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SEVEN STAGES OF
ORGANIZATIONAL
& LEADERSHIP
DEVELOPMENT
Richard Barrett
Barrett Academy for the
Advancement of Human Value...
To create a values-driven world
where all people , organizations
and societies thrive.
Founder of the Barrett
Values Centre
President of the Academy
for the Advancement of
Human Values
To discover, incubate and develop ideas
and concepts that sup...
“Organizations grow and develop
in the same way as individuals—by
successfully mastering their needs
at each stage of deve...
The Seven Stages of
Organizational Development
In the middle of the 20th century,
Abraham Maslow developed a theory
that linked well-being to the
satisfaction of needs. ...
From Maslow to Barrett
Our basic well-being
arises from our
ability to meet what
Abraham Maslow
called our deficiency
need...
The Barrett Model differs from Maslow's model in three important ways; it gives
more definition to the process of self-act...
The Seven Stages of
Organizational Development
Drive for Stability
Drive for Profitable
Growth
A Necessary Condition for
E...
Full-Spectrum Consciousness
The most successful
organizations are those that
develop Full-Spectrum
Consciousness - the abi...
Financial viability,
stability and health of
employees.
VIABILITY
FOCUS
Your company is profitable and
financially stable. It focuses on
long-term sustainability and not
on short-term results.
I...
Without profits or access to a
continuing stream of funds,
organizations quickly perish.
Every organization needs to make
...
When companies become too
focused on financial viability,
they develop an unhealthy
short-term focus on
shareholder value.
In such situations, making the
quarterly numbers—satisfying
the needs of the financial
markets—can preoccupy the
minds of ...
Harmonious
interpersonal
relationships and good
internal communications.
RELATIONSHIPS
FOCUS
People walk into the office each
day they smile and greet each
other warmly.
There is a healthy sense of
respect and custo...
The critical issue at this stage of
development is to create a
sense of loyalty and belonging
among employees, and a sense...
Preconditions for creating a sense of belonging are open
communication, mutual respect and conflict resolution.
When leaders display territorial
behaviours, blame, internal
competition and internal politics ensue.
When the leaders are...
Efficiency, excellence,
productivity, quality and
professionalism.
PERFORMANCE
FOCUS
The organization invests in high
performing systems.
It trains it’s people to be
excellent at doing their jobs and
the sta...
At this stage of
development, the
organization is focused on
staying relevant to its
customers, pursuing
excellence by ado...
A precondition for
continuous performance
improvement is the
encouragement and reward
of excellence.
Organizations that get stuck in
the third stage of development
tend to be structured
hierarchically for the purposes
of ce...
Adaptability, employee
empowerment,
continuous renewal
and continuous
learning.
EVOLUTION
FOCUS
The organization moves
forward through innovation and
continuous improvement. It is
adaptable and resilient.
Employees fee...
To fully respond to the
challenges of this level of
consciousness the
organization must
actively garner
employees’ ideas a...
More accountability is given to
everyone and structures
become less hierarchical.
Teamwork is encouraged and
more attentio...
This requires the
organization to be
flexible and take
calculated risks.
A precondition for
success at this
level of
consc...
Internally cohesive
organization that has a
capacity for collective
action.
ALIGNMENT
FOCUS
People feel inspired by the
vision and values.
There are high levels of trust
and a deep sense of purpose,
fun and team sp...
The key to success at this level of consciousness
is the establishment of a strong, positive, unique
cultural identity tha...
A critical requirement is a shared vision of the future
that inspires employees, a shared set of values that
provides guid...
A precondition for
success at this stage of
development is to build
a climate of TRUST.
High level of internal
connectedness and
external
connectedness through
strong collaboration.
COLLABORATION
FOCUS
Strong focus on leadership
development means that
leaders are making a
sustainable difference inside
and outside the organ...
The organization should support employees
in becoming all they can become, both
professionally and personally.
Leadership ...
Employees must feel that the company cares
about them, their futures and their needs.
Companies operating at this
level of consciousness go the
extra mile to make sure they are
being responsible global
citize...
CONTRIBUTION
FOCUS
The well-being of
society, the planet and
future generations.
