A Organização dirigida par Valores
Richard Barrett
MY SPEECH TODAY
HOW TO BUILD, MEASURE AND MANAGE
A VALUES-DRIVEN CULTURE
WHY A VALUES-DRIVEN CULTURE?
BECAUSE VALUES-DRIVEN CULTURES ARE THE MOST
SUCCESSFUL ON THE PLANET
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
4
WHY ARE VALUES-DRIVEN CULTURES...
… THEY ALSO CARE ABOUT THE NEEDS
OF ALL THEIR STAKEHOLDERS
Suppliers Community
VALUES-DRIVEN CULTURES
PRACTICE CONSCIOUS CAPITALISM
2007 2012 2014
THE TENETS OF CONSCIOUS CAPITALISM
PURPOSE
CULTURE
LEADERSHIP
STAKEHOLDER
CONSCIOUS
BUSINESS
Higher Purpose
Conscious Lead...
Eighteen Firms of Endearment
Average
Annualized
Return
13.10%
Average
Annualized
Return
4.12%
$140m
$280m
$420m
$560m
S&P ...
Eighteen Firms of Endearment
*Amazon.com Inc.
*Best Buy Co Inc.
BMW
*CarMax Inc.
*Caterpillar Inc.
*Commerce Bankshares In...
S&P 500
Average
Annualized
Return
16.39%
Average
Annualized
Return
4.12%
BCWF
The Best Companies to Work For engender high...
The Top 40 Best Companies to Work For (USA)
Adobe Systems Inc.
Adobe Systems Inc.
Aflac Inc.
Amazon.com Inc.
American Expr...
“Culture eats strategy for breakfast.”
“No matter how far reaching the vision or how brilliant
the strategy, neither will ...
Richard Barrett has made
extraordinary contributions to our
understanding of organisational
values and culture. His frame-...
Available in
July 2014
The Good
News
The Leader and the Values
Peters and Waterman, “In Search of Excellence:
Lessons from America’s best run companies”, 1983
...
Why values are more important than beliefs
In a stable, non-evolving world,
where what happened in a previous
time period ...
AT ANY GIVEN MOMENT IN TIME, the
values that are most important to us are
a reflection of the needs of the stage of
psycho...
Stages of Psychological Development
Surviving: Learning to stay alive by meeting your
basic physiological needs—warmth, hu...
Stages of Psychological Development
Surviving: Learning to stay alive by meeting your
basic physiological needs—warmth, hu...
Stages of Psychological Development
Surviving: Learning to stay alive by meeting your
basic physiological needs—warmth, hu...
Stages of Psychological Development
Surviving: Learning to stay alive by meeting your
basic physiological needs—warmth, hu...
Stages of Psychological Development
Surviving: Learning to stay alive by meeting your
basic physiological needs—warmth, hu...
Stages of Psychological Development
Surviving: Learning to stay alive by meeting your
basic physiological needs—warmth, hu...
Stages of Psychological Development
Surviving: Learning to stay alive by meeting your
basic physiological needs—warmth, hu...
Stages of Psychological Development
Surviving: Learning to stay alive by meeting your
basic physiological needs—warmth, hu...
LEVELS OF CONSCIOUSNESS
WE GROW IN STAGES (OF PSYCHOLOGICAL
DEVELOPMENT) AND WE OPERATE AT LEVELS (OF
CONSCIOUSNESS). ALL ...
What We Value at Each Level of Consciousness
Financial stability, wealth, employment
opportunities, health and safety.
Ope...
TO BUILD A VALUES-DRIVEN CULTURE
WE NEED UNDERSTAND WHAT LEVELS OF
CONSCIOUSNESS EMPLOYEES ARE OPERATING
FROM AND TO WHAT ...
The Three Mantras of
Organizational Performance
Cultural Capital is the new frontier of
competitive advantage.
Mantras Imp...
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 engende...
Need s Con s ciou s n es s
Self-Actualization
Richard Barrett
Safety
Love & Belonging
Self-esteem
Physiological
Safety
Lov...
Maslow’s Needs to Barrett’s Consciousness
Need s Con s ciou s n es s
1. Expansion of self-actualization
into multiple leve...
Stages in the Development of Personal Consciousness
Positive Focus / Excessive Focus
Service
Makingadifference
Internal Co...
Positive Focus / Excessive Focus
Financial Stability
Shareholdervalue,organisationalgrowth,
employeehealth,safety.Control,...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
45
FULL SPECTRUM CONSCIOUSNESS E...
Financial viability and employee safety
Employee and customer satisfaction
High performance, quality, excellence
Employee ...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
47
BUILDING A VALUES-DRIVEN ORGA...
The Values Survey
PERSONAL VALUES
Which of the following values and behaviours most reflect who you are?
Pick ten.
CURRENT...
Placement of Values by Level (100 employees)
Top Ten Values
1. tradition (L) (59)
2. diversity (54)
3. control (L) (53)
4....
11%
1
2
3
4
5
6
7
Cultural
Entropy
Placement of Values by Level (100 employees)
Current Culture
Service
Makingadifference
...
Cultural Entropy and Engagement
Cultural entropy
significantly
impacts
employee
engagement.
