Values driven leadership

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  • 42% Publicly Listed58% Private10 in top 25 (40%)7 in next 25 (28%)12 in next 25 (48%)13 in next 25 (52%)f the 14 "all star" employers who have been on the list for 10 years, 7 public, 7 private.Only 34% of publicly traded in top 5050% in bottom 50
  • Values driven leadership

    1. 1. Values-driven LeadershipRichard BarrettMay 2011<br />
    2. 2. What is Culture?<br />
    3. 3. What is Culture?<br />“The way things are done around here”<br />The culture of an organisation or any group of individuals is a reflection of the values, beliefs and behaviours of leaders of the group and the legacy of past leaders.<br />
    4. 4. What are Values?<br />
    5. 5. What are Values?<br />Values- A shorthand method of describing our individual and collective motivations and what is important to us.<br />Values can be positive or potentially limiting.<br />Positive Values: trust, creativity, passion, honesty, integrity, clarity<br />Potentially Limiting Values: power, blame, greed, status, being liked<br />
    6. 6. Values in Organisations<br />Tom Boardman Former CEO of Nedbank, South Africa<br />
    7. 7. The Leader and the Values<br />Leadership values and excellence<br />The excellent companies developed cultures that incorporated the values and practices of their great leaders, and those shared values can be seen to survive for decades.<br />Tom Peters, “In Search of Excellence: <br />Lessons from America’s best run companies”, 1983<br />
    8. 8. The Leader and the Values <br />The real role of the leader is to manage the values of the corporation.<br />Tom Peters, “In Search of Excellence: <br />Lessons from America’s best run companies”, 1983<br />
    9. 9. The Importance of Values Alignment<br />If you had the choice, would you work in an organisation where the company values do not match your own values? <br />Based on Survey of Leaders for Change<br />
    10. 10. Culture and Strategy<br />
    11. 11. Culture and Strategy<br />Strong Culture<br />Good Strategy<br />High Performance<br />
    12. 12. Culture and Strategy<br />Full Spectrum Leadership<br />Compelling VisionInspiring Mission<br />Strong Culture<br />Personal Alignment<br />Group Cohesion<br />Structural Alignment<br />Good StrategyClear Goals<br />Measurable Objectives Key Performance Indicators<br />High Performance<br />
    13. 13. Both Culture and Strategy are Important <br />In firms with strong corporate cultures, managers tend to march energetically in the same direction. The alignment, motivation, <br />organisation, and control can help performance, but only if the resulting actions fit an intelligent business strategy for the specific environment in which the firm operates.<br />John P. Kotter and James L. Heskett, <br />“Corporate Culture and Performance”, 1992<br />
    14. 14. Culture and Brand<br />
    15. 15. Culture and Brand<br />The Culture <br />Vision Mission Values Behaviours <br />Do you consciously create your culture, or do you have a default, unconscious <br />culture?<br />Employee Perspective<br />Customer Perspective<br />CULTURE BRAND <br />Who you are on the inside, looks a lot like who you are on the outside<br />
    16. 16. Building a High-Performance Organisation<br />
    17. 17. How do you Build a High-Performance Organisation? <br />By creating an adaptable, vision-guided, values-driven culture that focuses on all stake holder needs and in particular <br />the employee and customer experience. <br />
    18. 18. Firms of Endearment*<br />Investor returns over 3, 5 and 10 years comparing S&P 500, Good to Great and Firms of Endearment.<br />“... the distinguishing feature of “firms of endearment” is that they treat all stakeholders—employees, customers, investors, partners, and society—equally. In addition, they fully recognize that they are a part of an economic ecosystem with many interdependent participants. They are committed to exemplary citizenship, and they embrace the concept of servant leadership. <br />* Rajendra S. Sisodia, David B. Wolfe, and Jagdish N. Seth, Firms of Endearment: The Pursuit of Purpose and Profit (Upper Saddle River, N.J.: Wharton School of Publishing, 2007).<br />
    19. 19. Firms of Endearment<br />“FoEs share five primary elements in their corporate visions.<br /><ul><li> A broader purpose than wealth generation
