2013/014

Mateusz Kuśmierski Local Committee President

Candidatee

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INDIVIDUAL PERSPECTIVE

1. What does AIESEC mean to you?

AIESEC changed my life and changes me every single day. When I am going back to the past

and I see who I was, I get excited who can I be next year. Every day I wake up full of energy, ready to

act and face the new challenges, ready to do something new and get out of my comfort zone. AIESEC

gives us an opportunity to develop ourselves and it is the best way to gain professional experience

during studies. I made a lot of mistakes here but I am pretty sure that without them I wouldn’t be at

this point in my life. AIESEC changed my mindset and after one year and two months in this

organization I can tell that with willingness nothing is impossible and unreachable.

Besides that AIESEC changes people and world around us. It is a platform to make positive

and important changes. Sum of this small changes bring the big change which gives a positive impact

on society. AIESEC is a platform for young people to make the world a better place. In my opinion

one of the best facts is that people from different countries and cultures, who believe in different

thing and speak different languages can live with the same values, can go in the same direction to

realize the same vision.

I can truly tell that living the AIESEC Way made me a better person and in this organization I

feel that I am alive. AIESEC is not only a students’ organization. For me AIESEC is the way of living and

the way of thinking.

2. What is the AIESEC relevance for Wrocław society?

AIESEC may be a very relevant organizaton in our local reality. We as an organization that has

in its vision to create change agents, develop young leaders that have ambition to change our local

environment. We create conscius, ambitious young leaders who are ready to take up challenges and

act in order to see a positive change. With our ELD programs we can easily and instantly affect local

reality. Using our OG GCDP program we can built concuisness of young people and broaden their

horizons, we teach them how to act as a team player and how to take a small action that can have a

big impact. With the OG GIP program we give the opportunity to the students and graduates to work

in the international environment and maybe bring some new solutions and innovations that can

implement in the local environment so the business work better and more effective in Wrocław. The

same thing can happen with our iGCDP program when we bring our volunteers to work with young

people and show the problems that other Nations face nowadays. We as an organization have a huge

potential to be relevant in our society but I think that we don’t use it properly yet. We could be very

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impactful and powerful, we already are making a change but not as big as the change could be. I

believe that AIESEC has a potential to be the most relevant students run organization in our society.

3. “A4 Blank paper challenge” – Present your vision for Local Committee Wrocław UE term

2013/2014

“I want to see self awareness, responsible, educated leaders who are positive changes agents

and they feel aligned to AIESEC organization. They are going in one direction and united work

together to achieve our goals. By living the AIESEC way, especially enjoying participation value

work is not obligation but pleasure. We have balance between orientation on people

development and results because those two things cannot exist separately.

Our initiatives and actions change the society around us and make Wrocław better place. We are

the local youth voice which is strong and loud so the engagement with AIESEC is bigger. AIESEC

Wrocław UE brand is very strong and recognizable for potential partners and companies and we

are the first choice partner for them. Innovations and development of the market relevant

products connected with financial awareness and responsibility of our members, make us

sustainable growing and financial stable committee. In AIESEC Poland we are trendsetters and

innovators.”

4. How do you understand the role of the LCP? How will you shape LCP role in 2013/2014 in

order to maximize your term?

LCP as a leader – LCP is a person bearing a huge responsibility. LCP is a leader of the whole LC

Wroclaw UE organization who motivates and inspires members to go in the same direction and feel

the purpose of their work. She or he aims at showing this direction which is significantly connected

with his or her vision of LC which is at the same time coherent with AIESEC vision. LCP must

remember to indicate the direction in conformity with others thoughts and feelings. What is more,

LCP is a person who builds friendly environment in order to create the synergies which are needed to

achieve the goals of the LC. She or he is also responsible for the AIESEC culture and positive attitudes

in the LC. Moreover, LCP whose behaviors must be coherent with AIESEC values need to be a role

model of AIESECEr. Additionally, LCP needs to lead by example. Moving forward, she or he is

responsible for financial stability of LC and at the end of the day LCP is responsible for number and

quality of AIESEC experience. LCP is also a manager who is responsible for the management and

operations of LC, strategic decisions and tracking members of the EB team.

