Section I | Personal Information

1. Present your AIESEC Experience (visually/graphically/tabular) and list three most important experiences.

The three most important experiences are: • OCVP Business Development, Balakalakaar 2014 • Local Committee Vice President, Incoming Exchange, 2015 - 16 • Delegate, Annual Leadership Conference, 2015 2. Please list the Local, Regional, National and International conferences you have attended.

Year Meeting/Location Your Role (Delegate/Chair/Facilitator etc)

Biggest Learning from the Conference

2014 March LCong - Malpe DelegateTeam Bonding and

understanding of oGCDP and synergy

2014 JNC - Goa Delegate

Understanding of National Plans and direction from the new MC about operations. Bonding with

the LC.

2015 ALC - Digha, Kolkata VP Incoming Exchange (Delegate)

Role of an EB member, VP ICX and how to implement ideas

2015 March LCong - Malpe FacilitatorStrengthening operations, new

recruit training, synergy is important

2015 September LCong - Malpe FacilitatorUnite. Stand Up/ Stand Out.

Owning up to the LC. Planning and Implementation.

Section II | AIESEC Experience

Priya Rajaraman

3. Executive Body 2015-16 3.1 Describe the experience of being a part of the Executive Body of AIESEC in Manipal University. How do you think other members on the team would evaluate your contribution to the team & LC’s organisational direction? Ans. The experience of being a part of the Executive Body 2015-16 of AIESEC in Manipal University could be described to be a roller coaster ride, in its truest sense. This experience has left me in a reverie of endless experiences with great learnings, enthralling experiences and everlasting bonds. The opportunities have given me my high and as well as low moments, which has truly shaped me to be the person I am today. Every individual in the team has taught me a lot and have shared their values. Every person matters, this is what builds a healthy team. Other members in the team would evaluate me as a person who is approachable and friendly. There are hardly ever times when I sulk or ponder over thoughts. I am a blend of a friend and a leader. With most of my members getting opportunities and growing as individuals, I feel I have been able to contribute to the LC’s organisational direction.

3.2 What aspect of your Executive Body term could you have significantly improved upon (personally and as a team)? Ans. The aspect of the Executive Body term I think I could have significantly improved upon personally is probably the sync between us all. Initially when we were all announced, there was a void and a bit of awkwardness. No one opened up. No one even tried to. Even though we have become very close to each other, I think my initiative to know everyone could have changed us as a team. Personally, there have been a lot of times when there was a lot of pressure of work as well as personal life. The balance between the both is imperative and I think I could have significantly improved upon that.

4. What are your three basic learnings/values for life, which you have derived through your AIESEC experience? (Answer objectively) Ans. Even though every experience in AIESEC teaches one a lot, the three basic learnings/values for life which I have derived through my journey in AIESEC are: • Having an open mind - Every individual, in some way or the other, seizes to amaze me. Every individual

has something to offer and has some positives and negatives. During the course of my journey, I have learnt to have an open mind and accept feedbacks, innovations and other external factors well.

• Be a leader or a friend when you need to be - With constant criticism, a person does tend to bog down and get demotivated. As a Team Leader and a Vice President, I have learned to separate my spaces. Without being the friend to a person, the basic sense of trust will lack.

• AIESEC is what you make of it - Every experience in AIESEC has its own share of learnings. Not every experience will be the same. Every experience is beautifully unique and one must embrace all the opportunities.

5. What have been your main achievements and non achievements in AIESEC in the past? (Mention a max of three each) Ans. Three main achievements: • Delivering better experiences to the EPs - As every experience matters, this year was about providing

quality exchanges to the EPs. Even though some aspects could have been better, but in all, the EPs went back happy.

• OCVP Business Development, Balakalakaar 2014 - Raising the highest amount in the history of this LC is something that I am proud of. The event was run very smoothly and to see it turn out so well was a treat.

Priya Rajaraman

• Obtaining 2 new clients (4 raises) for GTO - GTO has been a very dead portfolio until last year. This year, it grew to obtain 4 new raises.

Three main non-achievements: • Number of impacts created - Even though our quality was better, we lost out on quantity this year. I feel

that we could have impacted many more lives. • Team Leader, oGCDP (Q3) - Even though the team was one of the highest targets achieved team, due to

divided attention between operations and Balakalakaar, I feel the numbers we could have produced could have been a lot more.

