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Berlin: How leaders build cultural capital--A Masterclass

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A masterclass in building cultural capital using the Cultural Transformation Tools. The sixth in a series of lectures as part of a tour of Germany in April 2016.

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Berlin: How leaders build cultural capital--A Masterclass

  1. 1. How Leaders Build Cultural Capital Richard Barrett
  2. 2. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 2 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE MY TALK THIS EVENING HOW LEADERS BUILD CULTURAL CAPITAL BUT FIRST WHO AM I?
  3. 3. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 3 Who am I? Chairman and Founder of the Barrett Values Centre (www.richardbarrett.net) OUR MISSION To support leaders in building positive values-driven organizations. OUR VISION To create a positive values-driven society.
  4. 4. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 4 Organizational Transformation “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 Global Business, Babson College, USA.
  5. 5. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 5 2013 2016
  6. 6. My Books 1998 2006 2010 20111995 2012 2013 2014 2015 2016
  7. 7. Books about Personal Transformation 1995 2012
  8. 8. Books about Organizational Transformation 1998 2006 2013
  9. 9. Books about National Transformation 2011 2015
  10. 10. Books about Leadership 2010 2014
  11. 11. Books about Psychology 2012 2014 2016
  12. 12. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 12 … powerful metrics to support leaders in building values- driven organizations and values-driven societies. provides … Phil Clothier, CEO of Barrett Values Centre.
  13. 13. Cultural Transformation Tools MEASUREMENT TOOLS FOR INDIVIDUALS Personal Values Assessment Individual Values Assessment Leadership Development Report Leadership Values Assessment MEASUREMENT TOOLS FOR HUMAN GROUP STRUCTURES Cultural Values Assessment Cultural Evolution Report Espoused Values Analysis Small Group Assessment Merger/Compatibility Report Customer Values Assessment Community Values Assessment National Values Assessment
  14. 14. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 14 Key Stats: Founder: Richard Barrett Since: 1997 Scale: Over 6000 organisations use CTT assessments in 94 counties Values Assessments for: Individuals, Leaders (360°), Teams Corporations, Governments, NGOs, Schools, Communities and Nations Global Network: Over 5,000 Certified Practitioners and Consultants Supporting Leaders in Building Values-Driven Organisations
  15. 15. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 15 THE SECTORS WE WORK IN: • Agriculture / forestry / fishing • Banking / Financial Services • Central / Local Government • Chemical and pharma • Construction • Education / University • Fast Moving Consumer Goods • Food and drink • Healthcare • Hospitality / Entertainment / Tourism • IT/ Telecoms/ Electronics • Manufacturing • Media/Film/TV/Publishing • Military • NGO / Not for profit • Oil/gas/mining • Police & Justice • Professional Services • Retail and wholesale • Scientific / Technical / Engineering • Scientific and technical • Social housing • Transportation
  16. 16. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 16 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE HOW LEADERS BUILD CULTURAL CAPITAL (MAKE ORGANIZATIONS MORE VALUABLE)
  17. 17. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 17 WHY ARE VALUES-DRIVEN CULTURES IMPORTANT? Values Alignment Performance BECAUSE VALUES-DRIVEN CULTURES ARE THE MOST SUCCESSFUL ON THE PLANET
  18. 18. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 18 WHY ARE VALUES-DRIVEN CULTURES THE MOST SUCCESSFUL? BECAUSE THEY CARE ABOUT THE NEEDS OF THEIR EMPLOYEES, AND …
  19. 19. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 19 … THEY ALSO CARE ABOUT THE NEEDS OF ALL THEIR STAKEHOLDERS Suppliers Community
  20. 20. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 20 WHEN YOU CARE ABOUT PEOPLE … PEOPLE CARE ABOUT YOU
  21. 21. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 21 Chapman and Sisodia, “Everybody Matters” 2015. Everyone wants to do better. Trust them. Leaders are everywhere. People achieve good things, big and small, every day. Celebrate them. Everybody matters. Show them. The Extraordinary Power of Caring for your People like your Family
  22. 22. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 22 Bob Chapman, CEO of the $1.7 billion company Barry-Wehmiller. The Extraordinary Power of Caring for your People like your Family Raj Sisodia, Professor of Global Business, Babson College, USA.
