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How to make organizations more valuable
Richard Barrett
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
2
MY SPEECH TODAY
HOW TO CREATE
...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
3
Who am I?
Chairman and Founder...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
4
Organizational Transformation
...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
5
2013 2016
My Books
1998 2006 2010 20111995
2012 2013 2014 2015 2016
Books about Personal Transformation
1995
2012
Books about Organizational Transformation
1998 2006
2013
Books about National Transformation
2011
2015
Books about Leadership
2010
2014
Books about Psychology
2012 2014 2016
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
12
… powerful metrics to support...
Cultural Transformation Tools
MEASUREMENT TOOLS
FOR INDIVIDUALS
Personal Values Assessment
Individual Values Assessment
Le...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
14
Key Stats:
Founder: Richard B...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
15
THE SECTORS WE WORK IN:
• Agr...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
16
MY SPEECH TODAY
HOW TO CREATE...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
17
WHY ARE VALUES-DRIVEN CULTURE...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
18
WHY ARE VALUES-DRIVEN CULTURE...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
19
… THEY ALSO CARE ABOUT THE NE...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
20
WHEN YOU CARE ABOUT PEOPLE …
...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
21
Chapman and Sisodia, “Everybo...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
22
Bob Chapman, CEO of the $1.7
...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
23
S&P 500
Average
Annualized
Re...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
25
Highly Engaged Employees
 Hi...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
26
Intangible Assets make up mos...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
27
I am going to show you values...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
28
Customer satisfaction
Making ...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
29
Which of these teams do you t...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
30
“No matter how far reaching t...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
31
Kegan and Lahey, “An Everyone...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
32
Investments in Values and Cul...
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
LET’S TALK ABOUT VALUES
WHAT ARE THEY?
WHY ARE THEY IMPORTANT?
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
34
Peters and Waterman, “In Sear...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
35
What are Values?
A shorthand ...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
36
Positive of Potentially Limit...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
37
Let’s explore our Values
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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1. Write down two values that...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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EXERCISE: VALUES BELIEFS AND ...
Powerful metrics that enable leaders to measure and manage cultures.
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40
PERSONAL VALUES ASSESSMENT
ww...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
41
Where do our Values come from...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
42
PRIMARY
MOTIVATION
THE NEEDS ...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
43
SECONDARY
MOTIVATION
THE UNME...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
44
Facilitating human potential
...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
45
MY SPEECH TODAY
HOW TO CREATE...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
46
A personal journey
Every pers...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
47
Stages, Levels and World View...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
48
Levels of Consciousness
All t...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
49
Stages and Levels
Stages Leve...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
50
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
51
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
52
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
53
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
54
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
55
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
56
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
57
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
58
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
59
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
60
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
61
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
62
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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What motivates employees
is t...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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What Employees Value
at diffe...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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1. What is your primary motiv...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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DONALD
TRUMP
Powerful metrics that enable leaders to measure and manage cultures.
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DONALD TRUMP
In the Introduct...
Powerful metrics that enable leaders to measure and manage cultures.
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DONALD TRUMP
Disciplined
Givi...
Powerful metrics that enable leaders to measure and manage cultures.
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Key findings of the Grant Stu...
Powerful metrics that enable leaders to measure and manage cultures.
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Other research
“The LSE resea...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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MY SPEECH TODAY
HOW TO CREATE...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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Origins of the Seven Levels M...
Powerful metrics that enable leaders to measure and manage cultures.
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Need s Con s ciou s n es s
Se...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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Maslow’s Needs to Barrett’s C...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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The Shift from “I” to “We”
Se...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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SEPARATION AND ISOLATION COMM...
Seven Levels of Personal Consciousness
Positive Focus/ Excessive Focus
Service Service to Humanity and the Planet
Compassi...
Seven Levels of Organisational Consciousness
Positive Focus/ Excessive Focus
Service
Service to Humanity and the Planet
So...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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BUILDING A VALUES-DRIVEN ORGA...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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The Culture Change Process
1....
Powerful metrics that enable leaders to measure and manage cultures.
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PERSONAL VALUES
Which of the ...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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Placement of Values by Level ...
Powerful metrics that enable leaders to measure and manage cultures.
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11%
1
2
3
4
5
6
7
Cultural
En...
Powerful metrics that enable leaders to measure and manage cultures.
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What is Cultural Entropy?
The...
Powerful metrics that enable leaders to measure and manage cultures.
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Cultural Entropy and Employee...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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Cultural entropy
significantl...
Highly Engaged Team (19)
customer satisfaction 13 2(O)
making a difference 13 6(S)
commitment 10 5(I)
employee fulfilment ...
Highly Engaged Team (19)
Personal Values
Values DistributionCopyright 2015 Barrett Values Centre
Positive Values
Potential...
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)
in...
Highly Disengaged Team (24)
Personal Values
Values DistributionCopyright 2016 Barrett Values Centre
Positive Values
Potent...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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Highly Engaged Employees
 Hi...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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Cultural entropy is a functio...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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What is Personal Entropy?
Per...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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The Three Mantras of Organiza...
continuous learning 11 Level 4
generosity 11 Level 5
commitment 10 Level 5
positive attitude 10 Level 5
vision 10 Level 7
...
The culture of
an organisation
is a reflection
of leadership
consciousness.
LV A Feedback 14 Assessors
PL = 1-9 | IRO (P) ...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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How to Measure Personal Entr...
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)
cau...
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...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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BUILDING A VALUES-DRIVEN CUL...
SA Bank: Evolution of Current Culture
1. cost-consciousness
2. profit
3. accountability
4. community involvement
5. client...
SA Bank: Evolution of Current Culture
2009 2010 2011
1. accountability
2. client-driven
3. client satisfaction
4. cost-con...
SA Bank: Evolution of Current Culture
2013 2014
5 Matches CC-
DC
Entropy 11%
6 Matches CC-
DC
Entropy 13%
1. accountabilit...
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%
2...
Cultural Entropy Evolution
Cultural entropy
reduction led to
improved performance
through increased
employee engagement,
i...
Income Evolution
0%
5%
10%
15%
20%
25%
30%
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
2005 2006 2007 2008 2009...
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 C...
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 Cutlu...
Powerful metrics that enable leaders to measure and manage cultures.
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113
Free material on Change & Tr...
For more information
and get a copy of this presentation
go to:
www.richardbarrett.net
&
www.valuescentre.com
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Frankfurt: How to make organizations more valuable

