EB 26.27 APPLICATION
FEAR SPARKS FIRE.
Dear Local Committee Leader,

If you’ve decided to apply for the LCVP, it already means you are more than enough to take part in this election. You already have the fire to make decisions on the level of the whole Local Committee — the fire to lead the entity I love with all my heart. And that means I’m already so proud of you.

This journey will 100% not be easy. It will be about making decisions that go beyond yourself; about seeing the bigger picture you’ve maybe never imagined before. About the moments when you’ll want to escape, shut down, or give up — but choose instead to go to your team, ask for support, and make the impossible happen together.

It will be about carrying massive responsibility every single day and still learning to stay calm in your own actions — realizing that your circle of influence might seem small, but your impact is greater than you think.

It’s about loving with all your heart what you do, honoring the values you hold, shaping your thoughts with intention, and speaking about what truly matters — as one of the key people of your LC.

I’m waiting for you in this role, and I’m sure that together we can move mountains — because we truly love, and because the fear we feel today will one day become our greatest fire.

Anastasia Panova
LCP 26.27
EB responsibility:
  • Creation and implementation of an LC and department strategies;
  • Enabling the goal achievement of AIESEC in Ekaterinburg for the term period;
  • Participation in EB Meetings;
  • Work with managers and team leaders, both in terms of functional and personal development;
  • Engagement in recruitments;
  • Provision of education to members of LC Ekaterinburg;
  • Ekaterinburg culture development and conveying to LC members;
  • Preparation and realization of transition to successors;
  • Participation in all national conferences;
  • Help in organizing local conferences;
  • Report at the end of the year report to LC;
  • Communicate with other LCs in AiR, other entities, and AiR MC team;
  • AIESEC in Ekaterinburg external and internal positioning

Term duration: 1 FEB 2026 - 31 JAN 2027
TIMELINE

NOTE OF INTENT

1.11.2025 23:59 GTM+5

1-page PDF note with explanation why you want to become part of EB team

template is here

  • Applications after DDL are not accepted
  • The application must be completed in English

APPLICATION

5.11.2025 23:59 GTM+5

  • The application must be completed in English
  • Applications after DDL are not accepted

STRATEGY&MOTIVATION INTERVIEWS

6.11-8.11

  • Each interview will take 1-1,5 hours
  • Can be with current VPs, LCPs, LCPe, MCVPs and alumni
ELECTIONS
9.11
Elections including following parts:
  1. Strategic speech
  2. Q&A round
  3. Motivational speech
  4. Voting process
  5. Announcement
*time and place will be announced later
Requirements for candidates
  • Any current member of AIESEC in Ekaterinburg is able to apply for the position “Vice-President”
  • Study the information:
    • AIESEC essence & History
    • AIESEC 2030
    • Global, National and Local Compendium
    • MXP product
  • Working hours 30+ hours per week
Application package
  • Procedure rules:
    — Create a folder named NAME_SURNAME_EB_26.27_APPLICATION in your Google Drive
    — Load all files into it and open the access to view it
    — Questionnaire and endorsement letters should be issued in PDF format
    — Name each file in the format "NAME_SURNAME_FILE_NAME"
    — Documents questionnaire and endorsement letters be filled out in English
    — Send a link to it with your application to anastasiapanova@aiesec.net
  • Questionnaire
    If you are a Manager or Team Leader:
    You must choose 3 functional priorities:
    • for the 1st one answer all questions
    • for the 2nd and 3d answer any 2 questions
    If you are a Team Member:
    You must also choose 3 functional priorities:
    • for the 1st one answer all questions
    • for the 2nd and 3d answer any 2 questions


  • Fullness
    1. Questionnaire
    — Application must be in English and PDF
    — It should contain 17 general questions and at least 10 functional ones (3 priorities)
    — there should be no more than 20 pages
    2. Tasks
    — Submit all tasks in Google sheets

    3. Endorsement letters
    1. From the person you work with
    2. From the person who leads you
    3. From the person you led
    • Make sure that Endorsements are written/typed in English, on a letterhead paper with the endorser's signature included

    4. Personal diagnosis:
    You are given to tests to pass to analyse yourself

    https://www.16personalities.com - will give you an exploration of your personality type
    https://leadershipcircle.com/free-self-assessment/?utm_source=chatgpt.com - will reflect your leadership style, and make us build a strong communication if you will be elected

    After passing them, fix your results and send them in JPG format (screenshots are allowed)