  23. 23. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 23 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)
  24. 24. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 25 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.
  25. 25. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 26 Intangible Assets make up most of market value 17% 32% 68% 80% 84% 83% 68% 32% 20% 16% 0% 20% 40% 60% 80% 100% 1975 1985 1995 2005 2015 Intangible Assets Tangible Assets Source: Ocean Tomo LLC, January 2015 Components of S&P 500
  26. 26. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 27 I am going to show you values assessments of two teams. Based on the results, I want you to decide which team you would choose to work in.
  27. 27. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 28 Customer satisfaction Making a difference Commitment Employee fulfilment Continuous improvement Humour/fun Shared vision Customer collaboration Balance (home/work) Teamwork CURRENT CULTURE of TEAM “A” Long hours(L) Confusion (L) Short-term focus (L) Blame (L) Information hoarding (L) Manipulation (L) Hierarchy (L) Results orientation Bureaucracy (L) Quality CURRENT CULTURE of TEAM “B”
  28. 28. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 29 Which of these teams do you think is the most successful? Customer satisfaction Making a difference Commitment Employee fulfilment Continuous improvement Humour/fun Shared vision Customer collaboration Balance (home/work) Teamwork Long hours(L) Confusion (L) Short-term focus (L) Blame (L) Information hoarding (L) Manipulation (L) Hierarchy (L) Results orientation Bureaucracy (L) Quality CURRENT CULTURE of TEAM “A” CURRENT CULTURE of TEAM “B”
  29. 29. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 30 “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 “CULTURE EATS STRATEGY FOR BREAKFAST”
  30. 30. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 31 Kegan and Lahey, “An Everyone Culture: Becoming a deliberately developmental organization”. 2016. The culture you create is your strategy. The key to success is developing everyone. The Culture is your Strategy
  31. 31. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 32 Investments in Values and Culture pay back! >500 Culture Ambassadors to facilitate and support values-driven culture “Dedicated and persistent work with our wanted culture is one of our most critical success factors” Results Customer Satisfaction From 60 to 90% Employee Satisfaction 90% …5 years 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
  32. 32. MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE LET’S TALK ABOUT VALUES WHAT ARE THEY? WHY ARE THEY IMPORTANT?
  33. 33. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 34 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. The Leader and the Values
  34. 34. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 35 What are Values? A shorthand way of describing our individual and collective motivations and what is important to us. They are the energetic drivers of our aspirations and intentions.
  35. 35. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 36 Positive of Potentially Limiting? Values can be positive or potentially limiting. Positive Values: Trust, creativity, passion, honesty, integrity, clarity Potentially Limiting Values: Bureaucracy, power, blame, greed, hierarchy, status-seeking
  36. 36. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 37 Positive values, such as friendship, trust and creativity, help us to build relationships, connect with others and make a contribution to the world. Potentially limiting values do just the opposite. They may help us meet our ego’s short-term needs, but in the long-term they are divisive. They are counterproductive to the desires of the soul; they suppress self-expression and prevent connection and contribution. Potentially limiting values are sourced from the fears the ego has about getting its needs met. Potentially limiting values support the ego’s self-interest. POTENTIALLY LIMITING VALUES
  37. 37. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 38 When a person has a fear-based belief about not having enough of what they need to survive, no matter how much money they earn they will always want more; they will subconsciously stay focused at the survival level of consciousness until they can release the fear-based belief that they don’t have enough. The same is true for the relationship and self-esteem levels of consciousness. When you have a fear-based belief about not being loved or not being recognized, your conscious or subconscious awareness will remain focused at the relationship or self-esteem levels of consciousness until you release those fears. POTENTIALLY LIMITING VALUES
  38. 38. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 39 Let’s explore our values
  39. 39. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 40 1. Write down two values that are important to you: EXAMPLE: Friendship and Clarity 2. Write down your beliefs that support this value: EXAMPLE: Clarity bring focus to decision making 3. Write down the behaviours that support this value: EXAMPLE: Seek many opinions, synthesize multiple data points to understand the big picture EXERCISE: VALUES BELIEFS AND BEHAVIOURS
  40. 40. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 41 EXERCISE: VALUES BELIEFS AND BEHAVIOURS Accountability Achievement Balance (home/work) Clarity Commitment Compassion Continuous learning Cooperation Courage Creativity Enthusiasm Efficiency Ethics Excellence Fairness Family Financial gain Friendships Future generations Health Honesty Humor/fun Independence Integrity Initiative Intuition Making a difference Open communication Openness Personal fulfillment Personal growth Power Respect Responsibility Risk-taking Self-discipline Success Trust Wisdom
  41. 41. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 42 Where do our Values come from? Our values are a reflection of our needs. (What ever we need we value.) We have two sets of needs: • The needs of the stage of psychological development we are currently operating from. • The needs of the stages of psychological development we have passed through where we still have unmet needs.
