It's time to become LCP 27.28 for Moscow Pride

EB Managers 26.2

Become a leader who see behind the numbers

The application process is on!

Hey, lion!

I truly believe that AIESEC is a platform to develop yourself in the way you want to. And manager role is an experience that gives you the freedom to express yourself and implement the projects that no one has done before

And if you choose to become a manager, then you go through the experience I've gone through

Brainstorm with LCVP about strategic changes, bring your ideas to the backoffice, research new directions, polish the systems and impact the LC in the way you choose

What do you need to manage all of that?

Be brave to stand against the windstorm
And never forget who you are

Job Descriptions

TM manager

Organizing main tools in TM department (MATG, MX-standards, PDPs)
Manage on-time filling of all forms & tools by the LC
Analysis of data and feedback forms
Support at LC touchpoints and initiatives
Innovations corner lead

Finance & Legality manager

Process optimization and improvement of the department
Organize and prepare Full Member Board meetings
Increase awareness about - Full Members and content of the compendium
Analyzing and working on revenue growth
Working with VP F&L in preparation for legal audit
Working with protocols and contracts
Government Reporting
Working with risk management
Finance education
Engage in other forms of finance and legislative activities

Opportunities

TM manager

In the manager position, you will develop strategic and analytical thinking - seeing the bigger picture, identifying patterns, and making decisions based on metrics. You will work with data: collecting, analyzing, and arriving at key conclusions.

A significant part of the role involves managing people and team performance: setting goals, providing feedback, and creating conditions in which people perform at their best.

Finally, the position involves developing innovation management skills - the ability to find new approaches, test ideas, and implement changes

F&L manager

Finance and legality manager position is about analyzing, justice, awareness, and communication.
You will be responsible for process optimization and improvement of the department, finance education, analyzing and risk-management, compendium awareness, and events such as Full Members Board meetings, budget approvals, and others.

Timelines for the wave of elections

Motion sending deadline

19th June 23:59

Application package sending deadline

21th June 23:59

Interview preparation

22th June

Interviews

23-24th June

Elections based on strategy and motivation

~30th June

Stage 1 — Motion

TL_MOTION_TEMPLATE.docx

It will notice the LCVP TM about your desire to become a team leader

Expectations:

Use this template for the reference to create motion
Use English formal language
Save as file named "NAME_SURNAME_MOTION"

Send your motion that shows your desire to become team leader in formal language to LCVP TM via email — maltseva_t@aiesec.net before 22th May 23:59

Stage 2 — Application package

What is applicaton package

Application package is a Google Drive folder named as "NAME_SURNAME_APPLICATION" with all the necessary materials:

Motion
Application presentation
Strategy spreadsheet
Other materials if necessary

Make sure that the folder is accessible for everyone via the link

And send the link to the application package to LCVP TM via email — maltseva_t@aiesec.net before 21th May 23:59

What is application presentation

Application presentation consists of :

General part
Functional part
Cases
Strategy
Conclusion part

These topics are listed below

Expectations for application presentation

Please write out on a slide the exact question you're answering
Feel free to use your own design
Use English language only in presentation
Applications with raw AI output will be rejected

Create a presentation with answers and put it into application package Google Drive folder

General part of application presentation

There are no right or wrong answers here, but when reviewing your application, LCVP TM will take into account the thoroughness and depth of your thoughts

General Part

1. What do managers mean for a Local Committee? What contribution can they make to the work of the LC beyond their functional responsibilities?

2. What does a "growth mindset" mean to you, and how have you demonstrated this in your previous roles or experience within AIESEC or outside of it?

3. Describe a situation where you lacked the resources or people needed to complete a task. How did you prioritize, and what did you base that on?

4. How will you measure the success of your work as a manager - through numbers (KPIs, conversions, profit) or through the growth and satisfaction of the people on your team?

5. How do you determine when it's time to change the team's/department's strategy or approach, versus when you just need to give the process more time?

LC Moscow Pride

6. If you had to explain to a friend what matters most to you about LC Moscow Pride, what would you say?

7. Describe current culture of Moscow Pride (visible artifacts, behaviors, mindset etc). What is it like? What kind of culture would you like to develop in your team?

8. Why do you think EB 26.27 FLARE choose vision "From spark to fire, lions act with desire"? How does this show up in LC?

9. The phrase "Never forget who you are" stays with Moscow Pride, but the meaning of it changes all the time. What does the phrase mean to you?

Functional part of application presentation

Answer the questions and complete all the assignments for your two preferred functionals

LCVP F&L 26.27 Angelina Kievich

Hey Dear Money-Mind Applicant

Finance is the language of strategy and the fuel for ambition.

Our role isn't to just to manage funds, but to multiply opportunities. We ensure every resource empowers our products and our people, creating a sustainable engine for change. This is where operational excellence meets visionary planning.

If drive is your main engine, you feel the power to take responsibility for the financial health of the Moscow Pride, if your passion is analysis, optimization and innovation, and, of course, money…

I'm waiting for you!

LCVP TM 26.27 Antonina Maltseva word

TM is the heart of the LC: here we work to develop people, grow results, and strengthen the system. This position is for those who know the true value of human resources and the wisdom of managing them for the development of young people - for anyone ready to challenge their own maximum and help people unlock their leadership potential.

It's also worth keeping in mind that this role will demand real decisions and real responsibility for people from you - which means it will inevitably become an important step in your own leadership journey as well.

