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Building a high-performance values-driven school culture

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Presentation to the UAE Ministry of Education Conference April 2016

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Building a high-performance values-driven school culture

  1. 1. Building a high-performance, values-driven school culture Richard Barrett
  2. 2. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 2 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.
  3. 3. My Books 1998 2006 2010 20111995 2012 2013 2014 2015 2016
  4. 4. Books about Personal Transformation 1995 2012
  5. 5. Books about Organizational Transformation 1998 2006 2013
  6. 6. Books about National Transformation 2011 2015
  7. 7. Books about Leadership 2010 2014
  8. 8. Books about Psychology 2012 2014 2016
  9. 9. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 9 Organizational Transformation “Richard Barrett’s frameworks for measuring culture and enabling whole system change are elegant. His reservoir of knowledge 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.
  10. 10. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 10 BVC provides powerful metrics to support leaders in building values-driven organizations and values- driven societies. Barrett Values Centre does values assessments Phil Clothier, CEO of Barrett Values Centre.
  11. 11. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 11 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
  12. 12. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 12 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
  13. 13. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 13 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. How do you do a values assessment?
  14. 14. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 14 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
  15. 15. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 15 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
  16. 16. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 16 What does a values assessment look like?
  17. 17. United Arab Emirates: Overall Group (4096) concern for future generations 1160 7(S) respect 1041 2(R) community pride 1032 3(I) creativity 912 5(I) family 899 2(R) peace 897 7(S) educational opportunities 861 3(O) aesthetics 818 6(I) loyalty 788 2(R) affordable housing 768 1(O) employment opportunities 1179 1(O) concern for future generations 1051 7(S) financial stability 973 1(I) affordable housing 904 1(O) creativity 895 5(I) family 869 2(R) respect 857 2(R) honesty 770 5(I) innovation 765 4(O) community pride 753 3(I) Values Plot November 19, 2012Copyright 2012 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 2 CC - DC 6 PV - DC 3 Health Index (PL) PV - 9-1 CC-10-0 DC-10-0 family 1315 2(R) respect 1301 2(R) achievement 1210 3(I) ambition 1095 3(I) honesty 1078 5(I) ethics 1070 7(I) commitment 973 5(I) caring 947 2(R) being liked (L) 942 2(R) cooperation 880 5(R) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=5-4-0 IRS (L)=0-1-0 IROS (P)=3-3-2-2 IROS (L)=0-0-0-0 IROS (P)=4-2-3-1 IROS (L)=0-0-0-0
  18. 18. concern for future generations 1160 7(S) respect 1041 2(R) community pride 1032 3(I) creativity 912 5(I) family 899 2(R) peace 897 7(S) educational opportunities 861 3(O) aesthetics 818 6(I) loyalty 788 2(R) affordable housing 768 1(O) employment opportunities 1179 1(O) concern for future generations 1051 7(S) financial stability 973 1(I) affordable housing 904 1(O) creativity 895 5(I) family 869 2(R) respect 857 2(R) honesty 770 5(I) innovation 765 4(O) community pride 753 3(I) Values Plot November 19, 2012Copyright 2012 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 2 CC - DC 6 PV - DC 3 Health Index (PL) PV - 9-1 CC-10-0 DC-10-0 family 1315 2(R) respect 1301 2(R) achievement 1210 3(I) ambition 1095 3(I) honesty 1078 5(I) ethics 1070 7(I) commitment 973 5(I) caring 947 2(R) being liked (L) 942 2(R) cooperation 880 5(R) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=5-4-0 IRS (L)=0-1-0 IROS (P)=3-3-2-2 IROS (L)=0-0-0-0 IROS (P)=4-2-3-1 IROS (L)=0-0-0-0 United Arab Emirates: Overall Group (4096)
  19. 19. concern for future generations 1160 7(S) respect 1041 2(R) community pride 1032 3(I) creativity 912 5(I) family 899 2(R) peace 897 7(S) educational opportunities 861 3(O) aesthetics 818 6(I) loyalty 788 2(R) affordable housing 768 1(O) employment opportunities 1179 1(O) concern for future generations 1051 7(S) financial stability 973 1(I) affordable housing 904 1(O) creativity 895 5(I) family 869 2(R) respect 857 2(R) honesty 770 5(I) innovation 765 4(O) community pride 753 3(I) Values Plot November 19, 2012Copyright 2012 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 2 CC - DC 6 PV - DC 3 Health Index (PL) PV - 9-1 CC-10-0 DC-10-0 family 1315 2(R) respect 1301 2(R) achievement 1210 3(I) ambition 1095 3(I) honesty 1078 5(I) ethics 1070 7(I) commitment 973 5(I) caring 947 2(R) being liked (L) 942 2(R) cooperation 880 5(R) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=5-4-0 IRS (L)=0-1-0 IROS (P)=3-3-2-2 IROS (L)=0-0-0-0 IROS (P)=4-2-3-1 IROS (L)=0-0-0-0 United Arab Emirates: Overall Group (4096)
