Employer Alliance Sharing Session: A guide to creating a desired culture
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share

Employer Alliance Sharing Session: A guide to creating a desired culture

  • 411 views
Uploaded on

Do you have the culture to support your work life strategy? ...

Do you have the culture to support your work life strategy?
Tor Eneroth, Network Director of Barrett Values Centre and Jacqueline Gwee of aAdvantage Consulting share tools, strategies and a real life case study to help culture managers, HR professionals and change agents implement Work-life strategies effectively.

More in: Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
411
On Slideshare
411
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
13
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 1 Work-Life – Creating a Desired Workplace Tor Eneroth, Barrett Values Centre Jacqueline Gwee, aAdvantage Consulting 11 September 2013
  • 2. Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 2 Agenda Why Work Employee Engagement How to Measure Culture Case Studies Leadership Impact
  • 3. Why work?
  • 4. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 5 What motivates us… • Base line rewards that are sufficient and fair, (fulfilling our survival needs) • A congenial working atmosphere, (fulfilling our relationship needs) • Freedom to make choices — autonomy, (fulfilling our transformation needs) • Opportunities to pursue mastery — learn and excel in their field of expertise, (fulfilling our self-esteem needs) • Perform duties that align with a higher purpose. (fulfilling our internal cohesion needs) Daniel Pink: The Surprising Truth about What Motivates Us
  • 5. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 6
  • 6. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 7 ©2007 Great Place to Work® Institute, Inc. Individuality Welcoming Atmosphere “Family” Feeling Two-way Communication Competence Integrity Professional Support Collaboration Caring Job Team Organization Equity Impartiality Justice Credibility Respect Pride Fairness T R U S T Camaraderie Dimensions of a Great Place to Work®
  • 7. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 8 Top 40 Best Companies to work for in the USA S&P 500 Average Annualized Return 16.39% Average Annualized Return 4.12%
  • 8. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 9 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.
  • 9. Employee Engagement in Singapore
  • 10. aAdvantage Employee Engagement Model – Organisations will be able to benchmark against our National Employee Engagement survey questions Statement I am proud working for my organisation. I am happy working for my organisation. I have a great sense of accomplishment in my current job role. I would recommend this organisation as a good place to work. Staff are empowered to make decisions that are appropriate to our job level. Staff are able to achieve work-life harmony in my organisation. Staff are confident of leaders' ability to lead the organisation to success. Immediate supervisors constantly motivate and guide staff at work. Staff's behaviours reflect the organisation's desired culture and values. There is open communication across all levels of my organisation. My organisation rewards and recognises staff for excellence. My organisation is committed towards training and developing all staff. There are sufficient opportunities for career growth in my organisation. My organisation provides job security. My organisation is customer-focused. 1 5 6 7 8 9 10 11 12 13 CATEGORY Empowerment Work-life Leadership Immediate Supervisor Culture & Values Communication Rewards & Recognition Training & Development Career Growth Job Security Customer Engagement 2 3 4 Employee Engagement 14 15
  • 11. Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 12 aAdvantage National Employee Engagement Benchmarking Methodology Data collection on a yearly basis, of employees in Singapore (Singaporeans, PRs, foreigners) A total sample of 7,863 respondents was collected for the National EES 2011 – 2012. Support/ Operations staff, 47.3% Executive & Senior Executive, 28.8% Middle Management, 18.3% Senior Management, 5.5% Respondent's Job Level Type of Industry % Type of Industry % Manufacturing and construction 8.8% Community, social and personal services 11.3% Finance & insurance, real estate, business & IT services 15.4% Healthcare 4.6% Wholesale and retail trade 24.5% Public service 6.9% Tourism, hotels and F&B 7.1% Education 1.2% Transport, storage and communication 13.9% Others 6.3%
  • 12. Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 13 aAdvantage National Employee Engagement – 2011/12 Industry Employee Engagement Index No. of Respondents OVERALL NATIONAL 76.5 7,863 1. Manufacturing & Construction 77.8 503 2. Finance & Insurance, Real Estate, Business & IT Services 76.3 928 3. Wholesale & Retail Trade 77.4 1,512 4. Tourism, Hotels & F&B 76.6 438 5. Transport, Storage & Communication 74.2 854 6. Community, Social & Personal Services 76.2 698 7. Healthcare 78.3 285 8. Public Service 76.6 426
  • 13. How to measure culture…
  • 14. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 15 THE DIFFERENCE BETWEEN THE BEST COMPANIES TO WORK FOR AND OTHER COMPANIES IS THEY CARE ABOUT THE NEEDS OF THEIR EMPLOYEES – THEY CARE ABOUT WHAT THEIR EMPLOYEES VALUE. Richard Barrett
  • 15. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 17 wwww.valuescentre.com/pva
  • 16. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 18
  • 17. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 19
  • 18. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 20 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…
  • 19. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 21 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 Client relations Fitness Culture Societal Contribution Evolution Spiritual Mental Emotional Physical
  • 20. 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
  • 21. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 23 Happiness YOU FEEL HAPPY when you are able to meet your basic needs (deficiency needs), but you feel anxious or fearful when you are prevented from meeting these needs or when the satisfaction of these needs is under threat—when you lose a job, when you lose a friend or a close companion or when you feel people do not respect you. Happiness is the feeling you get when you achieve internal stability and external equilibrium at the ego level of existence—when you are able to satisfy your basic (deficiency) needs.