    20. 20. Dedication to servant leadership
    21. 21. Emotionally intelligent leadership
    22. 22. Commitment to exemplary citizenship
    23. 23. Recognition that they are part of an economic ecosystem </li></ul> with many interdependent participants”<br />Firms of Endearment: How World-Class Companies Profit from Passion and Purpose, David Wolfe, 2006<br />
    24. 24. Fortune’s Best Companies to Work For<br />Better returns<br />A portfolio of the top twenty publicly listed best companies to work for in the USA in 2008 would have returned an average annualized return of 16.74% over the past ten years – compared to 2.83% for the S&P 500.<br />S&P 500<br />
    25. 25. Best Employers have Lowest Entropy<br />Cultural Entropy The degree of dysfunction in the culture – bureaucracy, internal competition, etc.<br />This research of 163 organisations in Australia was carried out <br />by Hewitt Associates and the Barrett Values Centre in 2008<br />
    26. 26. Low Entropy Leads to High Financial Returns<br />Cultural Entropy <br />The degree of dysfunction in the culture – bureaucracy, internal competition, etc.<br />This research of 163 organisations in Australia was carried out by Hewitt Associates and the Barrett Values Centre in 2008<br />
    27. 27. Best employers focus on …<br />Employee needs and employee experience<br />The distinguishing feature of the best employers was their focus on employee needs and the employees’ experience. <br />The values that were present in the top ten current culture values of the best companies, that were not present in the worst companies.<br />Coaching/mentoring<br />TeamworkBalance (home/work)<br />Employee recognition<br />
    28. 28. The Three Mantras of Culture Change<br />
    29. 29. The Three Mantras of Culture Change<br />Cultural Capital is the new frontier of competitive advantage.<br />Organisational transformation begins with the personal transformation of the leaders.<br />Measurement matters. If you can measure it you can manage it.<br />
    30. 30. From Leader’s Values to Shareholder Value<br />Corporate Sector<br />Leader’s Values/ Behaviours <br />Performance & Shareholder <br />Value<br />Corporate <br />Culture<br />Competitive<br />Advantage &<br />Resilience <br />
    31. 31. From Leadership to Customer Satisfaction<br />Public Sector<br />Leader’s values/ behaviours <br />Organisational<br />Culture<br />Customer<br />Satisfaction<br />Mission <br />Assurance<br />
    32. 32. Measuring Culture by Mapping Values<br />
    33. 33. The Model and Cultural Transformation Tools<br />Pages: 55-101<br />Pages: 19-67<br />
    34. 34. Growth Needs and Deficiency Needs<br />Self Actualization<br />Growth Needs<br />When these needs are fulfilled they do not go away, they engender deeper levels of motivation and commitment.<br />Know and Understand<br />Deficiency Needs<br />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. <br />Self-esteem<br />Abraham Maslow<br />Love & Belonging<br />Safety <br />Physiological <br />
    35. 35. Maslow’s Needs to Barrett’s Consciousness<br />Self-Actualization <br />Know and Understand<br />Know and Understand<br />Abraham Maslow <br />Richard Barrett<br />Self-esteem<br />Love & Belonging<br />Safety <br />Physiological <br />Needs<br />Consciousness<br />
    36. 36. Maslow’s Needs to Barrett’s Consciousness<br /> 1. Expansion of self-actualization into multiple levels.<br /> 2. Substitute ‘states of consciousness’for hierarchy of needs.<br />3. Each state of consciousness is defined by specific values and behaviours.<br />Know and Understand<br />Know and Understand<br />Self-esteem<br />Love & Belonging<br />Safety <br />Physiological <br />Consciousness<br />Needs<br />
    37. 37. Stages in the Development of Personal Consciousness<br />Positive Focus / Excessive Focus <br />Service to Humanity and the Planet<br />Devoting your life in self-less service to your purpose and vision<br />Service<br />Collaborating with Partners<br />Working with others to make a positive difference by actively implementing your purpose and vision<br />Making a difference<br />Finding Personal Meaning<br />Uncovering your sense of purpose and creating a vision for the future you want to create<br />Internal Cohesion<br />Personal Growth<br />Understanding your deepest motivations, experiencing responsible freedom by letting go of your fears<br />Transformation<br />Self-worth <br />Feeling a positive sense of pride in self and ability to manage your life. Power, status<br />Self-esteem<br />Belonging<br />Feeling a personal sense of belonging, feeling loved by self and others. Being liked, blame<br />Relationship<br />Financial Security & Safety<br />Creating a safe secure environment for self and significant others. Control, greed <br />Survival<br />