6. Highlight your time commitment throughout the whole of next year (till Dec 2016; Academic or otherwise). Ans.

Section III | Motivation

1. Why did you decide to run for LCP of AIESEC in Manipal University? What are the qualities required for this role & what makes you best suited for this role?

Ans. “Because the only fear that we have is of being mediocre.” A Local Committee President’s role is the most challenging and rewarding opportunity one could ever seize. There is a constant hunger to experience more and provide the future of this Local Committee with an opportunity to thrive on. Opportunities multiply only when they are seized and I firmly believe that all this beautiful LC needs is an insuppressible year of resurgence. A year to grow from strength to strength, sustainably by truly achieving everything we ever dreamt of. It would be a great honour to lead the minds of young individuals who will strive for excellence to take this Local Committee from where it is, to where it should be.

January NLS 2016, No other commitments February No prior commitments

March 1st Sessionals, no other commitments April 2nd Sessionals, no

other commitments

May End Semesters, Summer Vacation June Summer Vacation

July Summer Vacation August No prior commitments

September 1st Sessionals, no other commitments October 2nd Sessionals, no

other commitments

November No other commitments December End Semester, Winter Break

Priya Rajaraman

2. Describe your future short-term and long-term career and personal goals. How do you expect an LCP term to help you achieve these goals and why now?

Ans. I have always dreamt of becoming a musician since I’ve always been passionate about music. An LCP term is one of the most challenging and rewarding experience one could ever seize. A term as the Local Committee President will keep me persevering towards achieving my dreams and targets. This term will continuously teach me to be strong and have faith in myself. I have always believed in contributing to the society. AIESEC provides me with a platform to be the person who is determined to bring about a positive change in the society. It’s never too little. It’s never too late. It’s never enough. Every opportunity and experience has come with a lot of learning which has built me to be the person I am today. With my constant yearn to learn more and experience more, I feel that it is the right moment to take such a decision, because if not now, then why?

3. What are your three most substantial personal accomplishments (non-AIESEC), and why do you view them as such? Provide a candid assessment of your strengths and weaknesses.

Ans. My three most substantial personal accomplishments are : • International Awards for Young People (IAYP) Bronze & Silver Awards (2009 & 2010) -

This is one of the most humble experiences I have had. This was the opportunity where I got a chance to contribute back to the society and develop competencies.

• Getting chosen for KM Conservatory - KM Conservatory is AR Rahman’s School of Music, every year only 15 people get chosen for vocals, and to be amongst that 15 was a huge accomplishment.

• International Awards for Young People (IAYP) Gold (2011) - This was the final stage of receiving the award by the Duke of Edinburg. I was the youngest person in NCR to have received the award for my continuous determination towards contributing to the society.

Strengths : Punctuality : I always like turning at least 5-7 minutes early for any meeting. Time is precious and I don’t like taking other people’s time for granted. People’s person: I have always been approachable and a constant support for people who have wanted to share their issues. I have been very friendly and trustable. I respect others.

Weaknesses : Over-thinker: I tend to think a lot of things that are yet to happen. I imagine too many scenarios so that I have plans to overcome them but sometimes it tends to backfire as some of the situations make me feel bad and worried. Short tempered: At times, it gets too hard for me to control my anger. Usually I do cool down very quickly.

4. Define AIESEC in Manipal University’s direction in 2016 in a single phrase or a statement. (Can be a stand or a vision or a mission statement). Ans. Resurgence - Redefining Goals for Boundless Growth.

Priya Rajaraman

Section IV | General Questionnaire

1. Please present a SWOT analysis of AIESEC in Manipal University for the year 2015. Ans.

2. What are your (probable) Goals for 2016? Please justify the same along the lines of - a.Membership Volume & Experience b.Logistical Management c.Stakeholders Experience Delivery d.International Relations (GCs, GTs, GCo, GTo, TMP, TLP) Ans.

a. “A small team of A+ players can run circles around a giant team of B and C players.” -Steve Jobs

Strengths Weaknesses

1. Improved MB Culture - Synergy.2. Healthy Financial Status.3. Quality membership. 4. Good delivery of GC projects. 5. Financial independence. 6. Good client satisfaction rate.