25%
35%
45%
55%
65%
75%
85%
0%...
Entropy and Engagement
Cultural Entropy Most employees
are ….
10% or less Highly Engaged
11% to 20% Engaged
21% to 30% Bec...
Five Levels of Employee Engagement
Highly Engaged Employees bring passion, purpose and discretionary energy
to their work....
Highly Engaged Employees
 Highly engaged employees identify with the company.
 They care passionately about the future o...
What is Cultural Entropy?
The amount of energy that is consumed in an organisation
doing unnecessary or unproductive work ...
Cultural entropy is a function of the personal
entropy of the current leaders of an
organisation and institutional legacy ...
What is Personal Entropy?
Personal entropy is the amount of fear-driven
energy that a person expresses in his or her day-
...
continuous learning 11 Level 4
generosity 11 Level 5
commitment 10 Level 5
positive attitude 10 Level 5
vision 10 Level 7
...
Cultural Evolution Begins with Personal Evolution
power (L) 11 Level 3
blame (L) 10 Level 2
demanding (L) 10 Level 2
manip...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
60
BUILDING A VALUES-DRIVEN CULT...
SA Bank: Evolution of Current Culture
1. cost-consciousness
2. profit
3. accountability
4. community involvement
5. client...
SA Bank: Evolution of Current Culture
2009 2010 2011
1. accountability
2. client-driven
3. client satisfaction
4. cost-con...
Evolution of Number of Survey Participants
8%
25%
38%
51%
67%
73%
77%
75%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
2005 2006...
Cultural Entropy Evolution
Cultural entropy
reduction led to
improved performance
through increased
employee
engagement, i...
Revenue Evolution
0%
5%
10%
15%
20%
25%
30%
0
5000
10000
15000
20000
25000
30000
35000
2005 2006 2007 2008 2009 2010 2011 ...
0%
5%
10%
15%
20%
25%
30%
0
200
400
600
800
1000
1200
2005 2006 2007 2008 2009 2010 2011 2012
Revenue per Capita Cultural ...
0%
5%
10%
15%
20%
25%
30%
0
5000
10000
15000
20000
2005 2006 2007 2008 2009 2010 2011 2012
Share Price Cutlural Entropy
Sh...
SA Bank: Group (2011)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desir...
1%
0%
1%
5%
16%
16%
26%
4%
7%
24%
0% 20% 40%
1
2
3
4
5
6
7
3%
3%
5%
5%
11%
20%
13%
14%
6%
20%
0% 20% 40%
1
2
3
4
5
6
7
1%
...
ABRH VALUES SURVEY—RESULTS
ABRH-Rio values survey: Overall Group (330)
achievement 135 3(I)
bureaucracy (L) 103 3(O)
cost reduction (L) 101 1(O)
orga...
ABRH-Rio values survey: Overall Group (330)
atingir metas 135 3(I)
burocracia (L) 103 3(O)
redução de custos (L) 101 1(O)
...
ABRH-Rio values survey: Overall Group (330)
Cultural Entropy = 26%
Personal Values
Values Distribution May 14, 2014Copyrig...
ABRH-Rio values survey: Overall Group (330)
This depicts the number of potentially limiting values per level in the Curren...
ABRH-Rio values survey: Overall Group (330)
Current Culture Votes Desired Culture Votes Jump
leadership development 35 112...
ABRH-Rio values survey: Overall Group (330)
Current Culture
Finance
cost reduction (L)
organisational growth
profit
Fitnes...
ABRH-Rio values survey: Overall Group (330)
Current Culture Desired Culture
Finance
cost reduction (L)
organisational grow...
ABRH-Rio values survey: Age (330)
29 or less 30-39 40-49 50 or more
Entropy 28% 29% 25% 22%
Value Jumps Employee
engagemen...
ABRH-Rio values survey: Age (330)
Large Medium Small Tiny
Entropy 33% 28% 10% 9%
Value Jumps Leadership
development
Employ...
LEADERSHIP DEVELOPMENT
THE NEW LEADERSHIP PARADIGM
Available
now at this
Conference
More Good
News
THE NEW LEADERSHIP PARADIGM
“A first class summary of how to
take the leap into a new
paradigm of being and lead with
grac...
THE NEW LEADERSHIP PARADIGM
A Leadership Development Text
Book for the 21st Century
Part 1: Fundamentals
Part 2: Leading S...
ANNOUNCING
THE NEW LEADERSHIP PARADIGM
LEARNING PLATFORM
Available in English in June/July 2014.
Word document version in ...
THE NEW LEADERSHIP PARADIGM FOOTPRINT
New Leadership Paradigm Learning System
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
86
New Leadership Paradigm Learn...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
87
New Leadership Paradigm Learn...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
88
New Leadership Paradigm Learn...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
89
New Leadership Paradigm Learn...
Leading Self Module
The Purpose
The purpose of the Leading Self component
of the New Leadership Paradigm learning
system i...
Leading Self Module
Stage 1: The Journey
The Journey explores the past to the
present: where have you been and where
are y...
Leading Self Module
Stage 2: The Potential
The Potential helps you to understand and
celebrate who you are. The objective ...
