Evolutionary coaching v2
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Evolutionary coaching v2

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Based on the book Evolutionary Coaching published in May 2014

Based on the book Evolutionary Coaching published in May 2014

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  • Inspiring! I love the way you pull together so many different threads.
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  • Thanks for sharing this Richard. I look forward to the release of your book in May.

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    David
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Evolutionary coaching v2 Evolutionary coaching v2 Presentation Transcript

  • A MASTERCLASS IN EVOLUTIONARY COACHING A Values-based Approach to Unleashing Human Potential
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 2 My Journey 1998 2006 2010 2011 2012 Learning Modules: Leading Self Leading a Team Leading an Organisation Leading in Society Update and new research 2013
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 3 Evolutionary Coaching 2010 2012 2013 2014
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 4 Evolutionary Coaching Questions I want to address in this workshop: 1. What is Evolutionary Coaching? 2. How is Evolutionary Coaching different from normal coaching? 3. What resources and tools can I call on to learn about, and practice, evolutionary coaching?
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 5 Evolutionary Coaching “This is a book for coaches: but it is not a book about the skills and techniques of coaching. It is a book about the framework of human development that coaches need to be familiar with in order to facilitate the full emergence of their client’s potential.” 2014
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 6 Chapter Headings Part I: The theory of evolutionary coaching Chapter 1: Introduction Chapter 2: Understanding evolution Chapter 3: Understanding psychological development Chapter 4: Understanding the evolution of consciousness Chapter 5: Understanding the evolution of the human mind/brain Chapter 6: Understanding cultural evolution Chapter 7: Understanding the evolution of decision-making Part II: The practice of evolutionary coaching—Exercises Chapter 8: Introduction to the exercises Chapter 9: Identifying primary motivations Chapter 10: Identifying secondary motivations Chapter 11: Assessing Cultural Compatibility Part III: The practice of evolutionary coaching—Mastery Chapter 12: Introduction to mastery Chapter 13: Mastering the individuating stage of psychological development Chapter 14: Mastering the self-actualising stage of psychological development Chapter 15: Mastering the integrating stage of psychological development Chapter 16: Mastering the serving stage of psychological development
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 7 Performance vs. Evolutionary Coaching Performance coaching is about helping people meet the goals they have at the level of psychological development they have reached. This is performance with a little “p”. Evolutionary coaching is also about performance; but performance with a big “P”. Performance with a big “P” is about human emergence; not just helping people become more proficient at what they do, but becoming more proficient at life—actively participating in evolution.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 8 Physical Evolution The Evolution of Human Consciousness Survival Relationship Self-esteem Transformation Internal cohesion Making a difference Service With the emergence of Homo Sapiens, evolution shifted from physical evolution to consciousness evolution EvolutionofPersonalConsciousness
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 9 Consciousness Consciousness is awareness with a purpose and the purpose is always to establish and maintain internal stability and external equilibrium at the stage of psychological development you have reached and the stages of psychological development you have passed through—satisfy your needs.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 10 Evolutionary Coaching No matter what type of coach you are, it is important to recognize that every individual you are working with is on evolutionary journey—a natural journey of psychological development that is common to every member of the human race.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 11 Evolutionary Coaching Evolutionary coaching helps people understand what stage they have reached in their develop- mental journey, what stages remain, and what stages they have passed through.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 12 Stages of Psychological Development Every goal your clients are trying to achieve, every challenge they are facing, and every choice they have to make is in some way influenced by or related to the needs of the stage of psychological development they have reached or the stages of psychological development they have already passed through but have not yet mastered.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 13 Stages of Psychological Development Surviving: Staying alive and healthy in the best possible conditions. Conforming: Keeping safe and secure by staying loyal to your family, kin and culture. Differentiating: Distinguishing yourself from the crowd by honing your skills and talents. Individuating: Letting go of the aspects of your parental and cultural conditioning that no longer serve you. Self-actualizing: Becoming more fully who you are by leading a values- and purpose-driven life. Integrating: Aligning with others who share the same values and purpose to create a better world. Serving: Fulfilling your destiny by caring for the well-being of humanity and/or the planet. EvolutionofPersonalConsciousness
