KCB and VISA INTERNATIONAL in Financial Literacy Deal

KCB Foundation has partnered with VISA International and the world’s largest student organization, AIESEC to run a financial literacy project dubbed ‘Minding Your Money’, aimed at giving youth an opportunity to learn how to effectively manage their money.

Speaking to journalists at the launch KCB Group Chief Executive Martin Oduor-Otieno said the bank’s role in this partnership, apart from the shared financial responsibility of supporting logistics and hospitality, would also include providing facilitators for training sessions from among its employees, setting up sales and information tents at the venues to provide valuable tips to the youth, as well as meeting the costs of merchandizing and publicity.

“This is a very important initiative because the youth of this country form about 60% of the entire population and by educating them we are creating future stewards of this economy. This group has distinctive consumer preferences and spending habits.  KCB, through the KCB Foundation, is committed to supporting the development of entrepreneurship among our people and will spend over Ksh13 million to support this area across the region,” said Oduor-Otieno.

The Chief Executive noted that as widely recognized brands in the financial services sector, touching the lives of millions of people in Africa and the world, both directly and indirectly, KCB and VISA International have a big role to play in financial education in the country and the region. 

A past study by Consumer Insight showed that young people in Kenya spend more than nine billion shillings a year, which is mostly spent on snacks, beverages, educational materials and mobile phone airtime.

However, according to an American Consumers for Education and Competition report, nearly 90 percent of high school students graduate without knowledge of basic financial literacy. The program is designed to teach financial literacy skills not taught in typical school curriculums.

“As key players in the financial services sector, it is our responsibility to take the lead in creating awareness and providing education to the youth on the value of financial services and products as well as the importance of cultivating a responsible financial management culture among themselves. Earnings start while many of these youth are in University – with their allowances, bursaries, research, and part-time jobs. However, ideal management of these resources is lacking and often at this stage a foundation is laid for poor resource management practices in the future,” said the Chief Executive.

Together with VISA, KCB will jointly sponsor a series of one-day financial literacy workshops to be conducted at three universities at a cost of Ksh440, 000. The workshops aim at empowering the youth to make appropriate decisions regarding their personal finances. This being a pilot project, the workshops will be conducted at - University of Nairobi, Strathmore University and Daystar University and will target a maximum of 200 students in each University. Each workshop will run for a maximum of 2 hours with presentations being conducted by financial experts from both KCB and Visa.

http://www.kcbbankgroup.com/ke/index.php?option=com_content&task=view&id=507&Itemid=264

Financial Literacy

Definition of 'Financial Literacy '

The possession of knowledge and understanding of financial matters. Financial literacy is mainly used in connection with personal finance matters. Financial literacy often entails the knowledge of properly making decisions pertaining to certain personal finance areas like real estate, insurance, investing, saving (especially for college), tax planning and retirement. It also involves intimate knowledge of financial concepts like compound interest, financial planning, the mechanics of a credit card, advantageous savings methods, consumer rights, time value of money, etc.

Read more: http://www.investopedia.com/terms/f/financial-literacy.asp#ixzz1t2wIDS95

Investopedia explains 'Financial Literacy '

The absence of financial literacy can lead to making poor financial decisions that can have adverse effects on the financial health of an individual. The advantages or disadvantages of variable or fixed rates is an example of an issue that will be easier to understand if an individual is financially literate. In 2003, the U.S government launched the Financial Literacy and Education Commission. The office is responsible for having resources available for individuals who want to be financially literate.


Read more: http://www.investopedia.com/terms/f/financial-literacy.asp#ixzz1t2wWkOor

The Importance of Integrity

Do you show leadership or financial cancer?

In 1979, I learned an important lesson about the importance of integrity. At that time, my first business was failing. Many of our account receivables were out past 90 days, I owed money to our distributors and back taxes, and I was in danger of not being able to pay my employees.

Still, I was trying to hold on.

Rather than be honest with myself, I kept making excuses. And as rich dad said, “Excuses are simply lies you tell yourself.”

At this time, I sat down with rich dad and he looked over my books. After some tense silence, rich dad looked up, shook his head, and said, "Your company has financial cancer, and I'm afraid it's terminal. You boys have mismanaged what could have grown into a rich and powerful company.”

