You are on page 1of 22

Managing my oGIP Teams

Objetives
Prepare our oGIP leaders to lead teams to operations
guarantee team minimums in strategic forms.
The results guarantee the development of our teams.

oGIP Mission
We are a high performance team focused on delivering
Exchange experiences in a professional and innovative
way, building a mature network through membership
empowerment.

Our Roles a VP OGIP
National Role EB Role
LCVP Role
Professional
Internship
Director Role
How is going your Team Minimums?
Team
Plan
Job Description
Training
Tracking & Coaching
Evaluation
Reflection
And about the impact of your
Leadership in your LC, university, city,
family, friends...?
Decision Level

VP
TL
Member

- Long Term Plan;
- Recruitment;
- Message....

- Interaction with Eps;
- Follow up ;
- Matching forms...

- Ogx basic procedures;
- Send aceptance;
- Get EP signature;
- Prepare cultural seminar...


Strategic
Tactical
Operational
OGX team Management
Teams
Efforts
Team
Results
Ambition
Management
Culture Team
Team management Channels
linked with key objectives

Channels
Team building and Alignment
Team days
LC Plan Operational Programs
Roles, Responsibilities and MoS
Tracking and Performance
Evaluation
Coaching
Individual Recognition
Team Reward
Competencies Evaluation,
Feedbacks


Key Objectives
Individual Goals Aligned with
Organizational Objectives
Common Vision
Shared Ambition
Plan/Strategy ownership
Everyone Focused on what is
important
Constantly adjust on what we want
to deliver
Constant Development
Management
Culture Team
Roles Definition VPs vs Program leaders
TL (Middle Managers) VPs OGIP
Planning the execution (actions to deliver the
program goals, timeline and strategies)
Planning the portfolio (goals, timeline and strategies)
Specific picture of your own program Big picture of the OGX portfolio
Ensure the specific program is achieving its goals Ensure the role area is achieving its goals
Ensure the program action plan implementation Ensure the program critical actions implementation
Fast problem solving inside the program
Problem solving follow up / Coaching to help finding
solutions
Manage the members (executers) Manage the leaders (program leaders)
Tracking individuals goals and priorities
Tracking ONLY middle managers through the program
goals, timeline and critical actions
Coaching the members (individual performance)
Coaching the program leaders (ensure the program
implementation)
Responsabilities
Leadership Management Execution
Leadership
Ensure the team members are aligned with a common objective
Develop a sense of responsibility among your members
Being the role model for your team members leading by example
Coaching your members to ensure a high performance
Final responsible for the members development
Training the members and ensure all the tasks and directions were completely
understood
Rapidly estimate a situation and make a sound decision based on that
estimation
Team minimums implementation.
Management
Management
Planning the execution program operational plan
Ensure the program goals achievement
Ensure the program timeline is accomplished
Ensure the program action plan implementation
Making the necessary adjustments at the timeline and action plan
Define a clear job for each member
Delegate tasks to the team members according with the program
operational plan
Tracking the members (individual goals and weekly priorities)

Management routines
Quarterly
Review
Monthly
Review
Weekly
Tracking
O
p
e
r
a
t
i
o
n
a
l

P
r
o
g
r
a
m
s

Management
Culture Team
Operations programs delivery
Timelines;
Critical/Key Actions on current future stages
Goals: Achievement and perspectives for next weeks;
Pre Raise, Raise, Matching and Realizatons;
Channels:
EB/ Team weekly Meeting;
Online tracking Tools;
Informal approach, or even Lunch with VPs/ Team
Members;
Weekly Priorities for each individual;





Weekly
Tracking
Operational Programs
Timelines Key actions on current and future stages
Goals achievement and future perspectives

Thinking more deeply
How is our performance?
How can we improve it?

Channels:
Coaching meeting with VPs/ Team Members;
EB/ Team Meeting;
Monthly Priorities


Monthly
Review
Thinking more deeply
Is my ambition still the same?
Are my operational programs still the most suitable?
Are my goals still appropriate?
The way my LC is organized to deliver the programs still appropriate?
How is our performance?
How can we improve it?

Channels
Team Days/ Team Building
LC/ Functional Area Plan Review
Quarterly
Review
Management Routines
Quarterly Review
Monthly Review
Weekly Tracking
Review the
Operational
Programs
Adjust or activities
and growth
strategies
Ensure that
everything is being
done and on tracks
Fast Response
needs
Executio
n
Leadership
Manageme
nt
Ensure the
execution
The program leader is the final
responsible for the program execution!!!
Process management

- Results process
- Constantly identify which process could be
faster, more flexible, should be changed or adjusted
- Avoid waste
Process design should be done together with the MMs
Define how should be the interaction between areas
(VPs, MMs and members levels) e.g. Interaction with
COMM
Identifying new opportunities
The VP is the responsible to identify new
opportunities
Opportunities can be found inside the programs
the LC is used to run (new courses, new
universities)
Geographical expansion
New programs (attention to your LC human and
management capacity)
Tips
Have a good Job Description of the role of TL
Put the managers inside the strategic decisions (Big EB)
Empower them!
Delegate to grow even more!
Trust in their work!
Make a good preparation and good transition:
Team Management
Exchange Management
Operational Plan
MoS
Competencies