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 14 Basic Needs and Growth Needs Surviving: Staying alive and healthy in the best possible conditions. Conforming: Keeping safe and secure by staying loyal to your family, kin and culture. Differentiating: Distinguishing yourself from the crowd by honing your skills and talents. Individuating: Letting go of the aspects of your parental and cultural conditioning that no longer serve you. Self-actualizing: Becoming more fully who you are by leading a values- and purpose-driven life. Integrating: Aligning with others who share the same values and purpose to create a better world. Serving: Fulfilling your destiny by caring for the well-being of humanity and/or the planet. Growth Needs Basic Needs EvolutionofPersonalConsciousness
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 15 What We Value at Each Stage Surviving: Staying alive and healthy in the best possible conditions. Conforming: Keeping safe and secure by staying loyal to your family, kin and culture. Differentiating: Distinguishing yourself from the crowd by honing your skills and talents. Individuating: Letting go of the aspects of your parental and cultural conditioning that no longer serve you. Self-actualizing: Becoming more fully who you are by leading a values- and purpose-driven life. Integrating: Aligning with others who share the same values and purpose to create a better world. Serving: Fulfilling your destiny by caring for the well-being of humanity and/or the planet. Financial stability, wealth, employment opportunities, health and safety. Open communication, friendship, loyalty, caring, recognition, tradition, rituals. Pride, productivity, efficiency, quality, professional growth, confidence, excellence. Independence, adaptability, continuous learning, personal growth, balance, adventure, courage. Trust, fairness, honesty, integrity, openness, transparency, enthusiasm, commitment. Collaboration, alliances, environmental awareness, personal fulfilment, empathy. Social responsibility, social justice, wisdom, compassion, humility, forgiveness, ecology.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 16 A Map of the Territory If you are taking people to a place they have never been before, you need the best map of the territory you can find: it also helps if you have explored the territory yourself.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 17 Where are You on this Journey? Understanding where you are (the coach) on this journey is just as important as under- standing where your clients are. If you know where you are, then you will know how far you can take your clients before you enter unknown territory.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 18 AT ANY GIVEN MOMENT IN TIME, the values that are most important to us are a reflection of the stage of psychological development we have reached and the unmet needs of the stages of psychological development we have passed through but haven not yet mastered. Our needs (what we value) have always been, and always will be the principal drivers of our behaviors and actions. What motivates us is the satisfaction of our needs
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 19 Values, Needs and Motivations Therefore, if you know what your values are then you know what stage of psychological development you are operating from and what stages you have passed through where you still have unmet needs.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 20 What We Value at Each Stage Surviving: Staying alive and healthy in the best possible conditions. Conforming: Keeping safe and secure by staying loyal to your family, kin and culture. Differentiating: Distinguishing yourself from the crowd by honing your skills and talents. Individuating: Letting go of the aspects of your parental and cultural conditioning that no longer serve you. Self-actualizing: Becoming more fully who you are by leading a values- and purpose-driven life. Integrating: Aligning with others who share the same values and purpose to create a better world. Serving: Fulfilling your destiny by caring for the well-being of humanity and/or the planet. Financial stability, wealth, employment opportunities, health and safety. Open communication, friendship, loyalty, caring, recognition, tradition, rituals. Pride, productivity, efficiency, quality, professional growth, confidence, excellence. Independence, adaptability, continuous learning, personal growth, balance, adventure, courage. Trust, fairness, honesty, integrity, openness, transparency, enthusiasm, commitment. Collaboration, alliances, environmental awareness, personal fulfilment, empathy. Social responsibility, social justice, wisdom, compassion, humility, forgiveness, ecology.