1. LC Culture 2. Poor Applicant-Raise conversion in GCS. 3. Poor Applicant-Match conversion in GCO. 4. OGX not boosting ICX and vice versa. 5. Poor attendance at national conferences. 6. Lack of investments into betterment of the LC -

for e.g. no investments into CEEDs.

Opportunities Threats

1. Improving on university relations.2. Markets beyond Udupi and Mangalore. 3. Universities beyond Mangalore. 4. Short term GT opportunities in the university.

1. Poor engagement of the university.2. Exhausted BD Market.

90 Global Citizen,

Students

30 Global Talent,

Students

40 Global Citizen, Organisations

20 Global Talent, Organisations

280TMP

70 TLP

Priya Rajaraman

The ratio of TMP and TLP is 4:1, because a small team of smart individuals can achieve the goals along with holding the values of the organisation. The member productivity goes down by splitting targets between more members. Every member will not be bogged down with work, and by putting a load of more targets will only just question their connect to the organisation. b. Giving the targets as presented above, it becomes simpler to arrange logistics for 180 total exchanges. Whether in terms of accommodation and travel partners for Incoming Exchange or EP kits for OGX and ICX, with proper planning and partners for the same, logistics for the same could be arranged. c. Stakeholders Experience Delivery is one of the most important factors to consider. With considerable number of exchanges and good quality exchanges and experiences, the stakeholders will be satisfied. Constant engagement of the stakeholder is necessary along with being open to feedback for further improvement. Investment in a CEED should be made and the ROI should be shown throughout the year. Through any of the products we offer, the EP should be given a kit with details of the projects we run, or the details of the EPs we have raised. We need to leverage the exchanges that we do. d. International Relations have always been too portfolio specific so far. It is about time we start looking for LC-LC partnerships, so that OGX boosts ICX and ICX boosts OGX. With the improve in our quality, we must be able to guarantee good quality experiences.

3. Please present your Executive Body Organisation Structure. Clearly outline any task forces and sub structure and explain the ‘Why’ of your structure in 100 words.

Ans.

2016 being the year of resurgence, it is imperative to have one Vice President handling each of the exchange portfolios. It is important to have small number of driven and smart individuals who can lead this LC in the right direction. ICX this year has been split into GCO and GTO because I feel that attention needs to be given to both the portfolios equally. GTO has a huge potential and a separate VP for the same is needed. However, there is only one position available for GCS because a motivated VP could drive down the values properly into the TLs - who work for separate markets. TM has been combined with IM because most of the work related to information management is now being carried out by VP TMs across AIESEC India.

Section V | Programme/Function Questionnaire

1. Programs (Please be program specific if need be) 1.1.What will be the changes that will leverage the volume of AIESEC in Manipal

University’s ELD Experiences in 2016? How are these connected with the external environment?

Ans.

Priya Rajaraman

ProgramEvolution/Innovation Proposed

Top 2 Strategies Relevance with External Market

GCsBranding of Global

Citizen in the campus.

Year long brand visibility.

Strong IR.

A Global Citizen program is hosted to bring about a

change in the world. People who genuinely believe in

changing the world would be interested. Also, for applying

to universities abroad, a social work needs to be

done.

GTs

By tapping into the university and showing them the TNs available, we could become the

first choice partners.

CEEDsUniversity Relations

This could easily be our focus program because we are a university based Local committee. Having said so, it

is easy to tap into the various branches of the

university in Manipal and raise EPs for the available

TNs.

1.2.How can the Customer Flow be leveraged out to deliver a strong 2016? Ans. The Customer Flow was built to pull strangers through our online systems, faster. It ensure faster raising and matching process and simple internal processes which ensures more customers than before. Through social media, good public relations, blogs, online advertising, events and on-ground promotions, a stranger could be attracted. From a person who has read the compelling content and seen the experiences and impacts we have created, a person starts considering. By providing more information and inviting them to our events, they consider the products that we offer. The product is delivered once the person is taken through the entire selection process. After value delivery and the strong impact our products create, the person gives back to the community. For a stronger 2016, it is imperative to understand the customer flow and work towards enhancing each of the steps.