  • 22. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 24 Meaning THE ABILITY TO MEET your growth needs engenders a deeper feeling than happiness, and consequently a deeper level of motivation and commitment to the satisfaction of these needs. You experience joy and contentment when you are able to satisfy your growth needs because you are experiencing a deeper sense of alignment with who you truly are. You are discovering your authentic (soul) self and finding meaning and purpose for your life. Joy and contentment are the feelings you get when you are able to satisfy your growth needs.
  • 23. 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
  • 24. 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,experiencingresponsiblefreedomby lettinggoofyourfears 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
  • 25. 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
  • 26. 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
  • 27. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 30 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 organizational values (tailored)
  • 28. 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
  • 29. Volvo IT SMM Fourth Step – 27 May 2010 32 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
  • 30. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 33 Impact of Cultural Evolution Values Alignment Mission Alignment Cultural Values Assessment PV CC DC Increasing the alignment of the Personal Values with the Current Culture, and the Current Culture with the Desired Culture builds internal cohesion and leads to improved staff engagement and increased revenues.
  • 31. 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
  • 32. 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 Culture impact on business! Talent Financial viability Excellence Ethics Capability
  • 33. Cultural Entropy In Organisations Entropy Impact <10% Prime: Healthy Culture: This is a low and healthy level of cultural entropy. 11-20% Minor Issues: Minor issues: This level of cultural entropy reflects issues requiring cultural or structural adjustment. It is important to reduce the level of cultural entropy to improve performance. 21-30% Significant Issues: This level of cultural entropy reflects significant issues requiring cultural and structural transformation and leadership coaching. It is important to reduce the level of cultural entropy to improve performance. 31-40% Serious Issues: is level of entropy reflects serious problems requiring cultural and structural transformation, leadership development and coaching. It is important to reduce the level of entropy to improve performance. 41+ Critical Issues: This level of cultural entropy reflects critical problems requiring cultural and structural transformation, selective changes in leadership, leadership development and coaching. It is important to reduce the level of cultural entropy to improve performance.
  • 34. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 37 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
  • 35. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 38 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.
  • 36. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 39 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
  • 37. Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 40 How Singapore Employees View the Current and Desired Singapore Workplace (overall)
  • 38. What Singapore Employees Consider are the Values and Behaviours that Best Describe Themselves Overall family 496 2(R) friendship 398 2(R) happiness 344 5(I) responsibility 335 4(I) health 328 1(I) balance (home/work) 319 4(I) well-being (physical/ emotional/ mental/ spiritual) 307 6(I) positive attitude 281 5(I) honesty 278 5(I) accountability 273 4(R) Level 7 6 5 4 3 2 1 IRS (P)=7-3-0 IRS (L)=0-0-0 Personal Values (PV) 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 2% 1% 1% 9% 15% 9% 21% 27% 7% 8% 0% 20% 40% 60% 1 2 3 4 5 6 7
  • 39. Level 7 6 5 4 3 2 1 IROS (P)=0-2-5-0 IROS (L)=0-0-3-0 Overall customer satisfaction 375 2(O) teamwork 333 4(R) cost reduction (L) 309 1(O) long hours (L) 290 3(O) brand image 284 3(O) results orientation 270 3(O) continuous improvement 253 4(O) accountability 249 4(R) continuous learning 231 4(O) hierarchy (L) 210 3(O) Current Culture Values (CC) 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 8% 5% 9% 6% 8% 15% 22% 14% 9% 4% 0% 20% 40% 60% 1 2 3 4 5 6 7 How Singapore Employees Perceive their Current Workplace
  • 40. Overall balance (home/work) 433 4(O) teamwork 403 4(R) employee recognition 400 2(R) employee fulfillment 280 6(O) continuous improvement 272 4(O) continuous learning 261 4(O) respect 256 2(R) staff engagement 251 5(O) coaching/ mentoring 250 6(R) leadership development 250 6(O) Level 7 6 5 4 3 2 1 IROS (P)=0-4-6-0 IROS (L)=0-0-0-0 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 Desired Culture Values (DC) 1% 1% 0% 6% 12% 12% 26% 23% 13% 6% 0% 20% 40% 60% 1 2 3 4 5 6 7 What Singapore Employees Said Would Define their Desired Workplace
  • 41. Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 44 What Singapore Employees said Would Define their Desired Workplace • Balance (home / work) 1. cares for our well-being and allows time for personal pursuits? • Continuous improvement • Continuous learning • Coaching / mentoring • Leadership development 3. commits to development and improvement? 4. our leaders are motivated and enabled to guide and coach us? • Teamwork 5. encourages the spirit of working together across all levels? • Employee recognition • Employee fulfilment • Respect • Staff engagement 2. provides a sense of achievement; seeks and values our views / contribution? How do we create a workplace which …
  • 42. Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 45 aAdvantage National Employee Engagement – 2011/12 Drivers to Employee Engagement balance (home/work) 433 4(O) teamwork 403 4(R) employee recognition 400 2(R) employee fulfillment 280 6(O) continuous improvement 272 4(O) continuous learning 261 4(O) respect 256 2(R) staff engagement 251 5(O) coaching/ mentoring 250 6(R) leadership development 250 6(O) Top 10 Values in Desired Workplace
  • 43. Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 46 Conclusion Work-Life…. Employees desire it Employers currently not so successful in making it happen
  • 44. Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 47 Case studies
  • 45. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 48 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
  • 46. 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
  • 47. 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.