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 21 SPD/LC Overview of task Need requirements Values Serving/ Service Fulfilling your destiny by caring for the well-being of humanity and/or the planet. Satisfying your need to lead a life of selfless service for the well- being of the disadvantaged and the Earth’s life support systems. Social responsibility, social justice, future generations, compassion, humility, forgiveness, wisdom, long-term perspective, ecology. Integrating/ Making a difference Aligning with others who share the same values and purpose to create a better world. Satisfying your need to make a difference in the world by actualizing your purpose. Collaboration, alliances and partnerships, environmental awareness, personal fulfillment, empathy. Self-actualizing/ Internal cohesion Becoming more fully who you are by leading a values- and purpose-driven life. Satisfying your need to find meaning through activities or work you are passionate about. Trust, fairness, honesty, integrity, openness, transparency, enthusiasm, commitment, authenticity. Individuating/ Transformation Letting go of the aspects of your conditioning that no longer serve you. Satisfying your need for freedom, and independence by becoming accountable for your life. Independence, adaptability, continuous learning, personal growth, balance, adventure, courage. Differentiating/ Self-esteem Distinguishing yourself from the crowd by honing your skills and talents. Satisfying your need for recognition and acknowledge- ment for your skills and talents. Pride, productivity, efficiency, quality, professional growth, confidence, excellence. Conforming/ Relationship Keeping safe and secure by staying loyal to your family, kin and culture. Satisfying your need for love, respect and belonging at home and work. Open communication, friendship, loyalty, caring, recognition, tradition, rituals. Surviving/ Survival Staying alive and healthy in the best conditions possible. Satisfying your physiological and nutritional needs. Financial stability, wealth, employment opportunities, health and safety.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 22 Parental Programming and Cultural Conditioning We come into life with our own unique preferences, qualities and talents. By the time we become young adults, who we are is a complex mixture of our unique self overlaid by layers of parental programming and cultural conditioning. What happens to most of us is our unique self—the person we were born to become—gets pushed into the background.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 23 Parental Programming and Cultural Conditioning By the time we reach physical maturity we are the prisoners of our parental programming and cultural conditioning. The persona we display to the world is not our unique self, but our false self: a self with a socialized mind. If the gap between our persona and our unique self is wide, we will feel uncomfortable—a sense of unease about who we are and what we are supposed to do. We may even feel lost and get depressed.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 24 Cultural Context Every person you have as a client is embedded in multiple cultural contexts: a family context, an organisational context, a community context, a societal context and perhaps a religious context. The level of psychological development of the cultures your client are embedded in will either support or hinder their psychological develop- ment.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 25 Cultural Evolution-World Views SURVIVAL: Hunter gatherers TRIBAL: Agricultural and pastoral farming POWER: Empire builders the big boss AUTHORITY: Religious and royal hierarchies STATUS: Knowledge and wealth creators PEOPLE: Democracy and shared values INTEGRATIVE: Systemic/pragmatic approach HOLISTIC: Everything is connected EvolutionofSocialConsciousness For more information see Spiral Dynamics
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 26 Universal Stages of Evolution Stages of Psychological Development World Views Examples Cooperating Serving Holistic Global thought leaders Integrating Integrative Conscious business leaders Bonding Self-actualizing People Iceland, Norway, Sweden, Finland, Denmark, CanadaIndividuating Becoming viable and independent Differentiating Status Australia, UK, USA, Germany, France, Italy Authority Iran, Iraq, Saudi Arabia Power China, Syria, North Korea Conforming Tribal Sub-Saharan Africa Surviving Survival Remote Jungle bands
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 27 Evolutionary Coaching Your job as an evolutionary coach is to help your clients break down the bars of the prisons they have constructed for themselves (parental programming and cultural conditioning) so they can unmask their false selves, discover their true selves and grow and develop the inborn gifts and talents of their unique selves. This is how you help your clients reach full human emergence.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 28 Evolutionary Coaching Evolutionary coaching is about helping people find out who they really are and become all they can become—helping them to individuate and fully self-actualize—so they can be truly independent.
