Values, Culture & Leadership Master Class at EMCC Mar 2011

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Values, Culture & Leadership Master Class at EMCC Conference March 2011 London.
Phil Clothier, Barrett Values Centre

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Values, Culture & Leadership Master Class at EMCC Mar 2011

  1. 1. Values, Culture & Leadership Consciously Creating the Futurephil@valuescentre.com – March 2011<br />
  2. 2. Presentation Description<br />This presentation was designed for a two hour Master Class on the topic of Values, Culture and leadership at the EMCC Annual Conference, London, 30th March 2011.<br />Master Class Delivered by Phil Clothier. CEO Barrett Values Centre<br />
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  4. 4. The purpose of our lives is to be happy<br />Happiness is the extent to which you live in love, as opposed to living in fear.<br />Dalai Lama<br />Phil<br />Clothier<br />
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  7. 7. Values – The building blocks of culture<br />
  8. 8. 1. client satisfaction <br />2. making a difference<br />3. integrity <br />4. teamwork <br />5. humour/fun <br />6. quality <br />7. ethics<br />8. financial stability <br />1. blame L<br />2. short term focus L<br />3. internal competition L<br />4. buck passing L<br />5. risk averse L<br />6. customer satisfaction<br />7. information hoarding L<br />8. profit <br />What is culture?<br />Talent<br />Financial <br />viability<br />Excellence<br />Ethics<br />Resilience<br />
  9. 9. Employee Value Proposition<br />Core Values (I-Care)<br />integrity<br />compassion<br />accountability<br />respect<br />excellence<br />Core Values<br />client collaboration<br />teamwork<br />delivery<br />meritocracy<br />integrity<br />1. long hours (L)<br />2. being the best<br />3. cost reduction (L)<br />4. poor communication (L)<br />5. client collaboration<br />6. bureaucracy (L)<br />7. confusion (L)<br />8. arrogance (L)<br />9. hierarchy (L)<br />10. silo mentality (L)<br />1. accountability<br />2. customer satisfaction <br />3. being the best <br />4. commitment <br />5. compassion <br />6. continuous improvement <br />7. integrity<br />8. teamwork <br />9. cost effectiveness<br />10. respect<br />Cultural Entropy 37%<br />Cultural Entropy 9%<br />
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  11. 11. Values under Pressure<br />
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  21. 21. Iceland<br />2007<br />Entropy 54%<br />August 2007<br />
  22. 22. Latvia<br />Latvia Government dissolved after failure to agree budget - 2007<br />
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  24. 24. Latvian and Russian Desired Culture<br />Latvian desired culture<br />Russian desired culture<br />
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  27. 27. The Value of Values<br />Latvia Sustainable Development Strategy until 2030<br />http://www.latvija2030.lv/page/320<br />
  28. 28. Organisational transformation starts with the personal transformation of the leaders<br />
  29. 29. It all starts with me<br />
  30. 30. Values Beliefs & Behaviours<br />1) Choose three values that are important to you in your life<br />2) What are your beliefs that support these values <br />3) What behaviours do you exhibit that support these values<br />Accountability<br />Achievement<br />Balance (home/work)<br />Commitment<br />Compassion<br />Competence<br />Continuous learning<br />Cooperation<br />Courage<br />Creativity<br />Enthusiasm<br />Efficiency<br />Ethics<br />Excellence<br />Fairness<br />Family<br />Financial gain<br />Friendships<br />Future generations<br />Health<br />Honesty<br />Humor/fun<br />Independence<br />Integrity<br />Initiative<br />Intuition<br />Making a difference<br />Open communication<br />Openness<br />Personal fulfillment<br />Personal growth<br />Power<br />Respect<br />Responsibility<br />Risk-taking<br />Self-discipline<br />Success<br />Trust<br />Wisdom<br />
  31. 31. Five Modes of Decision Making<br />Six<br />
  32. 32. Six Modes of Decision Making<br />Your soul is calling. You need to do this!<br />Inspiration<br />Based on what wants to emerge.<br />Tap into the collective unconscious<br />Intuition<br />Future orientation. Consciously creating the future. <br />Values<br />Based on past: Considered response. Pause between event and response.<br />Conscious Beliefs<br />Based on past: Learned reaction. Action precedes thought.<br />Sub Conscious Beliefs<br />Instincts<br />Based on past: DNA encoded reaction. Action precedes thought.<br />
