Most recent role in AIESEC: MCVP OGX GIPEmail: julia.faria@aiesec.net

Skype: ju.ogipCell phone: +5511943332230

Júlia Faria da SilvaMCP 15.16 application

Education:I’ve been a teacher for about 5 years now. It’s something I love and want to do for the rest of my life. I’ve discovered in AIESEC that teaching is some-thing you can do outside the classroom too (facilitation, coaching, mentoring, trainings, team work), which made me even more excited to persue a

career in education. It was in AIESEC as well, that I understood that I was a learner as well. Afterall, you cannot be one without the other. Selling:

I love selling and have been working with it since before AIESEC in the corporate world, and after AIESEC in the students market. What I persue now is that we come to a point where we can translate what AIESEC may offer to any public whatsoever.

Mass Engagement:I love writing and speaking out to people, or simply doing an stupid poem, or a GIF, or anything to agitate people towards whatever

we need to deliver. I’ve been doing it since third grade and feel very comfortable doing so.

Rank the three areas in which you have the most experience and describe your experience in each:Please describe key activities performed & results achieved.

My ExperienceOGX GCDP Member - @BH2012.2

Responsible for sales in OGX GCDP90% conversion rateRestructuring of the sales meeting modelMy falling in love with AIESEC

GIP Internship - AIESEC Krasnoyarsk - RussiaSummer, 2013

Teaching Russians from age 4 to 60Learned to love and value my country and my cityStudents discussed sustainability for the first time in their lives

NST 2013.1, 2013.2, 2014.1 - AIESEC in Brazil

Proxy MCVP oGCDP Set-2013Proxy MCVP oGCDP Fev-2014Proxy MCVP oGIP Abr-2014

MCVP OGX GIP - AIESEC in Brazil2014-2015

100% goal achievement in #RE jul-outHighest absolute growth globallyHighest relative growth of past 4 years nationallyTop 1 globallyEngaged network: NST and NCST wide pipeline

154 RA - Top 3113 MA - Top 397 RE - Top 1

LCVP OGX GCDP - @BH2013

National OGX GCDP Overall WinnerNational Excellence Awards WinnerNational Customer Centricity Awards Winner100% growth in RA-MA-RETwo successors elected in first round

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QuestionnaireWho are you? Why are you standing for MCP 2015|16 of AIESEC in Brazil?

I’m Júlia. Brazilian. Very Brazilian. Perhaps your text book Brazilian middle class young woman. Religious family, tight budget, a huge amount of dreams and the sporting of your most fashionable “da Silva” as a surname. The one that grows up watching Globo and complaining about the country but can barely handle three months abroad without dying of “saudades”. Saudades. It’s like missing something, only so much more than that.

That is definitely one thing AIESEC has shown me. I’m Brazilian. And very much so.

I’m also young. Not in age, particularly. All the less so physically. I’m young of the soul, would say the poet. I love the lightness of youth. I’m young in a sense of continously believing my story to be infinite and powerful. And that, AIESEC has shown me too.

And to that I’m a reader. I love stories. I expect my MC Team to be a Neverending Story. I’m a teacher and a learner. But ultimately, I’m loyal. To the bones. That allows me not to forget the best in people, when they are at their worst.

I’m standing for MCP because at the end of the day, AIESEC showed me that there is no textbook Brazilian at all, that we are many and more, that we are so different it becomes difficult to grasp the fact that we are all one nation. But despite the difficulty, you can always see plainly how Brazilian we are. That in our deepest disparities, we are somewhat alike. That our issues meet at some point - at the intensity of our passions. AIESEC has shown me that despite its lightness, our youth feels heavy. That I felt heavy myself. That our role in society was not light at all, but that it was, however, one face of that role, to make society lighter. Lighter with more light, yes, but also with less heaviness.I’m standing for MCP because I’ve always been comfortable enough to focus at my one specialty. When I was an auditor for Telecom Italia Company, it didn’t matter if the organization was on the verge of bunkruptcy, I could just go on delivering my 100% correct documents and live happily, prestigiously so. In AIESEC, as operations, I could almost always get away with any organizational issue as long as I kept it high in the rankings with a self sustainable leadership pipeline. Not that it was easy, mind you, but it’s a different kind of difficulty. When you do difficult things within your expertise area, it’s simpler, though never ever even close to simple.