    38. 38. Stages in the Development of Organisational Consciousness<br />Positive Focus / Excessive Focus <br />Service To Humanity And The Planet<br />Social responsibility, future generations, long-term perspective, ethics, compassion, humility<br />Service<br />Strategic Alliances and Partnerships<br />Environmental awareness, community involvement, employee fulfillment, coaching/mentoring<br />Making a difference<br />Building Corporate Community<br />Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency <br />Internal Cohesion<br />Continuous Renewal and Learning<br />Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth<br />Transformation<br />High Performance<br />Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency<br />Self-esteem<br />Belonging<br />Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame<br />Relationship<br />Financial Stability<br />Shareholder value, organisational growth, <br />employee health, safety. Control, corruption, greed<br />Survival<br />
    39. 39. Placement of Values by Level<br />Current Culture 100 Employees<br />Top Ten Values<br />1. tradition (L) (59)<br />2. diversity (54)<br />3. control (L) (53)<br />4. goals orientation (46)<br />5. knowledge (43)<br />6. creativity (42)<br />7. productivity (37)<br />8. image (L) (36) <br />9. profit (36)<br />10. open communication (31)<br />Service<br />Making a difference<br />6<br />Internal Cohesion<br />Transformation<br />4<br />2<br />5<br />Self-esteem<br />7<br />8<br />10<br />1<br />10<br />Relationship<br />9<br />3<br />Survival<br />
    40. 40. Distribution of Values by Level<br />Current Culture 100 Employees<br />7<br />Service<br />6<br />Making a difference<br />5<br />Internal Cohesion<br />4<br />Transformation<br />Cultural Entropy<br />Self-esteem<br />3<br />11%<br />2<br />Relationship<br />1<br />Survival<br />
    41. 41. Your Results (Based on Feedback from Leaders for Change) <br />
    42. 42. The values you believe are necessary for your company to achieve its full potential<br />Leaders 4 Change: Employed by an organization (95)<br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level 7<br />Level 6<br />Level 5<br />Level 4<br />Level 3<br />Level 2<br />Level 1<br />The values that are important in your personal lives.<br />IROS (P)= 1-1-5-0 | IROS (L)= 0-1-4-0<br />IROS (P)= 1-3-6-0 | IROS (L)= 0-0-0-0<br />IRS (P)= 8-2-0 | IRS (L)= 0-0-0<br />Matches<br />PV - CC 1<br />CC - DC 2<br />PV - DC 2<br />Health Index (PL)<br />PV: 10-0<br />CC: 7-5<br />DC: 10-0<br />Black Underline= PV & CCOrange= CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational<br />Orange= PV, CC & DCBlue= PV & DC (white circle) R = Relationship S = Societal<br />How you experience your company - What is working well? What is undermining the performance <br />of your company.<br />Values Plot<br />Copyright 2011 Barrett Values Centre<br />May 2011<br />
    43. 43. Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Leaders 4 Change: Employed by an organization (95)<br />C<br />T<br />S<br />Total number of votes for all values at each level<br />CTS = 49-24-27<br />Entropy = 2%<br />CTS = 26-21-53<br />Entropy = 22%<br />CTS = 42-30-28<br />Entropy = 1%<br />C = Common Good<br />T = Transformation<br />S = Self-Interest<br />Cultural Entropy % of Votes for Limiting Values<br />Positive Values<br />Potentially Limiting Values<br />Values Distribution<br />Copyright 2011 Barrett Values Centre<br />May 2011<br />
    44. 44. Cultural entropy represents the degree of dysfunction in a culture<br />Cultural Entropy<br />
    45. 45. Leaders 4 Change: Employed by an organization (95)<br />Values Jumps<br />A value jump occurs when there are more votes for a value in the Desired Culture than in the Current Culture. Listed below are the values with the largest increase in votes. The values in bold are represented in the Desired Culture.<br />Values Jumps Table<br />Copyright 2011 Barrett Values Centre<br />May 2011<br />
