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Creating a sustainable culture of high performancev8
 

Creating a sustainable culture of high performancev8

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Leadership seminar with aAdvantage Consulting 10 September in Singapore. A shared presentation by Vincent Ho (aAdvantage) and Tor Eneroth (Barrett Values Centre).

Leadership seminar with aAdvantage Consulting 10 September in Singapore. A shared presentation by Vincent Ho (aAdvantage) and Tor Eneroth (Barrett Values Centre).

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  • Key PointsAsk people about this statement.We often add an extra few words “organisational transformation begins with personal transformation OF THE LEADERS”
  • Key PointsThis is once again written in Level 3 language. We now have tools that allow us to measure and manage aspects of the business that people did not know how to do before.
  • Use this slide as a template for presenting your materials in powerpoint to external clients as well as internal meetingsGuideline:Title – Calibri, Bold, 28pt [Font Colour (RGB): Red242 Green86 BlueB34]Body text, Calibri, 20pt [Font Colour (RGB): Red89 Green89 Blue89]Sub Body text, Calibri, 16pt [Font Colour (RGB): Red89 Green89 Blue89]

Creating a sustainable culture of high performancev8 Creating a sustainable culture of high performancev8 Presentation Transcript

  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 1
  • Partnering clients in achieving impactful implementation and seamless transformation for sustainable growth From vision to results
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 3 Research & Insights Organisational Diagnostic Employee Engagement Survey Cultural Values Assessment Change Readiness Survey Customer Satisfaction Survey Customer Loyalty Survey Public Perception Survey Product & Concept Testing Business Facilitation Strategic Review Strategic Visioning Corporate Planning Balanced Scorecard Cascading Business Excellence Roadmapping Service Transformation Roadmapping HR & Leadership Employee Handbook Recruitment & Selection Compensation & Benefits Learning & Development Performance Management Leadership Development (Training & Coaching) Talent Audit Succession Planning Coaching & Mentoring Team Building & Development Signature Programmes (indoor or outdoor) customised to: Embed a Values-Based culture Communicate Service Excellence Build High Performance Intact Teams Incorporate Problem Solving & Role Clarification Business Excellence Singapore Quality Class/Award Service Class/Award Innovation Class/Award People Developer/Award Benchmarking Studies Process Improvements SMART Assessment (for SMEs) IMPACT Assessment (for SMEs) Business Excellence Training Change Enablement Organisational Readiness Assessment Stakeholder Impact Assessment Training & Development Strategies Communications Planning and Implementation Leading Change Personal Mastery Workshops Culture Development Organisation Culture Values Assessment National Values Assessment Mission, Vision & Values Review/Articulation Values Based Leadership Development Customer Experience Customer Experience Strategy Development Customer Touchpoint Experience Mapping Service Culture Transformation Service Blueprinting Customer Metrics Development Net Promoter Score® Solutions and Mode of Interventions
  • Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 4 Agenda Introduction Understand Culture Case studies Measure Culture Leadership Impact
  • What Singapore Residents Said Would Define their Desired Singapore Society I = Individual R = Relationship P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Level 7 6 5 4 3 2 1 IROS (P)=1-1-4-4 IROS (L)=0-0-0-0 1% 1% 1% 15% 9% 4% 26% 18% 9% 16% 0% 20% 40% 60% 1 2 3 4 5 6 7 Singapore Residents affordable housing 875 1(O) caring for the elderly 744 4(S) effective healthcare 650 1(O) caring for the disadvantaged 624 4(S) compassion 590 7(R) concern for future generations 579 7(S) quality of life 549 6(I) equal opportunities 538 4(O) social responsibility 517 4(S) employment opportunities 502 1(O)
  • How Singapore Residents Perceive the Singapore Society as it is Today 17% 7% 17% 14% 4% 6% 15% 6% 6% 8% 0% 20% 40% 60% 1 2 3 4 5 6 7 Level 7 6 5 4 3 2 1 IROS (P)=1-0-1-0 IROS (L)=4-3-1-0 Singapore Residents kiasu1 (L) 1154 1(I) competitive (L) 823 3(O) self-centred (L) 653 3(R) material needs 628 1(I) kiasi2 (L) 600 1(I) deteriorating values (L) 591 3(I) elitism (L) 573 3(R) blame (L) 494 2(R) uncertainty about the future (L) 470 1(I) security 440 1(O) Percentage of Potentially Limiting Values and Behaviours = 41%I = Individual R = Relationship P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 8 How Singapore Residents Perceive the Singapore Society as it is Today • Kiasu (L) • Competitive (L) • Self-centred (L) • Material needs • Elitism (L) 1. How do we measure success today? Does that drive these behaviours? • Deteriorating values (L) • Blame (L) 2. Are we experiencing a fall in moral and ethical standards? 3. Are we taking personal responsibility? • Uncertainty about the future (L) • Kiasi (L) 4. What about the future that we are uncertain about? 5. Will we be held back given our risk averseness • Security 6. What makes us secure?