1.3.What actions steps do you propose for a stronger quality of experiences delivered? Ans. For stronger quality of experiences delivered, the action steps I propose are: • Customising customer experience - Each experience is unique and it is what you make of it. Customising

an experience would mean that a person could choose the competencies he/she wants to develop. • Customer Centricity • Evaluation of competencies one wants to develop and equipping them with a platform to develop it. • Continuous feedback system and improving. • Mapping of every journey along with time capsules.

GCo

Branding of Discover Manipal

and delivering quality

experiences.

Year long brand visibility of DM as a

culture. Building a strong IR.

A Global Citizen program is hosted to bring about a

change in the world. With the EPs constantly working

towards making Manipal a better; GCo EPs could be

instrumental in getting more raises for GCs.

GTo

Partnering with the university and

raising opportunities for

the same.

Building upon university relations.

Being a university based LC, partnering with the university for short term-long term GTs could really be beneficial for

us. With the increase in GTO interns, the partnership

with the university could improve, making us their first

choice partner.

Global Leaders

Selective recruitment needs

to be done and their potential

must be developed and

used to the fullest.

Recruitment of people who are

willing to go on an exchange - increase

in iXPs.

Leadership qualities are essential in any person. AIESEC offers various

platforms that equips an individual to develop his/her

leadership skills.

Priya Rajaraman

2. Business Development 2.1.Evaluate the performance of BD in the year 2015.

Ans. The geographical location of Manipal and the local reality is such that there isn’t a huge market in terms of prospective BD Clients. Unlike the previous 5 years, this year was not about leveraging our personal contacts for partnerships. This year was merely about trying every client possible in the market however, there is a possibility of approaching clients beyond Mangalore. Getting Microsoft on board this time changed things a bit.

2.2.Propose key projects for BD in 2016. (Explain briefly) Ans. Key projects for Business Development in the year 2016 would be: • Synergy with ICX for the development of projects - There could be a beautifully escalated synergy

between BD and ICX. For a portfolio like GTO, both BD and GTO could work together to create such opportunities to cater to both our needs. Similarly, for GCO, BD and GCO could work for logistical management.

• Regional partnerships - Since we know that our market is exhausted, a regional partnership could be established wherein the company as well us benefit.

• Customer Relationship Management - Every year we start from scratch and there is no continuity of work. CRM is of the utmost importance and continuous engagement of clients is imperative.

2.3.Give your (probable) ER/BD target for the next year. Justify the same, considering the ground realities faced in the LC in 2015.

Ans. Considering the ground realities faced in the LC in 2015, it is time we innovate and go out of the box to make this portfolio work. So, BD target for the next year - Rs. 5,00,000 - This comes in through the key projects proposed above. ER target for the next year - Rs. 3,50,000 - Through the collaboration with Incoming Exchange.

3. Financial Management 3.1.Define a financially sustainable LC. How do you envision AIESEC in Manipal

University in 2016 with respect to being financial profitability and investment-friendly?

Ans. A financially sustainable LC would be an entity in which all the products are not inter-dependent for revenue generation or stability. By investing in RnR campaigns, a possible solution could be to send people on subsidised exchanges, provided they raise a set number of people. I envision AIESEC in Manipal University, in the year 2016, to be a financially profitable LC with timely investments made with a return of investment for each of the investments made.

3.2.Define major areas of investment for the year 2016. Please be program/function specific.

Ans. The major areas of investment for the year 2016 would be: • Invest in CEEDerships to boost TNs especially for Global Talent - By a CEED, we could expand our

horizon for Global Talent. Manipal University has a huge supply of talented people willing to go on a technical exchange, through a CEEDership, TNs specific for the needs of our EPs. This could increase the number of exchanges we do in GTs, establishing AIESEC as the first choice partner in the university. This could also work in favour of Incoming Exchange. Due to the international relations built with the LC, we could have a pick or a demand of EPs for our exchange programs.

Priya Rajaraman

• Well defined and innovative RnR campaigns to boost Global Citizen - Global Citizen Student Sector could be easily boosted in our Local Committee by running innovative RnR campaigns. One of the steps that could be taken is to set a target number of raises/matches each person obtains and to subsidise the exchange. This would not only boost our numbers but would also boost the experience that we deliver to our members and will keep them motivated and determined to achieve the targets.

4. Marketing and Information Management 4.1.What emphasis does Marketing as a function hold currently for AIESEC in Manipal

University? Critically analyse the same. Also evaluate its contribution to growth in all ELD programs, including Global Leaders Program.