  20. 20. concern for future generations 1160 7(S) respect 1041 2(R) community pride 1032 3(I) creativity 912 5(I) family 899 2(R) peace 897 7(S) educational opportunities 861 3(O) aesthetics 818 6(I) loyalty 788 2(R) affordable housing 768 1(O) employment opportunities 1179 1(O) concern for future generations 1051 7(S) financial stability 973 1(I) affordable housing 904 1(O) creativity 895 5(I) family 869 2(R) respect 857 2(R) honesty 770 5(I) innovation 765 4(O) community pride 753 3(I) Values Plot November 19, 2012Copyright 2012 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 2 CC - DC 6 PV - DC 3 Health Index (PL) PV - 9-1 CC-10-0 DC-10-0 family 1315 2(R) respect 1301 2(R) achievement 1210 3(I) ambition 1095 3(I) honesty 1078 5(I) ethics 1070 7(I) commitment 973 5(I) caring 947 2(R) being liked (L) 942 2(R) cooperation 880 5(R) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=5-4-0 IRS (L)=0-1-0 IROS (P)=3-3-2-2 IROS (L)=0-0-0-0 IROS (P)=4-2-3-1 IROS (L)=0-0-0-0 United Arab Emirates: Overall Group (4096)
  21. 21. concern for future generations 1160 7(S) respect 1041 2(R) community pride 1032 3(I) creativity 912 5(I) family 899 2(R) peace 897 7(S) educational opportunities 861 3(O) aesthetics 818 6(I) loyalty 788 2(R) affordable housing 768 1(O) employment opportunities 1179 1(O) concern for future generations 1051 7(S) financial stability 973 1(I) affordable housing 904 1(O) creativity 895 5(I) family 869 2(R) respect 857 2(R) honesty 770 5(I) innovation 765 4(O) community pride 753 3(I) Values Plot November 19, 2012Copyright 2012 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 2 CC - DC 6 PV - DC 3 Health Index (PL) PV - 9-1 CC-10-0 DC-10-0 family 1315 2(R) respect 1301 2(R) achievement 1210 3(I) ambition 1095 3(I) honesty 1078 5(I) ethics 1070 7(I) commitment 973 5(I) caring 947 2(R) being liked (L) 942 2(R) cooperation 880 5(R) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=5-4-0 IRS (L)=0-1-0 IROS (P)=3-3-2-2 IROS (L)=0-0-0-0 IROS (P)=4-2-3-1 IROS (L)=0-0-0-0 United Arab Emirates: Overall Group (4096)
  22. 22. United Arab Emirates: Overall Group (4096) CTS = 42-17-41 Entropy = 6% CTS = 44-16-40 Entropy = 12% Personal Values CTS = 46-18-36 Entropy = 8% Values distribution November 19, 2012Copyright 2012 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% 2% 2% 7% 14% 14% 17% 23% 7% 12% 0% 20% 40% 60% 1 2 3 4 5 6 7 5% 4% 3% 7% 11% 10% 16% 14% 15% 15% 0% 20% 40% 60% 1 2 3 4 5 6 7 3% 3% 2% 11% 9% 8% 18% 17% 15% 14% 0% 20% 40% 60% 1 2 3 4 5 6 7
  23. 23. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 23 HOW DO YOU BUILD A VALUES-DRIVEN NATION? BY BUILDING VALUES-DRIVEN SCHOOLS
  24. 24. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 24 Which of these schools would you choose? I am going to show you the values assessments of two schools. Based on the results, I want you to decide which school you would choose to work in.
  25. 25. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 25 Inclusiveness Encouragement Kindness Parent involvement Safety Cooperation Friendship Health Trust Sense of community CURRENT CULTURE of SCHOOL “A” Bureaucracy (L) Hierarchy (L) Community involvement Brand image Goals orientation Blame (L) Continuous improvement Confusion (L) Diversity Controlling (L) CURRENT CULTURE of SCHOOL “B”
  26. 26. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 26 Which of these schools would you choose? Inclusiveness Encouragement Kindness Parent involvement Safety Cooperation Friendship Health Trust Sense of community CURRENT CULTURE of SCHOOL “A” Bureaucracy (L) Hierarchy (L) Community involvement Brand image Goals orientation Blame (L) Continuous improvement Confusion (L) Diversity Controlling (L) CURRENT CULTURE of SCHOOL “B” Cultural Entropy = 12% Cultural Entropy = 34%
  27. 27. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 27 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.
  28. 28. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 28 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
  29. 29. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 29 Highly Engaged Teachers  Highly engaged teachers and staff identify with the school.  They care passionately about the future of the school.  They bring passion and purpose to their work.  They are willing to invest their discretionary effort to make the school a success.  They want to feel pride in their school.