So, dear candidate, remember that the TM department is for people and about people, and of course,

For SALADE!🌿

TM manager

1. Analyze RCT 26'1 and the results of last term's exit interviews. People who left the LC cited a lack of feedback from their team leader, unclear expectations regarding tasks, and a lack of visible growth during their time in the organization as reasons among the causes. How would you analyze this data to distinguish isolated cases from a systemic problem? Based on this information, which specific TM processes would you focus on first, and what changes would you propose implementing at the start of your term? Name 3 specific initiatives

2. Analyze the Membership Survey 26'1. How would you assess the current processes based on it? Which ones are working well, and which need to change? Propose solutions for the ones that aren't working well

3. Tell us how you will inform other departments about changes in TM processes (for example, a new selection format, onboarding, or system) so that it doesn't create confusion in their planning and internal systems. How will you ensure these changes are implemented correctly and effectively??

F&L manager

What makes LC financially sustainable and how will you work on it with VP F&L? Write at least 5 specific tactics
How can you work on the stability of budget with VP F&L during performing and off-peaks?
What themes of finance and legality education can you provide to members and team leaders? (write at least 5 themes and explain their importance)
Why does the LC need compendium? What is Full Members Board and what role does it have in LC?
Suggest at least 5 initiatives that you will implement as a manager of Full Members Board, suggest 5 changes to our compendium. Link here

Cases

TM manager

Case 1: You've noticed that over the past two months, touchpoint attendance in the LC has dropped noticeably: roughly a third of members regularly skip O2Os with their team leaders, team meetings and within-department meetings draw at best half the team, and people sign up but then don't show up without notice. At the same time, functional tasks are still being completed.

1. Which specific processes or moments in the LC's work would you focus on first?

2. How will you know that the changes you propose are actually working, rather than just temporarily boosting engagement?

Case 2: You analyzed the Membership Survey from the past two months, and you notice a discrepancy: in the survey, most members rate the atmosphere in the LC and their satisfaction with the experience (NPS) as "good" or "excellent," but actual touchpoint attendance suggests otherwise - about a third of members don't show up for O2Os with their team leaders, team meetings draw at best half the team, and people vote to attend local touchpoints and department days but then don't show up without notice.

1.How would you explain this discrepancy between what people say in the survey and what their actual behavior shows - and which specific processes or questions in the Membership Survey would you reconsider to get a more accurate picture?

2.Which specific processes or moments in the LC's work would you focus on first based on this discrepancy, and how would you know that the changes you propose are actually solving the problem, rather than just temporarily boosting engagement?

F&L manager

Case 1: It is currently the 13th of May and all of the LC have just got out from offs. You have the GA revenue 20%. LCVP F&L needs money to cover mandatory expenses such as MC fee, banking services etc. which are going to be at the end of May. He asks you to work on revenue with oGX department, especially with team leaders.

What questions can you ask to team leaders? What can you do together to achieve the revenue goal by the end of the month? Write at least 3 tactics.

Case 2: You are the manager of the Full Members Board. You are holding the FMM meeting where Full Members are electing the future LCP. You’ve created the agenda for LCP’s elections for 4 hours. The venue for the event is booked from 4.00 till 8.00 pm. All of the Full Members and invited quests are here, while the current LCP is going to be 1 hour late.

What are you going to do? Will you start the meeting without LCP, will you wait for him or will you cancel the meeting? Explain, why?

Conclusion part of application presentation

Insert free slide with any information you want

Strategy

STRATEGY

Copy strategy template tool and fill it out following the recommendations

It's also good practice to ask for strategy good and bad practices during transition calls

Don't forget to add your strategy as Google Spreadsheet file in application package named "NAME_SURNAME_STRATEGY"

Stage 3 — Interview

Expectations for the interview

60-90 minutes online call
Russian language for both questions and answers (exceptions are possible)
The feedback after the interview will be provided. Use it to adapt your strategy and election preparation

Topics for the interview

AIISEC way
Motivation
Functional questions
Cases

Stage 4 — Election

The election is offline touchpoint with all the LC gathered

Expectations:

Separate presentations for strategy and motivation
All the slides and speeches are in English
You still can change your strategy, motivation before the touchpoint

Agenda for the elections

Strategy part

4 minutes for the presentation
Should demonstrate your main focuses as team leader
The last slide should demonstrate main focuses and projects of your strategy

Motivation part

4 minutes for the presentation
Say and show anything that makes people believe in you as future team leader of Moscow Pride

Stage 5 — Allocation

Allocation is a process of distributing elected team leaders by their functinal teams in the structure

LCVP TM will take into account your priorities, but the final allocation may be different in order to develop you, department and Moscow Pride overall

Contacts for transitions

Get the expertise of previous generations directly by asking the questions

Julia Shtrom - LSC manager 25.2 for Moscow Pride
Angelina Sukhareva - LCP and LCVP F&L for Tumen @dreamange
Victor Ryakhovskiy - LC VP F&L/TM data manager Moscow Pride 25.26 @victorryakh
Yulia Malisheva - LC VP Fin Moscow Pride 23.24 @yuliairdy
Daria Chebykina - LC VP Fin Moscow Pride 22.23 @modarchalex
Ksenia Zemskova LC VP Fin Moscow Pride 21.22 @ksuzem

Liza Grishechkina - LC VP ТМ Moscow Pride 24.25 @lis_avete
Arina Denisova - LC VP ТМ Moscow Pride 23.24 @arinadenisova02
Zlata Chervontseva - LC VP TM Tyumen 24.25 @feilarone
Sasha Neretina - LC VP TM SPUEF 25.26 @Shoopy
Milana Mikheeva - LC VP TM Tyumen 25.26 @m_mikheyeva
Valya Plotnikova - LC VP TM SPUEF 24.25 @Valki_ria

Useful materials to prepare for TL position

Prepare for being leadership body of Moscow Pride by learning on your own

Essense

Functional

Functional national education cycle (ECD)

Have questions or doubts?

Feel free to ask any questions in chat of candidates or directly to LCVP TM 26.27 Antonina Maltseva (@malts_t)

There are no ideal candidates, there are leaders writing the history

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