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LCP as a representative of the LC – LCP is a person who represents the LC externally. She or he

represents LC at local and global conferences and is responsible for creating network with other LCPs

and members of MC in order to bring improvement to the LC. She or he represents LC at functional

president meetings and with other LCPs elaborates a solutions to bring positive changes to AIESEC

Poland. Additionally, LCP is responsible for relationships with other LC’s, other students organization,

business representatives, alumnis and the authorities of University. LCP is some sort of the outside

voice of the LC.

5. What does the success of the term 2013/2014 means for you as for Local Committee

President Candidate? How are you going to measure it?

In my opinion, the success of the term 2013/2014 will depend on several factors. I think that the

most important thing for our LC right now is sustainable growth. We can achieve our goals without

big changes and revolutions that are perceived as the worst solutions these days. We can do it in a

gentle way.

In TMP the success of the next term will be retention rate on level about 80%. It is very important to

keep people to organization and it is a challenge how we are going to manage it. Next thing

connected with human resources is building leadership attitudes in members. People to develop

need apply for TLP positions. Very good situation is two people for one leaders position. By showing

them benefits of being a leader and giving high quality experience we can achieve it.

Beyond a shadow of doubt OGX is Achilles’ heel of LC Wrocław UE. Big opportunity for our LC is a

new national brand for OG GCDP Global Citizen and new national brand for OG GiP which will have a

premier launch in march 2013. One hundred and forty four thousand students in Wrocław are

describing Wrocław students market potential. For example AIESEC Poznań (one hundred and forty

thousand students) and AIESEC Kraków (one hundred and eighty thousand students) are two

committees with the best OG results in the World. Implementation of their know-how, similar

structure and similar amount of human resources in OG projects and customer service improvement

can take our LC to the top three in OG results in AIESEC Poland.

We are one of the best LCs in Poland in IC GCDP area. To continue growth in IC GCDP we need to

focus on process standardization, new financial partners of GCDP projects, NGO market in Wrocław

and expansion of kindergarten and primary school market in Opole. Additionally we need to find new

financial partnerships for iGCDP projects. In my opinion, these factors are the key to success in IC

GCDP.

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6. What will be the legacy of your term which upcoming terms could capitalize on?

Legacy in May in 2014

Wrocław UE is closer to top 10 in LC Ranking in the World

Wrocław UE is 2nd and very close to the AIESEC Kraków

Contact with Alumni and developed alumni management

OGX culture in LC

Financial stability - 12 months

Retention rate – 80%

Knowledge management

Partners relations and cooperation with LC Wrocław UT

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TEAM PERSPECTIVE

1. Present your philosophy of Leadership. Use 5 expressions describing yourself as future

Local Committee President and explain your choice.

Be a role model – Being a role model is also a key motivator that influences people in reaching their

goals. Leader should set a good example to ensure their people to grow and achieve their goals.

Leader need to be a person who sets the standards that other people follow.

Be passionate - Loving the work that we do and do it with passion are the best ways of motivation

and happiness. It brings out the best of our talents and ideas, and we can achieve the best the

results. That’s why it’s very important to be passionate about what you do and love every minute of

it.

Be courageous - In my opinion, one of the most important thing in being a good leader is to always

be strong and do the work that we believe in without any fear. Fear in our mind is the worst enemy

because we are losing our confidence, our clear vision and we are not able to give our best. We

cannot be afraid of taking risks and making mistakes because we majorly learn from the mistakes we

made.

Be calm - Being calm is really important attitude when we make important decisions of our life. We

must to give our best even under the pressure conditions and have a clear mind to choose the right

one and make the best decision.

Be responsible – Sometimes between great success and great failure is a very small distance. Leaders

need to take responsibility for the mistakes and failures without blaming others. We need to accept

our or others failures and take a lesson from them. The leader always takes the responsibility for the

final result.

2. What will be EB 2013/2014 characteristics if you are going to be elected for the LCP? How

will you build such a team?

Friendship – To cooperate and work effectively friendly environment in team is the key to success. I

want to build a team based on very strong relations between EB members. To achieve it members

need to know others very well and like to spend time together. With strong relations comes trust and

loyalty which are crucial in every team. I will do my best to learn more about my EB members and

basing on that knowledge I will create opportunities to create chemistry in my team. Personal and

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group meetings, team building activities, team days are the tools to coordinate this process and built

team culture.