Ans. Marketing is one of the most important exchange support departments because of the shift in job roles. Marketing continuously needs to work in synergy with outgoing as well as incoming exchange to assist them with reaching their targets. Marketing is responsible for getting applicants (leads) for our outgoing exchange as well as incoming exchange. Since the shift was done very recently, although it worked for outgoing exchange, it did not particularly work for incoming exchange. There needs to be a strong brand presence in the social media forums for the growth of all experiential leadership development programs.

4.2.How should Marketing evolve in the LC in 2016? How do you see it contributing to ELD programs in 2016?

Ans. In the year 2016, Marketing needs to act like a root spread out completely in all the ELD programs we offer. There needs to be continuous synergy between exchange departments and marketing, so much so that each member of either of the departments is aware of the work the other is doing in regards to the exchanges. Marketing cannot act as an external department, instead it need to analyse the needs of the ELD programs and find a way of catering to it. In the year 2016, I see it contributing immensely by creating a brand presence in itself and assisting the ELD programs to achieve the targets.

4.3.Comment on how you envision the role of Information Systems in the functioning and administration of the Local Committee in 2016.

Ans. It is important to have all the resources available to the people in the Local Committee. A knowledge hub with resources pertaining to EXPA training, processes, brochures, visions statements, policies to be compiled for the ease of use by everyday. Information Management according to me should be a part of Talent Management because most of the work related to membership and other databases are handled by TM. However, IM could not really be a portfolio in itself but should be a culture driven down properly.

5. Talent Management 5.1.Propose key projects for TM and L&D for the year 2016.

Ans. Key projects for TM and L&D for the year 2016 are: • Defined and innovative RnR to boost performance. • Skill enhancement workshops. • Member journey mapping - time capsules. • Knowledge development and hub.

Priya Rajaraman

5.2.How do you see LDM contributing to 2016 and customer experiences? Propose a model for the same

Ans. The Leadership Development Model contains the following elements: • World Citizen - A person who believe in his/her ability to make a difference in the world. A person who

is interested in the world issues and takes responsibility to improve the world. • Self Aware - Understands and lives by all the personal values, explores passion and focuses on the

strengths. • Empowering others - A person who communicates effectively in diverse environment and empowers

others to achieve a higher goal. • Solution Oriented - A person who adapts and shows resilience in the face of challenges and takes risks

when it is needed. AIESEC strives to create impact through its ELD programs and believes in ensuring leadership in every experience and developing individuals through these programs. So far, it really hasn’t been the case. When we talk about our exchanges, not every experience leads to a person developing leadership skills or when we talk about our TMP/TLP program, not every person learns those skills. What we need to do is focus on delivering these experiences in a different way for every individual such that it ensures leadership. A model that I would suggest that would contribute to the growth of every experience that we provide in Manipal University would be: • Every person should experience at least 2 or more of these programs to get a wider perspective. • Every person going on an exchange (even external) should go through a task based assessment and

should become a member of the organisation. • Each experience should be challenging where a person would have to take spontaneous decisions. • Every person should undergo an assessment of competencies developed and to be developed upon and

should have workshops ensuring the growth of an individual. • Each member should have the journey mapped along with where they are at every stage to where they

have finally reached.

Section VI | Specific Questionnaire

1. How do you envision AIESEC in Manipal University at the end of your term? Please identify the most important aspects of your vision and explain what strategies of the 2016 term will lead the organisation to achieve them?

Ans. Do not follow where the fate may lead, go instead where there is no path and leave a trail. I envision the year of 2016 to be the year of resurgence, where people realise the limitless opportunities of impacting a lot of lives. This was the 7th year of our Local Committee, and we have grown and learnt a lot from before. Every member of this LC has united to fight stagnation and mediocrity. Every member lived by all the 6 values of AIESEC, working endlessly towards one goal - boundless growth.

Priya Rajaraman

2. Imagine 31st December 2016 is upon us. Write a letter to your successor, describing the year that was and providing him/her a few key insights for the term he/she is about to begin.

Ans.

3. Based on AIESEC’s Impact Model, what is AIESEC’s role in the society of Manipal University? Based on that how can AIESEC in Manipal University become more relevant in Manipal and in the national network.

