Transition intro read me first

Transition – 14.16 team The Key for powerful closing & powerful begining

Myth/ Fact about transition!

Myth/Fact 1.

In Q2 the MCEB team are sort of in the relaxing mood & preparing for the future. As MCP, I can’t push them / be strict/ empower them to still focus on their job. Especially as the transition is coming.

2.

In Q2 there is nothing much can be done in terms of performance. As it kind of closing stage for the term already, especially since I already have the MCP elect.

3.

Since the MCP/MCEB elect is here, the current can be more relaxed as they can give it over to elect already (It is part of the transition to make them work).

1 (myth) | 2 (myth) | 3 (myth)

Myth/Fact 3. Elect and current team are two different entities where usually they “bitch” about each other.

4. I should focus on getting results for my term only, without leaving pipeline for my successor.

5. If we already achieved the goal then we don’t need to change anything.

3 (myth) | 4 (myth) | 5 (myth)

Topics of this guide

topics ü Intro to transition: defining agenda and objectives for your transition ü Engaging 1416 in transition: engaging both teams and balancing your energy for it and codelivering the fruit peak ü Key topics for transition in a nutshell

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ü Learn by doing! – include action of MC1516 this entity goal! ü Start virtually, think out of the box, share among yourselves ü WE ONLY MOVE FORWARD ATTITUDE ü Look for AI support if needed (transition workshop in ipm!)

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Transition guiding questions which moment are you in? ü Are the MCVPs elected participating in coaching entities and overall operations? ü Have you already planned a transition framework with your MCPe as main responsible for objectives and desired content needed? ü Are you planning your EBMs with the MCPe? ü Is the MCP Transition over by now? ü Are you making the new VPs take decisions? ü Are you conscious about the GAPs from the new EB and planning on tackling them with your transition?

Intro to transition: defining agenda and objectives for your transition

Transition 1416

Intro to transition: defining agenda and objectives for your transition

Key guiding questions between MCP current and elect: • What is the next level that our @ entity needs to reach?

• What would it take for the incoming team to be 100% ready to lead the organization through that evolution?

• What are the key takes away the incoming team needs for planning?

• What can we learn (success and challenge) from our past and embrace it?

• What is the best way to facilitate a decision making process for our future?

example

Engaging 1416 in transition: engaging both teams and balancing your energy for it

Transition 1416

Engaging 1416 in transition: engaging both teams and balancing your energy for it

Key guiding questions: • What is the legacy that we want to leave for the entity and how does transition contribute to it as a 14.16 team as a whole?

• For the current team: what is that thing that still keeps me going? What would be the best way to leave my area, my entity ready for the next level of thinking? What would it take for me to give my best?

• For the elected team: what is that thing that i want to change in my entity? What would be the best way for my area, my entity ready to start the next level of thinking? What would it take for me to give my best?

Engaging peoplE WITH‌

Engaging the people with the why ü MCP, MCVPs current and elected ü Performance Goals: Have an individual coaching to set performance goals for this transition ü What kind of leader do you need to be in order to achieve this? By that he also puts himself development goals.

ü Track these commitments in transition, make them accountable in team spaces!

Have a common message as both teams to engage yourself to focus on the future ü Link it to your news, messages and network engagement ü Use it in your transition sessions as motto, to recall it every time things get difficult ü For example:

Key topics for transition in a nutshell

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Key topics for transition in a nutshell

Please don’t forget things as… mcvp topics no matter the functionality: • Team management (virtually too) • Network management • Conference management • Internal communications • Time management • Timeline management • Change management • lead

Make them as a worshop style, not just theory!

Ask the new team what is the best way they learn, and in that way adapt your delivery method

Some tips

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FOR 1416 TEAM 1. Put some visual tracking in your office and follow up everyday with your team on the achievements you are having 2. Celebrate these small achievements 3. Make every 15 days some individual coaching with your team for performance, but also to talk about their future 4. Choose ONE or max TWO clear focus for your team until the end of the term that everyone will help to make it happen 5. Have a clear GOAL for 1416 – it’s time to make both teams work together

FOR 1416 TEAM 1. Start making also the elect team to work to deliver this last peak: maybe it’s nice to start with a weekend together where you can build your 1416 team goal together!

2. Make everyone accountable in team spaces: make sure every meeting you are following up your goal 3. Create spaces where your team can also talk about the future plan they have: this is really important to keep them focused 4. Enjoy the last months with your team!

FOR 1516 TEAM - elect 1. Make also some symbolical things during transition: some kind of book or something that represents that their journey started 2. Make sure you have some team moments already – play some games, go out together and learn more about each other 3. Transition should allow you to be prepared for planning already – use the sessions to make sure you are already thinking about the key Planning topics 4. Transition is also about delivery – together with your predecessor already engage your team in the fruit peak deliverables

FOR YOUR NETWORK 1.

2.

3.

4.

5.

Create a final campaign for Final Sprint and communicate the goal you have in every touchpoint (use I AM 2015, historical fruitpeak– option) – you can even start a countdown for it Engage your LCPs: make a chat with them, send them messages every 3 days to make them accountable and also engaged in what needs to happen Recognize those entities and members that are making things happen for this next peak Keep them accountable: share the achievements and good cases that are happening in the network now Celebrate together: send videos to your network, call them every week to show them the good work they are also doing

Logistical Tips

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Transition Manager You can from now have one person from the current team to help you with: - Agenda content and tracking of sessions delivery - Thinking about how to create a good environment for transition and for your team (surprises, parties etc) - Making Check in and Check out everyday with your team: then you don’t need to facilitate this space and can enjoy it with your team too

Getting started: some extra tips to facilitate the process

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Sessions delivery 1. Make sure in the beginning of the session you always say if this session is a session for [understanding], [cocreation], [decision making], so then people know what to expect in terms of discussion 2. You can always involve your partners and LC’s in the process. Make sure you have already establish conversations with these stakeholders to guarantee that they can give even more inputs to your transition

Check in | check out 1.

Guarantee that everyday you make this happen – it’s very important to ask people how they are feeling and what can be improved so then throughout the transition you can also adapt agenda or get a sensing on how the interaction with both teams is going

2.

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Some guiding questions: How are you feeling today? What are your expectations?

What do you want to bring for today’s discussions?

What I things we can do to make this even better?

What are expectations I still have and that I need to work better to achieve?

The past is behind, learn from it.

The future is ahead, prepare for it.

The present is here, live it. – Thomas S. Monson -