Leading Self Module
Stage 3: The Challenges
The Challenges explores the reality of where
you are now and the hurdles you h...
Leading Self Module
Stage 4: The Mastery
The Mastery helps you to overcome the
conscious and sub-conscious motivations
tha...
Leading Self Module
Stage 5: The Evolution
The Evolution invites you to explore your
progress by seeking feedback from oth...
Leading Self Module
Stage 6: Self-Coaching
Self-coaching supports your evolutionary
progress by providing a checklist of a...
Leading Self Module
Stage 7: Reflection
Reflection offers you the opportunity to
review your leadership learning journey b...
A customisable internet-based learning platform for
Organisations, Universities, Consultants and Coaches
Designed to facil...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
100
For More Information
www.val...
Upcoming SlideShare
Loading in …5
×

Final version of HR presentation in Brazil with results of a values survey of participants showing key business issues in Brazil

1,666 views

Published on

Includes a survey of participants at the HR conference. Interesting data on issues in Brazilian companies.

Published in: Business, Technology

Final version of HR presentation in Brazil with results of a values survey of participants showing key business issues in Brazil

  1. 1. A Organização dirigida par Valores Richard Barrett
  2. 2. MY SPEECH TODAY HOW TO BUILD, MEASURE AND MANAGE A VALUES-DRIVEN CULTURE
  3. 3. WHY A VALUES-DRIVEN CULTURE? BECAUSE VALUES-DRIVEN CULTURES ARE THE MOST SUCCESSFUL ON THE PLANET
  4. 4. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 4 WHY ARE VALUES-DRIVEN CULTURES THE MOST SUCCESSFUL? BECAUSE THEY CARE ABOUT THE NEEDS OF THEIR EMPLOYEES, AND …
  5. 5. … THEY ALSO CARE ABOUT THE NEEDS OF ALL THEIR STAKEHOLDERS Suppliers Community
  6. 6. VALUES-DRIVEN CULTURES PRACTICE CONSCIOUS CAPITALISM 2007 2012 2014
  7. 7. THE TENETS OF CONSCIOUS CAPITALISM PURPOSE CULTURE LEADERSHIP STAKEHOLDER CONSCIOUS BUSINESS Higher Purpose Conscious Leadership Stakeholder Orientation Conscious Culture
  8. 8. Eighteen Firms of Endearment Average Annualized Return 13.10% Average Annualized Return 4.12% $140m $280m $420m $560m S&P 500 PortfolioValue 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
  9. 9. Eighteen Firms of Endearment *Amazon.com Inc. *Best Buy Co Inc. BMW *CarMax Inc. *Caterpillar Inc. *Commerce Bankshares Inc. Container Store *Costco Wholesale Corporation *eBay Inc. *Google Inc. Class A. *Harley-Davidson Inc. *Honda Motor Co. IDEO IKEA *Jet Blue *Johnson & Johnson Jordan’s Furniture L.L. Bean New Balance Patagonia Progressive Insurance REI *Southwest Airlines Co. *Starbucks Corporation *Timberland Inc. *Toyota Motor Corp. Trader Joe's *UPS Inc. Wegmans *Whole Foods Markets, Inc. * Firms of Endearment for which financial data were readily available for their North America operations.
  10. 10. S&P 500 Average Annualized Return 16.39% Average Annualized Return 4.12% BCWF The Best Companies to Work For engender high levels of employee engagement and commitment, because the leaders of these organisations focus on meeting their employee’s needs. The Top 40 Best Companies to Work For (USA)
  11. 11. The Top 40 Best Companies to Work For (USA) Adobe Systems Inc. Adobe Systems Inc. Aflac Inc. Amazon.com Inc. American Express Co. Autodesk Inc. Build-A-Bear Workshop Inc. Capital Trust Inc. Class A. Chesapeake Energy Corp. Devon Energy Corp. Dreamworks Animation SKG Inc. EOG Resources FactSet Research Systems Inc. General Mills Inc. Goldman Sachs Group Inc. Goldman Sachs Group Inc. Google Inc. Class A. Hasbro, Inc. Intel Corp. Intuit Inc. Marriott International Inc. Mattel Inc. Medical Properties Trust Inc. Men’s Wearhouse Microsoft Corp. National Instruments Corp. NetApp Inc. Nordstrom Inc. Novo Nordisk, A/S ADR Novo Nordisk, A/S ADR Nustar Energy, L.P. Publix Super Mkts, Inc. Qualcomm Inc. Rackspace Hosting Inc. Salesforce.com Inc. Southern Michigan Bankcorp. St Jude Medical, Inc. Starbucks Corporation Stryker Corporation SVB Financial Group Ultimate Software Group, Inc. Umpqua Holdings Corporation Whole Food Markets, Inc.