Yet, I’ve always been close to my leaders and looked up at them with longing to help out organizationally. I wanted more. Now, I want it to become my job, to have it as a responsibility to see AIESEC in Brazil working as a whole organism, the parts I’m a specialist and the ones I’m not alike. I don’t want the comfort anymore. This relates heavily to what I want to do in my life: work with education. In the Teaching World, especially inside a classroom, you are always the final responsible. You cannot stop the class to research a question on google and you cannot call someone to stop the fight. You are also in a position in which your image resembles much of what you say and where you work and that also relate to the things being an MCP can teach me.

On the other side, I’m not an emotional person, yet I cried like a baby watching the teaser video for IC in India. Not because it was in India, not because it was an IC, but because It gives you just the right impression of AIESEC 2015 generation, and its ultimate duty - to guide the organization towards another vision and build upon its future.

In that moment, and perhaps for the first time in a conference closing, I swear to god, I was infinite. And right there, I realized there was no way I was not applying. I’m standing for MCP of AIESEC in Brazil because I want the neverendiness of that moment to

repeat itself. For me and for every Brazilian AIESECer hereon.

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Questionnaire

Brazilians. Passionate, friendly and happy, they would tell me upon arriving in Russia for my first time ever abroad for my GIP. And lucky, they would also say, when we sat in a circle and other interns started incurring about their visa saga to which, in turn, I replied that I handn’t neeeded a visa at all. It was back then, at the age of 22, that I first looked back at my country and realized what a huge role we play in the world and how it would influence my life in things known and unknown to me, such as Brazil being a world mediator provided me with been diplomatically privileged. It seemed rather incongruous, having never left it, to lead a life uncouncious of my own culture and background, but it was so, and I wanted to change it.

For me, AIESEC is potentially relevant for Brazilian society in many ways, but its base comes from raising awareness of our most powerful mecanism of change as a nation and towards our country: turning our purpose into action.

If we were to explore our passions, that would be very effective, Brazilians are quick to jump on something they feel passionate about. Yet it’s the second step of capitalizing results upon it that present our main issue, and AIESEC can provide for that in a sense that we always expect the membership to bring in the results and supposedly question them constantly in their motives, along with showing them in a short period of time the upcomings of his actions. That is very impactant on the descredit we, as Brazilians, usually feel towards our powers of change and on how we consequently give up on trying to change anything. The infamous “I’m Brazilian and I never give up” might refer to our daily activities and individual dreams, but when it comes to our dreams for Brazil, we give up all to easily, or even keep doing whatever we can, but in blunt disbelief.

AIESEC is able now to show our youth that being Brazilian is a privilege, even in the small things such as a visa-free entry abroad, and therefore it’s also a great responsibility, and in that, that they have the power to honour it.

As for our role as generation Y, we struggle to find organizations that match our values, energy and longing for doing something that matters all the while giving us the key to do so. We have the potential to fill in that role expectacularly and thus provide to our youth the environment they need to fulfill their potential in order to become the leaders the world need. And that is how we turn into the world’s main youth leadership provider. To get there, though, we need a network that unites in finding like minded people - which is different from people who think alike. A leader that is, then, capable of waking up the lightness and purpose our generation needs and still bring up their ambitions and confidence through mass engagement will be able to do

What is the leadership that should describe your team? How would you ensure that and what kind of leader you need to be for that?

What is the relevance of youth leadership in the Brazilian society?How would you make AIESEC known for being the “youth leadership provider of the World”?

I’d love a team of winners. I love winning. Perhaps everyone does. Yet, not all understand that winning and being the top 1 are two different things entirely. Winning is when the things YOU hold dear transmit into your results, otherwise they don’t really matter to you and so they don’t really matter at all.

It’s when the best of you comes out into your everyday work. And the worst as well. It’s when you learn the best from the people by your side and your worst is no longer that bad. It’s when you get to be remembered. It’s when your successor is better than you and delivers more. It’s when the changes you made [or did not, for what it’s worth] reflect upon generations. It’s when you regret little and none, because you have trouble remembering the bad times, for so great were the good ones.

Winning is when you look back to your team and feel proud. Privileged. Gifted.

Eager, loyal and connected. That is what I want my team to be.

I would start that by building a complementing team and then ensuring an evironment of trust through constant feedback and recognition, by celebrating every individual achievement as a team one. And also by being very adaptable to the style by which and individual likes to be tracked and feels the most comfortable to work to the best of his abilities.

