Barrett Values Centre & Cultural Transformation Tools - Induction (March 2013)

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  • +25% return on assets vs -80% return on assestsSmall staff turnovervs 50%+ staff turnover
  • +25% return on assets vs -80% return on assestsSmall staff turnovervs 50%+ staff turnover
  • Mathematical example
  • Mini analysis of the words.
  • Barrett Values Centre & Cultural Transformation Tools - Induction (March 2013)

    1. 1. Barrett Values Centre Seven Levels of Consciousnessand the Cultural Transformation Tools
    2. 2. www.valuescentre.comPowerful metrics that enable leaders to measure and manage cultures. 2
    3. 3. Values-based Culture Initiatives www.valuescentre.com Powerful metrics that enable leaders to measure and manage cultures. 3
    4. 4. Key Numbers Core Barrett Team - 19 Over 6250 Assessments and 1.49m responses since 2007 3946 consultants andchange agents in over 80 countries 4
    5. 5. CTT National Assessments – Status Jan 2013 North America Europe Asia USA *2011 Denmark Belgium Bhutan 2009, 2010, 2011 2008 2010 2008 Sweden *2012 Switzerland Canada 2009, 2010, 2011, 20 Singapore 2011 2012 2010 12 Trinidad Iceland France India Tobago 2008, 2010 2012 T.B.D. 2012 United Arab Finland UK Bahamas 2010, 2011 2012 Emirates T.B.D. T.B.D. Latvia Macedonia Qatar 2007 (Skopje) 2009 T.B.D. Hungary Spain 2012 (Test) (Extremadura) 2010 Oceania South America Italy Australia Brazil Slovakia 2009 2012 2012 (Test). 2010 New Zeeland Argentina Africa T.B.D. 2001** South Africa Egypt Venezuela 2011 T.B.D. 2010 ** Nigeria 2012www.valuescentre.com * Community Assessments ** Not statistically valid 5
    6. 6. A Tale of Two Companies Organisation A Organisation BServiceMaking a DifferenceInternal CohesionTransformationSelf-EsteemRelationshipSurvival Value Level Value Level client satisfaction 2 blame 2 making a difference 6 short term focus 1 integrity 5 internal competition 2 teamwork 4 buck passing 3 humor/fun 5 risk averse 1 quality 3 customer satisfaction 2 ethics 7 information hoarding 2 financial stability 1 profit 1 6
    7. 7. A Tale of Two Companies Organisation A Organisation B Service Making a Difference Internal Cohesion Transformation Self-Esteem Relationship SurvivalPeople Financial Excellence Ethics Resilience viability 7
    8. 8. Cultural EntropyCultural Entropy measures that percentage offear, dysfunction, negative and destructiveenergy in the organisation 40% = Crisis 10% = Healthy 8
    9. 9. Are your company core values lived? Core Values (I-Care) Core Values integrity client collaboration compassion teamwork accountability delivery respect meritocracy excellence integrityaccountability long hours (L)customer satisfaction being the bestbeing the best cost reduction (L)commitment poor communication (L)compassion client collaborationcontinuous improvement bureaucracy (L)integrity confusion (L)teamwork arrogance (L)cost effectiveness hierarchy (L)respect silo mentality (L) 9
    10. 10. Executive & Employee View – Same Organisation Executive Team Employees Current Culture Current Culture being the best long hours (L) accountability being the best client satisfaction cost reduction honesty poor communication (L) teamwork client collaboration achievement bureaucracy (L) brand image confusion (L) excellence arrogance (L) staff engagement hierarchy (L) trust results orientation silo mentality (L) 10
    11. 11. Maslow’s Needs to Barrett’s Consciousness Self-Actualization Know and Know and Understand UnderstandAbraham Maslow Self-esteem Richard Barrett Love & Belonging Safety Physiological Needs Consciousness 11
    12. 12. 7 Levels of Organisational Consciousness Positive Focus / Excessive Focus Service To Humanity and the PlanetService Social responsibility, future generations, long-term perspective, ethics, compassion, humility Strategic Alliances and PartnershipsMaking a Environmental awareness, communityDifference involvement, employee fulfilment, coaching/mentoring Building Internal CommunityInternal Cohesion Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency Continuous Renewal and LearningTransformation Accountability, adaptability, empowerment, teamwor k, goals orientation, personal growth High PerformanceSelf-esteem Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency Employee RecognitionRelationship Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame Financial StabilitySurvival Shareholder value, organisational growth, employee health, safety. Control, corruption, greed 12