  • 48. Culture - Tor Eneroth, 2011
  • 49. 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
  • 50. Culture Development Plan
  • 51. 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 Matches 4 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 Volvo IT Korea Transformation Journey
  • 52. 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
  • 53. Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 57 Sample Analysis Outputs (cont’d) Understanding the Current and Desired Culture from staff perspective; identifying key themes for action to build a high performance culture Identifying focus areas and developing an Action Plan (ownership, time frame) to address inhibitors to desired culture
  • 54. Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 58 Post Measurement Interventions to Transform Culture Agencies’/Organisations’ Technical (Basic) Training CAAS Orientation Training Process Map Training Scenario Based Training Managers/Supervisors Staff Refresher Training Motivational Training Coaching for Supervisors/Manager s CompassionCCompassionompassion 1. I put the comfort and well-being of my patients and customers as my first priority. 2. I smile, greet and thank. 3. I attend to the individual needs of my patients. 4. I keep personal information of my patients confidential. CommunicationCCommunicationommunication 5. I speak the language my patients understand. 6. I listen to my patients when attending to their needs. 7. I provide clear and accurate information to my patients. 8. I maintain a professional image. CommitmentCCommitmentommitment 9. I take every opportunity to assist my patients. 10. I act on the concerns expressed by my patients. 11. I perform to the best of my ability. CollaborationCCollaborationollaboration 12. I go for “win-win” outcomes when dealing with my colleagues, patients, customers and business partners. 13. I accept individual differences when working with my colleagues and patients. 14. I actively contribute to achieving SingHealth’s vision and goals. ConsistencyCConsistencyonsistency 15. I practise the SingHealth 5Cs Quality Standards at all times. CompassionCCompassionompassion 1. I put the comfort and well-being of my patients and customers as my first priority. 2. I smile, greet and thank. 3. I attend to the individual needs of my patients. 4. I keep personal information of my patients confidential. CommunicationCCommunicationommunication 5. I speak the language my patients understand. 6. I listen to my patients when attending to their needs. 7. I provide clear and accurate information to my patients. 8. I maintain a professional image. CommitmentCCommitmentommitment 9. I take every opportunity to assist my patients. 10. I act on the concerns expressed by my patients. 11. I perform to the best of my ability. CollaborationCCollaborationollaboration 12. I go for “win-win” outcomes when dealing with my colleagues, patients, customers and business partners. 13. I accept individual differences when working with my colleagues and patients. 14. I actively contribute to achieving SingHealth’s vision and goals. ConsistencyCConsistencyonsistency 15. I practise the SingHealth 5Cs Quality Standards at all times. Awareness Buy-in Ownership • Soft Launch • Communication Forums • Video • Posters • Newsletters • Credo Cards • Briefing Session for Concession Mgmt • Focus Groups • Interviews • Surveys • Training • Coaching • Quality Road Shows • CBT Training • Post audit meetings with CAAS to discuss audit results • Post audit meetings with concession management to discuss audit results& deficiency of Standards Define values and translate to desire behaviours Develop Change & Communications Plan to create Awareness, Buy-In and Ownership of Values Engagement Sessions through Values Workshops Equip leaders with skills to dialogue; create platforms for staff engagement Define competencies, behaviour al descriptors to drive the desired culture Align to performance management/developm ent system & processes
  • 55. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 59 Barrett Values Centre – Vision, Mission & Values
  • 56. 60 Long term strategy 1. Pioneer new markets and grow existing markets 2. Facilitate the development of the CTT Network 3. Become globally recognised as a resource for values, culture and leadership 4. Become a global presence 5. Increase adaptability and agility
  • 57. 3500 consultants and change agents located in >70 countries A Global Network Barrett Values Centre 19 employees 30 CTT Partners – Independent consultants and organisation About 350 000 users per year