In summary, it’s about my being eager for results and push them towards it. Loyal to each person, fighting for them at all times, never to forget they are all I have and the best I could have. And then connect to them, which is the trickiest part, by using key individuals in the team to carry everyone towards a sense of unity, according to who would do it best. The two things combined make up for a leader that is always close to his team, that is always ready for them, that is always open to learn from them and that is also enjoying himself all the while. And that is how I, Júlia Faria da Silva, as MCP, long to be.

To get there, though, I’ll have not only previous team experiences inside and outside of AIESEC, but an extensive career as a teacher, when you have to deal with an assortment of different profiles, and still deliver what you were there to. As a teacher you don’t even get to pick your team, but you don’t have the option for it not to work. That gives you quite the skill to deal with people, and that might serve situations that are either analogous or not, like being MCP.

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Questionnaire

Government - Globally, the government may interfere with the organization both politically and legally, with power to bar growth, freeze operations or even close entities. We still do not communicate well with the public sector.

Visa Issues - There is no control over it globally and we still rely on unofficial information in order to procede with visa for our exchanges.

Detractors - As we do not work well with our promoters and do not have a well served delivery of exchanges, our detractors expand and get even more zealous in criticizing the organization.

International Conflicts and Epidemics - Internal conflicts insurge frequently across the world and might present a huge risk for current and future exchanges. Recent ebola epidemics spread fast and may also restrain international borders and travelling.

Legal issues - we are still unable to be 100% legal, both in terms of registering, visa and overall activities.

Financial Model - It’s weak and filled with roles, showing extreme vulnerability in terms of the new proposed customer flow. Most entities are not financially sustainable. Also, even when we are financially well off, we fail to use it estrategi-cally for ELD growth.

External Recognition - We still fail to be recognized as the biggest world organization ran exclusively by youth and cannot capitalize on that.

Internal Communication and Information Management - We lose information all the time, especially every year at the end of our board’s terms in all levels - nationally, locally and globally. When MyAIESEC went down, we were in the dark.

Low Efficiency - We still have too many members not converting work into results.GIP globally - While we do have overall ELD growth, GIP - and especially iGIP - keeps stagnant or decrescent.Supply and Demand - Misaligned S&D provokes students and organizations not to receive what we promised them.

Delivery for GIP - An array of grave problems keep coming from GIP exchanges as we fail to have a structured delivery and work with codelivery.

ELD Growth - AIESEC is becoming bigger globally, expanding. operation more and growing as an organization.

GCDP Emporwerment - The programme keeps growing above expectations and has brought dynamisn and highlighted the social tone of the organization further.Dynamisn - while this can be a threat at some point, in a world that changes incessantly, we adapt almost as quickly.

Purpose driven membreship - we still spend most of our time discussing our purpose globally and are driven by it.Innovation - we are quick to jump on the innovations our products need in order to stay competitive in the market. Most recently this is shown by GIP new proposals and our new internal system.

EXPA - A new customer flow to allow us openness and a better reach of the market.

Regionalism trends - IGN to become our steady main supplier, with a strong identity and a relevant commom purpose: unite America.

Alumni - To leverage our ELD members and serve as models to our member, a live proof of where they can go.Lack of talents in the market - Our market faces shortage of talents all across the world and are willing to import labor power, what we can provide for.

Conflituous diverse generations relashionship - AIESEC should teach our youth how to deal with the differences between their elders and youngsters.

strengths

weaknesses threats

opportunities

Design a SWOT analysis of the organization (globally)

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Questionnaire

Globally speaking, there is a lot of focus on making a new vision that is clear enough and will not take the organization two years to figure it out. The transition on national level will come down to an MC that is focused on delivering 2015 final sprint but can still create in the members a turning of mindset, meaning they are open to the changes that are coming themselves, without living off the waiting for them. Currently, we have a membership that focus almost exclusively on execution. They will now need to transit into a more entrepeneurial approach, that being valid for all realities. From the top performer that needs to find a way for his members to be even more productive to the member of a young entity struggling to approach his market.

The main challenge on it comes from preserving focus on achieving AIESEC 2015 while doing so, but by connecting these new behaviors with the delivering of our core - leadership and exchange - and having members with a clear leadership development flow, along with building upon a network that is united, action oriented and purposeful, we should still be able to go through both at once, as next year will demand.