Ans. AIESEC provides experiences and opportunities through its 4 programmes - Global Citizen, Global Talent and TMP and TLP (Global Leaders). The relevance of AIESEC in the society is perfectly carried out with the help of these 4 programmes. AIESEC is that one organisation which doesn’t judge a person for who he/she is, instead gives the person the strength and belief to gain competencies through the various experiences offered. In a place like Manipal, there is often the fear of being judged by others, or not having the opportunity to grow as a leader and hence here where AIESEC comes in. Currently, our LC is just another university based LC who hasn’t performed. But what we don’t realise is the potential this place has. Potential is wasted talent and we are slowly accepting the mediocrity and stagnation. Being a university based LC, it should be easier for us to sieve the talent and produce ambassadors of sheer brilliance, yet we stop us from doing so. The year 2016 will be the year of resurgence, making sure that we truly work towards making ourself more prominent in the national plenary and in Manipal, leaving a trail of our insuppressible mark.

Dear Successor,

Congratulations on taking the leap of faith and becoming the Local Committee President of AIESEC in Manipal University.

2016 was indeed the year of resurgence, the year that rebuilt this LC. 2017 is going to be a beautiful year, where this LC grows and aims to impact upon many more lives. With my term as an LCP at the brink of ending, all I would like to say is that live each day completely. This moment will never come again. Trust yourself and your team. Learn to stand high and continue to surprise everyone, everyday.

I hope 2016 has been a great learning experience for you and I hope you continue producing ambassadors of hard work, diligence and determination.

Best Wishes,

Priya RajaramanLocal Committee President AIESEC in Manipal University, 2016-17

Priya Rajaraman

C. Situational Leadership Test -

Read each case study and determine what action you think would be most appropriate for the leader to take in the situation. Rank your answers from 1-4 with #1 being the most appropriate leadership response and #4 the least appropriate leadership response.

1. You serve as the Team Leader in your department and have been assigned responsibility to design and implement a new project. You have selected a Project Team that is eager to begin work with you in developing and implementing the new project. You have scheduled a series of planning meetings with your Team. At these first meetings of the Team, YOU WOULD. . .

__3__ a) Make sure that you define the responsibilities of the team, present an overview of the design process you are going to use, direct the work of the team in developing the new project, and closely monitor progress in implementing the project.

__4__ b) Direct the work of the team in designing and implementing the new project and encourage team members to work together by recommending ideas, making decisions on the final design, and implementing the project.

__2__ c) Facilitate the work of the team by encouraging cooperation and involvement of all team members as they design and implement the new project.

__1__ d) Allow the team to design and implement the project on their own with your support and with the resources that you have given them.

2. The Team that you coordinate as the Team Leader has been working well together over the past quarter to design and implement the organisation’s plans and projects with your input and facilitation. As the new quarter begins a number of new projects are being introduced and several new members are being added to the team who do not have previous experience with your projects. YOU WOULD. . .

__4__ a) Use several Team meetings to direct the work of the team in creating the new programs, while teaching the new members about the organisation’s work and their new role. Then work to closely monitor the performance of the entire team as they introduce the new projects.

__2__ b) Guide the entire team in creating the new projects, incorporate the ideas and suggestions of all team members, encourage effective teamwork, and take time to introduce the new team members.

__1__ c) Welcome the new members to the team, put them with other members of the team who can help them learn how to design and implement the organisation’s projects, while you facilitate team development and teamwork.

__3__ d) Ask if there is anything you can do to help the new members and support their excitement about being new team members.

3. As the Vice President you have worked closely with one of your teams for several quarters. Their work is excellent and the team gets along well together. Recognising their abilities, you feel they can now work more on their own. You have begun this year to redirect your energies to other projects and teams, and they have continued to work

Priya Rajaraman

effectively. You must now ask them to accept additional tasks and responsibilities. YOU WOULD. . .

__4__ a) Assign them the new responsibility, make sure they know what to do, and supervise them closely.

__1__ b) Give them the new responsibility. Tell them that you are pleased with their past performance and that you are sure they will do well with this new responsibility. Facilitate the team’s meetings.

__3__ c) Make sure they know what you want them to do, but incorporate any helpful suggestions they have.

__2__ d) Let them determine how to complete the new responsibility and be available to support them and provide the information and resources that will be needed.