Engagement – My team will be in one hundred percent engaged in work and in life of the committee.

My role in this process is very important because I need to lead by example and be full of energy,

show my positive attitude and passion in everything I do. I want to built engagement on believes and

faith that we are doing something meaningful and good for our organization. At the end of the day

our hard work will bring a lot of positive changes to the Local Committee.

Unity – Even if EB team will consist strong individuals I want to be with EB one body which is united

in one common vision, going in one direction, choosing priorities and striving to achieve our goals.

Our Team Days will be crucial moment to achieve it. We need to create goals and vision for the term

which everyone will indentify.

3. What can EB members expect from you as LCP and what will you expect from them if you

become leader of this team?

Expectations – EB from LCP Expectations – LCP from EB

LCP is in one hundred percent engaged in work

and in the life of the committee

LCP live with AIESEC values and every day show

positive attitude – LCP as a role model for

members of the LC

LCP do his work with passion and joy

LCP has internal motivation

LCP is full of positive energy which is spreading

around to people

LCP is open for EB members, they can always

come to him and talk

LCP is very close and open for members of the

LC

LCP is a coach and support for EB members

LCP is a trusted person and EB members can

always rely on him

LCP always looks for the opportunities to

develop EB members

LCP can eat humble pie if he will make a

mistake

EB members are in one hundred percent

engaged in work and in the life of the committee

EB members are honest with each other and LCP

EB members remember about financial stability

of the LC

EB members live with AIESEC values and every

day show positive attitude – they are role

models for members of the LC

EB members do their work with passion and joy

EB members are very close and open for

members of the LC

EB members are responsible for her or his duties

and tasks

EB members are the innovators of their areas

and are courage to implement changes

EB members listen and respect others opinions

and ideas

EB members are the support to each member,

area and like to help each other

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4. How could your strengths and weaknesses as a team leader affect Executive Board? Point

at least 3 on each side.

5. What is the role of Middle Management in LC Wrocław UE? How do you want to shape and

work with Middle Management in term 2013/2014?

Being a leader is making me aware how important part of LC Wrocław UE is Middle

Management and what a major role we play. The main role of coordinators and managers is to help

to realize vision and strategy of Executive Board. By leading the project or managing the area MM is

achieve goals contented in LC plans and bring realization of Ambition 2015 closer. Another MM role

is to act as a bridge between team members and Executive Board. Sometimes EB needs to stimulate

members of the LC to generate specific actions. Therefore, it is natural way to communicate it to the

leaders because of the closer relations with team members and bigger impact which they have. One

of the most important role is to build positive attitude among team members. As we all know

Strenghts

Focus on people and results: I like to develop people by delegating them ambitious tasks and look how they are changing but I am

the kind of person who give advice, helps and support them.

Empathy: I am good in understanding other people emotions. I can put myself in

somebodys place or position and adapt my attitude or behavior.

Compromise: I am not a stubborn person and when someones

arguments are convincing I can change my decission. I always look

for compromise in discussion.

Weaknesses

Multitasking: I like to take new adwantages and I am always engage in everything I do but

sometimes because of that I am loosing focus on priorities.

Perfecionism: I am trying to do everything perfectly and I am

expecting it from others. Sometimes I am focusing on details

not on the whole thing.

Unpatient: I want to get the job done and I see the results as soon as it is possible. I have a tendency

to remind and ask about the progress of task realization.

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newbies are usually the mirror of the leaders so members of the MM need to be a role models for

them. They need to have positive attitude of self- development, build friendly relations in team and

good work environment and to take part in every LC initiatives. If we want to grow as LC we need to

have over one hundred members and approximately 70-80% of them should stay a member for a

longer period of time. If we want to keep these people in our organization the leaders must be an

engine of improvement of our Wrocław “enjoying and working participation” culture.

Middle Managers as individuals and especially as a team have influence on every single thing

in the LC and that’s the reason why I want to work very close with them. I want to continue strategy

of my predecessors and put effort into building highly integrated and strong body which is leaders

commission. I want to focus on organizing personal, group meetings and Middle Management

Seminars to build a team with one vision, common goals and a team which is a bunch of great friends

who love to spend time together. By trainings, workshops, coaching and mentoring I want to

continue trend of our LC to have very well educated leaders.