LC EKATERINBURG
APPLICATION PACKAGE
Answer the questions as if no one will ever read them.
I sincerely want to know
what you and your leadership are like.
GENERAL QUESTIONS
  • MOTIVATION
    1. Who are you? Describe yourself in one phrase.
    2. Strengths and how will you use them? Weaknesses and what risks are there for you as a leader.
    3. What was your biggest win and failure in the AIESEC experience? How did you respond to each?
    4. What qualities do you value in others? Why?
    5. Describe your goals for the next 5 years and explain how you will achieve them.
    6. Why do you consider yourself a strong candidate for this VP position, and what do you expect to gain from this experience?
  • EB TEAM
    1. Evaluate the LC context according to your personal criteria. Choose 8 important indicators for you in LC and evaluate them from 1-10.
    2. Where and why will you take LC? Which 3 directions should LC focus on inside. And which 3 are the priorities for LC outside.
    3. What criteria will you set for other VP, MAN, TL, MMB to be fired?
    4. How do you imagine working in a team? What values are important to you in the team? What behaviors would be unacceptable to you? Suggest rules for your team in 3 areas: teamwork, communication, culture.
    5. What 8 qualities do you think are crucial for VP in the 26.27 term? Rate yourself by these qualities from 1 to 10.
    6. What can Local Committee get from you being VP?
  • WOLF-AIESECER
    1. What does LC Ekaterinburg mean to you and why you want to proceed on your experience here?
    2. What is being said about you in LC now. What brand do you want in the position of VP?
    3. What is the role of LC Ekaterinburg in the city? Does it currently achieve it's mission? If yes, how? If no, then what is missing to achieve?
    4. Why should young people from Ekaterinburg develop leadership?
    5. What does the motto of the LC "Вперед родимый..." mean to you? How do you live through it?

Functional questions

MARKETING

  1. Create your VP strategy for the term 26.27. Use template here
  2. Imagine, that your functional goal for the month is 30 GT SU. Currently you have the following courses of SU: TG channel with 2 leads coming in 8 days, 1 partnership with the main city university, and zero SU coming from referral system. Create an attraction plan for 1 month, which will lead you to 30 SU, and explain on which sources you will focus on and on which no, why, and how you will do it. It's important to write how many SU will come from each source, and write risk-management plan if something goes wrong.
  3. Look at two posts from our VK group by the links: 1st post and 2nd post. Explain how each of the posts respond to the target audience of the GT product, what would you change and improve and why. Describe the posts in the following aspects: visual, text, meaning, call to action.
  4. Imagine that for the past 3 weeks the number of clicklinks by referral system has grown up to 30%, but the number of SU reduced to 20%. Explain 3 reasons why this could happen, and what would you do to improve the conversion.
  5. Imagine that you have to create a partnership with a university to spread your promo materials in there for GV product. Write a short letter to the uni principal, which will take his attention, present the GV product and AIESEC as an organisation, offer a specific benefit for the uni and end up with a call to action. Also, describe what would you do if the letter would not be responded for a long time.
  6. Imagine that you have a synergy with VP oGT. The information he came with was: we had 2 irrelevant profiles from you, our target audience now is all studying and working, so we cannot communicate operatively, and we need your help to do something here. What is wrong with the synergy - what data was missing for you to improve your work? What questions will you ask and what expectations will you set for the next synergy to make it effective?

RUSSIAN VOLUNTEER

  1. Create your VP strategy for the term 26.27. Use template here
  2. Imagine that you have to create a 2-weeks AIESEC project in your city. Describe its' idea, goal and target audience, and set 3 main results that this project should bring for customers, partners and AIESEC. What are the main 5 steps you have to do with your team, so to have a strong start?
  3. You have 4 weeks before the project starts. Your project preparation is 50%. You have the following things to do: make 2 partnerships, raise 20 SU and convert them into 5 new PAIDs, sign up a contract with an accommodation for participants. Explain, in what order will you do these tasks, why, and what usual mistakes can be made here.
  4. Imagine that on the 3rd day of the project you get a call from your main speaker that tomorrow he is unavailable to give two sessions due to his sickness. The program is going in a right way, but tomorrow can ruin everything for more than 30 people. What will you do after the news in the first 2 hours? What will you do eventually so your participants won't loose their engagement? What will you do in the future so to avoid such fuck-ups?
  5. Why haven't you come for the RV project as a participant yet? Write at least 10 objections you might have and how you would cover them.
  6. Present the structure of your department and their JDs. Write the risk-management plan for the case in which a half of your team will leave AIESEC in the middle of your term, when your project preparation is lower than 60%.

FINANCE

  1. Create your VP strategy for the term 26.27. Use template here
  2. Perform analytics of the 24.25 and 25.26 terms. Be sure to include budget (plan/fact), products stability, and cash inflow/outflow. What are peaks of incomes and outcomes in all products in term? What are the main expenses of the LC? What trends do you see? What do you want to change and how will you do it?
  3. Imagine that in the beginning of your term the LC has 20k in budget, and its' plans for income are 100k, for expenses 85k for a half of a year. Determine 3 the highest financial risks for the upcoming 3 months and how you will resist each of them.
  4. Imagine, that in June one of the products brought 60k of revenue, 45k of expenses. 10 realisations were done in this month, in which 3 of them became cases with a =n obligation to return money to a customer. Count profit and loss of the product. Give 3 conclusions about how the product was managed, and what question you will ask on the next synergy to improve the results.
  5. You were informed that the approval which was planned to be today is under risk, as the company abroad doesn't sign the contract due to its business. In that case, your goal for the month will not be achieved, as today is the last day of it. What will you do first? What processes have to be built beforehand in order to avoid such risks?
  6. Imagine that you have a synergy with VP RV. He hasn't done any results planned in a month, and LC is missing money a lot. What information do you need from VP first, what questions will you ask and what standards will you set to improve his results?