We need to rescue again the consciousness of entrepeneurship inside the organization, and then have our members believe in it. Having a ready membership along with a clear guidance to follow through, avoinding at all costs a sense of limbo that the last change of visions brought, we will maintain our focus, thus delivering AIESEC 2015..

All the while, the delivering of 2015 willl demand us following up with our OD model and improving our growth model to the point where support will reach the network in its entirety, along with members that are inducted correctly into the whys and ways of our organization and its programmes, along with the understanding of their leadership development flow.

Looking up at an extremely heterougenous network, inserted throughout an enormous country, we still struggle to unite and act as one. This comes down to the fact that we continuously have trouble connecting as a country, which might come from our cultural background. We don’t usually have that “beforehand connection” - just because you are from Brazil and I am from Brazil, we connect, even if we are not to ever become best friends, at some point we connect and fight as one - except, of course, when we are abroad. And isn’t that magical?

So, I believe that by being an organization that brings sending people abroad to develop leadership as its core, the behavior that paradoxically lacks the most and is needed the most is UNITED. As soon as we behave as one, we will become aware of our role in our society, which is to bring our country to act as one, believe in its actions as one and thus achieve as one.

So the evolution I see now is to fundament those behaviors throughout our network to the point where they will strive to embrace them and go through their AIESEC experience and beyond as a purposeful, action oriented and above all, united Brazi-lian youth.

Globally, how do you see the organisation dealing simultaneously with AIESEC 2015 achievement and AIESEC 2020 creation? What are the mainchallenges and strategies that you have for that? How to make sure that we will achieve 2015 in AIESEC in Brazil and be ready for 2020?

Nowadays, we talk a lot about behaviours and how much they matter for our leadership development. How do you see the evolution of this matteron the network? Among the 3 behaviours (Purposeful, United and Action-Oriented), which one do you see that lack on AIESEC in Brazil the most? Why?

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Questionnaire

“The Year of My Life”

I was at a New Year’s Party in Belo Horizonte, 31st December, 2013. Five seconds to midnight and I had one thought. This was the year of my life. It didn’t mean I felt a sense of completeness. Eminent MC elec-tions and the dire will to have another 2013 wouldn’t allow that. But not in one of those five seconds, when a life filmed through my eyes fast forwarded inside my brains, did I question that that, those twelve months, composed the best year of my life. And when I looked around, there were around thirty people, mostly fresh arrived from Colombia and sporting an array of Spanish accents. Vilson was there too. My ever motocycle ride, plus a bunch of old school alumni.

And I thought, did they ever think that? Would they ever? That because of AIESEC, they had the year of their lives?

Do not mistake me, I didn’t want them to think that because that was the first time they had had some-thing different, but because their AIESEC experience brought them something they had yet to find. So-mething that, if not found, would keep their lives unappealing to themselves. I wanted them to say that for finding in AIESEC who they really were, and before the end of their experience, yet a better version of their real selves.

As President of AIESEC in Brazil, my vision is for every AIESECer to have the year of their lives. And more than that, that we thrive to engage and develop every young AIESECer in the world.

What will AIESEC in Brazil remember about the 2015|16 term? Describe which will be the key milestones you commit to strive for during the next term. Please include but do not limit yourself to organizational goals.

Questionnaire

Understand the why of AIESEC and relate personally to it.

Every member to understand AIESEC and why we do what we do. I believe we have reached a point where we understand how important our WHYs are and that it is fundamental for each member to acknowledge it, however, we have yet to reach a point where we are able to guarantee it.

We are losing much of the lightness of our experience. As I said previously, our goals are in no way light, but even in times of dire exhaustion, enjoying participation must be conserved, because that is also part of the way we do what we do. This plays a big card in retaining people in the organization. “I want it” is always the first step.

Engage and Develop Every Brazilian AIESECer

Enjoy the experience and feel williness towards its daily activities.

Fight for it with eagerness.

This shouldn’t ever be lost. Our focus on results. Our core is to deliver leadership through exchange and we must fight for it eagerly at all times. But if you ask me why did I use “fight for it” instead of simply “do it”, I may tell you that these are two different ways of providing the

Put it to good use outside the organization.

The concept of leadership development bases itself upon consciousness of leadership development and its applicability. Our members need clarity of the TMP and TLP development model and constant follow up through the experience, to then apply it further in their journeys outside the organization, through both social, corporate and personal experiences.

Term Goals:

GCDP: 10.000

GIP: 2.000

NPS 60+

across all four operations.