  • The Seven Levels of Consciousness Model
  • Origins of the Cultural Transformation Tools Growth Needs When these needs are fulfilled they do not go away, they engender deeper levels of motivation and commitment. Deficiency Needs An individual gains no sense of lasting satisfaction from being able to meet these needs, but feels a sense of anxiety if these needs are not met. Physiological Safety Love & Belonging Self-esteem Know and Understand Abraham Maslow Self Actualization
  • Need s Con s ciou s n es s Self-Actualization Richard Barrett Safety Love & Belonging Self-esteem Physiological Safety Love & Belonging Self-esteem Know and Understand Abraham Maslow Maslow’s Needs to Barrett’s Consciousness
  • Maslow’s Needs to Barrett’s Consciousness Need s Con s ciou s n es s 1. Expansion of self-actualization into multiple levels. 2. Substitute ‘states of consciousness’ for hierarchy of needs. 3. Each state of consciousness is defined by specific values and behaviours. Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship SurvivalPhysiological Safety Love & Belonging Self-esteem Know and Understand
  • Stages in the Development of Personal Consciousness Positive Focus / Excessive Focus Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship Survival Financial Security & Safety Creating a safe secure environment for self and significant others. Control, greed , … Belonging Feeling a personal sense of belonging, feeling loved by self and others. Being liked, blame, … Self-worth Feeling a positive sense of pride in self and ability to manage your life. Power, status, … Personal Growth Understandingyourdeepestmotivations,experiencingresponsible freedombylettinggoofyourfears Finding Personal Meaning Uncovering your sense of purpose and creating a vision for the future you want to create Collaborating with Partners Working with others to make a positive difference by actively implementing your purpose and vision Service to Humanity and the Planet Devoting your life in self-less service to your purpose and vision
  • Positive Focus / Excessive Focus Financial Stability Shareholdervalue,organisationalgrowth, employeehealth,safety.Control,corruption,greed,… Belonging Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame, … High Performance Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency, … Continuous Renewal and Learning Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth Building Corporate Community Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency Strategic Alliances and Partnerships Environmental awareness, community involvement, employee fulfillment, coaching/mentoring Service To Humanity And The Planet Social responsibility, future generations, long-term perspective, ethics, compassion, humility Stages in the Development of Organizational Consciousness Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship Survival
  • Placement of Values by Level Top Ten Values 1. tradition (L) (59) 2. diversity (54) 3. control (L) (53) 4. goals orientation (46) 5. knowledge (43) 6. creativity (42) 7. productivity (37) 8. image (L) (36) 9. profit (36) 10. open communication (31) 10 42 5 7 9 6 8 3 110 Current Culture 100 Employees Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship Survival
  • Distribution of Values by Level Current Culture 100 Employees 11% 1 2 3 4 5 6 7 Cultural Entropy Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship Survival
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 37 What is Cultural Entropy? The amount of energy that is consumed in an organisation doing unnecessary or unproductive work that does not add value. It is a measure of the conflict, friction and frustration that employees encounter in their day-to-day activities that prevent the organisation from operating at peak performance.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 38 Cultural entropy is a function of the personal entropy of the current leaders of an organisation and institutional legacy of past leaders as embedded in the structures, systems, policies and procedures. How Does Cultural Entropy Arise?
  • Does my organisation fit me?
  • Personal Values Pick ten values/behaviours that most reflect who you are, not who you desired to become.
  • Current Culture Values Pick ten values/behaviours that most reflect how your organisation currently operates.
