JCI Explore workbook

Name:
Date:
SUMMARY
As we continue on the exciting journey of becoming leaders, new opportunities emerge. In
this interactive course, participants explore what it means to be a leader within JCI. Through
group activities and discussion, participants will explore the difference between leaders and
followers and understand why both are critical to creating movements. Participants will also
discover the leadership opportunities available within JCI and learn how to effectively
manage and administer Local Organizations.

OBJECTIVES
1. Explore the differences between leaders and followers and understand why both
are necessary to create a sustainable movement.
2. Discover the leadership opportunities members have within JCI.
3. Learn the structure, roles and administrative components of Local Organizations
in order to align their mission with the JCI’s Strategic Plan and goals.
1.0 Leaders and Followers
 1.1 Leader vs Follower Activity
• What were you thinking during the “Leader vs Follower Activity” experience?
Reflect

• What made the activity difficult?

Interpret

• What do you think this activity reveals about the roles relationships between leaders and
followers?
Discover

• Why does an active leader need both leadership and follower qualities?
•
Apply
2.0 Leadership in JCI
2.1 My Leadership Journey
There are leadership opportunities throughout JCI. Most individuals start at the local level, taking on
roles within Project Committees and then progressing to Project Chairs. From projects, they then
take on roles within their Local Organization, then National Organization and sometimes even
international positions.
Remember, while this lays the leadership journey out as a straight path, each individual journey is
different. Your individual experience and path might look different.
THE PATH BEHIND
Using the diagram below, chart your leadership journey. What have you accomplished so far? What
roles have you held?

_____________ _____________ _____________ _____________ _____________

_____________ _____________ _____________ _____________

The Path Forward
Take a moment to continue charting possible future roles.

What do you want

to accomplish by
taking on these
roles?

How will you

achieve your
goals?

What else do you

need to learn?
3.0 Management and Administration
3.1 Knowledge Transfer Activity
The following is a 3-part simulation exercise to understand the
knowledge transfer process, specifically in the context of JCI’s one
year to lead policy.

Part 1: Case Study Activity

After your group is established, read (only) your assigned case study
below, then consider the information that should be
transferred/received during the knowledge transfer, as well as the
method used for transferring that knowledge.
Case Study (Group 1) Specifics:
The year has come to an end, and the outgoing JCI officers have started their handover responsibilities prior
to the upcoming Local Officers Training to ensure a smooth and effective transfer of knowledge to the
incoming Board. The outgoing officers have accomplished a lot in the last year, including collaborating with
JCI Legos to complete a successful water treatment project. They also hosted a JCI Public Speaking
Championship and organized 10 JCI Official and Recommended courses.
The outgoing officers want to ensure the incoming officers are familiar with JCI’s Mission, organizational
goals, and the most updated Constitution, because the Organization’s Constitution has not been updated in
the last 3 years.
Additionally, none of the financial files have been shared with the incoming Treasurer, and the
organization’s bank account is still pending the incoming Treasurer’s signature.

Notes:
Case Study (Group 2) Specifics:
The year has come to an end, and the new incoming JCI officers have been elected by the General
Assembly. The incoming officers want to better understand the current Plan of Action for formalizing a
collaborative relationship with a new Local Organization, because there is a possibility to get funds from
JCI for a project related to poverty. JCI has requested all of the Local Organization’s legal documents before
funding the project.
The incoming officers are already aware of the water treatment project with JCI Legos, and that the United
Nations helped sponsor the project’s materials. A member of this year’s incoming Board has a contact with
the International Chamber of Commerce, so they need to know the inside details of this project, including
platforms and accounts used to complete tasks. They must also be introduced to any key people they might
need to work with throughout the year, so that they can communicate with their contact at the International
Chamber of Commerce.
Additionally, the incoming officers are concerned with some of the outgoing officers’ management
structure. The incoming officers believe that last year’s problems were the results of some of the assigned
responsibilities and meeting structures. The incoming officers are also looking at the possibility of investing
in a new office space but will need to understand the organizations financial position to know if this is a
realistic possibility.
Notes:
After reading your assigned case study, write the knowledge transfer specifics and
the method used for transferring that knowledge below:
Knowledge You Should Method of Transferring
Transfer/Receive Knowledge
Part 2: Simulation
In your assigned group, review the list of standard officer positions within the organization below and assign individuals within your
group a role from the list. Based on the roles assigned, decide how your group will apply a knowledge transfer given their specific
role and experience.
• Local President - A Local President is responsible for mobilizing members to act on the JCI Mission. In one year, you lead the
development of impactful and exciting initiatives, strategies and opportunities for your members. A Local President empowers
young people in the community to unite all sectors of society to create sustainable impact.
• Immediate Past President - As Local Immediate Past President, you have accumulated an incredible amount of knowledge,
experience and skills. You can now share that knowledge and empower new leaders to create positive change.
• Treasurer - As Local Treasurer, you manage all of the finances of your JCI Local Organization. This role is crucial to the long-
term success of the organization. The Treasurer ensures transparent practices that invest in the organization’s long-term goals and,
ultimately, the sustainability of the organization.
• Secretary - The Local Secretary oversees and executes all administrative duties of the Local Organization. The Local Secretary
organizes all records and acts as a liaison between membership and the Local Board of Directors.
• Executive Vice President - The Local Executive Vice President supervises the Local Vice Presidents and assists in Local
Presidential duties. They work closely with the Local President to implement the Local Plan of Action. This position strongly
prepares the individual for future leadership roles.
• Internal Vice President - As Local Vice President for Internal Affairs, you encourage active leadership within the JCI Local
Organization. You specifically oversee the management and participation of JCI members, ensuring development opportunities that
empower young people to create positive change.
• External Vice President - As Local Vice President for External Affairs, you encourage active leadership within the local
community. You create and communicate collaboration opportunities, uniting community stakeholders and all sectors of society for
sustainable impact.
JCI Knowledge Transfer Checklist for Local Officers
Introduce yourself, your JCI experience and important contact information.
Outgoing and incoming officers must have a strong relationship to ensure continuity.
Share the official responsibilities of your position.
Explain your responsibilities according to the JCI Constitution and during your one year to lead.
Identify the resources and tools needed to fulfill your responsibilities.
Provide the resources you use in your position and how to use them.
Give introductions to partners and vendors and their point of contact.
Connect to key points of contact and provide background on the relationship.
Connect key stakeholders both internally and externally.
From alumni and senators to potential donors and sponsors, keep these individuals engaged.
Hand over access of important accounts, documents and systems.
From your financial accounts, to how you store historical information, provide explanation.
Instruct incoming officer on use and management of equipment and facilities.
From office and storage space to items like gavels, instruct on how to manage such materials.
Inform incoming officer of ongoing projects and their current status.
For projects that continue year over year, share ongoing tasks, planning details and information.
Share best practices and lessons learned.
Share best practices for completing your responsibilities and achieving the JCI Mission.
Share potential risks or obstacles your successor could experience.
Based on your experiences, share potential challenges and possible solutions to overcome them.
Communicate your ability to support your successor throughout their one year to lead.
Successors will look for you to support in their one year to lead, so establish your ability to support them early on.
Part 3: Debrief
• Using what you have learned from this activity, what are some things you will
do to ensure successful knowledge transfer in your Local Organization?
REFLECT

• What knowledge or methods of transfer did you leave out or not consider
during this activity?
OPPORTUNITY
AREAS

• How did the outgoing officers’ perspective of knowledge transfer differ from
the incoming officers?
OUTCOMES
I, am accountable to my commitments to…
(write your commitments here)