JCI EXPLORE

WORKBOOK

SUMMARY
As we continue on the exciting journey of becoming leaders, new opportunities emerge. In this inter-
active 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 opportuni-
ties 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.

CERTIFICATION
1. Participants must be registered online in order to graduate.
2. Participants must attend all modules and participate in activities and discussions.
3. Participants must complete the online evaluation form and pass the knowledge test: This will help
evaluate trainers and measure how much participants have learned. To pass the knowledge test
and graduate, one must answer at least 70 percent (70%) of answers correctly. If a participant
fails the knowledge test, they must attend the course again to be able to take another test. There
are no second chances to take the test. The evaluation and test will be available for 60 days after
the trainer closes the course report. There will be no deadline extensions.

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1.0 Leaders and Followers

1.1 Leader vs Follower Activity

REFLECT INTERPRET
What were you thinking during the “Leader vs What made the activity difficult?
Follower Activity” experience?

DISCOVER APPLY
What do you think this activity reveals about Why does an active leader need both
the roles relationships between leaders and leadership and follower qualities?
followers?

NOTES

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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?

NOTES

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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 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

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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

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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

NOTES

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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.

NOTES

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JCI Knowledge Transfer Checklist for Local Officers

After your group has assigned and reviewed your roles and considered the necessary knowledge
transfer specific to that role, find the individual with the corresponding position in the other group
and simulate the knowledge transfer process from the outgoing officer to the incoming officer, so that
they may successfully fulfill that role and complete their responsibilities. Use this knowledge transfer
checklist as a guide.

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.

NOTES

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Part 3: Debrief

REFLECT
Using what you have learned from this activity, what are some things you will do to ensure successful
knowledge transfer in your Local Organization?

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

OUTCOMES
How did the outgoing officers’ perspective of knowledge transfer differ from the incoming officers?

NOTES

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I, am accountable to my commitments to
(WRITE YOUR COMMITMENTS)

© Copyright by JCI: All rights reserved.

This publication is for the exclusive use of the trainers

conducting the JCI Recommended Course and can only
be reproduced for this purpose. All JCI Recommended
Courses must be organized online and all participants
must individually register online to qualify for the manual
and to be certified as graduated from the course.

This publication or parts of it may not be translated in

any other language without the expressed permission of
the JCI Secretary General.

Published by
JCI (Junior Chamber International), Inc.
15645 Olive Boulevard, Chesterfield, MO 63017, USA
Tel: +1-636-449-3100 | Email: training@jci.cc

www.jci.cc

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