Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
The New Leadership Paradigm
Richard Barrett
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
2
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
3
A Crisis in Leadership
John Ko...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
4
A Crisis in Leadership
Shoshan...
Global Sustainability Issues
Pandemics
Climate
Change
Global
Economy
Global
Terrorism
Poverty
Reduction
Food
Resilience
Na...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
6
The Sustainability Challenge
R...
Sustainability and the
New Leadership Paradigm
Business is a wholly owned subsidiary of society, and
society is wholly own...
What this means for Business
Building a sustainable future for everyone is not just
societal imperative. It is business im...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
9
WHAT IS BEING called forth in
...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
10
EVERY SUCCESSFUL BUSINESS LEA...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
11
SEPARATION AND ISOLATION COMM...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
12
THE REASON WHY I am suggestin...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
13
FIRST THERE WAS
THE BIG BANG
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
14
THEN CAME THE
UNIVERSAL
ENERG...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
15
Then came the … Universal Sta...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
16
Only one entity at each plane...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
17
… AN AMAZING PROPENSITY
FOR B...
Stage 1:
Entities learn how
to become viable
and independent in
their frameworks of
existence.
Stage 2:
As life conditions...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
19
EXERCISE:
1. FIND A PARTNER
2...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
20
HOW DIFFICULT WAS IT TO
KEEP ...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
21
EvolutionofHumanConsciousness...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
22
Consciousness and The Univers...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
23
Stages, Levels and World View...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
24
Millions of people all over t...
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
HOW TO CREATE
A VALUES-DRIVEN CULTURE
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
26
Richard Barrett has made
extr...
WHY A VALUES-DRIVEN CULTURE?
Values Alignment
Performance
BECAUSE VALUES-DRIVEN
CULTURES ARE THE MOST
SUCCESSFUL ON THE
PL...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
28
WHY ARE VALUES-DRIVEN CULTURE...
… THEY ALSO CARE ABOUT THE NEEDS
OF ALL THEIR STAKEHOLDERS
Suppliers Community
S&P 500
Average
Annualized
Return
16.39%
Average
Annualized
Return
4.12%
BCWF
The Best Companies to Work For engender high...
“No matter how far reaching the vision or how brilliant
the strategy, neither will be realized if it is not supported
by t...
The Leader and the Values
Peters and Waterman, “In Search of Excellence:
Lessons from America’s best run companies”, 1983
...
What are Values?
A shorthand way of describing our
individual and collective motivations
and what is important to us.
They...
Positive of Potentially Limiting?
Values can be positive or
potentially limiting.
Positive Values: Trust, creativity,
pass...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
36
The Most Important Thing to R...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
37
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
38
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
39
1. What is your primary motiv...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
40
What Employees Value
A safe w...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
41
Levels of Consciousness
All t...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
42
Stages and Levels
Stages Leve...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
43
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
44
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
45
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
46
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
47
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
48
Stages of Psychological Devel...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
49
Stages of Psychological Devel...
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...
BUILDING A VALUES-DRIVEN CULTURE
The Three Mantras of
Organizational Performance
Cultural Capital is the new frontier of
competitive advantage.
Mantras Imp...
The Seven Levels of Consciousness Model
Origins of the Cultural Transformation Tools
Growth Needs
When these needs are fulfilled they do not
go away, they engende...
Needs Con s ciou s n es s
Self-Actualization
Richard Barrett
Safety
Love & Belonging
Self-esteem
Physiological
Safety
Love...
Maslow’s Needs to Barrett’s Consciousness
Needs Consciousness
1. Expansion of self-actualization
into multiple levels.
2. ...
Stages in the Development of Personal Consciousness
Positive Focus / Excessive Focus
Financial Security & Safety
Creating ...
Positive Focus / Excessive Focus
Financial Stability
Shareholdervalue,organisationalgrowth,
employeehealth,safety.Control,...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
66
The Culture Change Process
1....
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
67
BUILDING A VALUES-DRIVEN ORGA...
The Values Survey
PERSONAL VALUES
Which of the following values/behaviours most reflect who you are? Pick
ten.
CURRENT CUL...
Placement of Values by Level (100 employees)
Top Ten Values
1. tradition (L) (59)
2. diversity (54)
3. control (L) (53)
4....
11%
1
2
3
4
5
6
7
Cultural
Entropy
Placement of Values by Level (100 employees)
Current Culture
Service
Makingadifference
...
Cultural Entropy and Engagement
Cultural entropy
significantly
impacts
employee
engagement.
25%
35%
45%
55%
65%
75%
85%
0%...
Entropy and Engagement
Cultural Entropy Most employees
are ….
10% or less Highly Engaged
11% to 20% Engaged
21% to 30% Bec...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
73
What is Cultural Entropy?
The...
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 Distribution June 22, 2015Copyright 2015 Barrett Values Centre
Positive Va...
Five Levels of Employee Engagement
Highly Engaged Employees bring passion, purpose and discretionary energy
to their work....
Highly Engaged Employees
 Highly engaged employees identify with the company.
 They care passionately about the future o...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
78
Cultural entropy is a functio...
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
79
What is Personal Entropy?
Per...
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
82
How to Measure Personal Entro...
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
85
BUILDING A VALUES-DRIVEN CULT...
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.
www.valuescentre.com
94
Business Books
Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
95
For More Information
www.valu...
Upcoming SlideShare
Loading in …5
×