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LOCAL PERSPECTIVE

1. Evaluate the performance of LC Wrocław UE in last three terms (2010/11, 2011/12,

2012/13). Point out crucial failures and successes of each term. What factors did cause

them? What are the main learning points for you?

Term Successes Factors that did cause them Learning points

2010/2011

Financial stability Good area management. Budget discipline and savings.

After the term with low financial stability budget discipline is must do.

Growth in exchange (Q3&Q4)

Good OGX area management. 158% growth in Q3 and 118% growth in Q4.

The X+X is possible and we can grow in Q4 in OGX.

Cooperation with students organization

Good relations between EB and authorities from BIT and Wiggor organization.

We need to be more open for work with other organizations because together we can achieve more.

2011/2012

High results in every area

Members of EB were performers and experts in their areas.

One person can generate huge results in area if she or he is well educated.

Growth in Exchange (especially Q3 IC GCDP)

Good area management. Good selection of projects and initiatives. Expansion on NGO market.

Leaders commission built on strong relations

Work of LCP and very integrated leaders.

Strong and united leaders commission is an engine of the LC.

2012/2013

Partnership with LC Katowice

Cooperation among LCPs. LCC with LC Katowice in Turawa after the first summer members recruitment. Autumn LCC with LC Katowice .

Partnership with LC Katowice and common LCC are worth continuing and developing.

Members recruitment in October

Members promotion well prepared. Promotion of AIESEC organization started before other organizations. Leaders were engaged in promotion. Social media usage.

We need to continue promoting recruitment to organization earlier than other organizations.

Well educated leaders and newbies

Well created PEC. “Kick off” conference and TTT track during the LCC for leaders. High quality of trainings for newbies during the LCC. Induction and Development Training Week.

Focus on high level of education in LC should be continue. LTT as a support for TM is good idea and it need to be continue as well.

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Term Crucial failures Factors that did cause them Learning points

2010/2011

Personal and Project coaching

Decision of LCVP TM Personal and Project coaching is must do to develop members and to track projects.

Reception Lack of person responsible for reception.

LC need people responsible for reception to increase quality of EP experience.

Knowledge management

Lack of archiving the knowledge.

Information Manager position is very important to take care about knowledge for next terms.

2011/2012

LCP resignation Conflict between EB and LCP.

EB pipeline Conflict between EB and LCP. Most of the MM were on the LCP side.

Synergies in EB EB members were focused on their areas. Lack of supporting each other work.

EB members need to share with their problems and cases to other’s and look for solutions.

2012/2013

LCVP ICX departure from the EB team

Personal decision of LCVP ICX.

Fall in OGX results Lack of applications in Q3. Lack of human resources in OGX area. Structure wasn’t supporting LCVP OGX.

Q3 period is crucial for OGX results. If we want to generate higher results we need different structure based on projects and more human resources in OGX.

Contact with Alumni Lack of communication between EB and Alumnis.

We need to capitalize on relations with Alumnis and put effort to rebuild it.

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2. Make SWOT analysis of LC Wrocław UE. What are the main conclusions?

Strengths Weaknesses

- Growth in IC GCDP and know-how in this area - Good plans for 2013/2014 - Positive relations with City Council - Positive relations with University of Economics - Long term partnership with Credit Suisse - Partnership with LC Katowice - Strong leadership body - Well educated committee members - Strong brand of International Kindergarten and Enjoy My Origin projects in Wrocław - Cooperation with AIESEC Poland, information flow, direction of LC is connected with direction of MC - Strong Wrocław UE organizational culture - Human resources in LC

- Low finance stability - Low results in OGX (lack of processes, bad structures) - Lack of OGX culture - Low results in IC GiP - Lack of Alumni management - Lack of diversified financial streams for IC GCDP projects - Unstructured transition - Lack of knowledge management - Small number of applications for the National Conferences - TMP Retention rate on level 35%