  12. 12. “Culture eats strategy for breakfast.” “No matter how far reaching the vision or how brilliant the strategy, neither will be realized if it is not supported by the organisational culture.” Luther Johnson Peter Drucker
  13. 13. Richard Barrett has made extraordinary contributions to our understanding of organisational values and culture. His frame- works for measuring culture and enabling whole system change are elegant. His reservoir of know- ledge is vast and his connection to timeless wisdom is profound. Raj Sisodia Co-founder and co-chairman of Conscious Capitalism Inc. and Professor of Marketing at Bentley University Building a Values-driven Culture
  14. 14. Available in July 2014 The Good News
  15. 15. The Leader and the Values Peters and Waterman, “In Search of Excellence: Lessons from America’s best run companies”, 1983 Clarifying the value system and breathing life into it are the greatest contributions a leader can make.
  16. 16. Why values are more important than beliefs In a stable, non-evolving world, where what happened in a previous time period is a good predictor of what will happen in the future, we can happily use our beliefs to make decisions. But in a world where complexity is increasing by the day, we need a more solid basis for making decisions. Values-based decision-making is more suited to our complex modern world because we make decisions based on what is important to us. What is important to us (our values) is what motivates us.
  17. 17. AT ANY GIVEN MOMENT IN TIME, the values that are most important to us are a reflection of the needs of the stage of psychological development we have reached and the unmet needs of the stages of psychological development we have passed through but have not yet mastered. What motivates employees is the satisfaction of their needs. Our needs (what we value) have always been, and always will be the principal drivers of our behaviors and actions.
  18. 18. Stages of Psychological Development Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc. Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture. Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents. Individuating: Letting go of the aspects of your parental and cult- ural conditioning (beliefs) that no longer align with who you are. Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity. Integrating: Learning how to align with others who share the same values and purpose to create a better world. Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet. EvolutionofPersonalConsciousness Needs/Primary Motivations
  19. 19. Stages of Psychological Development Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc. Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture. Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents. Individuating: Letting go of the aspects of your parental and cult- ural conditioning (beliefs) that no longer align with who you are. Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity. Integrating: Learning how to align with others who share the same values and purpose to create a better world. Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet. 0-2 years Needs/Primary Motivations
  20. 20. Stages of Psychological Development Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc. Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture. Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents. Individuating: Letting go of the aspects of your parental and cult- ural conditioning (beliefs) that no longer align with who you are. Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity. Integrating: Learning how to align with others who share the same values and purpose to create a better world. Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet. 3-7 years Needs/Primary Motivations
  21. 21. Stages of Psychological Development Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc. Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture. Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents. Individuating: Letting go of the aspects of your parental and cult- ural conditioning (beliefs) that no longer align with who you are. Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity. Integrating: Learning how to align with others who share the same values and purpose to create a better world. Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet. 8-29 years Needs/Primary Motivations
  22. 22. Stages of Psychological Development Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc. Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture. Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents. Individuating: Letting go of the aspects of your parental and cult- ural conditioning (beliefs) that no longer align with who you are. Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity. Integrating: Learning how to align with others who share the same values and purpose to create a better world. Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet. 30-39 years Needs/Primary Motivations
  23. 23. Stages of Psychological Development Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc. Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture. Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents. Individuating: Letting go of the aspects of your parental and cult- ural conditioning (beliefs) that no longer align with who you are. Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity. Integrating: Learning how to align with others who share the same values and purpose to create a better world. Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet. 40-49 years Needs/Primary Motivations
  24. 24. Stages of Psychological Development Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc. Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture. Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents. Individuating: Letting go of the aspects of your parental and cult- ural conditioning (beliefs) that no longer align with who you are. Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity. Integrating: Learning how to align with others who share the same values and purpose to create a better world. Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet. 50-59 years Needs/Primary Motivations
  25. 25. Stages of Psychological Development Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc. Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture. Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents. Individuating: Letting go of the aspects of your parental and cult- ural conditioning (beliefs) that no longer align with who you are. Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity. Integrating: Learning how to align with others who share the same values and purpose to create a better world. Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet. 60+ years Needs/Primary Motivations
  26. 26. LEVELS OF CONSCIOUSNESS WE GROW IN STAGES (OF PSYCHOLOGICAL DEVELOPMENT) AND WE OPERATE AT LEVELS (OF CONSCIOUSNESS). ALL THINGS BEING NORMAL, THE LEVEL OF CONSCIOUSNESS WE OPERATE AT WILL CORRESPOND TO THE STAGE OF PSYCHOLOGICAL DEVELOPMENT WE HAVE REACHED.
  27. 27. What We Value at Each Level of Consciousness 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. Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc. Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture. Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents. Individuating: Letting go of the aspects of your parental and cultural conditioning that no longer align with who you are. Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity. Integrating: Learning how to align with others who share the same values and purpose to create a better world. Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet.
