BUDGET SHORTFALL ON

INVESTING LEADERSHIP DEVELOPMENT PROGRAM Introduction Top Level Management often complained of the number of investments in leadership development programs have failed, resulting in leadership development programs have not improved the quality of, or one or several types of programs are always organized every year, for the class or the classification of certain employees. Many factors affect the failure in implementing leadership development program, but it is not recognized by the Top Level Management that the error made by the Manager responsible directly or indirectly, for the implementation of the program. Managers involved in the implementation of programs are not master strategy that must be owned by, among others; planning, preparing, align with strategic objectives, and determine the programs to be implemented. Overview Leadership development programs intended to improve performance, gain special skills, develop a vision, provide refresher knowledge, ability to organize the change, and achieving sustainable business growth. An important aspect in the leadership development program, covering; a deep understanding of the results of performance assessment, organizational culture must be created as a result of the performance evaluation results, change management should be run, determine training needs, and assessment (measurement) training that can provide benefits.

Whether the assignment was appropriate 1. Understand in detail the results of performance appraisal 2. Create an organizational culture to support the creation of

performance 3. Strategy change management that must be executed 4. Determine training needs 5. Assessment (measurement) training that can provide benefits.

Objective 1. Gain in-depth knowledge of business functions and build foundational skills to integrate these

functions across your organization 2. Examine new techniques and technologies for driving results throughout your company in any market

cycle 3. Formulate a holistic approach to identifying problems, formulating solutions, and adapting to change

4. Build strategic skills for effective decision making, strategy development, and implementation 5. Expand your capacity to lead cross-functional initiatives and corporate projects amid challenging global

markets 6. Develop a personal leadership philosophy and presence that reflects greater knowledge, capabilities,

and insight Benefits 1. Individual

1.1. Acquire the essential skills that distinguish a successful leader from a manager. 1.2. Understand your current leadership strengths and weaknesses and build on them. 1.3. Achieve greater acceptance of your ideas and initiatives and generate insights into motivating and

coaching others more effectively. 1.4. Discover how to lead teams to high performance and become an effective champion of

innovation. 1.5. Acquire the knowledge necessary to prevent being derailed as a leader. 1.6. Gain valuable insights from a world-class peer group and hone your skills in one-to-one coaching

sessions. 1.7. Benefits to your organization

2. Organization

2.1. Build a group of exceptional leaders, preparing them for their roles and pre-empting derailments 2.2. Enhance the team leadership skills of your executives and managers 2.3. Improve the networking and influencing skills of your executives and managers 2.4. Create a diverse, performance-orientated culture 2.5. Gain practical leadership tools that can be applied across the organization.

Barriers 1. Individual Barriers 2. Social Level Barriers 3. Institutional Barriers

Individual-Level Barriers 1. Lack of knowledge: Many non-affluent people, either because of lack of experience or knowledge,

don’t really know what financial planning is; therefore they don’t know enough about it to seek it out. If people don’t know how something can help them, then it is impossible for them to be able to obtain the service.

2. No understanding of the planning process: Some non-affluent people may have some understanding about financial planning, but they really don’t understand how the financial planning process works. I experience this all the time when I provide financial coaching to people. I start off talking about goals and collecting information, but they lack context of the 7-step process. Without this context, they have no idea where I am trying to lead them, and they become frustrated. Once I explain the process and

why it works, then it makes sense: goal setting, data collection, data analysis, financial plan construction, plan delivery, implementation, and regular review and updates.

3. No trust in advisers: Lastly, some non-affluent consumers find it difficult to trust financial advisers.

One reason the research discussed was the perceived conflict of interest some planners might have, who also offer commission-based products. I’m not saying that this is a reason for not trusting advisers, but I’m just reporting what the study brought up.

Social-Level Barriers 1. Friends and family opinion are more valued than experts: The research indicated that many non-

affluent consumers put more weight on and rely more on financial advice given by friends and family that are not financial professionals. These individuals usually have limited knowledge of financial matters, yet they trust them and follow their advice more than that of professionals.

2. Advisers aren’t connected to the non-affluent: Financial professionals often don’t have the necessary social and community connections with those in the non-affluent marketplace; therefore, they don’t have access to those markets.