The new leadership paradigm 2015

7,788 views

Published on

What is being called forth in business and politics is a global paradigm shift. It’s a shift from a world focused on self-interest to a world focused on the common good. It’s a shift from “what’s in it for me” to “what’s best for everyone.”

Published in: Leadership & Management

The new leadership paradigm 2015

  1. 1. The New Leadership Paradigm Richard Barrett
  2. 2. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 2
  3. 3. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 3 A Crisis in Leadership John Kotter, Harvard Business School After conducting fourteen formal studies and more than a thousand interviews, directly observing dozens of executives in action, and compiling innumerable surveys, I am completely convinced that most organisations today lack the leadership they need.
  4. 4. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 4 A Crisis in Leadership Shoshana Zuboff, Harvard Business School We managed to produce a generation of managers and business professionals that is deeply mistrusted and despised by a majority of people in our society and around the world. This is a terrible failure.
  5. 5. Global Sustainability Issues Pandemics Climate Change Global Economy Global Terrorism Poverty Reduction Food Resilience Natural Disasters Energy Resilience Species Extinction Water Shortages The significant problems we face cannot be solved at the same level of thinking that created them. Pollution Waste Disposal
  6. 6. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 6 The Sustainability Challenge Richard Barrett The problems of existence have become global but the decision- making structures we have for dealing with them are national We cannot move forward without a New Leadership Paradigm.
  7. 7. Sustainability and the New Leadership Paradigm Business is a wholly owned subsidiary of society, and society is wholly owned subsidiary of the environment. If we lose our environment and our life-support systems, our society will perish. If we lose our society, we will lose our economy and our businesses will perish too. Our Business Leaders need to recognise that:
  8. 8. What this means for Business Building a sustainable future for everyone is not just societal imperative. It is business imperative, too. Business leaders need to work with their competitors, political and civic leaders to define a framework of policies that support the evolution of our global society by developing industry charters that regulate the rules of competition between companies in a way that supports the societal common good.
  9. 9. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 9 WHAT IS BEING called forth in business and politics is a global paradigm shift. It’s a shift from a world focused on self-interest to a world focused on the common good. It’s a shift from “what’s in it for me” to “what’s best for everyone.” Richard Barrett, The New Leadership Paradigm A New Leadership Paradigm
  10. 10. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 10 EVERY SUCCESSFUL BUSINESS LEADER HAS TO MAKE THE SHIFT FROM “I” TO “WE.” Bill George, True North: Discover Your Authentic Leadership (San Francisco: Jossey-Bass, 2007).
  11. 11. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 11 SEPARATION AND ISOLATION COMMUNITY AND COHESION Moving from … To …
  12. 12. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 12 THE REASON WHY I am suggesting the shift from “I” to “we” should be at the core of a New Leadership Paradigm is not because it feels like the right thing to do: but because this concept is the core principle behind 14 billion years of successful evolution. 14 Billion Years of Connecting …
  13. 13. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 13 FIRST THERE WAS THE BIG BANG
  14. 14. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 14 THEN CAME THE UNIVERSAL ENERGY FIELD
  15. 15. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 15 Then came the … Universal Stages of Evolution From the Big Bang … to the Present Day Stage 1: Entities learn how to become viable and independent in their frameworks of existence. Energy Atoms Molecules Cells Organisms Creatures Homo sapiens Stage 2: As life conditions become more complex, entities bond with each other to create viable independent group structures. Stage 3: And as life conditions become even more complex, group structures then cooperate with each other to form a higher order entity.
  16. 16. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 16 Only one entity at each plane of being was capable of bonding and cooperating to form a higher order entity Energy ATOMS Molecules CELLS Organisms CREATURES CARBON ATOM EURKARYOTIC CELL HOMO SAPIENS
  17. 17. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 17 … AN AMAZING PROPENSITY FOR BONDING AND COOPERATING The building blocks of life have …
  18. 18. Stage 1: Entities learn how to become viable and independent in their frameworks of existence. Stage 2: As life conditions become more complex, viable independent entities bond with each other to create a group structure. Stage 3: Viable independent group structures then cooperate with each other to form a higher order entity. Particles/waves of information existing in a quantum energy field. Carbon atom Molecules Cells Eukaryotic cell Organisms Creatures Homo sapiens Nations Humanity The Universal Stages of EvolutionPlanesofBeing Evolution
  19. 19. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 19 EXERCISE: 1. FIND A PARTNER 2. DESIGNATE “A” AND “B” 3. PARTNER “A” MUST NOT SMILE. MUST TRY TO KEEP A VERY SERIOUS FACE DURING THE EXERCISE. 4. PARTNER “B” TELLS PARTNER “A” HOW WONDERFUL THEY THINK THAT PERSON IS. WHAT THEY NOTICE THAT IS POSITIVE. WHAT THEY LOVE ABOUT “A”. DO THIS FOR ONE MINUTE. 5. NOW SWITCH ROLES. We are born to connect …
  20. 20. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 20 HOW DIFFICULT WAS IT TO KEEP A SERIOUS FACE? We are born to connect …