  42. 42. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 43 PERSONAL VALUES ASSESSMENT www.valuescentre.com/pva
  43. 43. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 44 PRIMARY MOTIVATION THE NEEDS OF THE STAGE OF PSYCYHOLOGICAL DEVELOPMENT YOU ARE AT.
  44. 44. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 45 SECONDARY MOTIVATION THE UNMET NEEDS OF THE STAGES OF PSYCYHOLOGICAL DEVELOPMENT YOU HAVE PASSED THROUGH. The needs you have failed to master. Personal entropy.
  45. 45. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 46 Facilitating human potential This is not a book about coaching per se, it is about the framework of human development that coaches need to be familiar with to facilitate the full emergence of their client’s potential.
  46. 46. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 47 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE STAGES OF PSYCHOLOGICAL DEVELOPMENT WHAT ARE THEY? WHY ARE THEY IMPORTANT?
  47. 47. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 48 A personal journey Every person is on an evolutionary journey of psychological development. Surviving Conforming Differentiating Individuating Self-actualizing Integrating Serving
  48. 48. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 49 Stages, Levels and World Views  We grow in stages of psychological development  We operate at levels of consciousness  We live inside (are embedded in) cultural world views
  49. 49. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 50 Levels of Consciousness All things being normal, the level of consciousness we operate from will correspond to the stage of psychological development we have reached.
  50. 50. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 51 Stages and Levels Stages Levels of Consciousness Serving SERVICE Integrating MAKING A DIFFERENCE Self-actualising INTERNAL COHESION Individuating TRANSFORMATION Differentiating SELF-ESTEEM Conforming RELATIONSHIP Surviving SURVIVAL EvolutionofPersonalConsciousness
  51. 51. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 52 Stages of Psychological Development Surviving
  52. 52. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 53 Stages of Psychological Development INFANCY 0-2 Years Old Staying alive! COMPETENCY Ability to meet basic physiological needs. Surviving Stage Motivation
  53. 53. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 54 Stages of Psychological Development Conforming
  54. 54. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 55 Stages of Psychological Development Conforming Stage Motivation CHILDHOOD 3-7 Years Old Keeping safe and secure! BEING LOVED Ability to feel accepted and sense of belonging.
  55. 55. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 56 Stages of Psychological Development Differentiating
  56. 56. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 57 Stages of Psychological Development Differentiating Stage Motivation TEENAGER + 8-24Years Old Distinguishing yourself! CONFIDENCE Ability to feel respected and recognized by others.
  57. 57. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 58 Stages of Psychological Development INDIVIDUATING
  58. 58. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 59 Stages of Psychological Development INDIVIDUATING Stage Motivation YOUNG ADULT 25-39 Years Old Releasing your fears! ACCOUNTABILITY Finding freedom and autonomy to understand who you really are.