For people in this organization,
ethics is not about compliance but
doing what they believe is right, in
their hearts.
By ...
The organization takes great care to make sure their activities, products
and services are in alignment with the UN’s Sust...
The critical issue at this level of
consciousness is developing a deep
sense of social responsibility by caring
about soci...
To be successful at this level of
consciousness, organizations
must embrace the highest
ethical standards in all their
int...
The Seven Levels of
Leadership Development
The Seven Stages of
Organizational Development
Manager
Leader
Transition
Financial viability,
stability and health of
employees.
CRISIS MANGER
FOCUS
They understand the importance of profit
and shareholder returns. They manage
their budgets meticulously.
They are appropr...
Harmonious
interpersonal
relationships and good
internal communications.
RELATIONSHIP MANAGER
FOCUS
Relationship managers invest a lot of time
in building harmonious working
relationships.
They know how to manage conflicts...
Efficiency, excellence,
productivity, quality and
professionalism.
PERFORMANCE MANAGER
FOCUS
Brings logic and science to their work. They
use metrics to manage performance. They
build systems and processes that crea...
Adaptability, employee
empowerment,
continuous renewal
and continuous
learning.
FACILITATOR/INNOVATOR
FOCUS
Readily seek advice, build consensus, and
empower their staff. They give people
responsible freedom, making them
accountab...
Internally cohesive
organization that has a
capacity for collective
action.
AUTHENTIC LEADER
FOCUS
A self-actualized individual who has
discovered his or her sense of purpose.
They promote a shared set of values and
demon...
High level of internal
connectedness and
external
connectedness through
strong collaboration.
MENTOR/PARTNER
FOCUS
Create a working environment where
individuals are encouraged, supported,
and empowered to fulfil their potential.
They cr...
VISIONARY LEADER
FOCUS
The well-being of
society, the planet and
future generations.
A holistic perspective on life. Because they can
rely on their wisdom, they can handle multiple
levels of complexity.
They...
Book
THE NEW LEADERSHIP
PARADIGM
E-Learning
PERSONAL
EVOLUTION
ORGANIZATIONAL
EVOLUTION
SOCIETAL
EVOLUTION
LEADERSHIP
DEVELOPMENT
E-LEARNING COURSES
ORGANIZATIONAL EVOLUTION
E-LEARNING COURSES
NEXT SESSION
19TH Of OCTOBER AT 6 PM CET
BUILDING A
VALUES-DRIVEN
ORGANIZATION
www.valuescentre.com
www.barrettacademy.com
For more information:
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Seven stages of organizational and leadership development Slide 1 Seven stages of organizational and leadership development Slide 2 Seven stages of organizational and leadership development Slide 3 Seven stages of organizational and leadership development Slide 4 Seven stages of organizational and leadership development Slide 5 Seven stages of organizational and leadership development Slide 6 Seven stages of organizational and leadership development Slide 7 Seven stages of organizational and leadership development Slide 8 Seven stages of organizational and leadership development Slide 9 Seven stages of organizational and leadership development Slide 10 Seven stages of organizational and leadership development Slide 11 Seven stages of organizational and leadership development Slide 12 Seven stages of organizational and leadership development Slide 13 Seven stages of organizational and leadership development Slide 14 Seven stages of organizational and leadership development Slide 15 Seven stages of organizational and leadership development Slide 16 Seven stages of organizational and leadership development Slide 17 Seven stages of organizational and leadership development Slide 18 Seven stages of organizational and leadership development Slide 19 Seven stages of organizational and leadership development Slide 20 Seven stages of organizational and leadership development Slide 21 Seven stages of organizational and leadership development Slide 22 Seven stages of organizational and leadership development Slide 23 Seven stages of organizational and leadership development Slide 24 Seven stages of organizational and leadership development Slide 25 Seven stages of organizational and leadership development Slide 26 Seven stages of organizational and leadership development Slide 27 Seven stages of organizational and leadership development Slide 28 Seven stages of organizational and leadership development Slide 29 Seven stages of organizational and leadership development Slide 30 Seven stages of organizational and leadership development Slide 31 Seven stages of organizational and leadership development Slide 32 Seven stages of organizational and leadership development Slide 33 Seven stages of organizational and leadership development Slide 