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 9
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 10 The Challenges • How to attract and keep talented people • How to increase profitability and shareholder value; meet the organisation mission and intended outcomes • How to increase staff engagement • How to increase innovation, creativity, agility, and customer satisfaction • How to make sure ethics permeate the corporate culture and the company is in alignment with public opinion How do you build an organisation that can meet the challenges above?
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 11 New Principles of Business Cultural capital is the new frontier of competitive advantage. Principle 1 Who you are and what you stand for are just as important as the quality of the products and services that you offer.
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 12 The New Principles of Business Principle 2 Cultural transformation begins with personal transformation. Organisations don’t transform. People do.
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 13 New Principles of Business Measurement matters. If you can measure it, you can manage it. Principle 3 Cultural Transformation Tools: Powerful metrics that enable leaders to actively measure and manage cultures.
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 14 1. client satisfaction 2. making a difference 3. integrity 4. teamwork 5. humour/fun 6. quality 7. ethics 8. financial stability 1. blame L 2. short term focus L 3. internal competition L 4. buck passing L 5. risk averse L 6. customer satisfaction 7. information hoarding L 8. profit Similar Organisations, Different Cultures • Two organisations have similar profiles (market, portfolio, staff, strategy, structure). • Staff from both organisations chose the values and behaviours that reflect their current culture. • The values chosen by the first organisation suggest a healthy and high performing culture. • The second organisation shows a current culture that is dominated by fear.
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 15 Current Culture Profit Cost consciousness Financial stability
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 16 Current Culture Teamwork Open communication Care
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 17 Current Culture Long hours Short-term focus Confusion
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 18 Current Culture Bureaucracy Blame Control
  • Interactive Activity 1: Current Culture Bureaucracy Blame Control Long hours Short-term focus Confusion Teamwork Open communication Care Profit Cost consciousness Financial stability Company 1 Company 2 Company 4 Company 3
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 20 Your Task: 1. What would you see in an organisation with such a culture? What are the tell-tale signs/“stories” that describe them? Suggest some of the words you would constantly hear in this organisation? 2. What impacts (positive and / or negative) are there on • Business results / ability to meet organisation outcomes • The way people behave within the organisation; why?
