1. What is your name and what would you like to be addressed throughout the process?

2. Please provide the following personal data: Phone Number, Email, Home entity, Home LC, and Current Role.

3. What are your three main personal values? What do they mean to you and how will they affect your work as LCP, if you're elected? How are you living in ways that are aligned and not aligned with your values?

4. A story of beliefs, experiences and expectations stand behind us every time we reach out to open the door to a new opportunity. Tell us your story of how you got here, and tell us about your ambition and the impact that you want to leave on the world through your Local Committee

5. What does "inspirational leadership" mean to you personally?

6. Think about the AIESEC experiences that shaped you the most. What were your main learnings, achievements, and failures from each of the Roles? Why do you believe they make you eligible to lead your Local Committee?

7. What does AIESEC as a platform represent to you? How will you explain this through what we do, and what we stand for, to a room of important dignitaries?

8. How will the LCP role contribute to a manifestation of your personal wants, needs, and ambitions?

9. What other commitments will you have asides from the LCP role if you're elected? How do you intend to balance your personal and organizational life?

10. At this moment, answering this question, how do you genuinely feel?

1. Who are you? What do you aspire to become through AIESEC in Ghana, and what can AIESEC in Ghana become through you?

2. Name two strengths and two weaknesses that could impact your responsibility and accountability as a Local Committee President. How will you leverage these strengths, and minimize these weaknesses?

3. What is your biggest challenge when it comes to people management and communication and what steps have you taken to become better?

4. How would you hold yourself and others accountable for developing themselves?

5. What trends do you think you should look out for as LCP to ensure optimal performance?

6. Are your motivations for taking responsibility for change in environments you find yourself in intrinsic or extrinsic? What are they?

7. How would you describe your reaction to uncertainty? Please give a practical example

8. What does resilience mean to you, and how do you incorporate it into your everyday work?

9. Describe your ideal support system and how it sees you through challenging periods

10. How do you handle diversity and difference? In opinions, philosophies, strategies, and so on.

11. How do you think your Local Committee can be more relevant to Ghanaian society?

12. What needs to change in your LC to achieve what you believe to be the needed LC culture?

13. What do you think is the most important battle you need to fight in 22.23 as a Local Committee?

14. How will you ensure a purpose-driven team while ensuring everyone understands their contribution to the bigger picture on your team?

15. Analyze your LC in the past 3 years using the methodology you think is appropriate. What are your main findings?

1. How does your dream Executive Board look like? List 3 qualities you would like members of your team to have.

2. How will you ensure a good synergy within your Executive Board?

3. How will you ensure transparency within your Executive Board?

1. Assess the performance of your Local Committee in all the different products you run for the previous two years. Highlight the points of improvement given the current reality (World Uncertainty, Membership as a Product and Organizational Dynamism). What will be your product strategy for 22.23?

2. Evaluate your Local Committee's Financial Governance for the last two quarters (Take into account, sources of income, product sustainability, months of reserve, debt management, and budget implementation and reporting) What are your key takeaways and points of improvements?

3. Evaluate the current departmental synergies on the current Executive Board. What synergies do you consider most important? What synergies are missing? What will a synergy calendar for 22.23 look like for you?

4. Evaluate the implementation of the Team Standards and Talent Management Processes in your Local Committee for the duration of February 2021 - July 2021. Considering the Membership experience Standards, what are the things you believe you should start doing differently as a Local Committee?

5. If you had to choose one thing to focus on during your term as LCP to increase your Local Committee contribution to the National Results by at least 10%, what will it be?

1. What will be your LC's focus product for the 22.23 term? How does that contribute to the LC's financial sustainability and external relevance growth?

2. Based on your analysis, and the current National direction, what will be your 3 key strategies for growth for your LC’s focus product?

3. What structure would you like to propose for the LCEB for the 22.23 year? Please include a brief description of any new or modified roles, with their key major responsibilities.

4. What are the three values/characteristics you would like to have in the members of your EB, and how do you see them driving the culture in the LC?

1. How do you envision your contribution to the national plenary? What evolution do you propose for improved governance and inclusive decision making and implementation in the entity?

2. Which LCs have excelled in the strategic focuses you are intending to pursue? Referencing the LCs you have reached out to, in what ways can you learn from their learnings and/or mistakes and in what ways is this relevant or not relevant to your LC?

3. How should the 22.23 term, locally and nationally, contribute to bringing A2025 to fruition through AIESEC in Ghana?

1. Using the SWOT analysis, assess your LC’s current state in terms of operations, membership and finances. What are your strategies to enhance them guaranteeing healthy and sustainable growth?

2. Evaluate your relationship with the following stakeholders: University Authorities, Partners, BoA/Staff Adviser, Customers (Youth). Highlight what your key inferences are.

3. Membership inclusivity can be driven by membership engagement. What do you think is the current situation with membership engagement and inclusivity in your Local Committee? How can you improve this through the Membership Experience Journey and Standards

AIESEC in LEGON
1. How do you intend to run both IGTa and OGTa differently and get results in your term?
2. How are you going to ensure a proper and well-sustained talent pipeline is maintained in the entity?

AIESEC in KNUST
1. Since we let go of the LC house during the pandemic, accommodation for the EPs has been an issue of concern for KNUST. What are you going to do in your capacity as the LCP to have this issue under control?
2. With GV frozen for the time being an LC like ours has shifted its focus to GTa but GTa is not our strongest hold. What are plans do you have in place to help the product perform?

AIESEC in CU
1. How do you plan to ensure that new products being introduced to the LC are well nurtured and sustained?
2. Regarding the alumni of CU, how do you plan to use their association for the benefit and well being of the LC?

AIESEC in UCC
1. How would you generate enough income to secure another LC house?
2. How would you strengthen the talent pipeline??

AIESEC in CUCG
1. What would be your main focus as an LCP in AIESEC in CUCG
2. What are you bringing on board as something new

AIESEC in RMU
1. How do you intend to run a sustainable HR Structure?
2. How do you envision better operational performance for the Local Committee?

AIESEC in UMAT
1. Can you tell us a brief history of your LC and its operations over the past 2 years?
2. What are the key strategies you have identified in making your LC sustainable in the areas of finance and Human Resources.

AIESEC in UDS
1. How do you intend to run a sustainable HR Structure?
2. How do you envision better operational performance for the Local Committee?