TALENT MANAGEMENT

  1. Create your VP strategy for the term 26.27. Use template here
  2. What are the main features of current generation? What profiles of members we had in 24.25 and 25.26 terms (in each recruitment), which profiles stay in LC and continue their experience? How will you adapt MXP product and standards of our work to this generation so we can achieve higher results and ensure LC members well-being?
  3. Imagine that the common goal for global products in the LC for 6 months is 60 exchanges. For the past 2 months they have done only 5. What metrics would you track first to understand what is the reason for such a performance? What questions would you ask on a synergy first?
  4. Analyze 24.25 and 25.26 terms, determine the top 3 strengths (what is worth continuing) and the top 3 bottlenecks (what needs to be changed/solved) according to the following criteria: MATG, Recruitment, MX, RR, membership, leadership. How will you continue/ change and solve them? Name at least 2 tactics for each strength or weakness.
  5. Imagine that oGV department has a low performance, as TL is not confident about himself and avoids communicating with a team, VP gives all the work to TL and does nothing, members don't own their goals and do routine tasks without initiative. How will you increase the performance of the team? What risks do you see here if nothing changes? (at least 5) What are the main 3 reasons that might lead to such an outcome? How would you avoid such a situation in the future? Name at least 5 tactics.
  6. What can we learn from other LCs in Russia that run TM? Talk to at least 3 VP TM from other LCs/alumnies and make conclusions on the points of: performance management, MX quality, LC culture and ownership, leadership capacity.

OUTGOING GLOBAL VOLUNTEER

  1. Create your VP strategy for the term 26.27. Use template here.
  2. Imagine that your SU-APL CR got down from 25% to 10% in the end of month. What are the possible reasons for that? What data do you need to check it? What are the main 5 steps you will do to improve your conversion?
  3. What can we learn from TOP oGV countries? Talk at least 3 VP oGV from other countries and make conclusions on the points of: SU-APL CR, APL-ACC CR, MoGV synergy, IRs communication.
  4. Why haven't you come for GV internship yet? Name at leat 10 objections you might have and cover each of them.
  5. Imagine that marketing department brought you 40 SU, but only 5 out of them are relevant and open to communication. What are the possible reasons for that? Who is the finally responsible person in this situation? How will you solve it and avoid in the future? Name at least 5 standards of strong MoGV communication.
  6. Imagine that you have got a message from IR who wants to create a partnership with you, saying that he has got a lot of opportunities to apply for with 2-days process times, but low standards of realisations. Will you take this partnership or not and why? What criterias do you need to make such a decision?
  7. Imagine that your term as VP oGV started with 0 active people in the funnel, 2 members and one team leader. You have 2 weeks to show that this department can perform and set a goal in 30 APD in a month. What are the exact 5 steps you will do first to make the first approvals in 1 week? What will be your daily routine as VP? How will you motivate your team and yourself, if something goes wrong?

OUTGOING GLOBAL TALENT

  1. Create your VP strategy for the term 26.27. Use template here.
  2. Imagine that your SU-APL CR got down from 25% to 10% in the end of month. What are the possible reasons for that? What data do you need to check it? What are the main 5 steps you will do to improve your conversion?
  3. What can we learn from TOP oGT countries? Talk at least 3 VP oGT from other countries and make conclusions on the points of: SU-APL CR, APL-ACC CR, MoGT synergy, IRs communication.
  4. Why haven't you come for GT internship yet? Name at leat 10 objections you might have and cover each of them.
  5. Imagine that marketing department brought you 40 SU, but only 5 out of them are relevant and open to communication. What are the possible reasons for that? Who is the finally responsible person in this situation? How will you solve it and avoid in the future? Name at least 5 standards of strong MoGT communication.
  6. Imagine that you have got a message from IR who wants to create a partnership with you, saying that he has got a lot of opportunities to apply for with 2-days process times, but low standards of realisations. Will you take this partnership or not and why? What criterias do you need to make such a decision?
  7. Imagine that your term as VP oGT started with 0 active people in the funnel, 2 members and one team leader. You have 2 weeks to show that this department can perform and set a goal in 30 APD in a month. What are the exact 5 steps you will do first to make the first approvals in 1 week? What will be your daily routine as VP? How will you motivate your team and yourself, if something goes wrong?
USEFUL RESOURCES
AIESEC Russia contact list
AIESEC 2030
Nactional Education Cycle
AIESEC Way
AIESEC WAY video
Устав AIESEC EKB
Компендиум AIESEC
Global Contacts List

Anastasia Panova

Write to me
LCPe LC Ekaterinburg 26.27
This site was made on Tilda — a website builder that helps to create a website without any code
Create a website
How to remove this block? About platform Submit a complaint