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 21
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 22 Aligned Strategy – Structure – Culture = High Performance Direction vision, mission, strategy and objectives STRATEGY STRUCTURE CULTURE Capacity organisational design, systems, management processes, talent, competencies Climate mindset, attitudes, beliefs, values A L I G N M E N T
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 24 strategy/structure/culture customer-centered positive/energetic fast/responsive flexible/adaptable team-based high accountable procedure-centered unhappy/negative energy slow/bureaucractic resistant to change territorial blaming/”not my job” Culture Same strategy Low cost, point-to-point service Same structure One size plane, focused organisation Source: senn delaney
  • Volvo IT 25 Culture - 2010 Organisation 2010
  • Volvo IT 26 Culture - 2010 “…The decisive factor is and will remain corporate culture.” September 2003 “…The key to our competitiveness lies in our corporate culture.” December 2006 Volvo Group CEO’s view
  • Volvo Culture - Tor Eneroth, 2010 Human Systems A whole system approach calls for actions in all four dimensions at the same time. COLLECTIVEINDIVIDUAL OBJECTIVE SUBJECTIVE Level of competence Behaviour performance Structures and system Products, equipment etc Bottom line results Leadership Co-workership Personal maturity Guiding values Attitudes that limit Shared strategic vision Source: K Wilber Environment
  • Volvo IT Culture - 2010 Impact of Volvo IT Culture 2000 - 2010 Improved more than 30% Customer Satisfaction ESI 90% last 5 years Employee Satisfaction From 55 to 90% Delivery Precision Best in branch (IT) Attractive employer
  • Volvo IT Culture - 2010 The Volvo IT Culture Journey… so far! 2000 2004 2008 2010 Grow ONE Company – the Volvo IT Identity Grow Customer Focus – applying values in operations Ensure Resilience – Culture in Downturn - Build a company with one culture, uniting people with different backgrounds - Build awareness & understanding of culture - Apply our values in our work with customers, make sure we live our values - Build awareness & understanding of culture - Work with trust to decrease loss of faith and commitment in turbulent times - Maintain customer/ delivery focus - Build awareness & understanding of culture Realise Strategy – Culture as an Enabler - Emphasize the connection to our new strategy and the requirements it poses on our culture and brand - Focus on making culture an enabler for expected business benefits - Build awareness & understanding of culture
  • Investments in our Culture pays back! >500 Culture Ambassadors to facilitate and support “Dedicated and persistent work with our wanted culture is one of our most critical success factors” Visible Results Customer Satisfaction 60 to 90% Employee Satisfaction ~90% Owners Trust Low to High! Delivery Precision 55 to 90% Attractive Employer Best in Class! Systematic Approach >100 tools and methods for active dialogues and reinforcement Consistently Shared Mission, Vision Values
  • Volvo IT Culture - 2010 Many Transformation “Tools” Exercises The Volvo Way (new) Fortune Magazine Vision 2015 – Magnitude of Change The Purpose of Our Team Core Motivation & 4 Why’s Personal Values Exercise Wanted “Fingerprints” Mapping Personal and Core Values 4 Key Consistency Questions Personal Audit We Are Going on Record Our Culture Build up Journey Complaints –We love them! Raving Fans Daily walk the talk ValueMaker Values in Projects Values in Customer Relations Values and Ai Trust GlobeSmart Intro Approaches (How to make value based...) Decision making Recruitment Introduction of employees Appraisal Discussion Salary Setting Methods Skilful Discussion Effective Feedback Conflict Resolution Learning Style Creative Mind Individual/Team Reflection Measurement and Follow up • Denison Culture Survey • Our Walk the Talk Assessment • Customer Satisfaction Surveys • Culture Values Assessment • Volvo Attitude Survey/Team Barometer • Strategic Behaviour Quiz Intercultural Communication • GlobeSmart TM Recognition, Rewards and Celebration • Golden Touch Award • 1001 ways of R&R Reinforcement Material • Pocket books • Pocket cards • Posters Support • Books • Articles • Videos • Web sites • Slides • Consultants • Culture Ambassador TeamPlace
  • Volvo IT 33 Culture - 2010 How to Make Value-Based Decisions 1 Evaluate information available. 2 Consider how your decisions might affect stakeholders. 3 Consider what values/behaviors are relevant to the situation. 4 Determine the best course of action that takes into account relevant values and stakeholders’ interests. Make sure your decisions leave the right “mental fingerprints” in the minds of your stakeholders.