  • Desired Culture Values Pick ten values/behaviours that, in your opinion, are essential for your organisation to achieve its highest performance.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 43 Examples of Individual Values Assessments
  • Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=6-4-0 IRS (L)=0-0-0 IROS (P)=3-4-2-1 IROS (L)=0-0-0-0 IROS (P)=2-4-4-0 IROS (L)=0-0-0-0 John Doe Values Plot October 23, 2013Copyright 2013 Barrett Values Centre Matches PV - CC 5 CC - DC 8 PV - DC 4 I = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal accountability 4(R) achievement 3(I) adaptability 4(I) commitment 5(I) family 2(R) initiative 4(I) integrity 5(I) respect 2(R) trust 5(R) vision 7(I) accountability 4(R) achievement 3(I) adaptability 4(I) community involvement 6(S) customer collaboration 6(O) empowerment 4(R) integrity 5(I) respect 2(R) results orientation 3(O) teamwork 4(R) accountability 4(R) adaptability 4(I) continuous improvement 4(O) customer collaboration 6(O) empowerment 4(R) financial stability 1(O) integrity 5(I) respect 2(R) results orientation 3(O) teamwork 4(R)
  • John Doe Business Needs ScorecardCopyright 2013 Barrett Values Centre October 23, 2013 Current Culture Desired Culture Finance financial stability Fitness achievement results orientation results orientation External Stakeholder Relations customer collaboration customer collaboration Evolution adaptability adaptability continuous improvement Culture Trust/ Engagement accountability empowerment teamwork accountability empowerment teamwork Direction/ Communication integrity integrity Supportive Environment respect respect Societal Contribution community involvement Desired Culture Values Current Culture Values Finance Fitness Evolution External Stakeholder Relations Trust/ Engagement Societal Contribution Fitness Evolution External Stakeholder Relations Direction/ Communication Supportive Environment Culture Societal Contribution Finance Trust/ Engagement Direction/ Communication Supportive Environment Culture
  • Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=5-4-1 IRS (L)=0-0-0 IROS (P)=0-0-0-0 IROS (L)=0-4-6-0 IROS (P)=2-5-3-0 IROS (L)=0-0-0-0 Fred Doe Values Plot September 9, 2013Copyright 2013 Barrett Values Centre Matches PV - CC 0 CC - DC 0 PV - DC 4 I = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organizational S = Societal accountability 4(R) achievement 3(I) adaptability 4(I) coaching/ mentoring 6(R) community involvement 6(S) competence 3(I) innovation 4(I) interdependence 6(R) positive attitude 5(I) trust 5(R) blame (L) 2(R) bureaucracy (L) 3(O) confusion (L) 3(O) control (L) 1(R) cost reduction (L) 1(O) empire building (L) 2(R) internal competition (L) 2(R) job insecurity (L) 1(O) long hours (L) 3(O) silo mentality (L) 3(O) accountability 4(R) action 4(I) customer satisfaction 2(O) empowerment 4(R) fairness 5(R) honesty 5(I) information sharing 4(O) innovation 4(O) interdependence 6(R) trust 5(R)
  • Fred Doe Business Needs ScorecardCopyright 2013 Barrett Values Centre September 9, 2013 Current Culture Desired Culture Finance cost reduction (L) Fitness bureaucracy (L) empire building (L) internal competition (L) long hours (L) action External Stakeholder Relations customer satisfaction Evolution innovation Culture Trust/ Engagement blame (L) control (L) silo mentality (L) accountability empowerment interdependence trust Direction/ Communication confusion (L) honesty information sharing Supportive Environment job insecurity (L) fairness Societal Contribution Desired Culture Values Current Culture Values Finance Fitness Evolution External Stakeholder Relations Trust/ Engagement Societal Contribution Fitness Evolution External Stakeholder Relations Direction/ Communication Supportive Environment Culture Societal Contribution Finance Trust/ Engagement Direction/ Communication Supportive Environment Culture
  • Ruby Doe Business Needs ScorecardCopyright 2013 Barrett Values Centre November 15, 2013 Current Culture Desired Culture Finance organisational growth Fitness achievement bureaucracy (L) empire building (L) efficiency External Stakeholder Relations Evolution caution (L) continuous improvement innovation short-term focus (L) coaching/ mentoring continuous improvement leadership development long-term perspective Culture Trust/ Engagement accountability empowerment teamwork Direction/ Communication confusion (L) humour/ fun humour/ fun open communication Supportive Environment Societal Contribution Desired Culture Values Current Culture Values Finance Fitness Evolution External Stakeholder Relations Trust/ Engagement Societal Contribution Fitness Evolution External Stakeholder Relations Direction/ Communication Supportive Environment Culture Societal Contribution Finance Trust/ Engagement Direction/ Communication Supportive Environment Culture
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 49 Highly Engaged Employees  Highly engaged employees identify with the company.  They care passionately about the future of the company.  They bring passion and purpose to their work.  They are willing to invest their discretionary effort to make the company a success.  They want the company to do the right thing.  They want to feel pride in the way the company behaves.
  • Do I fit my organisation?