He went on to say, “You and the three clowns you call partners have mismanaged your business. You don't know what you're doing, you're incompetent. And worst of all, you don't have the guts to admit it. You guys are pretending to be businesspeople but when I look at your financials, you boys are either crooks or clowns. I hope you're clowns, but if you don't make some changes, you clowns will become crooks.”

It was a hard truth to hear, but thankfully I listened to my rich dad, liquidated my business, paid my employees and back taxes, and started over with nothing in my pocket. I wasn’t rich in terms of money, but I had gained a wealth of knowledge and retained my integrity, which is one of the most important things a person can have.

The Age of Integrity

One of the many lessons I learned from my failure was that it's not the lack of money that kills a business. It's more the lack of business experience and lack of personal integrity.

Around that time, I started learning from Dr. Buckminster Fuller, who was considered one of the smartest men of our age.

Dr. Fuller taught that we were entering the age of integrity. Integrity simply means whole or complete. That means that your thoughts, your words, and your actions need to be the same. If you will do that, the future is yours.

If you don’t, you can cause incredible damage in our increasingly connected world.

The power of integrity

This last week, the power of integrity was on display in a negative and massive way when Greg Smith, an executive at Goldman Sachs quit through an Op Ed in The New York Times.

According to Smith, “To put the problem in the simplest terms, the interests of the client continue to be sidelined in the way the firm operates and thinks about making money. Goldman Sachs is one of the world’s largest and most important investment banks and it is too integral to global finance to continue to act this way. The firm has veered so far from the place I joined right out of college that I can no longer in good conscience say that I identify with what it stands for.”

Central to what the firm used to stand for was “teamwork, integrity, a spirit of humility, and always doing right by our clients,” the “secret sauce” according to Smith that allowed the firm to enjoy success for over 143 years.

Living out of integrity

Among 14 values listed on Goldman Sachs website are two important ones:

OUR CLIENTS’ INTERESTS ALWAYS COME FIRST.

INTEGRITY AND HONESTY ARE AT THE HEART OF OUR BUSINESS.

Goldman has a problem today because a high level leader is questioning their integrity. They say one thing but do another. They live out of integrity.

As Smith writes,

How did we get here? The firm changed the way it thought about leadership. Leadership used to be about ideas, setting an example and doing the right thing. Today, if you make enough money for the firm (and are not currently an ax murderer) you will be promoted into a position of influence.

What are three quick ways to become a leader? a) Execute on the firm’s “axes,” which is Goldman-speak for persuading your clients to invest in the stocks or other products that we are trying to get rid of because they are not seen as having a lot of potential profit. b) “Hunt Elephants.” In English: get your clients — some of whom are sophisticated, and some of whom aren’t — to trade whatever will bring the biggest profit to Goldman. Call me old-fashioned, but I don’t like selling my clients a product that is wrong for them. c) Find yourself sitting in a seat where your job is to trade any illiquid, opaque product with a three-letter acronym.

Those actions couldn’t be more opposite than Goldman’s stated values.

How’s your integrity?

As I said, integrity is one of the most important things you can have and control. Each day, you make a decision whether you’ll walk in integrity or not. And in the Age of Integrity, our actions affect others in untold ways.

For instance, Goldman was a major contributor to the financial crisis because they pawned off toxic assets to clients, causing massive financial damage. Their lack of integrity cost investors billions if not trillions of dollars.

Conversely, Greg Smith’s open letter last week caused Goldman Sachs to lose $2.5 billion in market value.

Only time will tell how truthful Smith’s letter was, but I’m inclined to believe an individual who puts his reputation on the line over a firm that settles antitrust lawsuits with the SEC to the tune of $550 million and has a host of other public integrity issues.

But one thing remains true, the Smith/Goldman debacle shows that integrity is massively important in today’s world of business.

While your integrity or lack thereof may not cost people billions of dollars, it is still massively important to your success and the success of others.

A lack of integrity results in broken relationships, lost deals, and a bleak future. A life of integrity results in a multitude of friendships, new opportunities, and a bright future.

So, how’s your integrity?