3. Advisers don’t understand non-affluent people: Professional financial advisers are usually more affluent

and have a social disconnect with the non-affluent marketplace, including people who are immigrants. Institutional-Level Barriers 1. Financial firms target only the wealthy: Most financial advising firms focus on the affluent consumers

because they are more profitable. It would require a long-term costly commitment to design products and services, and to set up and run distribution to non-affluent consumers. Furthermore, the pay-off is unknown. Financial firms either don’t have the funds or don’t want the risk to cultivate and develop this market. It’s sad that they don’t invest in helping seed the market to help non-affluent people become affluent, and to create future markets for themselves.

2. Products and services misused on the non-affluent: The products marketed to the non-affluent consumers are usually front loaded, both to recover costs and to pay and motivate financial advisers. This sets up an inherent conflict of interest to sell more products and services to maximize profits, which is often to the disadvantage of consumers.

3. Non-affluent people’s distrust: The Great Recession has tainted the non-affluent public’s view and

trust in financial institutions. The lack of trust and confidence makes it all the more difficult to provide financial products and services to the non-affluent marketplace.

Solution Plan, organize, measure and assess the training and teaching activities in an integrated way, to achieve success on sustainable business growth into long term.

Mission To help the leaders realize their objectives by developing effective leaders who create value in their organizations. Vision To be the most effective leadership development network for leaders. Values Integrity, Excellence In All Done and Treating Others with Dignity and Respect. Role 1. Experiential learning: positioning the individual in the focus of the learning process, going through the

four stages of experiential learning; concrete experience, observation and reflection, forming abstract concept, testing in new situations.

2. Self efficacy: the right training and coaching should bring about 'Self efficacy' in the trainee as a person's belief about his capabilities to produce effects

3. Visioning: Developing the ability to formulate a clear image of the aspired future of an organization unit.

4. Attitude: attitude plays a major role in being a leader. Measurements

1. Good leaders have a mission and inspire others to join them.

"What is the organization's purpose?" People asks. "You must be able to understand that and communicate it to a group of people such that they will commit themselves to it. And you have to have a strategy for them to follow to achieve that mission."

2. Good leaders create strong organizations.

"The leader has to have a good grasp of what the company is organized to do," he says. "What's the most efficient way of producing what it's organized for?" This is important because the leader needs to understand and manage not only the mission but also the structure of the organization, with sub-leaders who are also important to the company achieving its goals.

3. Good leaders have strong interpersonal skills.

"Interpersonal behavior will very strongly affect how people feel about the organization's goals, and whether working toward those goals is worthwhile," Mann says.

4. Good leaders are good motivators.

But that doesn't necessarily mean everyone loves them. "Some leaders rely on the exercise of power--coersion--to motivate employees," Mann says. A second way to motivate is by the exercise of authority granted to a leader who's proved superior ability or skill or commitment. "A third way to motivate is with charisma, so that people are drawn to the leader." Most good leaders use all three forms of motivation, he adds. "But there's usually one that dominates. The interesting thing is it doesn't seem to matter which." Different situations call for different forms of motivation, he says. "You have to adapt your performance to the culture of your organization."

Strategy 1. Get a deep understanding of the resulting performance, to determine the competency of employees,

and align capabilities with the requirements that must be met in achieving business success in the future.

2. The shape is reporting to provide guidance to the Department of Human Resources, in planning labor

requirements, training should be run, succession planning, determine the appropriate organizational culture and planning sustainable business growth

3. Changes in project management "change management" of the system "Human Resources

Management" into the system "Human Capital Management", to give weight to all employees upon the achievement of performance based on revenue generated.

4. The form is, the implementation of training programs and teaching through mentoring activities, in

order to transform the knowledge, skills and experience to be implemented in the work environment. 5. Accelerating growth through the implementation of "Business Partner" to catch up growth should be

achieved, in some past period of growth. 6. The shape is the alignment of existing competencies with the competencies required in the future

business 7. The creation of a competitive business through the maturation of the organization on the business

growth achieved, and analyze the various barriers that have been passed to plan employees' ability in dealing with various problems to be faced in the future.

Author/Consultant Setiono Winardi, SH.,MBA M.+62-813-1542-1509 E. winardi@updi-int.com, winardi67@gmail.com, winardi@rbsinternationaltraining.com

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