34 Seven stages of organizational and leadership development Slide 35 Seven stages of organizational and leadership development Slide 36 Seven stages of organizational and leadership development Slide 37 Seven stages of organizational and leadership development Slide 38 Seven stages of organizational and leadership development Slide 39 Seven stages of organizational and leadership development Slide 40 Seven stages of organizational and leadership development Slide 41 Seven stages of organizational and leadership development Slide 42 Seven stages of organizational and leadership development Slide 43 Seven stages of organizational and leadership development Slide 44 Seven stages of organizational and leadership development Slide 45 Seven stages of organizational and leadership development Slide 46 Seven stages of organizational and leadership development Slide 47 Seven stages of organizational and leadership development Slide 48 Seven stages of organizational and leadership development Slide 49 Seven stages of organizational and leadership development Slide 50 Seven stages of organizational and leadership development Slide 51 Seven stages of organizational and leadership development Slide 52 Seven stages of organizational and leadership development Slide 53 Seven stages of organizational and leadership development Slide 54 Seven stages of organizational and leadership development Slide 55 Seven stages of organizational and leadership development Slide 56 Seven stages of organizational and leadership development Slide 57 Seven stages of organizational and leadership development Slide 58 Seven stages of organizational and leadership development Slide 59 Seven stages of organizational and leadership development Slide 60 Seven stages of organizational and leadership development Slide 61 Seven stages of organizational and leadership development Slide 62 Seven stages of organizational and leadership development Slide 63 Seven stages of organizational and leadership development Slide 64 Seven stages of organizational and leadership development Slide 65 Seven stages of organizational and leadership development Slide 66
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Seven stages of organizational and leadership development

  1. 1. SEVEN STAGES OF ORGANIZATIONAL & LEADERSHIP DEVELOPMENT Richard Barrett Barrett Academy for the Advancement of Human Values (www.barrettacademy.com)
  2. 2. To create a values-driven world where all people , organizations and societies thrive. Founder of the Barrett Values Centre
  3. 3. President of the Academy for the Advancement of Human Values To discover, incubate and develop ideas and concepts that support the evolution of human consciousness.
  4. 4. “Organizations grow and develop in the same way as individuals—by successfully mastering their needs at each stage of development.” Richard Barrett
  5. 5. The Seven Stages of Organizational Development
  6. 6. In the middle of the 20th century, Abraham Maslow developed a theory that linked well-being to the satisfaction of needs. He postulated that well-being comprises five components. Each component acts as a foundation for the subsequent component. Origins of the Barrett Model
  7. 7. From Maslow to Barrett Our basic well-being arises from our ability to meet what Abraham Maslow called our deficiency needs - our survival, safety and security needs. Furthermore, we must learn to master our deficiency needs before we can focus on our growth needs. Growth Needs Deficiency Needs
  8. 8. The Barrett Model differs from Maslow's model in three important ways; it gives more definition to the process of self-actualization; it focuses on consciousness rather than needs and it relabels the different levels of the model. From Maslow to Barrett
  9. 9. The Seven Stages of Organizational Development Drive for Stability Drive for Profitable Growth A Necessary Condition for Evolution
  10. 10. Full-Spectrum Consciousness The most successful organizations are those that develop Full-Spectrum Consciousness - the ability to overcome the challenges associated with every level of organizational consciousness. Viability Collaboration Contribution Alignment Evolution Performance Relationships
  11. 11. Financial viability, stability and health of employees. VIABILITY FOCUS
  12. 12. Your company is profitable and financially stable. It focuses on long-term sustainability and not on short-term results. It provides safe and comfortable working conditions for its people. VIABILITY
  13. 13. Without profits or access to a continuing stream of funds, organizations quickly perish. Every organization needs to make financial viability and stability a primary concern.
  14. 14. When companies become too focused on financial viability, they develop an unhealthy short-term focus on shareholder value.