  33. 33. 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 />
  34. 34. 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. <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. Level 1<br />Service<br />Is your organisation financially stable? <br />Does it set fair prices and pay? <br />Are the working conditions safe and comfortable?<br />Making a Difference<br />Internal Cohesion<br />Transformation<br />Self-esteem<br />Relationship<br />Survival<br />
  37. 37. Level 2<br />Service<br />When people walk into the office each day do they smile and greet each other warmly? <br />Is there a healthy sense of respect and do customers feel well looked-after?<br />Making a Difference<br />Internal Cohesion<br />Transformation<br />Self-esteem<br />Relationship<br />Survival<br />
  38. 38. Level 3<br />Service<br />Does the organisation invests in high performing systems? <br />Are people trained to be excellent at doing their jobs?<br />Are they proud to tell others who they work for?<br />Making a Difference<br />Internal Cohesion<br />Transformation<br />Self-esteem<br />Relationship<br />Survival<br />
  39. 39. Level 4<br />Is your company moving forward through innovation, adaptability and continuous improvement? <br />Do your staff feel empowered and have the courage to ask the tough questions? <br />Is it OK to make mistakes?<br />Service<br />Making a Difference<br />Internal Cohesion<br />Transformation<br />Self-esteem<br />Relationship<br />Survival<br />
  40. 40. Level 5<br />Do your people feel a sense of purpose and are they inspired by the vision?<br />Are the values demonstrated by the senior team in their decision making? <br />Are the high levels of trust, team spirit and fun?<br />Service<br />Making a Difference<br />Internal Cohesion<br />Transformation<br />Self-esteem<br />Relationship<br />Survival<br />
  41. 41. Level 6Consciousness<br />To what extent is there investment in leadership development, coaching and mentoring? <br />Does the organisation focus on making a difference, sustainability and environmental awareness?<br />Service<br />Making a Difference<br />Internal Cohesion<br />Transformation<br />Self-esteem<br />Relationship<br />Survival<br />
  42. 42. Level 7<br />In your company is ethics about compliance or doing what people believe is right, deep down in their hearts? <br />Is there a knowing that by doing their jobs, people are serving society & future generations?<br />Service<br />Making a Difference<br />Internal Cohesion<br />Transformation<br />Self-esteem<br />Relationship<br />Survival<br />
  43. 43. 7 Levels 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 fulfilment, coaching/mentoring<br />Making a Difference<br />Building Internal 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 />Employee Recognition<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 />
  44. 44. 7 Levels & Sustainability<br />People - Society<br />Service<br />Planet - Environment <br />Making a Difference<br />Cultural Alignment<br />Internal Cohesion<br />Continuous renewal<br />Transformation<br />Organisational effectiveness<br />Self-esteem<br />Harmonious relationships<br />Relationship<br />Profit - Economic stability<br />Survival<br />
  45. 45. Where are you?<br />
  46. 46. Survey Questions<br />1) Personal Values<br />Please select ten of the following values/behaviours that most reflect who you are, not who you desire to become. <br />2) Current OrganisationalCulture Values<br />Please select ten of the following values/behaviours that most reflect how your organisation currently operates. <br />3) Desired OrganisationalCulture Values<br />Please select ten of the following values/behaviours that you would desire for your organisation to achieve it's highest performance.<br />
  47. 47. CBT Staff (154)<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 />PL= 10-0 | IRS (P)= 7-3-0 | IRS (L)= 0-0-0<br />PL= 4-6 | IROS (P)= 0-0-4-0 | IROS (L)= 1-0-5-0<br />PL= 10-0 | IROS (P)= 1-2-7-0 | IROS (L)= 0-0-0-0<br />Matches<br />PV - CC 0<br />CC - DC 1<br />PV - DC 1<br />Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational<br />Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal<br />Values Plot<br />Copyright 2008 Barrett Values Centre<br />August 2008<br />