  • 58. The 5 Components of the Blueprint of WE 1. The Story of Us Each person writes what draws them to the relationship and to the situation. It quiets the Safety Brain by laying down positive neural pathways that you can access later. . 2. Interaction Styles and Warning Signs Interaction Styles describe who I am and how I work best. Warning Signs are what I look like when I start to get stressed and what I might need in the moment that I couldn’t possibly ask for. Exchanging this information builds the upward spiral of the Awareness- Learning Cycle. . 3. Expectations Core values and non-negotiables, the structure you need to create and sustain this relationship. This is where you mindfully custom design what you want to do and be together. It can include the agreements that traditional contracts cover in terms of what’s to be done or intentioned. . 4. Questions to Return to Peace This is your “What to Do in Case of Fire” Manual. Each person accesses their most emotionally intelligent self, ahead of time, and writes questions, statements and reminders that will create the bridge back to peace when needed. . 5. Short and Long-Term Agreements All parties agree to an amount of time they are willing to go before they address the “pebble in their shoe” and use the Blueprint to get back to a good place. It’s also an agreement to no outright harm if the unimaginable happens. See more at: http://www.blueprintofwe.com/whatisit.html#sthash.L3ZkEenT.dpuf
  • 59. Leadership impact
  • 60. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 64 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
  • 61. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 65 Framework of Evolution External Cohesion: Viable independent group structures then cooperate with each other to form a higher order entity. Personal Mastery: An entity learns how to become viable and independent in its framework of existence. Internal Cohesion: Viable independent entities then bond with each other to create a group structure. Fear Trust Love 1 2 3 Source: Barrett Values Centre ©
  • 62. Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 66 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
  • 63. Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 67 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
  • 64. accountability 10 4(R) competence 9 3(I) accessible 8 2(R) commitment 8 5(I) financial stability 7 1(O) goals orientation 6 4(O) integrity 6 5(I) results orientation 6 3(O) controlling (L) 5 1(R) demanding (L) 5 2(R) efficiency 5 3(I) innovation 5 4(I) logic 5 3(I) Andrew Matches 5 Leadership Values Plot June 7, 2011Copyright 2012 Barrett Values Centre accessible 2(R) clarity 5(I) competence 3(I) continuous improvement 4(O) financial stability 1(O) innovation 4(I) logic 3(I) process orientation 3(O) teamwork 4(R) vision 7(I) Level Andrew Observed Values 7 6 5 4 3 2 1 PL= 10-0 | IROS (P)=5-2-3-0 | IROS (L)=0-0-0-0 PL= 11-2 | IROS (P)=6-2-3-0 | IROS (L)=0-2-0-0 Orange=Values Match P=Positive L=Potentially Limiting (white circle) I=Individual R=Relationship O=Organisational S=Societal
  • 65. We need a new Leadership Paradigm A shift in focus from “I” to “we” A shift from self-interest to the common good A shift from being the best in the world to the best for the world.
  • 66. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 70 Leadership Development Learning System The Book The Web Site The Journals and Workbooks
  • 67. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 71 Books by Richard Barrett 2010 2012 Learning Modules: Leading Self Leading a Team Leading an Organisation Leading in Society 2013
  • 68. Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 72 Enabling you - A practical guide to grow a desired team culture For our REALITY: •Stakeholder Analysis •Connect to the Customer •Open Space •Important Questions For ME: •Core Motivation •Personal 4 Why's •Personal Values & Hot Buttons •From IVA to Action •From Fear to Trust •Manage Your Energy For our AMBITION: •Team 4 Why's •Align to Strategy •Internalisation of Team Ambitions •Ai to Free Collective Aspirations For US: •Team Core Values & Wanted Behaviour •From CVA to Action •Values in Action •My Team's level of Trust •The Elephant in the Room •From Conflict to Creativity For our LEARNING: •Team Learning •Effective Feedback •Skilful Discussion •Culture Report •Creative Mind www.valuescentre.com/getconnected
  • 69. Partnering clients in achieving impactful implementation and seamless transformation for sustainable growth From vision to results
  • 70. Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 74 Our Approach Translating Vision to Results by aligning organisations, their systems and processes to strategy AND enabling employees to deliver the desired outcomes.
  • 71. Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 75 Our Integrated Solutions Single point-of-contact solution partner • Strategic • Implementation-focused • Results-driven • Sustainable