Opportunities Threats

- Successful implementation of the strategic projects - Growth in number of applications on TMP/TLP - National OG GCDP project Global Citizen and OG GiP Global Talents (growth in OGX) - National AIESEC Poland direction, market potential and subproducts creation (growth in IC GiP) - Expansion in the Opole market (IC GCDP & OGX growth) - NGO market in Wrocław (IC GCDP growth) - Growth in number of people in EWA (Youth To Business Forum) - Amount of sellers in LC and growth in BD area - Cooperation with LC Wrocław UT

- Unsuited infrastructure for big and growing structure (management problems) - End of the partnership with City Council - End of the partnership with Ustronianka - Lack of application on TMP positions from TMP level - Low quality of AIESEC Experience - Lack of EB focus before the end of the term - Wrocław market can be too small to continue grow in iGCDP projects

3. What are the three biggest challenges in front of LC Wrocław UE in the upcoming 3 years?

How would you like to prepare LC for them during your term?

Financial stability

One of the biggest challenge is to increase LC financial stability to minimum 12 months. Incomes in

LC Wrocław UE are on the high level but the costs are even higher so we need to continue reducing

costs and look for more savings. Very important is to create in members of the committee financial

responsibility and awareness. First step to achieve it can be more transparency of the LC budget for

Middle Managers. Additionally, LCVP Finance must create clear finance rules to cooperate with MM

and EB and budget tracking should be very systematic. Next thing is we need to outsource

accountancy to external companies. There can’t be any mistakes in finance area. According to acting

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sustainably we cannot only think about the present but we also have to keep in mind the future

AIESEC generations.

Growing LC structure

After the October recruitment our LC structure is the biggest in the history. It is very healthy situation

to continue growth in results but to successfully manage this structure we need to face up a few

challenges. We don’t have experience in managing structure over one hundred people so we need to

look for other effective management system. For better work condition infrastructure need to be

improved (number of telephones, computers etc.). The next thing is that maybe we need to expand

for Opole more aggressively.

Self financing iGCDP projects and new markets

In previous years GCDP projects were generating loses. Right now we have very good relations with

Wrocław City Council but we have to focus on finding new financial partnerships. Make it Possible

showed that we can earn money from PBOX projects. We can use it for improving brand or

promotion. Well educated and experienced sellers in iGCDP projects focused on financial

partnerships could be a recipe for it.

4. Describe and explain the main assumptions, which will be shaping the structure for the

next term. Present the optimal structure of the LC for the next term.

LCVP ER/Finance – LCVP ER/Fin will be responsible for processes supporting products selling and

development and for the LC budget. As I mentioned before it is a good combination because person

responsible for the LC profits will have better budget awareness. Just like previous BD position ER/Fin

will be the leader of Sales Team and sales education will be her or his responsibility (iGCDP and

employer branding products -> without the iGiP).

LCVP iGiP – To go straight with AIESEC Poland direction and growth in iGiP we need a person in

charge in Executive Board. LCVP iGiP will be responsible for the whole process, leaders education in

LCP

ER/Fin Marketing iGCDP

Reception

Manager

iGiP oGCDP oGiP TM

Information

Manager

Local Trainers Team

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iGiP projects, market segmentation, subproducts creation and improvement. She or he will be also

responsible for tracking iGiP projects. As a must do for LCVP iGiP is active participation in networking

events.

LCVP oGiP and oGCDP – AIESEC Poland is strongly focused on developing OGX products and to

achieve our ambitious goals our structure need to be support. Splitting OGX into two brands is

positive change because oGiP and oGCDP are different products with different characteristics and for

different group of students or graduates. Matching GiP and GCDP and visa formalities in those

programs are different so for each LCVP will be easier to focus in 100% on her or his program. It is a

step to sustainable growth in OGX.

5. What are the 3 main challenges for the LC Wrocław UE that arise with the Ambition 2015?

How are you going to manage them in order to maintain LC consistency with the

organizational direction?

In my opinion the main challenges are how to growth in oGCDP, oGiP and iGiP. Analyzing years 2011

and 2012 this programs noticed the biggest drops. We only grew in iGCDP. According to Ambition

2015 and our LC contribution we need to make 338 exchanges. It over 100 exchanges more than in

2012. The biggest challenge is how to manage the committee to achieve sustainable growth in all the

programs.