  28. 28. TO BUILD A VALUES-DRIVEN CULTURE WE NEED UNDERSTAND WHAT LEVELS OF CONSCIOUSNESS EMPLOYEES ARE OPERATING FROM AND TO WHAT EXTENT THE CULTURE SUPPORTS THEIR NEEDS
  29. 29. The Three Mantras of Organizational Performance Cultural Capital is the new frontier of competitive advantage. Mantras Implications The Culture of an organizations is a reflection of leadership consciousness Measurement matters. If you can measure it, you can manage it. Who you are and what your organization stands for is vitally important. Organizational transformation begins with the personal transformation of the leaders You can make the evolution of consciousness, conscious Focus on Vision, Mission and Values Begins with Leading Self Measure and Map the Values
  30. 30. The Seven Levels of Consciousness Model
  31. 31. 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
  32. 32. 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
  33. 33. 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. Physiological Safety Love & Belonging Self-esteem Know and Understand Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship Survival
  34. 34. 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
  35. 35. 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
  36. 36. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 45 FULL SPECTRUM CONSCIOUSNESS EXERCISE PLEASE STAND UP
  37. 37. Financial viability and employee safety Employee and customer satisfaction High performance, quality, excellence Employee participation, learning Sense of purpose and shared values Community involvement, partnerships Human rights, future generations Sit down if your organisation does not focus on … Stand up if your organisation does focus on … Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship Survival
  38. 38. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 47 BUILDING A VALUES-DRIVEN ORGANSIATION START WITH A VALUES SURVEY
  39. 39. The Values Survey PERSONAL VALUES Which of the following values and behaviours most reflect who you are? Pick ten. CURRENT CULTURE Which of the following values/behaviours most reflect how your organisation currently operates? Pick ten. DESIRED CULTURE Which of the following values/behaviours most reflect how you would like your organisation to operate? Pick ten.
  40. 40. Placement of Values by Level (100 employees) 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 Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship Survival
  41. 41. 11% 1 2 3 4 5 6 7 Cultural Entropy Placement of Values by Level (100 employees) Current Culture Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship Survival
  42. 42. Cultural Entropy and Engagement Cultural entropy significantly impacts employee engagement. 25% 35% 45% 55% 65% 75% 85% 0% 5% 10% 15% 20% 25% 30% Cultural Entropy EmployeeEngagement Research carried out in 163 organisations in Australia by Hewitt Associates and the Barrett Values Centre in 2008. Low Entropy = High Engagement High Entropy = Low Engagement
  43. 43. Entropy and Engagement Cultural Entropy Most employees are …. 10% or less Highly Engaged 11% to 20% Engaged 21% to 30% Becoming Disengaged 31% to 40% Disengaged 41% or more Highly Disengaged
  44. 44. Five Levels of Employee Engagement Highly Engaged Employees bring passion, purpose and discretionary energy to their work. They are emotionally attached and committed to the organisation and want to do the right thing. Engaged Employees are willing to go the extra mile to support the company in achieving its goals and objectives as long as they can also satisfy their own goals and objectives. Becoming Disengaged Employees are becoming frustrated, anxious and fearful about not being able to satisfy their needs. Disengaged Employees do what they have to do to get through the day, but are unwilling to put in any extra effort to meet deadlines or support their colleagues in difficult times. Highly Disengaged Employees are unhappy at their work and act out their unhappiness by actively undermining the company, and denigrating those who want to succeed.
  45. 45. 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.
  46. 46. 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.
  47. 47. 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?
  48. 48. 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.
  49. 49. 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 Cultural Evolution Begins with Personal Evolution Cultural Entropy 7%Personal Entropy 9% Culture ValuesLeader’s Values The culture of an organisation is a reflection of leadership consciousness. CVA Current Culture PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 Internal Cohesion LVA Feedback 27 Assessors PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0 Internal Cohesion
  50. 50. 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 ValuesLeader’s Values The culture of an organisation is a reflection of leadership consciousness.
  51. 51. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 60 BUILDING A VALUES-DRIVEN CULTURE THE JOURNEY
  52. 52. SA Bank: Evolution of Current Culture 1. cost-consciousness 2. profit 3. accountability 4. community involvement 5. client-driven 6. process-driven 7. bureaucracy (L) 8. results orientation 9. client satisfaction 10. silo mentality (L) 2005 1. cost-consciousness 2. accountability 3. client-driven 4. client satisfaction 5. results orientation 6. performance driven 7. profit 8. bureaucracy (L) 9. teamwork 10. community involvement 2006 1. client-driven 2. accountability 3. client satisfaction 4. cost-consciousness 5. community involvement 6. performance driven 7. profit 8. achievement 9. being the best 10. results orientation 2007 2008 1. accountability 2. client-driven 3. client satisfaction 4. community involvement 5. achievement 6. cost-consciousness 7. teamwork 8. performance driven 9. being the best 10. delivery 3 Matches CC-DC Entropy 25% 4 Matches CC-DC Entropy 19% 4 Matches CC-DC Entropy 17% 5 Matches CC-DC Entropy 14%
  53. 53. SA Bank: Evolution of Current Culture 2009 2010 2011 1. accountability 2. client-driven 3. client satisfaction 4. cost-consciousness 5. community involvement 6. achievement 7. teamwork 8. employee recognition 9. being the best 10. performance driven 1. accountability 2. client satisfaction 3. client-driven 4. teamwork 5. brand reputation 6. being the best 7. achievement 8. commitment 9. community involvement 10. cost-consciousness 1. accountability 2. client-driven 3. client satisfaction 4. brand reputation 5. achievement 6. teamwork 7. environmental awareness 8. commitment 9. being the best 10. cost-consciousness 6 Matches CC-DC Entropy 13% 6 Matches CC-DC Entropy 13% 6 Matches CC-DC Entropy 11%
  54. 54. Evolution of Number of Survey Participants 8% 25% 38% 51% 67% 73% 77% 75% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 2005 2006 2007 2008 2009 2010 2011 2012 Percentage of employees voluntarily participating in the values assessment grew significantly each year as people realized that the leaders of the organisation were paying attention to the results of the assessment.