  59. 59. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 60 Stages of Psychological Development SELF-ACTUALIZING
  60. 60. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 61 Stages of Psychological Development SELF-ACTUALIZING Stage Motivation ADULTHOOD 40-49 Years Old Becoming who you are! SELF-EXPRESSION Ability to satisfy your desire for meaning and purpose.
  61. 61. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 62 Stages of Psychological Development INTEGRATING
  62. 62. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 63 Stages of Psychological Development INTEGRATING Stage Motivation MATURE ADULT 50-59 Years Old Aligning with others! CONNECTION Ability to satisfy the desire to make a difference in your world.
  63. 63. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 64 Stages of Psychological Development SERVING
  64. 64. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 65 Stages of Psychological Development SERVING Stage Motivation SENIOR 60+ Years Old Finding fulfilment! CONTRIBUTION Ability to satisfy your desire to serve the greater good.
  65. 65. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 66 Key findings of the Grant Study “It is the quality of a child’s total experience, not any particular trauma or any particular relationship, that exerts the clearest influence on adult psychopathology.” George E. Vaillant: Director of the Grant Study from 1972-2005 HARVARD UNIVERSITY
  66. 66. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 67 Other research “The LSE research indicates that a child’s emotional health is far more important to their satisfaction levels as an adult than other factors, such as, whether they achieve academic success when young, or wealth when older.” Lord Richard Layard LONDON SCHOOL OF ECONOMICS
  67. 67. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 68 The impact of early love in our lives Love in the early stages of life literally shapes the brain and affects us for a lifetime. It determines how long we live and what illnesses we will fall prey to later in life. It is no exaggeration to say that very early lack of love already sets the limits on how long we will live and how happy our lives will be. Dr. Arthur Janov PSYCHOTHERAPIST
  68. 68. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 69 Surviving prepares you for Self-actualizing Individuating Integrating Differentiating Conforming Surviving Stages of Development Serving Self-actualizing SOUL EGO Competence Self-expressionEGO-SOUL ALIGNMENT
  69. 69. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 70 Conforming prepares you for Integrating SOUL EGO Belonging Connecting Individuating Integrating Differentiating Conforming Surviving Stages of Development Serving Self-actualizing SOUL EGO EGO-SOUL ALIGNMENT
  70. 70. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 71 Differentiating prepares you for Serving SOUL EGO Recognition Contributing Individuating Integrating Differentiating Conforming Surviving Stages of Development Serving Self-actualizing SOUL EGO EGO-SOUL ALIGNMENT
  71. 71. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 72 What motivates employees is the satisfaction of their needs.
  72. 72. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 73 What Employees Value at different levels of consciousness A safe working environment and pay and benefits that are sufficient to take care of family Opportunities to work in a congenial atmosphere where people care and respect each other Opportunities to grow professionally with support, feedback and coaching Opportunities and challenges by being made accountable for projects and processes Opportunities for personal growth and develop- ment to support you in living your life purpose Opportunities to leverage your contribution by collaborating with other like-minded individuals Opportunities to serve others and care for the well-being of the Earth’s life support systems Surviving Relationship Self-esteem Transformation Internal cohesion Making a difference Service Levels of Consciousness Primary Motivations
  73. 73. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 74
  74. 74. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 75
  75. 75. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 76 1. What is your primary motivation at work? 2. What is your primary motivation outside work? 3. Are you able to get your motivations met at your current place of work? 4. Discuss with a partner.
  76. 76. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 77 DONALD TRUMP
  77. 77. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 78 DONALD TRUMP In the Introduction to The New Leadership Paradigm I plotted the values of several leaders based on the books they had written about leadership.
  78. 78. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 79 DONALD TRUMP Disciplined Giving back Image (L) Loyalty Passion Profit Reciprocity Revenge (L) Ruthless (L) Winning A toxic mixture of values 2010 Unmet needs
  79. 79. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 80 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE SEVEN LEVELS OF CONSCIOUSNESS MODEL ORIGINS AND APPLICATIONS?