AIESEC in BrazilConnection between AIESEC in Brazil and our country.

Understanding of the connection between the two of them upon our need to turn purpose into action both as AIESECers and Brazilian citizens.

Proudness towards our role as young Brazilian citizens.Unite upon the fact that what we do inside AIESEC may change our country and the society in which we will live on.

Embrace IGNEmbrace our region and get closer to them despite language and culture barriers. There is no way for us to

EXPA New EraBackoffice to have a clear, legitimated role.

When functional, the system will demand a strong, well connected FOBO, that works in a much higher level than currently.

Structures to serve new customer flowsEXPA will demand that we speed up our trends towards project based structures for all areas.

Standards and SatisfactionThe platform opens our doors and so we will be more known and more measured. That, however, will only translate in relevance if we deliver high standard experiences.

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Questionnaire

Aside from making me extremelly fulfilled and proud, this all showed me very practically that our OD model works. GCDP provides solid leadership pipeline sustaintability on local level and enables GIP to navigate comfortably according to LC focus.

Focus on GIP, that we struggle so much to understand, as I see, comes down to how much of the leadership pipeline GCDP continuously produce is relocated to its corporate cousin, considering both members and returnees. It builds up then around the alocation of financial and organizational - LCP and backoffice distribution of time, for example - resources.

If you consider LCs that have consolidated themselves as highscale delivers of GCDP, such as Fortaleza, Recife, and Florianopolis, the balance changes and so most of GCDP-born resources stay in GCDP, which influences heavily on the culture of the LC. That does not change the fact, though, that they are able to maintain a strong leadership base and continously grow across both programmes, including at least one of the GIP areas.

What are the next steps for the network development path? Consider OD model, expansion, conferences and the local structure.

“Good to Great” through my AIESEC experience

By the time I became an AIESEC member, I was supposed to undergo a GCDP exchange in Russia during the next peak. I’d end up doing a GIP instead, but that is another story. As a GCDP EP I was integrated to the organization to watch half the EB 2013 of AIESEC BH come from GCDP background. During third round, I became part of the statistics myself.

Yet, GIP would thrive during that year, playing an important role in the dynamics of the LC.

As VP OGX GCDP, one of my three personal ambitions was to elect half the next EB from my team. I elected three instead of four, but watched brightly proud while they sported excellent results both nationally and internationally. All the while, GIP continued to grow in the LC.

Cherry on the cake placed itself an year later, when the returnees from 2013 fish peak, now experienced members and managers of the committe, started filling in their 2015 VP applications. As it is now, six out of seven elected - including LCP, the third member elected in 2014 - were GCDP EPs from the past two years. And just now, @BH has doubled both GIP positions to consolidate its GIP focus further.

Murilo CamposVP OGX GIP 2014 @BH

Brunna ChiericattiVP OGX GCDP 2014 @BH

Moving further on the model, when an LC reaches the edges towards specialization, focus areas tend to become not only self sustainable but the chief producers, as trends shown in Porto Alegre, with an EB 2015 built in its overwhelming majority upon GIP-grown leadership pipeline.

Yet, while one can consistently argue that the “Good to Great” model works, our network still does not homogeniously achieve expected growth across all clusters. That is mainly related to our growth model slow reach on LCs other than the top 10 - or even for them, including a better differentiation between clusters operationally. While with the Leadership clusters, this is becoming more clear within the organizational level, the operational and backoffice areas still struggle to understand and customize support, and so, there isn’t a clear evolution pattern for each area separatedly, as per example: when does an LC is considered mature enough to change clusters in OGX GIP? We only measure that by results and expected growth, yet not in steps, but based on current situation and historic. Along with that, we still struggle to concentrate and track information concerning separated support, as we still don’t know exactly what each NST tracker, for example, of each area is doing and thus are unable to see the full picture of applied growth model in one LC. That puts our OD model in a wavy situation as we are unable to track exactly in which step the LC finds itself, which kind of intervention would take to pass him up and if it’s an a point outside the curb. The biggest evolution for both our OD and growth model lies in crosschecking organizational and operational data, and track it consistently.

We may do that by having each MCVP applying team minimus to their NSTs, which will make them work more consistently, thus providing routine support and report on that, which then should be put in one area [Podio workspace, for example]. That has been tried this semester with little to relative success, and I think the missing point is having someone responsible for that as his focus job, coming down again to tracking and information management.