  55. 55. Cultural Entropy Evolution Cultural entropy reduction led to improved performance through increased employee engagement, increased revenues, improved productivity, and increase in share price. 25% 19% 17% 14% 13% 13% 11% 10% 0% 5% 10% 15% 20% 25% 30% 2005 2006 2007 2008 2009 2010 2011 2012 Cutlural Entropy
  56. 56. Revenue Evolution 0% 5% 10% 15% 20% 25% 30% 0 5000 10000 15000 20000 25000 30000 35000 2005 2006 2007 2008 2009 2010 2011 2012 Revenue Cultural Entropy Annual revenue increases as cultural entropy falls. Global Economic Meltdown
  57. 57. 0% 5% 10% 15% 20% 25% 30% 0 200 400 600 800 1000 1200 2005 2006 2007 2008 2009 2010 2011 2012 Revenue per Capita Cultural Entropy Revenue per capita increases as cultural entropy falls. Productivity Evolution Global Economic Meltdown
  58. 58. 0% 5% 10% 15% 20% 25% 30% 0 5000 10000 15000 20000 2005 2006 2007 2008 2009 2010 2011 2012 Share Price Cutlural Entropy Share price (cents) increases as cultural entropy falls. Share Price Evolution Global Economic Meltdown
  59. 59. SA Bank: Group (2011) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal Values Current Culture Values Desired Culture Values IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 2-2-5-1 | IROS (L)= 0-0-0-0 IROS (P)= 3-3-4-0 | IROS (L)= 0-0-0-0 Matches PV - CC 2 CC - DC 6 PV - DC 4 Health Index (PL) PV: 10-0 CC: 10-0 DC: 10-0 1. accountability 8576 4(R) 2. honesty 6133 5(I) 3. commitment 5221 5(I) 4. respect 4420 2(R) 5. family 4057 2(R) 6. integrity 4023 5(I) 7. caring 3568 2(R) 8. balance (home/work) 3526 4(I) 9. responsibility 3279 4(I) 10. efficiency 3085 3(I) 1. accountability 5464 4(R) 2. client-driven 4571 6(O) 3. client satisfaction 3486 2(O) 4. brand reputation 2740 3(O) 5. achievement 2491 3(I) 6. teamwork 2408 4(R) 7. environmental awareness 2372 6(S) 8. commitment 2263 5(I) 9. being the best 2218 3(O) 10. cost-consciousness 2187 3(O) 1. accountability 6987 4(R) 2. balance (home/work) 4183 4(O) 3. client-driven 3864 6(O) 4. client satisfaction 3742 2(O) 5. employee recognition 3297 2(R) 6. honesty 3053 5(I) 7. commitment 2953 5(I) 8. achievement 2809 3(I) 9. teamwork 2744 4(R) 10. employee satisfaction 2687 2(O) Values Plot Copyright 2011 Barrett Values Centre April 2011 Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
  60. 60. 1% 0% 1% 5% 16% 16% 26% 4% 7% 24% 0% 20% 40% 1 2 3 4 5 6 7 3% 3% 5% 5% 11% 20% 13% 14% 6% 20% 0% 20% 40% 1 2 3 4 5 6 7 1% 0% 0% 5% 15% 16% 21% 12% 5% 25% 0% 20% 40% 1 2 3 4 5 6 7 SA Bank: Group (2011) C T S Values Distribution Copyright 2011 Barrett Values Centre April 2011 C = Common Good T = Transformation S = Self-Interest Positive Values Potentially Limiting Values CTS = 37-24-39 Entropy = 2% CTS = 33-20-47 Entropy = 11% CTS = 38-25-37 Entropy = 1% Personal Values Current Culture Values Desired Culture Values
  61. 61. ABRH VALUES SURVEY—RESULTS
  62. 62. ABRH-Rio values survey: Overall Group (330) achievement 135 3(I) bureaucracy (L) 103 3(O) cost reduction (L) 101 1(O) organisational growth 97 1(O) results orientation 86 3(O) profit 78 1(O) strategic alliances 75 6(O) brand image 71 3(O) customer collaboration 70 6(O) customer satisfaction 69 2(O) leadership development 112 6(O) strategic alliances 106 6(O) continuous learning 103 4(O) open communication 96 2(R) achievement 85 3(I) employee engagement 84 5(O) employee recognition 84 2(R) continuous improvement 82 4(O) innovation 80 4(O) results orientation 79 3(O) Values Plot May 14, 2014Copyright 2014 Barrett Values Centre 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 Matches PV - CC 1 CC - DC 3 PV - DC 2 Cultural Entropy: Current Culture 26% commitment 196 5(I) continuous learning 148 4(I) ethics 138 7(I) honesty 107 5(I) achievement 101 3(I) influence 101 4(R) adaptability 100 4(I) positive attitude 100 5(I) decisiveness 97 3(I) family 90 2(R) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=8-2-0 IRS (L)=0-0-0 IROS (P)=1-0-7-0 IROS (L)=0-0-2-0 IROS (P)=1-2-7-0 IROS (L)=0-0-0-0
  63. 63. ABRH-Rio values survey: Overall Group (330) atingir metas 135 3(I) burocracia (L) 103 3(O) redução de custos (L) 101 1(O) crescimento da organização 97 1(O) orientado para resultados 86 3(O) lucro 78 1(O) alianças estratégicas 75 6(O) imagem da marca 71 3(O) colaboração com o cliente 70 6(O) satisfação do cliente 69 2(O) desenvolvimento da liderança 112 6(O) alianças estratégicas 106 6(O) aprendizagem contínua 103 4(O) comunicação aberta 96 2(R) atingir metas 85 3(I) engajamento dos funcionários 84 5(O) reconhecimento dos funcionários 84 2(R) melhoria contínua 82 4(O) inovação 80 4(O) orientado para resultados 79 3(O) Values Plot May 14, 2014Copyright 2014 Barrett Values Centre I = Indivíduo R = Relacionamento Preto Sublinhado = VP & CA Laranja = VP, CA & CD Laranja = CA & CD Azul = VP & CD P = Positivo L = Potencialmente Limitador (círculo branco) O = Organizacional S = Social Correspondências VP - CA 1 CA - CD 3 VP - CD 2 Entropia Cultural: Cultura Atual 26% comprometimento 196 5(I) aprendizagem contínua 148 4(I) ética 138 7(I) honestidade 107 5(I) atingir metas 101 3(I) capacidade de influenciar 101 4(R) adaptabilidade 100 4(I) atitude positiva 100 5(I) capacidade de decidir 97 3(I) família 90 2(R) Nível Valores Pessoais (VP) Valores da Cultura Atual (CA) Valores da Cultura Desejada (CD) 7 6 5 4 3 2 1 IRS (P)=8-2-0 IRS (L)=0-0-0 IROS (P)=1-0-7-0 IROS (L)=0-0-2-0 IROS (P)=1-2-7-0 IROS (L)=0-0-0-0
