stop the madness (clusters 3 & 4)

23
STOPTHE Madness POPCORNED BY DEY DOS

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Focus on the basics workshop for Front Office of Clusters 3 & 4 by Dey Dos.

TRANSCRIPT

Page 1: Stop The Madness (Clusters 3 & 4)

STOPTHE

Madness

POPCORNED BY DEY DOS

Page 2: Stop The Madness (Clusters 3 & 4)

Why do we do Exchanges?

Page 3: Stop The Madness (Clusters 3 & 4)
Page 4: Stop The Madness (Clusters 3 & 4)

Effectiveness is doing the things that get you closer to your goals.

Efficiency is performing a given task (whether important or not) in the most

economical manner possible.

BEING EFFECTIVE vs BEING EFFICIENT

Being efficient without regard to effectiveness is the default mode of the universe.

Page 5: Stop The Madness (Clusters 3 & 4)

1.  Doing something unimportant well does not make it important!

2.  Requiring a lot of time does not make a task important!

What you do is infinitely more important than how you do it!

BEING EFFECTIVE vs BEING EFFICIENT

Page 6: Stop The Madness (Clusters 3 & 4)

1. Which 20% of efforts are causing 80% of my problems and unhappiness?

2. Which 20% of efforts are resulting in 80% of my desired outcomes and excitement?

pareto 80/20

Being overwhelmed is often as unproductive as doing nothing!

Page 7: Stop The Madness (Clusters 3 & 4)

Most things make no difference. Being busy is a form of laziness – lazy thinking and indiscriminate action.

TIMOTHYFERRIS

Page 8: Stop The Madness (Clusters 3 & 4)

Believe it or not, it is not only possible to accomplish more by doing less, it is mandatory!

TIMOTHYFERRIS

Page 9: Stop The Madness (Clusters 3 & 4)

We spend too much time with those who poison us with pessimism, sloth, and low expectations of themselves and the world. It is often the case that you have to fire certain friends or retire from particular social circles to have the life you want. This is not being mean; it is being practical! Poisonous people do not deserve your time.

To think otherwise is masochistic. TIMOTHYFERRIS

Page 10: Stop The Madness (Clusters 3 & 4)

Limit tasks to the important

to shorten work time*

Shorten work time to limit tasks to the

important**

*PARETO 80/20

**PARKINSON’S LAW

THEKILLERCOMBINATION

Page 11: Stop The Madness (Clusters 3 & 4)

THEKILLERCOMBINATION

Identify the few critical tasks that contribute

most to goals achievement and schedule them with very short and clear deadlines.

If you don’t do this the unimportant becomes important!

Page 12: Stop The Madness (Clusters 3 & 4)

TIMOTHYFERRIS

“ Important action is often uncomfortable because there is a chance of failure or rejection.

Page 13: Stop The Madness (Clusters 3 & 4)

THEKEYQUESTIONS

Most of the things we do are useless when compared with the goals we want to achieve, and time is wasted

in proportion to the amount that is available!

Am I being productive or just active?

Am I inventing things to do to avoid the important?

Page 14: Stop The Madness (Clusters 3 & 4)

THEDAILYQUESTION

Avoid doing more to feel productive when actually accomplishing less!

If this is the only thing I accomplish

today, will I be satisfied with my day?

Page 15: Stop The Madness (Clusters 3 & 4)

OBSTACLES FOR GROWTH

TO HAPPEN

Page 16: Stop The Madness (Clusters 3 & 4)

MEMBERS ARE DISENGAGED

Members fail to see the link between

organizational strategy and their own activities.

They may feel they can’t decline or renegotiate requests, and they end up overcommitting and running away.

Page 17: Stop The Madness (Clusters 3 & 4)

MY LC LACKS AGILITY

Leaders are slow to capture emerging opportunities

because they try to come to complete agreement in their assessments and strive for

perfect solutions.

Page 18: Stop The Madness (Clusters 3 & 4)

TRAPPED IN THE STATUS QUO

Leaders articulate a new strategy, but the

organization continues in its old ways, or executes well in crisis mode but lapses into old routines once the crisis

has passed.

Page 19: Stop The Madness (Clusters 3 & 4)

STARS DON’T WORK

FOR IDIOTS.

Page 20: Stop The Madness (Clusters 3 & 4)

1.  Is there a distinctive and disruptive sense of purpose that sets you apart from the competition? What ideas is your LC fighting for?

2.  Can you be provocative without provoking a backlash?

3.  If your LC went out of business tomorrow, who would miss you and why?

4.  Are you the kind of person that other smart people want to work with? What draws people in?

5.  Can you make performance fun? Can you make your architecture colorful, dramatic, and energetic?

6.  Do you treat different customers differently?

7.  Why should great people join your LC or buy your products?

8.  Do you know a great person when you see one? Are you scared of them?

9.  Does your organization work as distinctively as it says it does?

10. Are you learning as fast as it is needed?

Page 21: Stop The Madness (Clusters 3 & 4)

1.  EP Recruitment every second week. 2.  Targeted-based recruitment (by projects, by countries, by

backgrounds). 3.  Brand every recruitment differently, detached from AIESEC

Brand. 4.  Short term teams for OGX ICX with clear settled goals. 5.  Showcasing (Vlog? BFIE) 6.  Twitter hashtags (#IndiaExportsTalent #ImGoingAbroad

#fromIndia2theWorld #BFIE) Choose one and stick to it! Measure, showcase it!

7.  EP Recruitment in TechSchools for Programmers & Web developers (CEED Program?)

8.  Returnees/Trainees as part of processes? Make them AIESECers (BFIE)

WHAT WILL BE OUR NEXT STEPS?

Page 22: Stop The Madness (Clusters 3 & 4)
Page 23: Stop The Madness (Clusters 3 & 4)