    46. 46. The New Leadership Paradigm Learning System <br />More than a Book...<br />A Leadership Development Learning System for the 21st Century Leader<br />And also ...<br />A Manual for <br />Evolutionary <br />Coaching<br />
    47. 47. The New Leadership Paradigm<br />
    48. 48. Components of the New Leadership Paradigm Learning System<br />The <br />Book<br />The <br />Multi-media<br />Web site <br />The Workbooks and Journals<br />
    49. 49. The Book <br />A Leadership Development Text Book for the 21st Century Leader<br />(530 pages)<br />Part 1: Fundamentals<br />Part 2: Leading Self<br />Part 3: Leading Others<br />Part 4: Leading an Organisation<br />Part 5: Leading in Society<br />Part 6: Annexes<br />Annex 1: The Learning System<br />Annex 2: Cultural Transformation Tools<br />Annex 3: The Seven Levels of Consciousness<br />
    50. 50. The Web Site<br />A State-of-the-Art, Multi-media, Web site that is constantly updated based on the feedback of users and as new articles, videos, books and other materials become available <br />www.newleadershipparadigm.com<br />
    51. 51. The Journals/Workbooks<br />Leading Self <br />(43 Exercises)<br />Leading a Team <br />(28 Exercises)<br />Leading an Organisation <br />(33 Exercises)<br />Leading in Society <br />(30 Exercises)<br />
    52. 52. Leading Yourself<br />If you can’t lead yourself, then you will not be able to lead others<br />If you can’t lead others, then you will not be able to lead an organisation<br />If you can’t lead an organisation, then you will not be able to lead a <br />community or a nation<br />
    53. 53. Who Will Be Using the Learning System?<br /><ul><li> Consultants and Coaches who are supporting the next generation of leaders
    54. 54. Change agents and OD practitioners who are looking for new, cost effective ways to make leadership training available to large numbers of people in their organisations
    55. 55. Universities and Business Schools searching for cutting-edge training materials to support their undergraduate and mature students
    56. 56. Individuals who want to grow, develop and become all they can become</li></li></ul><li>Nedbank, South Africa: An Example of Cultural Evolution<br />
    57. 57.
    58. 58. Vision and Values <br />Tom Boardman Former CEO of Nedbank, South Africa<br />
    59. 59. Nedbank: Current Culture Evolution<br />2005<br />2006<br />2007<br />2008<br />2009<br />1. accountability<br />2. client-driven<br />3. client satisfaction <br />4. cost-consciousness<br />5. community involvement <br />6. achievement<br />7. teamwork<br />8. employee recognition <br />9. being the best<br />10. performance driven <br />1. client-driven<br />2. accountability<br />3. client satisfaction <br />4. cost-consciousness<br />5. community involvement<br />6. performance driven <br />7. profit<br />8. achievement<br />9. being the best <br />10. results orientation <br />1. accountability<br />2. client-driven<br />3. client satisfaction <br />4. community involvement <br />5. achievement<br />6. cost-consciousness<br />7. teamwork<br />8. performance driven<br />9. being the best <br />10. delivery<br />1. cost-consciousness<br />2. profit <br />3. accountability<br />4. community involvement <br />5. client-driven<br />6. process-driven<br />7. bureaucracy (L)<br />8. results orientation <br />9. client satisfaction<br />10. silo mentality (L)<br />1. cost-consciousness<br />2. accountability<br />3. client-driven<br />4. client satisfaction <br />5. results orientation <br />6. performance driven<br />7. profit<br />8. bureaucracy (L)<br />9. teamwork<br />10. community involvement <br />4 matches<br />6 matches<br />4 matches<br />5 matches<br />3 matches<br />Entropy 14%<br />Entropy 25%<br />Entropy 13%<br />Entropy 19%<br />Entropy 17%<br />
    60. 60. Nedbank: Cultural Evolution<br />Entropy Scores<br />Entropy reduction leads to improved performance—increased revenues, profits and share price. Working toward entropy of <10% will result in healthy functioning of the organisation and improvement of staff morale.<br />Entropy risk bands<br /><10% Healthy functioning<br />10-19% Some problems requiring careful monitoring<br />20-29% Significant problems requiring attention<br />30-39% Crisis situation requiring immediate change<br />40%> Impending risk of implosion, bankruptcy or failure<br />