  30. 30. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 30 A personal reflection from a teacher • The light in the eyes of the students and teachers. • How they meet and greet in daily life at school and in the classroom. • How they celebrate the birthday of students and teachers. • How they celebrate the individual progress of every student. • How they follow up a short or longer absence of a student or teacher. • The students toilets are clean. My personal conclusion after nine school values assessments in Belgium in 2007-2009 was: Six standards to measure the success of a values-driven school.
  31. 31. student centred continuous improvement encouragement over-scheduled accountability conflict resolution professional growth adaptability bureaucracy bureaucracy celebration peer group pressure bullying opting-out short-term focus manipulation over-scheduled parent interference professional growth bullying teamwork co-operation respect leadership kindness celebration creativity fairness cheating Students Non-Teaching StaffTeachers High School – Current Culture
  32. 32. Founder of Values-based education “The key role of the head teacher is to release the creative dynamic of all who work in the school.”
  33. 33. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 33
  34. 34. Seaford High School, Australia
  35. 35. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 35 Impact Praslin Secondary School The Seychelles Dr Neil Hawkes
  36. 36. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 36 WHAT IS CULTURE? “THE WAY THINGS ARE DONE AROUND HERE.” The culture of an organisation or any group of individuals who share a common purpose is a reflection of the values, beliefs and behaviours of the current leaders of the group and the legacy of past leaders.
  37. 37. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 37 THE LEADER AND THE VALUES? Peters and Waterman, “In Search of Excellence: Lessons from America’s best run companies”, 1983 “Clarifying the value system and breathing life into it are the greatest contributions a leader can make.”
  38. 38. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 38 WHAT ARE VALUES? A shorthand way of describing our individual and collective motivations and what is important to us. A value is a principle that guides our thinking and behaviours. Values are the energetic drivers of our aspirations and intentions.
  39. 39. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 39 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 POSITIVE OR POTENTIALLY LIMITING VALUES?
  40. 40. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 40 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
  41. 41. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 41 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
  42. 42. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 42 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
  43. 43. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 43 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
  44. 44. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 44 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. WHERE DO OUR VALUES COME FROM?
  45. 45. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 45 OUR PRIMARY MOTIVATION THE NEEDS OF THE STAGE OF PSYCYHOLOGICAL DEVELOPMENT YOU ARE AT
  46. 46. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 46 OUR SECONDARY MOTIVATIONS THE UNMET NEEDS OF THE STAGES OF PSYCYHOLOGICAL DEVELOPMENT YOU HAVE PASSED THROUGH The needs you have failed to master.
  47. 47. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 47 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 48 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 49 Levels of Consciousness All things being normal, the level of consciousness you operate from will correspond to the stage of psychological development you have reached.
  50. 50. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 50 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 51 Stages of Psychological Development Surviving
  52. 52. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 52 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 53 Stages of Psychological Development Conforming
  54. 54. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 54 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 55 Stages of Psychological Development Differentiating
  56. 56. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 56 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 57 Stages of Psychological Development INDIVIDUATING
  58. 58. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 58 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 59 Stages of Psychological Development SELF-ACTUALIZING
  60. 60. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 60 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 61 Stages of Psychological Development INTEGRATING
  62. 62. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 62 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 63 Stages of Psychological Development SERVING
  64. 64. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 64 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 65 What motivates children, teachers and staff is the satisfaction of their needs.
  66. 66. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 66
  67. 67. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 67 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.
  68. 68. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 68 WHY ARE VALUES-DRIVEN CULTURES IMPORTANT? Values Alignment Performance BECAUSE VALUES-DRIVEN CULTURES ARE THE MOST SUCCESSFUL ON THE PLANET
  69. 69. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 69 WHY ARE VALUES-DRIVEN CULTURES THE MOST SUCCESSFUL? BECAUSE THEY CARE ABOUT THE NEEDS OF THEIR EMPLOYEES, AND …
  70. 70. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 70 … THEY ALSO CARE ABOUT THE NEEDS OF ALL THEIR STAKEHOLDERS Suppliers Community
  71. 71. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 71 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
  72. 72. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 72 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.
  73. 73. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 73 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)
  74. 74. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 74 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
  75. 75. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 75 BUILDING A VALUES-DRIVEN CULTURE THE JOURNEY
  76. 76. Large Financial Institution: 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%
  77. 77. 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% Large Financial Institution: Evolution of Current Culture
  78. 78. 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. Large Financial Institution: Evolution of Current Culture
  79. 79. 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
  80. 80. 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
  81. 81. 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
  82. 82. 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
  83. 83. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 84 Free materials from BVC To grow a shared culture To lead people through change Available on www.valuescentre.com To plan and lead cultural transformation Checklist and overview
  84. 84. For more information and get a copy of this presentation go to: www.richardbarrett.net

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