  • Volvo IT 34 Culture - 2010 Appraisal Discussion – “Living the values” Make sure you align to wanted culture and behaviour in the performance reviews
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 35 Fear and Distrust Block our Full Potential 1. bureaucracy (L) 2. caution (L) 3. customer collaboration 4. experience 5. short-term focus (L) 6. hierarchy (L) 7. internal competition (L) 8. results orientation 9. customer satisfaction 10. cost-consciousness 11. information hoarding (L) 1. honesty 2. respect 3. adaptability 4. humour/fun 5. co-operation 6. reliability 7. accountability 8. compassion 9. family 10. fairness Personal Values Current Culture Values
  • Whole Human System A whole system approach calls for actions in all four dimensions at the same time COLLECTIVEINDIVIDUAL OBJECTIVE SUBJECTIVE Level of competence Behaviour performance Leadership Co-workership Personal maturity Guiding values Attitudes that limit Shared strategic vision Source: K Wilber – Integral Model “A Brief History of Everything” Environment Structures and system Products, equipment etc Bottom line results Personal DesiredCurrent
  • Review of Potentially Limiting Values - Description Potentially Limiting Values Definition How do WE define this value? Culture How does it look like/appear in our daily work situations? Preventive actions What actions can we* take to take out this limiting value? *) ME personally, WE as a group and the COMPANY/Management? Caution No risk taking No stretch Both a personal- and a team behavior Lean organizational set up – not overspending regarding resources Not stating how good we are or someone is – low profile. If we are not 100% sure, we would not do it. Too self critical, which hinders you from taking action. Afraid of making mistakes. Avoid conflicts. Don’t dare to say what you see and think or feel. We don’t always share the problems, so I don’t bring my problems to the team and vs. If I bring up my problem I have to follow it up, so I don’t bring up. Slow in taking action on decisions taken. We don’t stretch our budgets – we want to make sure we can reach our targets. (ME) Bring your problems to the team and use the team to solve them, and follow it up. Bring your possibilities and opportunities to the team as well. (COMPANY) Our defined responsibilities is to too individual and not shared within the team. We need to define our shared team responsibilities by clear targets. Not only as a target as a sum of all sites. (ME/WE) Every member of the team should feel responsible for the problem that are brought to the team. (WE) Make our team profile more clear to our stakeholders. (ME) Be more challenging (in our team and outside the team?) (ME) Talk and share what we are good at more (proven by benchmarks) and be proud of it!! (ME/COMPANY) Be prepared to take risks. Bring up specific situations regarding potential risks in the RMT.
  • Culture - Tor Eneroth, 2011
  • Free our Full Potential – The Korea Story 1. open communication 2. professional growth 3. customer satisfaction 4. balance (home/work) 5. leadership development 6. conflict resolution 7. efficiency 8. reliability 9. teamwork 10. co-operation 11. employee fulfillment 12. global perspective 13. shared values 1. family 2. enthusiasm 3. personal growth 4. responsibility 5. performance 6. health 7. open communication 8. efficiency 9. financial stability 10. balance (home/work) Personal Values Desired Culture Values PLAN
  • Culture Development Plan
  • VOLVO IT Korea Culture Transformation Story PL= 10-0 | IROS (P)= 2-2-7-0 | IROS (L)= 0-0-1-0 PL= 12-0 | IROS (P)= 0-4-8-0 | IROS (L)= 0-0-0-0 PL= 13-0 | IROS (P)= 0-6-7-0 | IROS (L)= 0-0-0-0 1. global perspective 2. customer satisfaction 3. open communication 4. cost-consciousness 5. diversity 6. goal orientation 7. long hours (L) 8. result orientation 9. shared values 10. customer collaboration 11. experience 12. responsibility 1. open communication 2. global perspective 3. customer satisfaction 4. information sharing 5. balance home/work) 6. organisational growth 7. cost-consciousness 8. continuous learning 9. co-operation 10. professional growth 11. reliability 12. teamwork 1. open communication 2. professional growth 3. customer satisfaction 4. balance (home/work) 5. leadership development 6. conflict resolution 7. efficiency 8. reliability 9. teamwork 10. co-operation 11. employee fulfilment 12. global perspective 13. shared values Current 2007 Current 2008 Desired 2007 PLAN Matches 7 Current and Desired Volvo IT Korea Transformation Journey Matches 4 Current and Desired
  • From CVA to Action 1 2 34 5 6 Values Assessment Share results and start dialogue Prioritize key focus values Explore key values and behaviours Create Culture Development Plan Live the values and grow the desired culture
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 44 Five areas to Get Connected Our REALITY – the big picture… www.valuescentre.com/getconnected ME – my passion and values… Our AMBITIONS – our goals… US – our values and behaviours… Our LEARNING – how to grow and develop… www.lulu.com “search: get connected”
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 45 Critical Success Factors to a desired cultural transformation 1. Start from your Strategy – then align your Culture! 2. Invest in leaders ability to lead culture – create critical mass 3. Involve all employees in a co-creative dialogue 4. Act on unacceptable behavior and performance 5. Be persistent – Transformation Takes Time!