6. Please evaluate current state of each ELD programme in LC Wrocław UE adapting such

measures which in your opinion reflect programme’s performance and impact in the most

appropriate way. What are the main conclusions you can draw from this analysis for the

term 2013/2014?

Global Internship Programme:

OGX – We had small 7% drop in EP form raised but we recorded a very big drop 64% in realization of

OG GIP in 2012. We had very low realization rate in oGIP last year 22%. In 2011 it was 56%.

Contribution in whole results is 21%. We don’t have market segmentation and we don’t have

identified target groups. What is more oGiP promotion is combined with oGCDP promotion but it

can’t be. oGiP needs a different communicate and different advertisement. The next thing is to

growth in oGiP we need to create separate projects with larger human resources. Opportunity is a

new brand for oGiP just like Global Citizen for oGCDP.

ICX – Very small 3% drop in EP form raised but we recorded drop 22% in this area. Realization rate on

65%. We noticed 22% drop in realization when compare to 2011. Contribution in whole results is only

9%. We should work on product recognition among local business. We are in the top in iGiP in Poland

but it is provided only by partnership with Ustronianka and AIESEC University. We implemented

recommended iGiP subproducts IT Top Talents and Business Top Talents. To growth in iGiP we need

to do market segmentation, take care about better knowing of the product and provide education

and knowledge management in this area.

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Global Community Development Program:

OGX – In 2012 we raised 52% EP form less than in 2011. It is a huge gap. Realization rate for oGCDP is

57% but we realized 52% less than in 2011. Contribution in results is 21%. In 2011 it was 31% but

oGCDP generated the highest number of exchanges comparing to other exchange programs. Just like

in oGiP we need market segmentation, identify target groups, more effective promotion and larger

human resources allocated in oGCDP.

ICX – In 2012 we raised 57% EP form more than in 2011. 90 realized experiences is the highest

exchange result in 2012 and comparing to 2011 we noticed 14% grow. Realization rate in 2012 is on

low 35% level. The contribution in results was 49% and in my opinion it is unhealthy situation. Our

bottlenecks are wrong structure of the responsibilities and division of JD, lack of diversified financial

stream of GCDP projects (this program “ate” our revenue from the iGiP, oGiP and oGCDP) and lack of

standards and procedures in matching and delivery.

Team Member Program

In last recruitment we recruited almost 90 new members. It was the biggest recruitment in history.

But it was one of the hardest recruitments. Especially for LCVP TM which were overloaded at this

time. In this program our bottlenecks are lack of recruitment structure, weak connection of exchange

and areas plans with talent plan and lack of talent development plan.

Team Leaders Program

Team leader program is on high level. We have all the required tools to successful manage our

projects. Education is on the high level. Executive Board is organizing the middle management

seminars and development training weeks. In this area we can see lack of evaluation management

and lack of leaders image and brand. Additionally we don’t have standards in induction and transition

processes.

7. What would be the main conclusions you could draw from the term 2012/2013? Please

provide 3 good and 3 bad case practices and explain what will be the lesson learned for the

term 2013/2014.

Good Case Practices

Wrocław UE direction is in accord with direction of AIESEC Poland

Lesson: Executive Board is implementing ideas and tools from AIESEC Poland. It is very good

practice on which we can capitalize on. For example Strategic team is must do in next terms.

Members and leaders education in the committee

Lesson: We have one of the best educated members and leaders in Poland. In my opinion we

need to continue middle manager seminars, development training week and LTT.

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Summer recruitment to the organization

Lesson: In emergency situations and lack of human resources we need to use summer

recruitment. It provides us potential people for leaders recruitment in September.

Bad case practices

Sometimes lack of communication between EB and MM (for example situation with

candidate for LCVP ICX)

Lesson: There should be more transparency on the line EB – MM. The communication need to be

improved.

Lack of Managers in the Leaders Commission

Lesson: Managers are leaders just like OCP. To provide cooperation, synergy and integrity

between all of the leaders they must be a part of the leaders commission.

Situation with Alumni

Lesson: Relations with Alumni are very important. We need to rebuild this contacts and improve

Alumni management in our LC.

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NATIONAL AND GLOBAL PERSPECTIVE

1. Please describe current condition of AIESEC in Poland. List out positive and negative

changes that 2012 brought to our Organization (three each).