  64. 64. ABRH-Rio values survey: Overall Group (330) Cultural Entropy = 26% Personal Values Values Distribution May 14, 2014Copyright 2014 Barrett Values Centre Positive Values Potentially Limiting Values Current Culture Values Desired Culture Values C T S 2 1 3 4 5 6 7 C = Common Good T = Transformation S = Self-Interest 2% 1% 1% 4% 11% 13% 25% 26% 8% 9% 0% 20% 40% 60% 1 2 3 4 5 6 7 9% 5% 12% 7% 6% 17% 17% 12% 9% 6% 0% 20% 40% 60% 1 2 3 4 5 6 7 2% 0% 0% 4% 10% 15% 26% 21% 15% 7% 0% 20% 40% 60% 1 2 3 4 5 6 7
  65. 65. ABRH-Rio values survey: Overall Group (330) This depicts the number of potentially limiting values per level in the Current Culture that were chosen by the survey participants. These represent all the potentially limiting values that were chosen and so may not be included in the top ten values on the Values Plot. Potentially limiting values are found only at levels 1, 2 and 3. This is a reflection of the degree of disorder within a system. Level Potentially Limiting Values (Votes) Cultural Entropy % 3 bureaucracy (103) confusion (66) hierarchy (65) long hours (58) silo mentality (48) information hoarding (34) power (29) 12% of total votes 2 internal competition (52) empire building (40) blame (35) manipulation (25) 5% of total votes 1 cost reduction (101) short-term focus (65) control (53) job insecurity (33) caution (27) exploitation (22) 9% of total votes Total 856 out of 3300 26% of total votes Cultural Entropy Table May 14, 2014Copyright 2014 Barrett Values Centre Cultural Entropy Report
  66. 66. ABRH-Rio values survey: Overall Group (330) Current Culture Votes Desired Culture Votes Jump leadership development 35 112 77 open communication 34 96 62 employee recognition 24 84 60 employee engagement 28 84 56 continuous learning 59 103 44 information sharing 29 72 43 coaching/ mentoring 17 58 41 long-term perspective 26 63 37 transparency 20 57 37 clarity 6 42 36 A value jump occurs when there are more votes for a value in the Desired Culture than in the Current Culture. Listed below are the values with the largest increase in votes. The values in bold are represented in the Desired Culture. Values Jumps Table May 14, 2014Copyright 2014 Barrett Values Centre Values Jumps
  67. 67. ABRH-Rio values survey: Overall Group (330) Current Culture Finance cost reduction (L) organisational growth profit Fitness achievement bureaucracy (L) results orientation External Stakeholder Relations strategic alliances brand image customer collaboration customer satisfaction Evolution Culture Trust/ Engagement Direction/ Communication Supportive Environment Societal Contribution Current Culture Values Finance Fitness Evolution External Stakeholder Relations Trust/ Engagement Direction/ Communication Supportive Environment Culture Societal Contribution All the top ten values of the Current Culture are in the top half of the Business Needs Scorecard
  68. 68. ABRH-Rio values survey: Overall Group (330) Current Culture Desired Culture Finance cost reduction (L) organisational growth profit Fitness achievement bureaucracy (L) results orientation achievement results orientation External Stakeholder Relations strategic alliances brand image customer collaboration customer satisfaction strategic alliances Evolution leadership development continuous learning continuous improvement innovation Culture Trust/ Engagement employee engagement Direction/ Communication open communication Supportive Environment employee recognition 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 Most of the top ten values of the Desired Culture are in the bottom half of the Business Needs Scorecard
  69. 69. ABRH-Rio values survey: Age (330) 29 or less 30-39 40-49 50 or more Entropy 28% 29% 25% 22% Value Jumps Employee engagement Open communication Employee recognition Continuous improvement Leadership development Employee recognition Open communication Transparency Leadership development Open communication Continuous learning Trust Leadership development Strategic alliances Continuous learning Innovation What People Want by Age Group