  80. 80. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 81 Origins of the Seven Levels Model 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
  81. 81. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 82 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
  82. 82. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 83 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
  83. 83. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 84 The Shift from “I” to “We” Service Internal Cohesion Transformation Self-esteem Relationship Survival COMMON GOOD AND CONTRIBUTION (WE) SELF INTEREST AND PERFORMANCE (I) TRANSFORMATION EvolutionofPersonalConsciousness Making a difference
  84. 84. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 85 SEPARATION AND ISOLATION COMMUNITY AND COHESION The Shift from “I” to “We”
  85. 85. Seven Levels of Personal Consciousness Positive Focus/ Excessive Focus Service Service to Humanity and the Planet Compassion, Humility, Future Generations. Making a Difference Making a Difference in the Community Actualising Meaning, Collaboration, Intuition, Mentoring, Empathy. Internal Cohesion Finding Meaning in Existence Integrity, Alignment, Authenticity, Creativity, Passion, Honesty, Trust. Transformation Continuous Growth and Development Adaptability, Continuous Improvement, Courage, Team Player. Self-esteem Building a Sense of Self Worth Pride in Self, Self-Reliant, Self-discipline, Positive Self Image. Arrogance, Status, Power, Glamour, Rigidity. Relationship Harmonious Relationships Family, Friendship, Belonging, Open Communication, Ritual. Blame, Jealously, Judgment, Conflict, Gossip. Survival Physical Survival and Safety Health, Nutrition, Financial Stability, Self-Defence. Violence, Greed, Corruption, Territorial.
  86. 86. Seven Levels of Organisational Consciousness Positive Focus/ Excessive Focus Service Service to Humanity and the Planet Social Responsibility, Future Generations, Long-Term Perspective, Ethics, Compassion, Humility. Making a Difference Strategic Alliances and Partnerships Environmental Awareness, Community Involvement, Employee Fulfilment, Coaching/Mentoring. Internal Cohesion Building Internal Community Shared Values, Vision, Commitment, Integrity, Trust, Passion, Creativity, Openness, Transparency. Transformation Continuous Renewal and Learning Accountability, Adaptability, Empowerment, Teamwork, Goals Orientation, Personal Growth. Self-esteem High Performance Systems, Processes, Quality, Best Practices, Pride in Performance. Bureaucracy, Complacency. Relationship Harmonious Relationships Loyalty, Open Communication, Customer Satisfaction, Friendship. Manipulation, Blame. Survival Financial Stability Shareholder Value, Organisational Growth, Employee Health, Safety. Control, Corruption, Greed.
  87. 87. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 88 BUILDING A VALUES-DRIVEN ORGANIZATION START WITH A VALUES SURVEY
  88. 88. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 89 The Culture Change Process 1. Cultural Values Assessment 2. Share results and start dialogue 3. Prioritize values 4. Identify behaviours 5. Create culture development plan 6. Implement changes and programmes ENTROPY PERFORMANCE
  89. 89. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 90 PERSONAL VALUES Which of the following values/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.
  90. 90. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 91 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
  91. 91. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 92 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
  92. 92. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 93 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.