  • 46 Majlis Ugama Islam Singapura (Islamic Religious Council of Singapore) Majlis Ugama Islam Singapura (Muis) Established in 1968 under AMLA (Administration of Muslim Law Act) A Statutory Board of the Ministry of Culture, Community and Youth (MCCY)
  • A Gracious Muslim Community of Excellence That Inspires And Radiates Blessings To AllVISION To work with the community in developing a profound religious life and dynamic institutionsMISSION  Integrity  Consultative & Inclusive  Transformational VALUES Vision, Mission, Values & Strategic Priority
  • Results & Progress • Improve team collaboration and cohesiveness • Better demonstration of desired behaviours by staff and management • Better resource allocation reducing workload • Holistic interventions programmes • L.O.V.E – increase common language • Development of Competency Framework
  • Thank You
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 50
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 51 Barrett Values Centre – Vision, Mission & Values
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 54 wwww.valuescentre.com/pva
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 55
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 56
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 57 My 3 personal values 1. Choose your 3 most important values… 2. Why are they important for you? 3. Are they seen in your behaviour? 4. Share with a friend…
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 58 Our values reflect our focus Values show our energies and is the base for our decisions! Inclusiveness Positive Potentially limiting (L) Individual (I) Relationship (R) Organisational (O) Societal (S) Common good Transformation Self interest Service to humanity Making a difference Internal Cohesion Transformation Self-Esteem Relationship Survival Finance External Relations Fitness Culture Societal Contribution Evolution Spiritual Mental Emotional Physical
  • 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
  • Maslow’s Needs to Barrett’s Consciousness 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
  • Seven Levels of Consciousness© Selfless service Being your purpose. Compassion, humility, forgiveness. Caring for humanity and the planet. Service to humanity and societal contribution Social responsibility, long-term perspective, ethics, compassion and humility. Global sustainability Human rights, long-term perspective, ecological resilience, peace, focus on future generations. Global perspective. Making a positive difference in the world Living your purpose. Empathy, alliances, intuition, mentoring and focus on wellbeing (physical, emotional, mental, spiritual). Internal/External collaboration, community involvement Environmental awareness, employee fulfilment, coaching/mentoring and caring for the local community. Strategic alliances and regional partnerships Regional collaboration, environmental awareness, quality of life, community involvement and sustainability. Caring for nature. Finding meaning in existence Finding your purpose. Integrity, honesty, authenticity, passion, enthusiasm, creativity, and humour & fun. Sense of purpose and strong internal community Shared vision and values. Commitment, creativity, enthusiasm, integrity, honesty, generosity, fairness, openness, transparency and trust. Strong cohesive culture Shared vision and values. Fairness, transparency, trust, honesty and social cohesion. Positive collective spirit. Letting go of fears Finding the courage to grow and develop. Adaptability, life long learning, continuous renewal and personal growth. On-going improvement and employee participation Adaptability, accountability, empowerment, teamwork, goals orientation and continuous improvement. Democratic processes and continuous renewal Freedom, equality, empowerment, accountability, adaptability, entrepreneurship and consensus. Feeling a sense of self-worth Confidence, competence, self-reliance. Fear: I am not enough. Leads to need for power, authority or status seeking. High performance systems and processes Reliability, quality, efficiency, productivity and excellence. Bureaucracy, hierarchy, confusion, and complacency. Institutional effectiveness Law abiding, community/national pride, governmental efficiency and high quality public services. Bureaucracy, central control, elitism, complacency and apathy. Feeling protected and loved Family, friendship, loyalty, respect. Fear: I am not loved enough. Leads to jealousy, blame