  21. 21. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 21 EvolutionofHumanConsciousness Physical Evolution The Evolution of Human Consciousness Survival Relationship Self-esteem Transformation Internal cohesion Making a difference Service With the emergence of Homo Sapiens, evolution shifted from physical evolution to consciousness evolution BasicNeedsGrowthNeeds
  22. 22. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 22 Consciousness and The Universal Stages of Evolution Stage 2: Bonding to form a cohesive group structure PersonalEvolution Stage 1: Becoming a viable independent entity Stage 3: Cooperating to form a higher order entity The Barrett Seven Levels of Model
  23. 23. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 23 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
  24. 24. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 24 Millions of people all over the world have met their basic needs and are now focusing on their growth needs. They are demanding their voices be heard, not just in how our nations are governed, but also in how our organisations are run. They want equality, fairness and transparency; they want to be responsible and accountable for their lives; and, they want to trust and be trusted. They want to work in organizations that align with their values and support them in meeting their needs. The Manifestation of We AT THIS POINT IN OUR HUMAN HISTORY WE ARE WITNESSING AN UNPRECEDENTED SHIFT IN HUMAN VALUES.
  25. 25. MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE HOW TO CREATE A VALUES-DRIVEN CULTURE
  26. 26. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 26 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 Marketing at Bentley University Building a Values-driven Culture
  27. 27. WHY A VALUES-DRIVEN CULTURE? Values Alignment Performance BECAUSE VALUES-DRIVEN CULTURES ARE THE MOST SUCCESSFUL ON THE PLANET
  28. 28. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 28 WHY ARE VALUES-DRIVEN CULTURES THE MOST SUCCESSFUL? BECAUSE THEY CARE ABOUT THE NEEDS OF THEIR EMPLOYEES, AND …
  29. 29. … THEY ALSO CARE ABOUT THE NEEDS OF ALL THEIR STAKEHOLDERS Suppliers Community
  30. 30. 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)
  31. 31. “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”
  32. 32. 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.
  33. 33. 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.
  34. 34. 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
  35. 35. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 36 The Most Important Thing to Remember What motivates employees is the satisfaction of their needs.
  36. 36. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 37
  37. 37. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 38
  38. 38. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 39 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.
  39. 39. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 40 What Employees Value A safe working environment and pay and ben- efits that are sufficient to take care of family Opportunities to work in a congenial atmos- phere 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
  40. 40. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 41 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.
  41. 41. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 42 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
  42. 42. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 43 Stages of Psychological Development Surviving
  43. 43. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 44 Stages of Psychological Development INFANCY 0-2 Years Old Staying alive! Satisfying physiological and nutritional needs Surviving Stage Motivation
  44. 44. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 45 Stages of Psychological Development Conforming
  45. 45. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 46 Stages of Psychological Development Conforming Stage Motivation CHILDHOOD 3-7 Years Old Feeling safe! Satisfying need for love, and belonging.
  46. 46. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 47 Stages of Psychological Development Differentiating
  47. 47. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 48 Stages of Psychological Development Differentiating Stage Motivation TEENAGER + 8-24 Years Old Feeling secure! Satisfying need for respect and recognition.
  48. 48. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 49 Stages of Psychological Development Individuating
  49. 49. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 50 Stages of Psychological Development Individuating Stage Motivation YOUNG ADULT 25-39 Years Old Releasing your fears! Satisfying need for freedom and autonomy.
  50. 50. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 51 Stages of Psychological Development Self-actualising
  51. 51. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 52 Stages of Psychological Development Self-actualising Stage Motivation ADULTHOOD 40-49 Years Old Becoming who you are! Satisfying need to find meaning and purpose.
  52. 52. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 53 Stages of Psychological Development Integrating
  53. 53. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 54 Stages of Psychological Development Integrating Stage Motivation MATURE ADULT 50-59 Years Old Aligning with others! Satisfying need to make a difference in the world.
  54. 54. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 55 Stages of Psychological Development Serving
  55. 55. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 56 Stages of Psychological Development Serving Stage Motivation SENIOR 60+ Years Old Finding fulfilment! Satisfying your need to serve the greater good.
  56. 56. BUILDING A VALUES-DRIVEN CULTURE
  57. 57. 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
  58. 58. The Seven Levels of Consciousness Model