  93. 93. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 94 Cultural Entropy and Employee 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
  94. 94. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 95 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 Cultural Entropy and Employee Engagement
  95. 95. Highly Engaged Team (19) customer satisfaction 13 2(O) making a difference 13 6(S) commitment 10 5(I) employee fulfilment 10 6(O) continuous improvement 9 4(O) humour/ fun 9 5(O) shared vision 9 5(O) customer collaboration 8 6(O) balance (home/work) 6 4(O) teamwork 6 4 (R) customer satisfaction 12 2(O) continuous improvement 10 4(O) employee fulfilment 10 6(O) making a difference 9 6(S) shared vision 9 5(O) continuous learning 8 4(O) accountability 6 4(R) innovation 6 4(O) teamwork 6 4(R) trust 6 5(R) Values PlotCopyright 2015 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 4 CC - DC 6 PV - DC 4 Cultural Entropy: Current Culture 7% family 15 2(R) making a difference 13 6(S) humour/ fun 11 5(I) well-being 11 6(I) continuous learning 10 4(I) commitment 8 5(I) accountability 7 4(R) financial stability 7 1(I) trust 7 5(R) compassion 6 7(R) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=6-4-1 IRS (L)=0-0-0 IROS (P)=1-1-8-1 IROS (L)=0-0-0-0 IROS (P)=0-3-6-1 IROS (L)=0-0-0-0
  96. 96. Highly Engaged Team (19) Personal Values Values DistributionCopyright 2015 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 0% 0% 0% 5% 14% 9% 21% 25% 17% 9% 0% 20% 40% 60% 1 2 3 4 5 6 7 2% 0% 5% 6% 10% 4% 20% 28% 24% 1% 0% 20% 40% 60% 1 2 3 4 5 6 7 0% 0% 0% 5% 9% 10% 27% 23% 22% 4% 0% 20% 40% 60% 1 2 3 4 5 6 7 CTS = 51-21-28 CTS = 53-20-27 CTS = 49-27-24 Cultural Entropy = 0% Cultural Entropy = 7% Cultural Entropy = 0% Low level of Cultural Entropy = High level of Employee Engagement 26% 46% 28% 25% 48% 27% 26% 50% 24%
  97. 97. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 99 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.
  98. 98. Highly Disengaged Team(24) confusion (L) 15 3(O) long hours (L) 12 3(O) short-term focus (L) 11 1(O) blame (L) 10 2(R) information hoarding (L) 9 3(R) manipulation (L) 8 2(R) hierarchy (L) 8 3(O) results orientation 7 3(O) bureaucracy (L) 6 3(O) quality 6 3(O) continuous improvement 11 4(O) information sharing 10 4(O) quality 9 3(O) customer satisfaction 8 2(O) teamwork 8 4(R) accountability 7 4(R) professionalism 7 3(O) efficiency 6 3(O) balance (home/work) 6 4(O) continuous learning 6 4(O) Values PlotCopyright 2016 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 0 CC - DC 1 PV - DC 2 Cultural Entropy: Current Culture 47% commitment 26 5(I) honesty 12 5(I) integrity 9 5(I) adaptability 8 4(I) continuous learning 8 4(I) responsibility 8 4(I) cooperation 8 5(R) efficiency 7 3(I) family 6 2(R) humour/ fun 6 5(I) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=9-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-3-5-0 IROS (P)=0-3-8-0 IROS (L)=0-0-0-0
  99. 99. Highly Disengaged Team (47) Personal Values Values DistributionCopyright 2016 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% 0% 0% 6% 10% 13% 21% 36% 7% 5% 0% 20% 40% 60% 1 2 3 4 5 6 7 11% 11% 25% 6% 6% 11% 16% 7% 5% 2% 0% 20% 40% 60% 1 2 3 4 5 6 7 2% 0% 0% 3% 10% 18% 32% 23% 9% 3% 0% 20% 40% 60% 1 2 3 4 5 6 7 CTS = 48-21-31 CTS = 14-16-70 CTS = 35-32-33 Cultural Entropy = 2% Cultural Entropy = 47% Cultural Entropy = 2% High level of Cultural Entropy = Low level of Employee Engagement
  100. 100. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 102 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?
  101. 101. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 103 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.