4. You have just been appointed the Vice President of a new department. One of the teams that you are about to lead has worked together for several months. You have found that the team is beginning to perform effectively on the tasks assigned to them but somewhat overwhelmed by the project and the demands of working together as a team. You are unsure about how you fit into the group and what your role should be. YOU WOULD. . .

__3__ a) Assume the leadership of the team, direct the design and implementation of its projects and tasks, and closely monitor their performance.

__1__ b) Facilitate the planning and implementation of the team’s work and develop the ability of team members to work together.

__2__ c) Do what you can to make the team feel important and involved, and support their continued work.

__4__ d) Attend the team meetings, but let the team continue to work as it has in the past year.

Priya Rajaraman

• Improving Relations with the BoA by:

• Conducting Local Stake Holder’s Dinner.

• Involving BoA in our plans.

• Investing into merchandise.

This would lead to:• University officials - satisfied. Hence university support.

• More number of opportunities available with the university.

• Becoming the first choice partner.

Priya RajaramanPriya Rajaraman

To,

Whomsoever it may concern

Subject: Letter of Endorsement

To take up any leadership role requires one key quality in an individual, and that is courage. The courage to partake in the responsibility, the failure and the success of the endeavors alike, and that is something Priya both possesses and nurtures. Courage is not just something you inherently possess, but something you work towards and something you value enough to cultivate with every step you take. And throughout her term in AIESEC, Priya has displayed the virtue innumerable times, and all of us who have been a part of her journey have seen it.

When she first joined the organization, Priya was enthusiastic in her approach and eager to learn, something that has helped her attain success in all her terms as a member and a leader. She does not take tasks to be just items that need to be ticked off her list but ensures that she puts her heart into achieving quality results, not just numbers; and that is just what taking up this next leadership role requires.

I had the privilege of leading the first team Priya worked in as a member and have seen her grow into becoming the able and strong-minded leader that she is today. As a member, she was both dedicated and resourceful, and I saw her fall in love with our LC and the organization, which has transformed her dedication to pure passion to achieve the zenith that AIESEC in Manipal University deserves. I believe that she truly has what it takes to do complete justice to not just the office and all that it requires, but also to every other element that makes this local chapter a success.

Being proactive and unafraid of stepping up and taking responsibility, encouraging productivity and inculcating a strong team culture are necessary attributes in a leader and Priya has proved herself in all of the enlisted spheres. Our LC needs a leader that will push every single member into achieving his or her absolute best, somebody who will nurture talent and encourage growth and for this very reason, I would like to endorse Priya Rajaraman as a candidate for the office of the Local Committee President of AIESEC in Manipal University 2016-17.

I wish her the very best in this difficult but exciting journey she has chosen to embark upon and do certainly hope that every individual entrusted with taking the decision makes the absolute right choice, for the destiny of this propitious local chapter is in your hands.

Sincerely,

Shachi NelliAlumnus AIESEC in Manipal University

To

Whomsoever it may concern

Subject: Endorsement letter for Priya Rajaraman.

5th October 2015

Respected Arnav, I am writing this letter to endorse the candidature of Priya Rajaraman for the post of Local Committee President of AIESEC in Manipal University 2016-17. It all started when Priya took my Group Discussion when I was recruited. As a first impression of Priya, I felt that she was a very firm as well as a gentle-natured person and she is. Even though she was very formal during my interview, I felt very calm. Since then, I knew that if I ever got recruited in AIESEC, I would want to work with her. And that’s how my AIESEC journey started; not with just a Vice-President of my department but a dear friend, Priya Rajaraman.

Priya is the kind of person who is very hardworking and dedicated towards AIESEC and more so towards life. Whenever she starts off with some task or work, she cannot and will not leave it unfinished. She is the kind who always looks at the positive side of things. There has not been a time till date when I have heard ‘No! We cannot do this’ or ‘No! We cannot achieve this’ from her. She likes to see the best in every scenario and uses that not only to succeed but also excel in her job. These are some of the many reasons why she is an ideal leader.

As the Vice-President of Incoming Exchange, she continues to inspire and motivate each and every one of her members through her work; there’s no doubt that she’s a perfectionist. As a member, there has not been a single day where I felt my effort has not been appreciated because she has made sure that at the end of the day, we get acknowledged for it.