  70. 70. ABRH-Rio values survey: Age (330) Large Medium Small Tiny Entropy 33% 28% 10% 9% Value Jumps Leadership development Employee recognition Open communication Employee engagement Open communication Leadership development Employee engagement Continuous learning Strategic alliances Leadership development Employee recognition Information sharing Holistic thinking Creativity Group collaboration Leading by example Differences by Size of Company
  71. 71. LEADERSHIP DEVELOPMENT THE NEW LEADERSHIP PARADIGM Available now at this Conference More Good News
  72. 72. THE NEW LEADERSHIP PARADIGM “A first class summary of how to take the leap into a new paradigm of being and lead with grace, love and intuitive insight. This book builds on all the great leadership writers combining intelligent research, first hand results and spiritual depth of understanding.” – Kath Roberts
  73. 73. THE NEW LEADERSHIP PARADIGM A Leadership Development Text Book for the 21st Century Part 1: Fundamentals Part 2: Leading Self Part 3: Leading Others Part 4: Leading an Organisation Part 5: Leading in Society
  74. 74. ANNOUNCING THE NEW LEADERSHIP PARADIGM LEARNING PLATFORM Available in English in June/July 2014. Word document version in English, Spanish, French and Swedish available for download now http://www.valuescentre.com/resources/?sec=books__learning_modules
  75. 75. THE NEW LEADERSHIP PARADIGM FOOTPRINT
  76. 76. New Leadership Paradigm Learning System
  77. 77. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 86 New Leadership Paradigm Learning System Leading Self If you cannot lead yourself you cannot lead a team
  78. 78. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 87 New Leadership Paradigm Learning System Leading a Team If you cannot lead a team you cannot lead an organisation
  79. 79. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 88 New Leadership Paradigm Learning System Leading an Organisation If you cannot lead an organisation you cannot lead in society
  80. 80. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 89 New Leadership Paradigm Learning System Leading in Society
  81. 81. Leading Self Module The Purpose The purpose of the Leading Self component of the New Leadership Paradigm learning system is to increase your self-awareness and overcome the challenges you face in expressing your authentic self in your personal and professional life.
  82. 82. Leading Self Module Stage 1: The Journey The Journey explores the past to the present: where have you been and where are you now on your leadership journey. The objective is to uncover and understand the events that have defined who you are today and what is important in your life.
  83. 83. Leading Self Module Stage 2: The Potential The Potential helps you to understand and celebrate who you are. The objective is to uncover your talents and gifts, explore your potential, and help you envision who you can become and where you want to go.
  84. 84. Leading Self Module Stage 3: The Challenges The Challenges explores the reality of where you are now and the hurdles you have to overcome to embrace your authentic self. The objective is to help you master the conscious and sub-conscious motivations that could sabotage your future.
  85. 85. Leading Self Module Stage 4: The Mastery The Mastery helps you to overcome the conscious and sub-conscious motivations that could sabotage your future by teaching you how to question your feelings, thoughts and beliefs, identify your fears, and get in touch with your real needs.
  86. 86. Leading Self Module Stage 5: The Evolution The Evolution invites you to explore your progress by seeking feedback from others about your personal and professional performance so you can make the changes you need to make to consciously evolve and become all you can become.
  87. 87. Leading Self Module Stage 6: Self-Coaching Self-coaching supports your evolutionary progress by providing a checklist of actions you can take when confronted by issues in your personal or professional life that cause anxiety, upsets, anger, frustration or impatience.
  88. 88. Leading Self Module Stage 7: Reflection Reflection offers you the opportunity to review your leadership learning journey by providing you with tools, techniques and methods to engage in mindfulness and activate your own self-witness.
  89. 89. A customisable internet-based learning platform for Organisations, Universities, Consultants and Coaches Designed to facilitate Self-directed Learning, Facilitated Learning in an Open Group, and Facilitated Learning in a Team or Work Group Affordable for large and small organisations Internet version of Leading Self Module in English available in July/August 2014 The New Leadership Paradigm Learning Platform Word document version in English, Spanish, French and Swedish available for download now.
  90. 90. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 100 For More Information www.valuescentre.com www.richardbarrett.net To get a copy of this presentation go to: http://www.slideshare.net/BarrettValues

×