  102. 102. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 104 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
  103. 103. 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
  104. 104. The culture of an organisation is a reflection of leadership consciousness. LV A Feedback 14 Assessors PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0 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 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
  105. 105. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 107 How to Measure Personal Entropy? LEADER’S VALUES Which of the following values/behaviours most reflect how you operate? Pick ten. ASSESSOR’S OBSERVED VALUES OF LEADER Which of the following values/behaviours most reflect how Leader “X” operates? Pick ten. http://www.valuescentre.com/our-products/products- leaders/leadership-values-assessment-lva LEADERSHIP VALUES ASSESSMENT
  106. 106. long hours (L) 16 3(I) quality conscious 13 3(O) drive and determination 12 4(I) analytical 10 3(I) commitment 10 5(I) cautious (L) 8 1(I) reliable 8 3(R) achievement 7 3(I) demanding (L) 7 2(R) internally competitive (L) 6 2(R) strategic thinker 6 4(I) High Entropy Leader (20 Assessors) Matches 3 adaptability 4(I) connecting with stakeholders 6(R) drive and determination 4(I) goals orientation 4(O) innovative 4(I) long hours (L) 3(I) making a difference 6(O) strategic thinker 4(I) vision 7(I) win-win partnerships 6(O) Level Leader Observed Values 7 6 5 4 3 2 1 PL= 9-1 | IROS (P)=5-1-3-0 | IROS (L)=1-0-0-0 PL= 7-4 | IROS (P)=5-1-1-0 | IROS (L)=2-2-0-0 Orange=Values Match P=Positive L=Potentially Limiting (white circle) I=Individual R=Relationship O=Organisational S=Societal Entropy = 27%
  107. 107. 10% 50% 30% 10% 0% 20% 40% 60% 1 2 3 4 5 6 7 CTS = 40-50-10 Entropy = 10% CTS = 20-20-60 Entropy = 27% Leader High Entropy Leader (20 Assessors) Positive Values Potentially Limiting Values Observed Values C T S C=Common Good T=Transformation S=Self-Interest 9% 8% 10% 1% 7% 25% 20% 12% 5% 3% 0% 20% 40% 60% 1 2 3 4 5 6 7 1 2 3 4 5 6 7
  108. 108. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 110 BUILDING A VALUES-DRIVEN CULTURE THE JOURNEY
  109. 109. 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%
  110. 110. 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% 2012 1. accountability 2. client satisfaction 3. client-driven 4. brand reputation 5. teamwork 6. employee recognition 7. environmental awareness 8. performance driven 9. community involvement 10. people-centred 5 Matches CC- DC Entropy 10%
  111. 111. SA Bank: Evolution of Current Culture 2013 2014 5 Matches CC- DC Entropy 11% 6 Matches CC- DC Entropy 13% 1. accountability 2. client satisfaction 3. client-driven 4. brand reputation 5. employee recognition 6. performance driven 7. teamwork 8. achievement 9. integrity 10. community involvement 1. accountability 2. client satisfaction 3. client-driven 4. brand reputation 5. employee recognition 6. teamwork 7. performance driven 8. environmental awareness 9. community involvement 10. commitment Despite a slight rise in cultural entropy, profitability and productivity continue to increase year on year.
  112. 112. Evolution of Number of Survey Participants 8% 25% 38% 51% 67% 73% 77% 75% 74% 75% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 2005200620072008200920102011201220132014 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.
  113. 113. 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% 11% 13% 0% 5% 10% 15% 20% 25% 30% 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Cutlural Entropy
  114. 114. Income Evolution 0% 5% 10% 15% 20% 25% 30% 0 5000 10000 15000 20000 25000 30000 35000 40000 45000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Income Cultural Entropy Annual income increases as cultural entropy falls. Global Economic Meltdown
  115. 115. 0% 5% 10% 15% 20% 25% 30% 0 200 400 600 800 1000 1200 1400 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Revenue per Capita Cultural Entropy Income per capita increases as cultural entropy falls. Productivity Evolution Global Economic Meltdown
  116. 116. 0% 5% 10% 15% 20% 25% 30% 0 2000 4000 6000 8000 10000 12000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Profit Cutlural Entropy Profit increases as cultural entropy falls. Profit Evolution Global Economic Meltdown
  117. 117. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 119 Free material on Change & Transformation To grow a shared culture To lead people through change Available on www.valuescentre.com To plan and lead cultural transformation Checklist and overview
  118. 118. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 120 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE VALUES-DRIVEN SOCIETIES