  15. 15. In such situations, making the quarterly numbers—satisfying the needs of the financial markets—can preoccupy the minds of the leaders to the exclusion of all other factors, including the needs of employees. Time for Cost Reduction
  16. 16. Harmonious interpersonal relationships and good internal communications. RELATIONSHIPS FOCUS
  17. 17. People walk into the office each day they smile and greet each other warmly. There is a healthy sense of respect and customers feel their needs are cared for. RELATIONSHIPS
  18. 18. The critical issue at this stage of development is to create a sense of loyalty and belonging among employees, and a sense of caring and connection between the organization and its customers and suppliers.
  19. 19. Preconditions for creating a sense of belonging are open communication, mutual respect and conflict resolution.
  20. 20. When leaders display territorial behaviours, blame, internal competition and internal politics ensue. When the leaders are more focused on their own success rather than the success of the organization, they begin to compete with each other.
  21. 21. Efficiency, excellence, productivity, quality and professionalism. PERFORMANCE FOCUS
  22. 22. The organization invests in high performing systems. It trains it’s people to be excellent at doing their jobs and the staff are proud to tell others who they work for. PERFORMANCE
  23. 23. At this stage of development, the organization is focused on staying relevant to its customers, pursuing excellence by adopting best practices, and constantly implementing productivity and efficiency enhancements.
  24. 24. A precondition for continuous performance improvement is the encouragement and reward of excellence.
  25. 25. Organizations that get stuck in the third stage of development tend to be structured hierarchically for the purposes of central bureaucratic control.
  26. 26. Adaptability, employee empowerment, continuous renewal and continuous learning. EVOLUTION FOCUS
  27. 27. The organization moves forward through innovation and continuous improvement. It is adaptable and resilient. Employees feel empowered, have the courage to ask tough questions and it is OK to make mistakes. EVOLUTION
  28. 28. To fully respond to the challenges of this level of consciousness the organization must actively garner employees’ ideas and opinions. For many leaders and managers, this is a new role requiring new skills. Employees want to be accountable—not micro-managed and supervised
  29. 29. More accountability is given to everyone and structures become less hierarchical. Teamwork is encouraged and more attention is given to personal develop-ment and relationship skills. Diversity is seen as a positive asset in exploring new ideas.
  30. 30. This requires the organization to be flexible and take calculated risks. A precondition for success at this level of consciousness is encouraging all employees to think and act like entrepreneurs and stimulate innovation so that new products and services can be developed to respond to market opportunities.
  31. 31. Internally cohesive organization that has a capacity for collective action. ALIGNMENT FOCUS
  32. 32. People feel inspired by the vision and values. There are high levels of trust and a deep sense of purpose, fun and team spirit. ALIGNMENT
  33. 33. The key to success at this level of consciousness is the establishment of a strong, positive, unique cultural identity that differentiates the organization from its competitors.
  34. 34. A critical requirement is a shared vision of the future that inspires employees, a shared set of values that provides guidance for decision making, and an organizational purpose that is more than making a profit. VISION VALUES PURPOSE
  35. 35. A precondition for success at this stage of development is to build a climate of TRUST.
  36. 36. High level of internal connectedness and external connectedness through strong collaboration. COLLABORATION FOCUS
  37. 37. Strong focus on leadership development means that leaders are making a sustainable difference inside and outside the organization. This is a collaborative working environment for staff, customers, suppliers and the community, where people focus on win-win for all concerned. COLLABORATION
  38. 38. The organization should support employees in becoming all they can become, both professionally and personally. Leadership development is given significant emphasis at this stage of development.
  39. 39. Employees must feel that the company cares about them, their futures and their needs.
  40. 40. Companies operating at this level of consciousness go the extra mile to make sure they are being responsible global citizens.
  41. 41. CONTRIBUTION FOCUS The well-being of society, the planet and future generations.
  42. 42. For people in this organization, ethics is not about compliance but doing what they believe is right, in their hearts. By doing their jobs well, people know they are serving society and future generations. CONTRIBUTION
  43. 43. The organization takes great care to make sure their activities, products and services are in alignment with the UN’s Sustainable Development Goals.
