“Because those who are crazy enough to think they can change the world are the ones who do.” –

Steve Jobs

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•Knowing that what I do (or not do) today, will have either a positive or negative impact to my surroundings.

•“If you want change, start walking differently”. -Joglar

•Not focusing on the problem, but on the multiple solutions and learning opportunities you have for each and every situation.

•Not focusing on the process but focusing on the objective, and always remember: keep it simple!

•The clearer the message, the better response.

•Often called the democratic leadership style, participative leadership values the input of team members and peers, but the responsibility of making the final decision rests with the participative leader. Participative leadership boosts all members’ morale because they make contributions to the decision-making process. To prove every member’s opinion matter. When we need to make changes within the organization, the participative leadership style helps members accept changes easily because they play a role in the process.

Self-awareness of my own

strengths and opportunity

areas, by putting them into

practice. A role that teaches

you to be responsible from

your actions and always

remembers you to give the

best version of yourself. Aim

to ask yourself every day,

what actions am I going to

do today in order to be a

better person for the world? ( - ) In 2022, being 30 years old build my own social

enterprise or be part of the biggest social enterprises in Guatemala, focused on Community Development construction for more ecological and sustainable conditions for needed communities.

- ( - ) Return to Guatemala and work in a multinational company, get the best put into practice what AIESEC Taught me for international companies regarding HR, PR, and OD, and get sufficient financial sustainability in order to fulfill my 2022 goal. [The previous MCP role is crucial here!]

- ( - ) Take a Master Degree in Finance or Project Management in anywhere the world takes me, at the same time that I am having the last program to take from my integral AIESEC XP, the GIP experience. If not GIP, could be AI. Why not? :)

( - ) graduate from Marketing Degree in the next 10 months, and take the role of MCP to lead AIESEC Guatemala and make it the Network we want to see to construct more and better leaders for our country. Get total independence at 24 years old.

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•Connecting Leadership, Management and World Issues

as one.

•In every decision we make, ask if we are reaching these three interests or just one/two.

•Put it as part of team minimums and be very strict on this topic.

• Expectation setting from first touch point with JD with clear KPIs and MoS.

•Being afraid of thinking that AIESEC Guatemala cannot reach these behaviors, it all starts with the message we give to the members.

•If we still think this is an organization I can be part of because “I CAN and have free time”, we we’ll never evolve to the organization that their members WANT to be part of it because they’ve seen the impact AIESEC does to its members.

•Focusing of the why of these behaviors, because we know we need to change the way we take the organization if we want to see it differently. Leading by example and keep it simple.

•SONA and membership status montly to evaluate members development, and to do's or concrete actions to reach the GAPs.

How true is this statement? It is partially correct this statement for AIESEC Guatemala. However it still

needs to have these interests connected, we as members are still looking all these interests individually and not as a

whole that will make us reach our goals as organization and BHAG.

What we need to do in order to change/improve our membership behaviors and profiles to

ensure this statement is true?

2020 will be a generation motivated from generation 2015, the ones that were brave enough to not only think but

actually achieve 2015 (Because yes, I believe we are going to make 2015 happen!). 2020 Generation will also Learn

from last generation in order to ensure a sustainable growth from our Networks. Our platforms

will lead us to be an even more focused and collaborative Organization.

One step at a time. Gen 2015 is not over until December 31th 2015. The MCEB will work hard in keeping the

behaviors needed for this generation and keep contributing with actions to achieve 2015 milestones.

BOP 2015 biggest contribution is to make 2015 happen, not 2020. BOP 2016 will be

prepared from Quarter 0 on how to be the next generation to contribute/achieve 2020.

1. Students from URL, UVG and UFM interested and have financial possibilities to go abroad to WENA and AP. [From studies made in 2013].

2. Commerce Chambers and Travel Agencies interested in Strategic Alliances with AIESEC. [Mundo Joven]

3. EPs GIP in Teaching Supply from WENA. [See AFT]

4. Guatemalan visa for WENA, CEE, AP and IGN easy to get and willing to cooperate with us. [see MINEX]

5. Companies in Guatemala that are International Accounts from IGN or AI not contacted yet. [Ex. PwC]

1. Credibility of external countries of Guatemala, regarding security, economy, etc. [Put on Google Guatemala City]

2. Non equal vacation times or vacation courses for some Universities that might influence students taking an exchange during GCDP peaks.

1 3. Companies/Universities trust of

what AIESEC offers.

1. All current LCs in the same city and presence in some of the strongest Universities of the country.

2. Standardized product portfolio for OGCDP, IGIP and IGCDP.

3. Alliances with governance institutions (INGUAT).

4. Country focused on Exchanges as membership/leadership development.

1. Product diversification with new countries outside IGN for our EPs GCDP (countries that confirmed partnership while doing this application): Taiwan, Bulgaria, Czech Republic and Greece.