For more information about building your leadership, integrity and success, see our free, financial education resources here.

Written by: Robert Kiyosaki

A LIST OF MANAGEMENT MODELS

MIKE MORISON

1.    Business growth model

2.    Coaching – skill/ will

3.    Technology & people

4.    Urgent –v- Important

5.    Trust –v- Risk

6.    Scenario Analysis

7.    Barriers & Profitability

8.    Support –v- challenge

9.    Purchasing model

10.  Energy –v- Motivation

11.  Leadership – skill –v- will

12.  Ambiguity –v- complexity

13.  Power & Influence

14.  Business strength & Customer Attractiveness

15.  Change magnitude & breadth

16.  The Change Arena

17.  Risk –v- spend effort

18.  Sales – client & organization focus

19.  Assertiveness & emotional response

20.  Attitude & competence

21.  Effectiveness & Morale

22.  Johari Window

23.  Personal competence awareness

24.  Innovation Paradigm

25.  Adizes PAEI management Roles

26.  Topic and attitude

27.  Business Funding streams

28.  Conceptual Model

29.  Boston matrix/ box

30.  Knowledge transfer model

31.  Business Diagnostic Model

32.  Change Quadrants

33.  Managing Risks

34.  Core Quadrants

35.  Business expansion model

36.  Dynamic Coaching model

37.  I’m OK You’re OK

38.  Tuckman Team development model

39.  Personal change model

40.  Personal change model – swing

41.  Personal change model – v2

42.  Variant – Personal change model

43.  Technology Learning Cycle

44.  Pace of adoption model

45.  MBTI – Myers Briggs Type Indicator

46.  Stakeholder mapping

47.  FIRO-B

48.  Price & quality

49.  Developing Consulting skills

50.  Risk assessment

51.  Project cycle

52.  Management cycle

53.  The Deming Cycle

54.  Services management model

55.  Kolb’s learning cycle

56.  Development cycle

57.  Greer – service cycle

58.  Debrief cycle

59.  Growth model

60.  Continuous improvement cycle

61.  Directed creativity Cycle

62.  Learning Model

63.  Performance model

64.  Norman’s Reaction cycle

65.  Honey & Mumford Learning Cycle

66.  GROW coaching cycle

67.  Multiple change model

68.  Consulting Model

69.  Organizational Development Cycle

70.  Development Cycle

71.  Successful Change Model

72.  Risk Assessment guide

73.  Byrd’s drivers for Innovation

74.  16 PF – personality Factors

75.  Berenschot’s Seven Forces

76.  Force Field Analysis

77.  Adair’s Action centred Leadership

78.  Service Delivery Model

79.  Strategic Planning

80.  Presentation planning

81.  Scharmer Change Model

82.  Organizational effectiveness concept

83.  Byrd’s Innovation Equation (Creatrix)

84.  The S-Curve

85.  Business planning Process

86.  McGregor’s Theory X Theory Y

87.  Maslow’s Hierarchy of needs

88.  Accident management pyramid

89.  Dilt’s Logical levels

90.  Transactional Analysis – PAC

91.  Growing winners – coaching model

92.  Noelle Neumann

93.  Hertzberg Motivational Theory

94.  Learning Delivery Model

95.  Balances Business Scorecard

96.  Business Excellence Model

97.  Performance management System

98.  Change Equation – Beckhard & Harris

99.  Wilfreid Kruger – Iceberg model

100.               Three levels of culture – Schein

101.               Business maturity Stages

102.               Business Capability Maturity Model

103.               Capability Maturity Model

104.               Training Evaluation model

105.               Team Training Integration

106.               Business Growth Curve

107.               Tannenbaum & Schmidt – leadership Continuum

108.               Entrepreneurs balance

109.               Goal setting model

110.               Change management continuum

111.               Change Curve

112.               Kubler Ross Transition Curve

113.               Change Curve (variant)

114.               PRIMO-F Organizational growth model

115.               McKinsey 7s

116.               Kotter – System Dynamics

117.               Kurt Lewin Change model

118.               The J-Curve Effect

119.               Kotter Change Model

120.               Kotter – 8 Steps model

121.               Dynamics of Flow – Csikszentmihalyi

122.               Map of Everyday experience – Csikszentmihalyi

123.               Talent Management 9 box grid

124.               Talent management 9 box grid version 2

125.               Ansoff’s product/ Market grid

126.               Ansoff’s matrix – 9 box version

127.               Whitelaw’s Circle of evaluation

128.               Employee Engagement Survey

129.               Brainstorming

130.               Change

131.               The transition

132.               Implementing Change

133.               Dimensions of change

134.               Types of change

135.               Balancing Power model

136.               The facilitation process

137.               The change leader

138.               Unconscious Competence

139.               Stu Downes model

140.               Conscious competence – stairs