  44. 44. The critical issue at this level of consciousness is developing a deep sense of social responsibility by caring about social justice, human rights, and the ecology of the global environment. SOCIAL JUSTICE ECOLOGY HUMAN RIGHTS
  45. 45. To be successful at this level of consciousness, organizations must embrace the highest ethical standards in all their interactions with employees, suppliers, customers, partners, investors and the local community.
  46. 46. The Seven Levels of Leadership Development
  47. 47. The Seven Stages of Organizational Development Manager Leader Transition
  48. 48. Financial viability, stability and health of employees. CRISIS MANGER FOCUS
  49. 49. They understand the importance of profit and shareholder returns. They manage their budgets meticulously. They are appropriately cautious in complex situations but are willing to take risks that do not compromise the organization’s resilience and future. They maintain a long-term perspective while dealing with short-term issues and goals. CRISIS MANAGER
  50. 50. Harmonious interpersonal relationships and good internal communications. RELATIONSHIP MANAGER FOCUS
  51. 51. Relationship managers invest a lot of time in building harmonious working relationships. They know how to manage conflicts because they know how to handle their emotions and respond to the emotions of others. They believe in open communication. They acknowledge and praise staff for a job well done. They are accessible to their employees and their customers. RELATIONSHIP MANAGER
  52. 52. Efficiency, excellence, productivity, quality and professionalism. PERFORMANCE MANAGER FOCUS
  53. 53. Brings logic and science to their work. They use metrics to manage performance. They build systems and processes that create order and efficiency and enhance productivity. They have strong analytical and technical skills. They are experts in their fields. They think strategically and move quickly to capitalize on opportunities. They are rational in decision-making. They plan and prioritize their work and provide stability and continuity. PERFORMANCE MANAGER
  54. 54. Adaptability, employee empowerment, continuous renewal and continuous learning. FACILITATOR/INNOVATOR FOCUS
  55. 55. Readily seek advice, build consensus, and empower their staff. They give people responsible freedom, making them accountable for outcomes and results. They resist the temptation to micromanage the work of their direct reports. They promote participation, equality, and diversity. They are adaptable and flexible. They embrace continuous learning. They actively engage in their personal development and encourage their staff to do the same. FACILITATOR/INNOVATOR
  56. 56. Internally cohesive organization that has a capacity for collective action. AUTHENTIC LEADER FOCUS
  57. 57. A self-actualized individual who has discovered his or her sense of purpose. They promote a shared set of values and demonstrate congruent behaviours that guide decision-making. They demonstrate integrity and are living examples of values-based leadership. They walk their talk. They build internal cohesion and focus by creating a shared purpose. AUTHENTIC LEADER
  58. 58. High level of internal connectedness and external connectedness through strong collaboration. MENTOR/PARTNER FOCUS
  59. 59. Create a working environment where individuals are encouraged, supported, and empowered to fulfil their potential. They create mutually beneficial partnerships and strategic alliances with other individuals or groups. They collaborate with customers and suppliers to create win-win situations. They go beyond the needs of compliance in making their operations environmentally friendly and socially responsible. MENTOR/PARTNER
  60. 60. VISIONARY LEADER FOCUS The well-being of society, the planet and future generations.
  61. 61. A holistic perspective on life. Because they can rely on their wisdom, they can handle multiple levels of complexity. They care about their organization, and they also care about the world. They care about their current employees, and they also care about future generations. They see the purpose of the organization from a larger, societal perspective. They are committed to social responsibility and ethics. They are not prepared to compromise long-term outcomes for short-term gains. VISIONARY LEADER
  62. 62. Book THE NEW LEADERSHIP PARADIGM E-Learning
  63. 63. PERSONAL EVOLUTION ORGANIZATIONAL EVOLUTION SOCIETAL EVOLUTION LEADERSHIP DEVELOPMENT E-LEARNING COURSES
  64. 64. ORGANIZATIONAL EVOLUTION E-LEARNING COURSES
  65. 65. NEXT SESSION 19TH Of OCTOBER AT 6 PM CET BUILDING A VALUES-DRIVEN ORGANIZATION
  66. 66. www.valuescentre.com www.barrettacademy.com For more information:

How leaders and organizations evolve.

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