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Using the Cultural Transformation Tools to increase the value of a company. The third lecture as part of a tour of Germany in April 2016.

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Frankfurt: How to make organizations more valuable

  1. 1. How to make organizations more valuable 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 MORING HOW TO MAKE ORGANIZATIONS MORE VALUABLE 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 TO 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 Let’s explore our Values
  37. 37. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 38 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
  38. 38. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 39 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
  39. 39. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 40 PERSONAL VALUES ASSESSMENT www.valuescentre.com/pva
  40. 40. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 41 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.
  41. 41. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 42 PRIMARY MOTIVATION THE NEEDS OF THE STAGE OF PSYCYHOLOGICAL DEVELOPMENT YOU ARE AT
  42. 42. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 43 SECONDARY MOTIVATION THE UNMET NEEDS OF THE STAGES OF PSYCYHOLOGICAL DEVELOPMENT YOU HAVE PASSED THROUGH The needs you have failed to master.
  43. 43. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 44 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.
  44. 44. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 45 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE STAGES OF PSYCHOLOGICAL DEVELOPMENT WHAT ARE THEY? WHY ARE THEY IMPORTANT?
  45. 45. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 46 A personal journey Every person is on an evolutionary journey of psychological development. Surviving Conforming Differentiating Individuating Self-actualizing Integrating Serving
  46. 46. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 47 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
  47. 47. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 48 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.
  48. 48. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 49 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
  49. 49. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 50 Stages of Psychological Development Surviving
  50. 50. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 51 Stages of Psychological Development INFANCY 0-2 Years Old Staying alive! COMPETENCY Ability to meet basic physiological needs. Surviving Stage Motivation
  51. 51. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 52 Stages of Psychological Development Conforming
  52. 52. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 53 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.
  53. 53. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 54 Stages of Psychological Development Differentiating
  54. 54. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 55 Stages of Psychological Development Differentiating Stage Motivation TEENAGER + 8-24Years Old Distinguishing yourself! CONFIDENCE Ability to feel respected and recognized by others.
  55. 55. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 56 Stages of Psychological Development INDIVIDUATING
  56. 56. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 57 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.
  57. 57. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 58 Stages of Psychological Development SELF-ACTUALIZING
  58. 58. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 59 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.
  59. 59. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 60 Stages of Psychological Development INTEGRATING
  60. 60. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 61 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.
  61. 61. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 62 Stages of Psychological Development SERVING
  62. 62. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 63 Stages of Psychological Development SERVING Stage Motivation SENIOR 60+ Years Old Finding fulfilment! CONTRIBUTION Ability to satisfy your desire to serve the greater good.
  63. 63. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 64 What motivates employees is the satisfaction of their needs.
  64. 64. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 65 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
  65. 65. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 66
  66. 66. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 67
  67. 67. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 68 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 69 DONALD TRUMP
  69. 69. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 70 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.
  70. 70. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 71 DONALD TRUMP Disciplined Giving back Image (L) Loyalty Passion Profit Reciprocity Revenge (L) Ruthless (L) Winning A toxic mixture of values 2010 Unmet needs
  71. 71. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 72 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
  72. 72. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 73 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
  73. 73. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 74 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE SEVEN LEVELS OF CONSCIOUSNESS MODEL ORIGINS AND APPLICATIONS?
  74. 74. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 75 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
  75. 75. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 76 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
  76. 76. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 77 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
  77. 77. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 78 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
  78. 78. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 79 SEPARATION AND ISOLATION COMMUNITY AND COHESION The Shift from “I” to “We”
  79. 79. 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.
  80. 80. 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.
  81. 81. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 82 BUILDING A VALUES-DRIVEN ORGANIZATION START WITH A VALUES SURVEY
  82. 82. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 83 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
  83. 83. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 84 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.
  84. 84. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 85 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
  85. 85. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 86 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
  86. 86. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 87 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.
  87. 87. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 88 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
  88. 88. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 89 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
  89. 89. 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
  90. 90. 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%
  91. 91. 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
  92. 92. Highly Disengaged Team (24) 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 = 2% Cultural Entropy = 47% High level of Cultural Entropy = Low level of Employee Engagement
  93. 93. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 95 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.
  94. 94. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 96 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?
  95. 95. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 97 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.
  96. 96. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 98 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
  97. 97. 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
  98. 98. 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
  99. 99. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 101 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
  100. 100. 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%
  101. 101. 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
  102. 102. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 104 BUILDING A VALUES-DRIVEN CULTURE THE JOURNEY
  103. 103. 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%
  104. 104. 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%
  105. 105. 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.
  106. 106. 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.
  107. 107. 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
  108. 108. 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
  109. 109. 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
  110. 110. 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
  111. 111. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 113 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
  112. 112. For more information and get a copy of this presentation go to: www.richardbarrett.net & www.valuescentre.com

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