One of the many things I admire about Priya is how well she manages her spaces on a personal and a professional level and gives her all in everything. And the one thing that I can guarantee about her is that no matter which position she is in, you can always go up to her freely as a friend or a member and she will give you the best solution for everything. And that’s why she is my idol in AIESEC.

So to sum it up, I think that Priya has a lot of potential to take this LC to another level entirely and I am sure that she will strive for the betterment of this LC. I hereby endorse Priya Rajaraman’s candidature for the Local Committee President of AIESEC in Manipal University, 2016-17. Yours Respectfully,

Akanshya Meher Team Leader Incoming Exchange

TO WHOMSOEVER IT MAY CONCERN

Subject: Endorsement letter for Priya Rajaraman.

It is my great pleasure to endorse Priya Rajaraman for the position of Local Committee President of AIESEC in Manipal University for the term 2016-2017. . AIESEC in Manipal University has been having brilliant individuals who had the zeal and the courage to take up challenging roles very soon after they got recruited. Priya was one of them. Since then there has been no looking back. From receiving a portfolio which was absolutely new to her and entirely the opposite of what she was good at and out of her comfort zone, yet she had the tenacity and proficiency to not let this hinder her team and take forward the legacy of the portfolio.

With an intense AIESEC journey of around two years, Priya has shown great passion towards AIESEC in Manipal University. Priya has always played a very important role in every team she has been a part of. I truly believe that she is full of passion, commitment, self motivation and ambition. I have seen her always give more than a 100% to each task and opportunity she has taken up. Her enthusiasm and zeal for AIESEC are reflected in the results achieved by her throughout her journey in AIESEC.

Being a person from Delhi and having her entire upbringing done there, she has made sure that her ethics and her values always come first. Priya is one of the most value driven people I have ever met in AIESEC and this is one quality of hers which always inspires me. I have known her well both personally and professionally and something which I have always noticed is that her biggest motivation to do work is her passion for the Local Committee and that urge to see the LC grow exponentially. She is someone who not only knows her processes well but also breathes by her principles,something which is not a prominent quality in a lot of people.

In my talks with Priya over the past 2 years, I noticed she is in constant search for opportunities and ways of improving herself, being the one who not only dreams of achievement, but makes sure she reaches it. This started as soon as she took up the role OCVP BD term for Balakalakaar and delivered one of the biggest events for our LC in a span of few weeks. Her presence brings much value to the ones that interact with her in a personal or professional environment. Being open minded, innovative, with crystal – clear focus, solution oriented, with long term thinking and a great ability of working with different types of people, Priya is the person that one would not only want to have in the team, but actually have leading it.

I am very proud to see her step up, when the LC needs her the most. When we have understood the need to be process oriented instead of merely chasing numbers. When

we need someone who doesn't only march ahead, but takes everyone with her. Whose passion is infectious, whose ideas extraordinary, who is so intelligent and yet so humble. She doesn’t just lead; she inspires you and supports you through the journey of self-discovery as you create your own dream. Therefore I Arunima Suresh as a full member of this beautiful Local Committee very proudly endorse Priya Rajaraman’s application for Local Committee President for AIESEC in Manipal University for 2016-17.

Regards

Arunima Suresh Vice President Talent Management AIESEC in Manipal University

To whomsoever it may concern

Subject : Endorsement Letter for Priya Rajaraman for the Office of Local Committee President 2016-17

Hereby, I endorse Priya Rajaraman in her candidacy for the Local Committee President of AIESEC in Manipal University for the term 2016-17.

I have gotten to know Priya Rajaraman in my role as Member Committee Vice President, Outgoing Global Internship Programme in AIESEC in Turkey when she had the position of NST member for India-Turkey partnering with AIESEC in Turkey. In this time, she has profoundly shown the following skills and competencies: Solution oriented Hard working and highly motivated Effective coaching skills Ambition to achieve what she aims for Easily observe supply-demand relations. I also believe that her contribution for AIESEC in Manipal University in regard to team management and organisational development would be of high value.

With this, I fully support Priya Rajaraman to run for Local Committee President of AIESEC in Manipal University 2016-17.

If you have any questions or concerns, you can contact me through ezgi.dogan@aiesec.net and +90 538 399 61 48. Best Regards

Ezgi Dogan Member Committee Vice President Outgoing Global Internship Program AIESEC Turkey 2015-16