  119. 119. CTT National Assessments – Status November 2015 Denmark 2008 Latvia 2007 Sweden 2009, 2010, 2011, 2012, 2013, 2014 Iceland 2008, 2010 2014 Belgium 2010,2014 UK 2012 Finland 2010, 2011 Switzerland 2011 France 2012, 2013 2014 USA 2009, 2010, 2011 Australia 2009 Canada 2009 South Africa 2011 Bhutan 2007 Brazil 2010 Nigeria 2012 Argentina 2001** Singapore 2012, 2015 UAE 2012 South America North America Africa Asia Oceania Europe Venezuela 2010 ** Trinidad & Tobago 2012 ** Not statistically valid Italy 2012
  120. 120. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 122 Cultural Values Assessment of Iceland
  121. 121. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 123 Cultural Values Assessment of Iceland materialistic short-term focus educational opportunities uncertainty about the future corruption elitism material needs Wasted resources gender discrimination blame accountability family employment opportunities financial stability optimism dependable public services honesty social responsibility human rights poverty reduction family honesty responsibility accountability financial stability trust friendship positive attitude humour/fun adaptability respect Personal Values Desired CultureCurrent Culture Cultural Entropy 53%
  122. 122. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 124 Cultural Values Assessment of Iceland 1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability
  123. 123. The Value of Values
  124. 124. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 126 Cultural Values Assessment of Latvia Beliefs Divide Values Unite
  125. 125. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 127 Cultural Values Assessment of Latvia
  126. 126. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 129 Cultural Values Assessment of USA family caring honesty responsibility humor/ fun accountability respect positive attitude integrity friendship caring family humor/ fun honesty friendship responsibility compassion respect accountability positive attitude Democrat Personal Values Republican Personal Values
  127. 127. Community Building in Australia Values based development for poor and socially excluded citizens to reintegrate into work and society Grass roots community development
  128. 128. Community Transformation in Australia
  129. 129. Community Transformation in Australia The journey of community transformation and the path to self determination starts with.... Extensive community engagement and the identification of community values and vision. ‘Self belief leads to self determination and community ownership’
  130. 130. Community Transformation in Australia RESULTS  60% Increase in employment  100% Reduction in children attending “safe house”  50% Decrease in adult court appearances  Community owned policy and programs
  131. 131. Community Transformation in Australia community engagement 6(S) community ownership 4(S) leadership development 6(O) opportunity 4(O) working together 4(R) teamwork 4(R) belonging 2(R) positive attitude 5(I) confidence 3(I) hope 4(I) respect 2(R) blame (L) 2(R) confusion (L) 3(O) caution (L) 1(I) control (L) 1(R) information hoarding (L) 3(R) human rights 7(S) leadership development 6(O) working together 4(R) exploitation (L) 1(O) respect 2(R) Level 2011 CURRENT CULTURE 2014 CURRENT CULTURE 7 6 5 4 3 2 1 IROS (P)= 0-2-1-1 | IROS (L)=1-3-2-0 IROS (P)= 3-4-2-2 | IROS (L)=0-0-0-0 CULTURAL ENTROPY 13% 33%2011 2014
  132. 132. Community Building in Sweden Transforming public administration in municipal communities
  133. 133. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 136 Storuman Härnösand Leksand Östhammar Mellerud Göteborg Värnamo Halmstad Sölvesborg Community Transformation in Sweden
  134. 134. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 137 Politicians Civil Servants Citizens "Bridging the government citizen gap"
  135. 135. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 138
  136. 136. UK Values Alliance Formed in 2012 after UK National Values Assessment Putting values at the heart of UK Society http://valuesalliance.co.uk/
  137. 137. UK Values Alliance The UK Values Alliance is a collaborative group that is seeking to promote values in society. We formed as a result of the recent UK National Values Survey, which demonstrated a large gap between the personal values of UK residents and the values they see at a national level. We are a hub for individuals and organisations active or interested in the field of values. Our belief is that by acting together, we can make a bigger difference than we can by acting alone. Our stated purpose is to build a better UK society by helping individuals and organisations be more aware of, understand and live their values.
  138. 138. For more information and get a copy of this presentation go to: www.richardbarrett.net & www.valuescentre.com

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