World Bank2013-02-262013-02-262010-01https://hdl.handle.net/10986/12503In year two, the LCCNR program trained 106 Timorese from three distinct sectors: those working to return the Internally Displaced (IDP); youth; and government officials participating in the National Priorities Program (NP). The sector approach permitted the development of more effective working relationships between leaders, better retention of the skills and tools as leaders had a reason to use the skills to address common problems, and offered a new model of leadership to key Timorese constituencies. The focus of the LCCNR program was on enhancing the knowledge and the skills necessary to assess and change (as needed) the attitudes, assumptions and behaviors of a leader. The one area that did not receive the attention it required was what could be called the institutional systems and processes. A leader needs to be able to translate their capacity-building experience into making their organization more effective, managing disputes, relationships and differing interests, as well as informing others. Any new leadership training should consider a systems perspective as well as skills. The LCCNR program has come to a close and in keeping with our commitment to sharing our learning, this report is devoted to the lessons learned and includes a set of recommendations that any similar future program should consider.en-USCC BY 3.0 IGOACHIEVEMENTADAPTATIONATTENTIONBODY LANGUAGECOMMUNICATION SKILLSCURRICULUMECONOMIC DEVELOPMENTGENDERHABITSLEADERSHIPLEADERSHIP TRAININGLEARNINGLEARNING PROCESSESMENTORINGMID-TERM EVALUATIONMODELINGNEW ENTRANTSPOST TRAINING SUPPORTPROBLEM SOLVINGRETENTIONTEACHINGTHINKINGTRAINING CURRICULUMTRAINING MATERIALSTRAINING OF TRAINERSTRAINING PROGRAMSTRAINING WORKSHOPSVIDEO RECORDINGYOUTHWorld Bank10.1596/12503