  59. 59. Origins of the Cultural Transformation Tools Growth Needs When these needs are fulfilled they do not go away, they engender deeper levels of motivation and commitment. Deficiency Needs An individual gains no sense of lasting satisfaction from being able to meet these needs, but feels a sense of anxiety if these needs are not met. Physiological Safety Love & Belonging Self-esteem Know and Understand Abraham Maslow Self Actualization
  60. 60. Needs 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
  61. 61. Maslow’s Needs to Barrett’s Consciousness Needs Consciousness 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
  62. 62. Stages in the Development of Personal Consciousness Positive Focus / Excessive Focus Financial Security & Safety Creating a safe secure environment for self and significant others. Control, greed Belonging Feeling a personal sense of belonging, feeling loved by self and others. Being liked, blame Self-worth Feeling a positive sense of pride in self and ability to manage your life. Power, status Personal Growth Understandingyourdeepestmotivations,experiencingresponsible freedombylettinggoofyourfears Finding Personal Meaning Uncovering your sense of purpose and creating a vision for the future you want to create Collaborating with Partners Working with others to make a positive difference by actively implementing your purpose and vision Service to Humanity and the Planet Devoting your life in self-less service to your purpose and vision Service Internal Cohesion Transformation Self-esteem Relationship Survival Making a difference
  63. 63. Positive Focus / Excessive Focus Financial Stability Shareholdervalue,organisationalgrowth, employeehealth,safety.Control,corruption,greed Belonging Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame High Performance Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency Continuous Renewal and Learning Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth Building Corporate Community Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency Strategic Alliances and Partnerships Environmental awareness, community involvement, employee fulfillment, coaching/mentoring Service To Humanity And The Planet Social responsibility, future generations, long-term perspective, ethics, compassion, humility Stages in the Development of Organizational Consciousness Service Internal Cohesion Transformation Self-esteem Relationship Survival Making a difference
  64. 64. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 66 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
  65. 65. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 67 BUILDING A VALUES-DRIVEN ORGANSIATION START WITH A VALUES SURVEY
  66. 66. The Values Survey 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.
  67. 67. 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
  68. 68. 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
  69. 69. Cultural Entropy and Engagement 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
  70. 70. Entropy and 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
  71. 71. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 73 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.
  72. 72. 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) financial stability 6 1(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 Plot June 22, 2015Copyright 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 (physical/ emotional/ mental/ spiritual) 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) integrity 6 5(I) 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
  73. 73. Highly Engaged Team (19) Personal Values Values Distribution June 22, 2015Copyright 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 High level of Values Alignment 26% 46% 28% 25% 48% 27% 26% 50% 24%
  74. 74. Five Levels of Employee Engagement Highly Engaged Employees bring passion, purpose and discretionary energy to their work. They are emotionally attached and committed to the organisation and want to do the right thing. Engaged Employees are willing to go the extra mile to support the company in achieving its goals and objectives as long as they can also satisfy their own goals and objectives. Becoming Disengaged Employees are becoming frustrated, anxious and fearful about not being able to satisfy their needs. Disengaged Employees do what they have to do to get through the day, but are unwilling to put in any extra effort to meet deadlines or support their colleagues in difficult times. Highly Disengaged Employees are unhappy at their work and act out their unhappiness by actively undermining the company, and denigrating those who want to succeed.
  75. 75. 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.
  76. 76. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 78 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?
  77. 77. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 79 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.
  78. 78. 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
  79. 79. 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
  80. 80. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 82 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
  81. 81. 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%
  82. 82. 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
  83. 83. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 85 BUILDING A VALUES-DRIVEN CULTURE THE JOURNEY
  84. 84. 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%
  85. 85. 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%
  86. 86. 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.
  87. 87. 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.
  88. 88. 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
  89. 89. 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
  90. 90. 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
  91. 91. 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
  92. 92. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 94 Business Books
  93. 93. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 95 For More Information www.valuescentre.com www.richardbarrett.net To get a copy of this presentation go to: http://www.slideshare.net/BarrettValues

×