2. Take advantage of INGUAT to make Guatemala an option for GIP EPs Teaching and credibility to Language schools.

1. Use country Brand allied with INGUAT, and other external allies to strengthen AIESEC’s credibility.

2. Align every university with AIESEC products and take into account graduates for all programs (TMP, TLP, GCDP, GIP).

1. Talent Capacity in sales force for all programs.

2. Talent Retention. 3. Financial sustainability at local and

national level, making MCEB more operative and less strategic.

4. Process-focused and not objective-focused, making bottlenecks before the customer flow even start.

1. CY cooperation IGIP/OGIP. Countries that confirmed want partnership during application: Guatemalan EPs GIP Colombia, Mexico, India, Taiwan and Russia (for 3 months GIP).

2. Focus in OGCDP in volume to make this product the Cash-Cow.

3. Team Minimums implementation to ensure members development and empowerment to cooperate for GCDP and capitalize external alliances with sales force team.

1. Reinforce and make strategic alliances for GCDP with Universities, in order to ensure volume (financial sustainability) and making MCEB less operative and more strategic for LCs coaching.

2. Reevaluate actual process external to customer flow and erase contact-call part redirect to interview to close bottle necks.

1 USAC threat summer vacations at end of the year. URL does not have vacations on June-August (only 2 weeks). GALILEO studies periods

are for 3-month period, not semesters. UVG and UFM end of year only have one month, and have a whole month in middle year.

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25 RE-RA

current accounts

CY partnership IGN and AP

Graduates portal &

Department

10 RE

Teaching

15 RE MKT/BA

LCs contribute

30% of

IGIP goal

Cultural Understanding

OGX: IGN, WENA, CEE and AP

ICX: WENA, CEE, AP

Education

OGX: IGN, CEE and AP

ICX: WENA, CEE

Management

OGX: IGN

ICX: IGN

#

LCs Focus URL, UFM in MKT/ BA

LCs Focus URL, UVG in MKT/BA and

Teaching.

#

This program in order to be sustainable needs to be worked in volume.

[ ] taken from social business model and 100 USAC, 70

URL, 40 UVG, 40 UFM + 60 GALILEO + 30 SUs/Iniciatives (Itsmo, UMG). Output taken from LCPes 2015, and

their goals ambition. It’s about Building together!

% % %

110

MA

260

SU

170

AP

In order to contribute as the Organization needs us to, as Tier we need to do in

what we did in exchanges from - in just one year! We need to become Tier .

enough reserves for AIESEC Guatemala to cover 3 months MC-LC

operations 2016-2017.

#

on the last 5 years (2010-2014), only 6 Guatemalan

AIESECers have been on MCEB Role, which only 3 finished the year-role (I have not finished

my role of MCVP yet) and not even one of them have been MCP. We need to believe that as

country we have the potential to lead this Organization and go beyond our horizons. 5 LCs in full membership [USAC, URL, GALILEO,

UFM, UVG], performing between 10-40 exchanges each.

No official expansion initiative, either in Universities or

regions. Clarifying that it’s not a priority, since we need to strengthen actual LCs and market.

at least 2-3 MCEB members from Guatemala for

2016-2017 term. This will ensure sustainable growth with former leaders of

LCs in Guatemala that helps to connect Local to National Reality.

5 LCs in full membership [USAC, URL,

GALILEO, UFM and UVG], 2 of them performing more than 100 exchanges and 3 of them

performing between 40-70 exchanges. See OD Model proposed.

2 SUs/Opening Iniciatives [Itsmo & UMG].

Ensure stability on first market before exploring other regions,

that is why I would focus on strengthen Guatemala City before expanding to others. For

IGCDP Projects we can manage other cities but not focusing on Outgoing programs.

% % %

440

MA

924

SU

660

AP

Current

Reality

Milestone

-

PROGRAMME MC

10-11 MC

11-12 MC

12-13 MC

13-14 MC

14-15 MC

15-16

13 21 47 50 260 340

4 8 35 28 40 60

11 6 21 13 30 50

20 32 20 14 35 50

48 67 123 105 365 500

#100 95 57 117

No info Av

250

0,48 0,71 2,16 0,90 No

info Av 2

77 73 138 No

info Av No

info Av 270

48 86 77 No

info Av No

info Av 83

Cluster 4

+81 OGCDP

+30 GIP/IGCDP

Cluster 3

51-80 OGCDP

+20 GIP/IGCDP

Cluster 2

31-50 OGCDP

+10 GIP

Cluster 1

15-30 RE OGCDP

(SUs/

Iniciatives)