With consistent reporting, we will then have a clear picture of each entity, avoiding common confusion and second guessing as to which step such entity belongs. That will allow us to work better with expansions, younger LCs, potential LCs, top performers and entities in risk as whole, and so responding to it with correct suggested local structure, customized conference agendas and any other chain of support.

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10 What are top 3 strategies to make sure that all our programs (GIP, GCDP, TMP, TLP) grow both in #RE/#Completed as well as NPS.

Questionnaire

I believe the key factor for the next few years for the way our organization operates and how much we deliver in result is absolutely related to our new system and its proposed customer flow. It’s difficult to see it clearly now, when many technical impediments are barring its proper use. Yet,

when working in full speed, EXPA will harshly pull the organization towards its new trends.For one, with such an open platform, we are supposed to be focusing more in our differential - leadership development, as we won’t need to focus so much in explaining the “whats” of our exchanges: they will be clear to the customers. That will then demand us to have a much better grasp of our leadership development models, which culminates in members that know deeper the reason why should a person buy our products, and yet understands further why is he there selling it. The competen-ces and values a member develops here along with the environment that allows such development will need to open up as well as the opportunity to apply.

Another big push may come towards our back office areas, which will become even more crucial than now when it comes to making the new flow work.

AIESEC will also be more visible, more open and that demands that we put up a good show for it, by delivering excellence in our experiences and learning to use them for showcasing and storytelling, which will also become more crucial as we advan-ce further towards digital marketing.

I believe that EXPA, when fully operational will bring indeed a new era to AIESEC, a era where our core still lays safely upon leadership development through exchange, but where our efforts are channeled to what what matters the most - the delive-ring of the experience itself.

What will be the changes that will leverage the volume of AIESEC in Brazil ELD realizations during the 2015|16 term? How are those connected withthe value to the member, to the external environment and to the organization?

GIPi - Working short term new product for specific LCs and cooperations.- Enforce homogeneous support to enable sales force working with Marketing subproducts.- Follow up with visa negotiations within the Ministery of External Relations.

GIPo- Focus on delivering the exchange through LC2LC cooperations, mandatory LEAD programme - Induction, OPS, RIS and follow ups.- Take our public towards knowing and longing for top suppliers, through digital market, showcasing and storytelling.- Work heavily on network identity, which are the main projects for current term, yet need continuity to be fully implemented. Along with reinforcing high volume mindset through Teaching and Short term subproducts.

GCDPi- Quality and Standards and Satisfaction Model Induction based on each LC grothw model- Smart supply agenda totally focused on issue segmentation, market research and OGX abroad needs. - Customer Centricity for every stakerholder focusing specially on the TN Taker. Increase our conversion rate in mandatory for the whole project flow optimization.

GCDPo- Structure base on market segmentation projects for a more customer customized selling.- Sales force focused on creating in the customers the necessity of the programme, or making this need concious.- Reintegration of the majority of the EPs through a well executed LEAD programme, empowering the area and facilitating showcasing and sales of the product.

TMP- Set of competences and values the AIESEC experience adds to the member to be clear for the student’s market.- Recruitment timeline to be aligned with operations timeline.- Career planning and experience follow up for a longer staying in the organization.

TLP- Working PMs to be less operational and enable them to actually manage a team.- Working for homogeneous support to all VPs in the network, through a better implementation of our growth model.- Use alumni for showcasing and engagement throughout TLP’s career.

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Questionnaire

We stand for the same thing - uphold AIESEC in Brazil innermost needs. To have it clear as commom goal, never to be forgotten, will allow us to fulfill the potential of our organization. If unity is what our network craves the most, that most begin with the organs that lead it.

In practice, I believe the relationship between MC and CSN must go three ways in orther to be successful. First, we must have clarity of each one’s role and responsibilities, and how do we communicate in it routinely. In other words, have clearance of the governance within the organization.

Secondly, there must be empathy between the two organs. Once both understand and see the other as a team, not a stone in the shoes, working together becomes pleasant and not just demanding.

Then, with both points in order and to sustain them, I belive the CSN must have a better look inside MC plan and work, with perhaps the steering team and specific subcommittee’s chairs taking part in our Team Days for a few sessions, for example, Which should allow for inputs and alignment between LCPs and MCs work, built upon a strong sense of unity, collaborativity and belonging.

How will you work together with the national council (CSN) to fulfill the potential of AIESEC in Brazil?

Everything not saved will be lost.