141.               Knowing & Doing – competence

142.               Knowing & Doing – competence – enhanced

143.               Experience & learning path

144.               Conscious competence ladder

145.               The normal learning curve

146.               Unconscious resistance to learning

147.               Kotter Change – vision& results

148.               Learning Progress Curve

149.               Stress & performance

150.               Results coaching model

151.               Who to coach

152.               Who to coach – 2

153.               ICT learning curve

154.               Performance drop curve

155.               The cycle of resistance to Change

156.               Traditional learning curve

157.               New learning curve

158.               Goal & people grid

159.               Congruence model

160.               The learning curve

161.               Blooms taxonomy

162.               Environmental time & awareness

163.               The Quantum learning Curve

164.               Four level Project Management Learning Curve

165.               Phases of learning

166.               Ebbinghaus forgetting curve

167.               Talent Management matrix v3

168.               Talent management matrix v4

169.               Input process output

170.               SIPOC process mapping

171.               Have do be

172.               Have do be – v2

173.               The Greiner Curve

174.               Change in the Management cycle

175.               Change – order of acceptance

176.               Change management

177.               Ladder of Inference

178.               EQ Self leadership

179.               Business Architecture model

180.               BODCAT management model

181.               Levels of Hierarchy of needs analysis

182.               The assertiveness triangle

183.               The project Management triangle

184.               The Project management Triangle – Variant

185.               The Training Cycle

186.               Four Stress Components

187.               Freud’s mental Iceberg

188.               Iceberg of software costs

189.               Freud – Ego, Superego, ID

190.               Motivation Iceberg

191.               Iceberg model of culture

192.               Change Communication model

193.               Balances Business scorecard – alternative

194.               Four dimensions of Culture

195.               Change and productivity

196.               Key leadership tasks in change

197.               Key leadership tasks in change – 2

198.               Personal Change model

199.               Six competencies that matter most

200.               Accident sequence

201.               Pyramid Model

202.               Measuring performance

203.               Seven Step Social Marketing

204.               Ogdens-Richards Triangle

205.               The Drama Triangle

206.               Consulting Model

207.               Learning Modes

208.               Dynamic Strategic plan

209.               Getting to Talent Management

210.               Job based compensation model

211.               Skills based compensation model

212.               The Flow Model

213.               Four components of coaching

214.               Tuckman team development – v2

215.               Business coaching model

216.               EQ coaching model

217.               Three movements of Theory U

218.               BE Do Culture Matrix

219.               Sales & Influence U Curve

220.               Consulting Model

221.               Change model

222.               Change Cycle

223.               Johari Window – v2

224.               Implementation decision making

225.               Evaluating risk Exposure

226.               LINK networking

227.               Priority mapping

228.               Impact of Risk

229.               Coaching reaction matrix

230.               SQERT Project management

231.               Change Management

232.               Focus of effort during Change management

233.               Focus of effort during change management – pt 2

234.               Group Decision making

235.               Emotional Cycle of change

236.               ADKAR Change model

237.               Lean six Sigma, DMAIC & ADKAR

238.               Wheel of change

239.               Team Performance Curve

240.               ReEngineering & ReOrganization

241.               Situational Based Leadership 3.0

242.               Training Cycle

243.               The Training Cycle

244.               Experiential learning cycle

245.               Accelerated learning

246.               Experiential learning

247.               Learning Cycle

248.               Kolb Learning Cycle

249.               Development & people/ task grid

250.               Waves of change model

251.               Intelligence Pyramid

252.               The Facilitation process

253.               Gardner’s Multiple Intelligence