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 51 What is Personal Entropy? Personal entropy is the amount of fear-driven energy that a person expresses in his or her day- to-day interactions with other people. It is a measure of a lack of a person’s lack of personal mastery skills. Fear-driven energy arises from the conscious and subconscious fear-based beliefs of the ego about meeting its deficiency needs.
  • Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Darth's Values Assessors' Top 11 Values Matches 2 Darth Vader ambitious Level 3 courage Level 4 creativity Level 5 excellence Level 3 integrity Level 5 long-term perspective Level 7 passion Level 5 results orientation Level 3 strategic alliances Level 6 vision Level 7 Orange = Values match P = Positive I = Individual L = Potentially Limiting R = Relationship (white circle) O = organisational Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008 achievement Level 3 authoritarian (L) Level 1 being the best Level 3 competitive (L) Level 2 demanding (L) Level 2 determination Level 4 excellence Level 3 knowledge Level 4 power (L) Level 3 results orientation Level 3 risk-taking Level 4 PL = 10-0 | IRO (P) = 7-0-3 | IRO (L) = 0-0-0 PL = 7-4 | IRO (P) = 6-0-1 | IRO (L) = 0-4-0 How Darth sees himself How Others see Darth Matching Values
  • 0% 0% 0% 0% 0% 30% 30% 10% 20% 10% 0% 20% 40% 60% 1 2 3 4 5 6 7 9% 18% 9% 0% 0% 36% 0% 0% 0% 27% 0% 20% 40% 60% 1 2 3 4 5 6 7 Darth Vader C T S C = Common Good T = Transformation S = Self-Interest Positive Values Potentially Limiting Values CTS = 60-10-30 Entropy = 0% CTS = 0-27-73 Entropy = 36% Darth's Values Assessors' Values Leadership Distribution Copyright 2008 Barrett Values Centre August 2008 Level of Personal Entropy
  • Cultural Evolution Begins with Personal Evolution power (L) 11 Level 3 blame (L) 10 Level 2 demanding (L) 10 Level 2 manipulative (L) 10 Level 2 experience 9 Level 3 controlling (L) 8 Level 1 arrogant (L) 7 Level 3 authoritarian (L) 6 Level 1 exploitative (L) 6 Level 1 ruthless (L) 6 Level 1 1. short-term focus (L) 13 Level 1 2. blame (L) 11 Level 2 3. manipulation (L) 10 Level 2 4. caution (L) 7 Level 1 5. cynicism (L) 7 Level 3 6. bureaucracy (L) 6 Level 3 7. control (L) 6 Level 1 8. cost reduction 5 Level 1 9. empire building (L) 5 Level 2 10. image (L) 5 Level 3 11. long hours (L) 5 Level 3 LV A Feedback 14 Assessors PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0 CVA Current Culture PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0 Cultural Entropy 38% Personal Entropy 64% Culture Values Leader’s Values The culture of an organisation is a reflection of leadership consciousness.