    13. 13. Seven Levels of……. 13
    14. 14. Full Spectrum SustainabilityService PeopleMaking aDifference PlanetInternal Cohesion Cultural AlignmentTransformation Continuous renewalSelf-esteem Organisational effectivenessRelationship Harmonious relationshipsSurvival Profit 14
    15. 15. Survey Questions1) Personal ValuesPlease select ten of the following values/behaviours that mostreflect who you are, not who you desire to become.2) Current Culture ValuesPlease select ten of the following values/behaviours that mostreflect how your organisation currently operates.3) Desired Culture ValuesPlease select ten of the following values/behaviours that youwould desire for your organisation to achieve its highestperformance. 15
    16. 16. Values Assessment Screen 16
    17. 17. CBT Technology (154) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=7-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-1-6-0 IROS (P)=1-3-6-0 IROS (L)=0-0-0-0 honesty 61 5(I) cost reduction (L) 76 1(O) client satisfaction 66 2(O) Matches commitment 60 5(I) bureaucracy (L) 66 3(O) employee fulfilment 65 6(O) PV - CC 0 humour/fun 53 5(I) confusion (L) 61 3(O) continuous improvement 58 4(O) CC - DC 1 PV - DC 2 reliability 51 3(R) profit 54 1(O) effective communication 56 2(R) enthusiasm 44 5(I) information hoarding (L) 47 3(O) teamwork 50 4(R)Health Index adaptability 43 4(I) short term focus (L) 47 1(O) financial stability 44 1(O) (PL) family 37 2(R) hierarchical (L) 45 3(O) adaptability 42 4(I) PV-10-0 CC - 3-7 integrity 34 5(I) results orientation 39 3(O) trust 38 5(R) DC - 10-0 trust 34 5(R) client satisfaction 38 2(O) professionalism 35 3(O) balance home/work 32 4(I) empire building (L) 36 2(R) vision 35 7(O)Black Underline = PV & CC Orange = CC & DC P = Positive I = Individual O = OrganisationalOrange = PV, CC & DC Blue = PV & DC L = Potentially Limiting (white circle) R = Relationship S = Societal Values Plot Copyright 2012 Barrett Values Centre May 1, 2012
    18. 18. 18
    19. 19. Cost of Limiting Values• Short-term Focus £3,489,818• Confusion £3,178,636• Bureaucracy (unnecessary) £1,799,618• Empire Building £1,764,682• Information Hoarding £1,634,045• Sickness and Leavers £834,225• Hierarchical £624,327• Long Hours £187,909• Total Entropy (potential business value) £13,504,261Based on staff’s perception of lost productivity and opportunity. Annual income £33,000,000 and loss of £500,000 in 2000.Investment Leadership – Jim Ware’s book contains data showing the comparisonbetween healthy and unhealthy cultures and bottom line performance. 19
    20. 20. Individual Assessments Leadership Values Personal Values Assessment (LVA)Assessment (PVA) -Free to all- Leadership Individual Values Development Report Assessment (IVA) (LDR) 20
    21. 21. Group Assessments Cultural Values National ValuesAssessment (CVA) Assessment (NVA)-Corporates, NGOs, Governments- Community Values Assessment Small Organisation School Values Assessment (SOA) Assessment (SVA) 21
    22. 22. 22
    23. 23. Leadership Transformation
    24. 24. Organisationaltransformation starts with the personaltransformation of the leaders 24
    25. 25. Seven Levels of Leadership Positive Focus/ Excessive Focus SERVICE TO HUMANITYWisdom/ Visionary Long –term perspective. Future generations. Ethics. COLLABORATION WITH CUSTOMERS AND LOCAL COMMUNITYMentor/ Partner Strategic alliances. Employee fulfilment. Environmental stewardship. DEVELOPMENT OF CORPORATE COMMUNITYIntegrator/ Inspirer Positive, creative corporate culture. Shared vision and values. CONTINUOUS RENEWALFacilitator/ Influencer Promotes learning and innovation. Team builder. Empowers others. BEING THE BEST, BEST PRACTICEManager/ Organiser Productivity. Efficiency. Quality. Systems and processes. Bureaucracy. Complacency. RELATIONSHIPS SUPPORTING CORPORATE NEEDSRelationship Manager Good communication between employees, customers and suppliers. Manipulation. Blame. PURSUIT OF PROFIT & SHAREHOLDER VALUECrisis Director Able to manage adversity. Directive. Willing to take charge. Exploitation. Over-control. 25