Current condition of AIESEC in Poland is getting better. We could see a small performance crisis in

2012 that was probably caused because of the really ambitious goals that we wanted to achieve with

the same methods and solutions as in previous years. We were not really looking for innovations and

new potential ways to achieve the Ambition 2015. The year 2012 brought a lot of changes, one of

them was change in the structures.

Positive – Subproducts in iGiP and oGCDP – focus MC on exchange

Positive – Strong cooperation between MC and LCs, big support for LCs from MC

Positive – Internationalism in AIESEC Poland – oGCDP and iGiP partnerships, MC Information

Manager Herbert Przychodny is from Columbia

Negative – Lower MC focus on employer branding projects Career Days and Youth To Business Forum

Negative – Great idea about implementation Youth To Business Forum but the role of the product

isn’t well defined.

Negative – position of LCVP Business Development is too overwhelming because of the amount of

responsibilities

2. What will be the role of LC Wrocław UE at the National Plenary and in the Global Network

in the upcoming term? How would you like to ensure that?

LC Wrocław UE is in top three best LCs in Poland and in top twenty best LCs in the World in

numbers of exchanges. My dream is to be number one in Poland and be closer to top ten in the

World and I want to show that LC Wrocław UE is back in the game and we are stronger than ever. To

achieve it we need to show other LCs our culture and image of ambitious and united LC because it is

something we can be proud of. We have balance between joy and work and we still can generate

high results according to the quote “work hard, play hard, have fun”. We need to be a role models

and by showing passion and motivation be example to others. Members of our LC must continue

active participation in national working groups and other national initiatives. Just like current EB

members next national working groups participants must be proactive and create solutions rather

than waiting for them to help AIESEC in Poland grow. Next important thing worth mentioning is high

level of education of our members. We can capitalize on it and we have to have more facilitators at

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the conferences. By sharing at the plenary sessions and being active in home groups at the National

conferences our members showed how great and powerful people we have.

LC Wrocław UE can be source of knowledge for other LCs. The main role of LC Wrocław UE as

a leader in IC GCDP is to share this knowledge and know-how to other committees. We are one of

the leaders in iGCDP and the best solutions are expected from us. To continue growth in iGCDP in

whole AIESEC Poland our LC must be trendsetter in implementation the innovations and developing

iGCDP products. In the Global Network by giving high quality exchange experience should be known

as the best place in Poland for OG GCDP. Our goals in the iGiP are high and to achieve it we need to

be a trendsetters and capitalize on AIESEC Poland ideas. Market potential in Wrocław is huge but in

previous years we didn’t use it properly.

3. How would you like you like to create and use your international network to improve LC

Wrocław UE performance?

In my opinion, first crucial moment for LCP elect in creating international network is the

EuroXPro conference. For her or him it is the best opportunity for a personal meeting with LCPs,

members of MCs and AIESEC International. Moreover, it is not only a huge chance to share

knowledge or experience with other committees or countries but also occasion to talk about good

case and bad case practices. LCP can also build together with other LCPs from committees

performing similarly some sort of partnership and work together on methods of improvement LC

performance. During the EuroXPro LCP elect can start establishing close and strong relationships with

people from global network. On the other hand EuroXpro is the best chance to meet potential

candidates for chairman of the LCC and continue our Wrocław UE amazing tradition. Other

conferences for example EuroCO are also important in building international network. During the

conferences it is required from LCP to use her or his networking skills. If LCP wants to attend

international conference, which is not obligatory, she or he must to have in mind not only personal

development but also ask herself or himself the following question “How this conference can help to

improve the LC and who will be there to help me achieve it?”.

LCP cannot forget about very useful stream of information which comes from the EPs on the

IC and OG side. EPs are the customers of LC services and they are evaluating it. Additionally, EPs

spend usually more than month being a member and living the life of the committee. LCP can

improve the services and performance of LC using opinions, ideas and knowledge based on the

experience from other committees. EPs can be a connection to open dialog between LCP Wrocław

UE and LCPs or EB members from other countries. Members of the committee are creating network

by going on the international conferences. Next opportunity is CEED for members and CEEDers from

other countries in our LC.