and discrimination. Positive relationships that support organisation needs Loyalty, open communication, customer satisfaction. Manipulation, blame, favouritism and internal competition. Sense of belonging and social stability Neighbourliness, conflict resolution, racial harmony and a focus on family and friendships. Inequality, discrimination, intolerance, hatred, loneliness/isolation. Satisfying physiological and survival needs Health, security, financial stability. Fear: I do not have enough. Leads to control, domination and caution. Financial viability and people safety Financial performance, organisational growth, and employee health and safety. Control, greed, exploitation and micro- management. Economic stability and citizen security Prosperity, health care, employment, emergency services/defence and social safety nets. Corruption, violence, poverty, environmental pollution and greed. Personal Organisational Community/Society SelfinterestCommonGood Survival Relationship Self-esteem Transformation Internal Cohesion Making a difference Service Positive Focus/ Excessive Focuswww.valuescentre.com
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 63 Make the invisible visible! 1. Please select ten of the following values/behaviours that most reflect who you are, not who you desire to become. 2. Please select ten of the following values/behaviours that most reflect how your organisation currently operates. 3. Please select ten of the following values/behaviours that, in your opinion, are essential for your organisation to be a high performance one. Three Questions: ~80 personal values (tailored) ~90 organization al values (tailored)
  • 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
  • Volvo IT SMM Fourth Step – 27 May 2010 65 Volvo IT Senior Managers (104) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal Values Current Culture Values Desired Culture Values IRS (P)= 5-5-0 | IRS (L)= 0-0-0 IROS (P)= 1-1-8-0 | IROS (L)= 0-0-0-0 IROS (P)= 2-3-5-0 | IROS (L)= 0-0-0-0 Matches PV - CC 2 CC - DC 4 PV - DC 5 Health Index (PL) PV: 10-0 CC: 10-0 DC: 10-0 1. commitment 61 5(I) 2. trust 48 5(R) 3. honesty 43 5(I) 4. cooperation 42 5(R) 5. respect 42 2(R) 6. humour/fun 41 5(I) 7. accountability 32 4(R) 8. integrity 32 5(I) 9. openness 30 5(R) 10. courage 29 4(I) 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 1. global perspective 48 3(O) 2. cost-consciousness 43 3(O) 3. customer collaboration 38 6(O) 4. commitment 36 5(I) 5. customer satisfaction 32 2(O) 6. challenge 31 4(O) 7. professionalism 29 3(O) 8. cooperation 28 5(R) 9. results orientation 26 3(O) 10. financial stability 24 1(O) 1. global perspective 38 3(O) 2. customer collaboration 37 6(O) 3. trust 36 5(R) 4. commitment 34 5(I) 5. professionalism 33 3(O) 6. accountability 32 4(R) 7. continuous improvement 32 4(O) 8. humour/fun 32 5(O) 9. respect 28 2(R) 10. innovation 26 4(I) Values Plot Copyright 2010 Barrett Values Centre May 2010
  • Volvo IT Senior Managers (104) Current Culture Values Desired Culture Values Finance Finance Fitness Client Relations Evolution Culture Societal Contribution Societal Contribution Current Culture Desired Culture Finance cost- consciousness financial stability Fitness professionalism results orientation professionalism accountability Client Relations customer collaboration customer satisfaction customer collaboration Evolution challenge continuous improvement innovation Culture cooperation trust humour/fun respect Societal Contribution Business Needs Copyright 2010 Barrett Values Centre May 2010
  • Volvo IT Volvo IT Strategic Focus Areas 2010 - 2012 Current Culture Values Desired Culture Values Finance Finance Fitness Client Relations Evolution Culture Societal Contribution Societal Contribution Volvo IT Management May2010
  • 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
  • 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.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 71 The Impact on Performance 25% 35% 45% 55% 65% 75% 85% 0% 5% 10% 15% 20% 25% 30% Cultural Entropy EmployeeEngagement Source: Hewitt and Barrett Values Centre – 163 organisations in Australia and New Zealand 2008
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 72 Low Cultural Entropy Leads to High Financial Returns Entropy Level 3 Year Revenue Growth % <10% 32.87% 10% – 19% 24.90% 20% – 29% 11.39% >29% 11.07% Research carried out in 163 organisations in Australia by Hewitt Associates and the Barrett Values Centre in 2008.
  • Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 73 13% 5% 13% 12% 6% 15% Level 3 Level 2 Level 1 Entropy ProfitAlignment A reduction in entropy and increased values alignment lead to improved financial performance. PV CC DC Impact of Cultural Evolution
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 74
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 75 Seven Levels of Leadership Consciousness Service Making a Difference Internal Cohesion Transformation Self-Esteem Relationship Survival Wisdom/Visionary Mentor/Partner Motivator/Inspirer Faciliator/Influencer Manager/Organiser Relationship Manager Crisis Director
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 76 Who would you like to have as your leader? 1. commitment 2. control (L) 3. ambition 4. result oriented 5. demanding (L) 6. experience 7. goal oriented 8. authoritarian (L) 9. humor/fun 10. power (L) 1. commitment 2. positive attitude 3. accessible 4. teamwork 5. trust 6. integrity 7. accountability 8. customer satisfaction 9. enthusiasm 10. fair Maria Carole Based on 3600 Leadership Values Feedback carried out on 100 leaders from 19 countries (2008-2010) Low Entropy Leaders (0-6%) High Entropy Leaders (21%+) What the best leaders focus on: Values that create internal cohesion … Internal Cohesion Self- Esteem
  • The level of entropy represents the degree of potential challenges that may prevent a leader from achieving the organisation’s success outcomes Entropy Impact 0-6% Healthy: Authentic individual. Decision-making is not driven by subconscious fears. 7-10% Minor Issues: Requiring leaders to examine how their fear-based behaviours and actions are affecting people around them and/ or their degree of work/life balance. 11-15% Moderate Issues: Requiring leaders to examine how their fear-based behaviours may be compromising relationships with peers and subordinates, and negatively impacting their professional goals. 16-20% Significant Issues: Requiring leaders to examine how their fear-based behaviours may be undermining their personal integrity and trustworthiness, and negatively impacting their professional and personal goals. 21%+ Critical Issues: Requiring leaders to examine how their fear-based behaviours are compromising their ability to inspire and support their subordinates and collaborate effectively with their peers.
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 78 Tracking Our Progress S/N Item Timeline 1 Employee Engagement Survey  Overall engagement of staff On-going 2 2-Days Leadership Development Programme  Alignment on what it means to be a Leader at XYZ  Living and leading the XYZ core values  Leadership skills Completed 3 Monthly check-in (“Senior Management Huddles”) on how we are doing and areas for follow-up (for next 6 months)  Gather feedback from Staff (Across Levels) – 4 interviews monthly (“dipstick”)  1-hour follow up with Senior Management (interview) – every 8 weeks  Mini-dialogue and huddle with senior management team - every 6-8 weeks Jan, March and June 2013 Sessions Completed On-going 4 Leadership Values Assessment  360 degree assessment on leadership performance of Management  Includes one 3-hour feedback and action planning session for Management On-going (10 have completed) 5 Focus Group Session with Staff  Leadership performance Sep 2013 6 Management Team Assessment through Small Group Assessment Tool (1 year) Trending and identifying shifts towards desired management culture Measuring entropy Oct 2013
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 79 • There is observable commitment to the Rules of Engagement • Atmosphere in management meetings is now less tense because Directors are generally more open and “professional” in their conduct. There is genuine effort by all to listen more these day; more objective. • It is encouraging to see management trying to support and elevate one another (e.g. “that’s a good idea” / “I agree with you”) • It is visible that there are attempts to reach out. The Directors are communicating more among themselves. MD walks around more often to engage staff and actively seeks feedback from ground. • Directors are more positive with their behaviour in front of their teams, and appear less emotional and exercise more restraint. • There is less talk on the ground of in-fighting within the management team. • There is a general perception on the ground that relationships within the management team have improved. • Directors appear to have taken steps to trust and empower staff • More cross department participation (in terms of social gatherings) Feedback Gathered from Staff Interviews On Senior Management Team
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 80 When Leaders Transform the Organisation Transforms A whole system approach calls for actions in all four dimensions at the same time COLLECTIVEINDIVIDUAL OBJECTIVE SUBJECTIVE Character Actions and Behaviours of the Leaders Personality Values and Beliefs of the Leaders Culture Values and Beliefs of the Organization Source: K Wilber – Integral Model “A Brief History of Everything” Environment Structures Actions and Behaviours of the Organization 2 4 1 3
  • Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 81 Whole System Transformation Evolution A whole system approach calls for actions in all four dimensions at the same time COLLECTIVEINDIVIDUAL OBJECTIVE SUBJECTIVE Source: K Wilber – Integral Model “A Brief History of Everything” Environment 2 4 1 3 Mission Alignment Structural Alignment Values Alignment Personal Alignment Character Actions and Behaviours of the Leaders Personality Values and Beliefs of the Leaders Culture Values and Beliefs of the Organization Structures Actions and Behaviours of the Organization