    26. 26. Cultural Evolution Begins with Personal Evolution LV A Feedback 14 Assessors CVA Current CultureThe culture ofan organisationis a reflectionof the leadershipconsciousness. PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0 PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0 Personal Entropy 64% Cultural Entropy 38% power (L) 11 Level 3 1. short-term focus (L) 13 Level 1 blame (L) 10 Level 2 2. blame (L) 11 Level 2 demanding (L) 10 Level 2 3. manipulation (L) 10 Level 2 manipulative (L) 10 Level 2 4. caution (L) 7 Level 1 experience 9 Level 3 5. cynicism (L) 7 Level 3 controlling (L) 8 Level 1 6. bureaucracy (L) 6 Level 3 arrogant (L) 7 Level 3 7. control (L) 6 Level 1 authoritarian (L) 6 Level 1 8. cost reduction (L) 5 Level 1 exploitative (L) 6 Level 1 9. empire building (L) 5 Level 2 ruthless (L) 6 Level 1 10. image (L) 5 Level 3 11. long hours (L) 5 Level 3 26
    27. 27. Cultural Evolution Begins with Personal Evolution LV A Feedback 27 Assessors CVA Current CultureThe culture ofan organisationis a reflectionof the leadershipconsciousness. PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0 PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 Personal Entropy 9% Cultural Entropy 7% continuous learning 11 Level 4 1. customer satisfaction 16 Level 2 generosity 11 Level 5 2. commitment 11 Level 5 commitment 10 Level 5 3. continuous learning 11 Level 4 positive attitude 10 Level 5 4. making a difference 11 Level 6 vision 10 Level 7 5. global perspective 9 Level 3 ambitious 9 Level 3 6. mentoring 9 Level 6 making a difference 8 Level 6 7. enthusiasm 8 Level 5 results orientation 8 Level 3 8. leadership development 8 Level 6 honesty 7 Level 5 9. integrity 7 Level 5 integrity 7 Level 5 10. open communication 7 Level 2 intuition 7 Level 6 11. optimism 7 Level 5 leadership developer 7 Level 6 12. shared values 7 Level 5 27
    28. 28. Underlying Fears that Drive Deficiency NeedsLevel 3 – I am not enoughI do not have enough power, authority orrespect to satisfy my need for self-esteemLevel 2 – I am not loved enoughI do not have enough love, caring, attention,etc, to satisfy my need for belongingLevel 1 – I don’t have enoughI do not have enough money, safety, protection,health, food, etc, to satisfy my need for survival 28
    29. 29. Whole Systems Change
    30. 30. Cultural Evolution – Whole System Change Values Behaviors Personality CharacterIndividual Individual values and beliefs Individual behaviors Personal Alignment Values Mission Alignment AlignmentCollective Structural Alignment Culture Social Structures Group values and beliefs Group behaviors 30 Thank you Ken Wilber
    31. 31. Whole System Change Interior Exterior Character Personality Individual Leaders’ Values Change Collective Society Changes Culture Society www.valuescentre.com Powerful metrics that enable leaders to measure and manage cultures. 31
    32. 32. From CVA to Action Live the values and grow the desired culture 6 1 Values Assessment 5 2 Share results and start dialogueCreate Culture Development Plan 4 3 Prioritize key focus values Explore key values and behaviours
    33. 33. Nothing changeswithout dialogue 33
    34. 34. Nedbank Case Study • Cultural Entropy from 25% 2005 to 11% in 2011 • Employee engagement up 26% • Hit key targets 20% ROE and 55% Cost to Income Ratio • Nedbank are making a real difference for in the Environment and Communities • Key sponsor of the South Africa National Values Assessment 34
    35. 35. Unilever Brazil Case Study • Entropy fell from 37% in 2008 to 19% in 2010 • Revenue grew by 3% in 2008, 7% in 2009 and into the double digits by the second quarter in 2010. • Revenue growth was driven by increases in market share • Much happier staff!! 35
    36. 36. Blackhawk Case Study • Cultural Entropy from 56% in 2007 to 14% in 2010 • Gross revenue grew from $4 million a year in 2007 to approximately $20 million a year in 2010 • Opened two new community clinics • Increased staff, including well-respected doctors • Upgraded equipment and facilities, including new MRI and Bone Densitometry machines and remodelled patient rooms • Increased patient census • Significantly improved employee satisfaction and productivity • Community involvement with several philanthropic endeavours 36
    37. 37. The Impact of Employee Engagementon Performance Top 40 Best Companies to work for in the USA Average Annualized Return 16.39% S&P 500 Average Annualized Return 4..12% Financial Returns www.valuescentre.com Powerful metrics that enable leaders to measure and manage cultures. 37
    38. 38. 38
    39. 39. 1995 1998 2006 2010 2012 2012 2013 2013

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