    61. 61. Cultural entropy represents the degree of dysfunction in a culture<br />Cultural Entropy<br />
    62. 62. Nedbank: Response Rate to Values Survey<br />63.0% <br />Response rate <br />50.4% <br />35.5% <br />number of participants<br />28.0% <br />20.2% <br />28,898 employees in 2009<br />
    63. 63. Nedbank: Cultural Evolution<br />Nedbank Staff Survey Scores<br />
    64. 64. Nedbank: Financial Impact of Cultural Evolution<br />Share Price grewon average 20.4% (CAGR) <br />per year from 2004 to 2007<br />Revenue grew on average 16.9% (CAGR) <br />per year from 2004 to 2007<br />CAGR : Compound Annual Growth Rate<br />
    65. 65. Whole System Change<br />
    66. 66. The Concept of Whole System Change<br />Pages: 119-157<br />Pages: 370-379<br />
    67. 67. Four Conditions for Whole System Change<br />The Four Quadrants<br />Exterior<br />Interior<br />Personality: <br />Values and <br />Beliefs <br />of an <br />Individual<br />Character: <br />Actions and <br />Behaviours<br />of an <br />Individual<br />Individual<br />Social <br />Structures: <br />Actions and <br />Behaviours <br />of a Group<br />Culture: <br />Values and <br />Beliefs of a Group <br />Collective<br />Based on the Four Quadrants of Ken Wilber<br />
    68. 68. Four Conditions for Whole System Change<br />The Four Conditions for Whole System Change<br />Exterior<br />Interior<br />Personality: <br />Values and <br />Beliefs <br />of an <br />Individual<br />Character: <br />Actions and <br />Behaviours<br />of an <br />Individual<br />Personal Alignment<br />Individual<br />Mission Alignment<br />Values Alignment<br />Social <br />Structures: <br />Actions and <br />Behaviours <br />of a Group<br />Culture: <br />Values and <br />Beliefs of a Group <br />Structural Alignment<br />Collective<br />
    69. 69. Whole System Change: Nine Step Process<br />Commitment from leadership <br /> team to personal transformation<br />2. Baseline measurement of the culture and key performance indicators. Create scorecard.<br />3. Revisit the Vision and <br /> Mission of the Organisation<br />5. Develop compelling<br /> reasons for change<br />4. Define core <br /> values & <br /> behaviours of the <br /> organisation<br />How do we build a high-performance culture<br />How do we become and remain agile and adaptable?<br />How can we position ourselves for the future?<br />How can we build our long-term resilience?<br />
    70. 70. Whole System Change: Nine Step Process<br />Whole System Change: Implementation Phase<br />8. Values Alignment<br />6. Personal Alignment<br />7. Structural Alignment<br />Inculcate espoused values and behavioursinto the executive and employee population. Explore personal values.<br />Begin with the leadership team and then expand to the larger leadership group including managers and supervisors (Leading Self and Leading a Team)<br />Set up incentives to make the espoused values and behaviours pervasive <br /><ul><li> New employee/</li></ul> Executive selection<br /><ul><li> New employee/</li></ul> Executive orientation<br /><ul><li> Employee/executive</li></ul> performance evaluation<br /><ul><li> Employee/executive</li></ul> promotion criteria<br /><ul><li> Talent selection and </li></ul> development programme<br /><ul><li> Management </li></ul> development programme<br /><ul><li> Leadership development </li></ul> programme<br />Why?<br />9. Mission Alignment<br />Integrate the vision and mission of the organisation into the executive and employee population. Explore personal motivations.<br />
    71. 71. Begin with the Leadership Team<br /><ul><li> Personal Alignment of Leaders
    72. 72. Internal Cohesion in the Leadership Team </li></li></ul><li>Cultural Evolution Begins with Personal Evolution<br />Culture Values<br />Leader’s Values<br />The culture ofan organisationis a reflectionof the leadership consciousness.<br />CVA Current Culture <br />LV A Feedback 14 Assessors<br />PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0<br />PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0<br />Cultural Entropy 38%<br />Personal Entropy 64%<br />
