plan ahead. How are you working on that? Spend a 4 minutes to sit back and check it out again. #WhatPresidentShouldDo
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Hey Leaders. How are you doing? 3 months down the road as MCP, recently, I found out I've been taking up a lot of responsibility because I (John) can do it. However, it's not necessary something that should be done by MCP. I was shocked when I didn't manage to do a lot of things a MCP should do, and spent most of my time on minor projects. Did you feel the same? If yes, watch this video and engage with me to find out more. There are two contents in this video: 1. Are you preparing your LCP candidates for the next battle? 2. Are you doing what you as LCP should do, or you as a person can do? - - - - - - After this realisation, I've communicated with my team. Now, I'm finishing some projects at hand (John can do) and delegating (and transit) some projects I'm currently doing. I'm starting to play my role as MCP this October. A rule of thumb of role as MCP: 1. MC team management (routines & rhythm) and development << I was doing 2. Drive organisation performance << I didn't do 3. Supervisory Group Management << I didn't put much attention to do 4. External representation of AIESEC in Malaysia (Strategic Partnership) - synergy with Partnership Development << I was doing 5. Legal responsible for AIESEC in Malaysia with MCVP Finance << I didn't put much attention to do 6. Organisational planning and review << I forgot about quarter review - - - - - - Are you sure you're facing similar things? Try these exercise: A. What you should do vs. what you can do? 1. Divide your paper into half. 2. Write down all the things LCP should do (if you don't do, nobody will do / you were selected as LCP to do) on the left. 3. Write down all the things you can do (and is currently doing) 4. Compare both list and observe the intersection 5. Cross out and start delegating what you can do but not necessarily what LCP should do B. To prioritise 1. What is required of you - as LCP? (What you must do as LCP?) 2. What gives you the greatest return - as LCP? (What you should do as LCP?) 3. What is most rewarding for you - as a person? (What you love to do as a person?) Click the link below to view how I changed my role. Minor shift, for greater goods. |
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November 2016
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