SU/Iniciatives

Istmo & UMG

+30 OCGDP

5-7 members

UVG

+40 OGCDP

+5 IGIP

35 members

UFM

+40 OGCDP

+20 OGIP

30 members

URL

+70 OGCDP

+20 OGIP

+10 IGCDP

+10 IGIP

60 members

GALILEO

+60 OGCDP

+10 OGIP

33 members

USAC

+100 OGCDP

+40 IGCDP

55 members

Clustering: LCs/SUs will pass through next cluster when they reached the minimums of OGCDP of actual Cluster, they

can manage other programs as options, but, as today’s membership criteria, LCs are measured by OGCDP RE. From Cluster 2, GIP can both be OGIP or IGIP (but choose one). Cluster 3 can make both GIP Programs. Until Cluster 3, LCs can manage IGCDP, since this program is not focus. We can cooperate our Supply but

today’s network Demand is not enough to grow as we would like and until Cluster 3, LCs have Capacity to make IGCDP sustainable.

As we can see in Product Life Cycle (connected with Boston Consultancy Group), Cluster 1 and 2 will have investment strategies from the LC-MC, meanwhile Cluster 3 and 4 will have profitability strategies.

LCs Contribution to National Plan in operational realizations:2

[ ]1. Adapting products to each LC/University.

2. Massive campaign to show internship.aiesec.org

3. Cooperation with more countries from IGN, WENA and AP for our product portfolio for our EPs GCDP (confirmed partnership while doing this application): Taiwan, Bulgaria, Czech Republic and Greece.

4. Approaching graduates for mayor market share.

5. Invest in social media promotion and search engine optimization to increase participation.

6. Focusing on building strong partnership with interested faculties/careers depending University (not excluding others, just taking into account these faculties, negotiable with LCs after planning):

URL: Economics, Humanities and Engineering. UFM: Economics and Psychology.

USAC: CUM Psychology and medicine. Campus IR and Engineering (crucial partner for USAC, we need to rebuild partnership). GALILEO: Industrial Engineering and Education. UVG: Teaching and Biology.

2 This is not the final decision of strategy; this might change with LCs Replanning in June 2015 and performance evaluation at the

end of 2014-2015 term. # Members per LC is based in performance and # of programs managing.

7. Make reintegration seminar happen! It’s a standard, but today’s network still needs to work on this in order to have a complete experience.

1. Having all process from interested to apply. The more information given from the promotion, the clearer the decision to take the internship and go straight to interview!

2. Recruiting only from first year, graduates are also interested in GCDP and do not have problems with studies and vacation times.

1. Having product portfolios with description of the projects, benefits, cities and average costs of

having an internship in cities involved. We just need to develop diversification!

[ ]1. Cooperate with WENA for teaching EPs and IGN for BA/MKT EPs.

2. Give the LCs all the tools they need to avoid excuses (Planning/ Tracking Tools, Webinars, etc.).

3. Plan together IGIP, in order to make sure they are aligned by guiding them through the process.

4. Understand the market.

5. R&R sales program.

6. Delegating all Delivery of Trainees to Local Level (aligned with Standards), MCEB does not have enough capacity to be operative and strategic in IGIP!

7. Being strict with team minimums for this program.

1. Only getting leads from sales calling, the best close-selling are the ones that you build going to fairs and corporate events open to public.

2. Working as one individual area. We need to work really closely with Finance, TM, Alumni, LCP, MCVP, NST, BD.

3. Selling IT, if well is a market needed in Guatemala, the Global Supply does not exist (only if cooperated an profiles are too specific) and analyzing the cost-benefit of this program, we better focus in three strong sub-products: Teaching, BA and MKT.

1. Looking for educational institutions, WENA has Teaching EP GIP as one of their focus!

2. Focus LCs in no more than 1 sub-product. Selling everything is selling nothing.

3. Building Guatemalan brand – INGUAT gives credibility but also build a stronger AIESEC Guatemala brand.

4. Purpose of the program: how is IGIP impacting Guatemala? Taking that question to use common purpose aligned with AIESEC.

5. Weekly track to LVCPs and Coordinators.

6. Clear KPIs and MoS of the program: EXPERIENCES DELIVERED! Not any other process executed.

1. Building partnership with WENA, since we did not have on this term, Matching was not possible

with this network on Q4 2014.

1. Not cooperating EPs to ensure Supply!

1. Developing projects with institutions that gives value chain to the projects.

1. Using Graduates department of each University to approach EP GIP Profiles, every university has

a “Bolsa de empleo” management.

2. Making partnerships with countries of interest of Guatemalan profiles: India, Bulgaria, Chile, México, Colombia and Brazil and giving a strong message to LCs that these are the options.