    73. 73. Cultural Evolution Begins with Personal Evolution<br />Culture Values<br />Leader’s Values<br />The culture ofan organisationis a reflectionof the leadershipconsciousness.<br />CVA Current Culture<br />LV A Feedback 27 Assessors<br />PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0<br />PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0<br />Cultural Entropy 7%<br />Personal Entropy 9%<br />
    74. 74. Personal Alignment of the Leaders<br />When leaders change their beliefs and values (1), their behaviours change (2). <br />This influences the culture of the group (3), which in turn changes the behaviours of the group (4). <br />1<br />2<br />Organisational transformation begins with the personal transformation of the leaders. Organisations don’t transform. People do. <br />3<br />4<br />Wilber’s Four Quadrants<br />
    75. 75. The Leadership Values Assessment is a feedback instrument that compares a leader’s perception of the values he or she believes best describe his or her management/operational style with their colleagues’ perception of their management/operational style. <br />The instrument also compares leader’s perception of their own strengths, and the behaviours that they believe they need to improve or stop, with the assessors’ perceptions and measures personal entropy.<br />Leadership Values Assessment<br />
    76. 76. Jeff Vader<br />Jeff's Values<br />Assessors' Top 11 Values<br />Matching Values<br />How Others see Jeff<br />PL = 10-0 | IRO (P) = 4-5-1 | IRO (L) = 0-0-0<br />PL = 11-0 | IRO (P) = 3-7-1 | IRO (L) = 0-0-0<br />Matches 5<br />How Jeff sees himself<br />Orange= Values match P = Positive I = Individual <br /> L = Potentially Limiting R = Relationship <br /> (white circle) O = organisational<br />August 2008<br />Leadership Values Plot<br />Copyright 2008 Barrett Values Centre<br />
    77. 77. C = Common Good<br />T = Transformation<br />S = Self-Interest<br />Positive Values<br />Potentially Limiting Values<br />Jeff Vader<br />Jeff's Values<br />Assessors' Values<br />C<br />T<br />S<br />Level of Personal Entropy<br />CTS = 80-10-10<br />Entropy = 0%<br />CTS = 72-9-19<br />Entropy = 0%<br />Leadership Distribution<br />Copyright 2008 Barrett Values Centre<br />August 2008<br />
    78. 78. Jim Vader <br />Jim's Values<br />Assessors' Top 11 Values<br />Matching Values<br />How Others see Jim<br />PL = 10-0 | IRO (P) = 3-4-3 | IRO (L) = 0-0-0<br />PL = 11-0 | IRO (P) = 4-5-2 | IRO (L) = 0-0-0<br />Matches 3<br />How Jim sees himself<br />Orange= Values match P = Positive I = Individual <br /> L = Potentially Limiting R = Relationship <br /> (white circle) O = organisational<br />Leadership Values Plot<br />Copyright 2008 Barrett Values Centre<br />August 2008<br />
    79. 79. C = Common Good<br />T = Transformation<br />S = Self-Interest<br />Positive Values<br />Potentially Limiting Values<br />Jim Vader <br />Jim's Values<br />Assessors' Values<br />C<br />T<br />S<br />Level of Personal Entropy<br />CTS = 20-40-40<br />Entropy = 0%<br />CTS = 72-9-19<br />Entropy = 0%<br />Leadership Distribution<br />Copyright 2008 Barrett Values Centre<br />August 2008<br />
    80. 80. Darth Vader<br />Darth's Values<br />Assessors' Top 11 Values<br />Matching Values<br />PL = 10-0 | IRO (P) = 7-0-3 | IRO (L) = 0-0-0<br />PL = 7-4 | IRO (P) = 6-0-1 | IRO (L) = 0-4-0<br />How Others see Darth<br />Matches 2<br />How Darth sees himself<br />Orange= Values match P = Positive I = Individual <br /> L = Potentially Limiting R = Relationship <br /> (white circle) O = organisational<br />Leadership Values Plot<br />Copyright 2008 Barrett Values Centre<br />August 2008<br />
    81. 81. C = Common Good<br />T = Transformation<br />S = Self-Interest<br />Positive Values<br />Potentially Limiting Values<br />Darth Vader<br />Darth's <br />Values<br />Assessors' Values<br />C<br />T<br />S<br />Level of Personal Entropy<br />CTS = 60-10-30<br />Entropy = 0%<br />CTS = 0-27-73<br />Entropy = 36%<br />Leadership Distribution<br />Copyright 2008 Barrett Values Centre<br />August 2008<br />
    82. 82. Darth Vader Video<br />
    83. 83. To get a copy of this presentation: http://www.slideshare.net/BarrettValues<br />Other relevant Web sites:<br /><ul><li>www.richardbarrett.net
    84. 84. www.newleadershiparadigm.com
    85. 85. www.valuesjournal.com
    86. 86. www.valuescentre.com</li>

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