  • continuous learning 11 Level 4 generosity 11 Level 5 commitment 10 Level 5 positive attitude 10 Level 5 vision 10 Level 7 ambitious 9 Level 3 making a difference 8 Level 6 results orientation 8 Level 3 honesty 7 Level 5 integrity 7 Level 5 intuition 7 Level 6 leadership developer 7 Level 6 1. customer satisfaction 16 Level 2 2. commitment 11 Level 5 3. continuous learning 11 Level 4 4. making a difference 11 Level 6 5. global perspective 9 Level 3 6. mentoring 9 Level 6 7. enthusiasm 8 Level 5 8. leadership development 8 Level 6 9. integrity 7 Level 5 10. open communication 7 Level 2 11. optimism 7 Level 5 12. shared values 7 Level 5 CVA Current Culture PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 LVA Feedback 27 Assessors PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0 Cultural Evolution Begins with Personal Evolution Cultural Entropy 7% Personal Entropy 9% Culture Values Leader’s Values The culture of an organisation is a reflection of leadership consciousness. Internal Cohesion Internal Cohesion
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 56 What Low Entropy Leaders Focus on … Based on 3600 Leadership Values Feedback carried out on 100 leaders from 19 countries (2008-2010). Commitment * Controlling (L) Ambitious Results orientation Demanding (L) Experience Goals orientation Authoritarian (L) Humor/fun * Power (L) Commitment * Positive attitude * Accessible Teamwork Trustworthy * Integrity * Accountability Customer satisfaction Enthusiasm * Fairness * Low Entropy Leaders (0-6%) High Entropy Leaders (21%+) Values that address employees needs and create internal cohesion Internal Cohesion* Self- Esteem
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 57 Examples of Leadership Values Assessments
  • blame (L) 8 2(R) cautious (L) 8 1(I) controlling (L) 7 1(R) authoritarian (L) 6 1(R) celebrating together 6 5(O) lack of confidence (L) 6 3(I) power (L) 6 3(R) short-term focus (L) 6 1(I) accessible 5 2(R) internally competitive (L) 5 2(R) over-managing (L) 5 1(R) Anna - (16 Assessors) Matches 1 Leadership Values Plot July 18, 2013Copyright 2013 Barrett Values Centre attention to detail 3(I) building trust 5(R) celebrating together 5(O) connecting with customers 6(O) fairness 5(R) passionate 5(I) positive attitude 5(I) supportive 2(R) team builder 4(R) unconventional 4(I) Level Alya Observed Values 7 6 5 4 3 2 1 PL= 10-0 | IROS (P)=4-4-2-0 | IROS (L)=0-0-0-0 PL= 2-9 | IROS (P)=0-1-1-0 | IROS (L)=3-6-0-0 Orange=Values Match P=Positive L=Potentially Limiting (white circle) I=Individual R=Relationship O=Organisational S=Societal
  • 0% 0% 0% 0% 10% 10% 20% 50% 10% 0% 0% 20% 40% 60% 1 2 3 4 5 6 7 CTS = 60-20-20 Entropy = 0% CTS = 21-14-65 Entropy = 46% Anna Anna - (16 Assessors) Leadership distribution July 18, 2013Copyright 2013 Barrett Values Centre Positive Values Potentially Limiting Values Observed Values C T S 2 1 3 4 5 6 7 C=Common Good T=Transformation S=Self-Interest 20% 16% 10% 1% 14% 4% 14% 11% 8% 2% 0% 20% 40% 60% 1 2 3 4 5 6 7 1 2 3 4 5 6 7
  • organised 12 3(I) analytical 9 3(I) commitment 7 5(I) drive and determination 7 4(I) accountability 6 4(R) controlling (L) 6 1(R) fairness 6 5(R) reliable 6 3(R) attention to detail 5 3(I) solution focus 5 3(O) Anabelle - (15 Assessors) Matches 7 Leadership Values Plot March 21, 2013Copyright 2013 Barrett Values Centre accountability 4(R) analytical 3(I) attention to detail 3(I) commitment 5(I) controlling (L) 1(R) demanding (L) 2(R) goals orientation 4(O) organised 3(I) reliable 3(R) team builder 4(R) Level Annick Observed Values 7 6 5 4 3 2 1 PL= 8-2 | IROS (P)=4-3-1-0 | IROS (L)=0-2-0-0 PL= 9-1 | IROS (P)=5-3-1-0 | IROS (L)=0-1-0-0 Orange=Values Match P=Positive L=Potentially Limiting (white circle) I=Individual R=Relationship O=Organisational S=Societal
  • 10% 10% 0% 0% 0% 40% 30% 10% 0% 0% 0% 20% 40% 60% 1 2 3 4 5 6 7 CTS = 10-30-60 Entropy = 20% CTS = 21-23-56 Entropy = 16% Anabelle Anabelle - (15 Assessors) Leadership distribution March 21, 2013Copyright 2013 Barrett Values Centre Positive Values Potentially Limiting Values Observed Values C=Common Good T=Transformation S=Self-Interest 9% 4% 3% 1% 7% 32% 23% 17% 3% 1% 0% 20% 40% 60% 1 2 3 4 5 6 7 C T S 2 1 3 4 5 6 7 1 2 3 4 5 6 7