1. Selling against Global Supply and Demand for GIP, both EP Profiles and Countries with no cooperation with Guatemala.

1. Focus on BA, MKT and Teaching Profiles.

/1. Focusing on building strong partnership with interested faculties/careers depending University:

URL: Economics, Humanities. UFM: Economics and Psychology. UVG: Engineering and Biology. GALILEO: Industrial Engineering, Graphic Design and BA. USAC: Psychology, Engineering.

For TMP/TLP experiences, have credits or count for volunteering hours (strengthen this in URL and develop in UVG, USAC, GALILEO and UFM).

2. Making team minimums happen (put as membership criteria for LC and MC if necessary).

1. Being afraid of setting real expectations to members of how is the AIESEC Experience, or regarding time management. We have to work in the message of how AIESEC is the choice for a leadership development.

2. Having AIESEC as the best kept secret, promotion mouth to mouth is more effective than you think!

1. Share our stories, but more! AIESEC can be more credible if we have more GCPs and role models

from the past (or present) and how AIESEC contributed to be the person they are today. And this will happen if we deliver more experiences in all our programs. See the connection there?

1. Take into account current structure for transition MC2MC, if the structure changes a lot, responsibilities can

be disproportioned and lose information if more than 1 person manages the same area.

2. Why Not divide OGCDP and OGIP? OGX is growing but still shares same market (although taking different

products) students and graduates. Also, knowing that AIESEC Guatemala cannot grow in number of MC

members, due financial stability, we can grow maximum in one more member from current structure (6 to 7

MC members). Recommended (but still to discuss with team) to have a strong NST for OGIP and OGCDP, like

Finance and Legal does (one NST for Finances, other for Legalities).

3. IGIP and IGCDP does share different markets and different products, that is why the decision to split the

area. As IGCDP is not a focus program, this one could help also as External Relations with Account

Development.

4. Two MC members managing ER as a team, in order to increase operations in cooperation for exchange

results with stakeholders, such as companies, governmental and non-governmental institutions, and

Universities. This does not mean they are going to manage University relations (that is one of the roles of

the LCPs), but ensuring from the national office that the LCs work on the development of this important

stakeholder, which, in most cases, we do not take enough care of.

5. MCVP IGIP will deliver this program through local level and open new accounts for AIESEC Guatemala.

)

The team has a clear definition of who is a member of the team,

the team has a common goal for which its interdependent

members are mutually accountable, and membership is relatively

stable. Knowing why of the actions and decisions to bring the

best AIESEC Guatemala we want to see.

)

The team has a set of the knowledge and skills needed to

complete the role (also knowing that learning curve might take

time, but always learning by doing!), and each member of the

team has the authority to decide how (s)he will accomplish the

task.

The organization in which the team operates provides the team

with the resources it needs and a reward for successfully

completing the task.

It does not matter how many resources we have, if we

don’t know how to use them, it would never be enough!

“Simplicity is the ultimate sophistication” – L. Da Vinci

There are people available to coach and advise the team, as

needed. Search for accountability in all the team and the

LCs! Making this a healthy habit for us to collaborate.

) -

The team's goal is clear, compelling, and impactful. Make

us wake up every day define clear actions of the day to get

closer to take out the best version of AIESEC Guatemala.

Loving that you do, you will only have ONE opportunity to

be in this place, at this moment, at this situation. ENJOY!

This leaves only to define what is meant to be an effective team for me.

-

THE TEAM WORKER

THE AIESECer

The Functional

LEADER

I would prioritize them in order to construct each one like a strong

chain (not because one is more important than other role).

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Most important outcome expected to take out of the work with the BOP

Having proactive participation and knowing that as BOP, we decide the best for AIESEC Guatemala, not the best as

individuals. Not only having a coach for LCs, but ensuring the LCPs receive coaching and support from their MCP and

give the role the importance of their impact in the LC if we don’t work as one. Minimum a monthly BOP meeting, to

seek feedback and keep constructing the AIESEC Guatemala we want to see as one. We need to be

prepared for the plan and changes we might face, but never forget our goals, our

stands, and principles.

• Lead by example. There would be a great organization if there are

great leaders behind it. So this is why I would prioritize that there are not individuals, but a team aiming for the promise to Guatemala and the World.

•Having a united and stable team, we can make our Network grow! Making

them not only believe, but actually achieve that we are Great by choice. Coaching and Training members to aspire more than they could ever imagine they could do.

•Understanding national opportunities, let's thrive for international opportunities and learn from our networks! Getting GCPs, being willing to learn

but also propose changes will transform us from Good to great.

• Build to last. I understand it is important to build ventures with

current and future stakeholders, in order for this organization to grow. But we have to build ourselves first before building others. Building Joint Ventures with current and future stakeholders will make an AIESEC Guatemala evolve through time.