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  49. 49. Cost of Limiting Values<br />Short-term Focus £3,489,818<br />Confusion £3,178,636<br />Bureaucracy (unnecessary) £1,799,618<br />Empire Building £1,764,682<br />Information Hoarding £1,634,045<br />Sickness and Leavers £834,225<br />Hierarchical £624,327<br />Long Hours £187,909<br />Total Entropy (potential business value) £13,504,261<br />Based on staff’s perception of lost productivity and opportunity. Annual income £33,000,000 and loss of £500,000 in 2000.<br />Investment Leadership – Jim Ware’s book contains data showing the comparison between healthy and unhealthy cultures and bottom line performance.<br />
  50. 50. Estimated Cost of Entropy – National GDP<br />NB. Initial estimates based on calculation methods used for organisations. More research being done in this area.<br />
  51. 51. Cultural Entropy & Employee Engagement<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 />
  52. 52. Barrett Values Centre: Group (15)<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 />IROS (P)= 3-1-7-1 | IROS (L)= 0-0-1-0<br />IROS (P)= 1-3-5-0 | IROS (L)= 0-0-0-0<br />IRS (P)= 4-1-1 | IRS (L)= 0-0-0<br />Matches<br />PV - CC 3<br />CC - DC 6<br />PV - DC 2<br />Health Index (PL)<br />PV: 6-0<br />CC: 12-1<br />DC: 9-0<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 />Values Plot<br />Copyright 2010 Barrett Values Centre<br />December 2010<br />
  53. 53. Measurement Matters<br />The Barrett Model<br />1998<br />
  54. 54. Working with Whole the organisation<br />Implementing Whole-System Change<br />2006<br />
  55. 55. Cultural Evolution – Whole System Change<br />Values<br />Behaviors<br />Personality<br />Individual values and beliefs<br />Character<br />Individual behaviors<br />Individual<br />Personal Alignment<br />Values Alignment<br />Mission Alignment<br />Collective<br />Structural Alignment<br />Culture<br />Group values and beliefs<br />Social Structures<br />Group behaviors<br />Thank you Ken Wilber<br />
  56. 56. Organisational transformation starts with the personal transformation of the leaders<br />
  57. 57. Seven Levels of Leadership <br />Positive Focus/Excessive Focus<br />Wisdom/ Visionary<br />SERVICE TO HUMANITY<br />Long –term perspective. Future generations. Ethics.<br />COLLABORATION WITH CUSTOMERS AND LOCAL COMMUNITY<br />Strategic alliances. Employee fulfilment. Environmental stewardship.<br />Mentor/ Partner<br />DEVELOPMENT OF CORPORATE COMMUNITY<br />Positive, creative corporate culture. Shared vision and values.<br />Integrator/ Inspirer<br />Facilitator/ Influencer<br />CONTINUOUS RENEWAL<br />Promotes learning and innovation. Team builder. Empowers others.<br />Manager/ Organiser<br />BEING THE BEST, BEST PRACTICE<br />Productivity. Efficiency. Quality. Systems and processes.<br />Bureaucracy. Complacency.<br />Relationship Manager<br />RELATIONSHIPS SUPPORTING CORPORATE NEEDS<br />Good communication between employees, customers and suppliers.<br />Manipulation. Blame.<br />Crisis Director<br />PURSUIT OF PROFIT & SHAREHOLDER VALUE<br />Able to manage adversity. Directive. Willing to take charge.<br />Exploitation. Over-control.<br />
  58. 58. The Leader and the Vision<br />The leader must be able to answer the questions <br /><ul><li> Who am I?
  59. 59. Why am I here?
  60. 60. What is my purpose?
  61. 61. What is my vision?</li></ul>If the leader cannot lead him/herself then how can they lead an organisation?<br /><ul><li> Who are we?
  62. 62. Why are we here?
  63. 63. What is our purpose?
  64. 64. What is our vision?</li></li></ul><li>What is holding you back from expanding your vision and contribution?<br />What qualities would you need to embrace to step into a larger role in the world?<br />Courage<br />The ability to overcome your fears … and do it anyhow.<br />
  65. 65. Underlying Fears that Drive Deficiency Needs<br />Level 3 – I am not enough<br />I do not have enough power, authority or respect to satisfy my need for self-esteem<br />Level 2 – I am not loved enough<br />I do not have enough love, caring, attention, etc, to satisfy my need for belonging <br />Level 1 – I don’t have enough<br />I do not have enough money, safety, protection, health, food, etc, to satisfy my need for survival<br />
  66. 66. Facing my fears<br />Step 2<br />I do not have enough............ to satisfy my need for ..............<br />
  67. 67. Cultural Evolution Begins with Personal Evolution<br />The culture ofan organisationis a reflectionof the leadership consciousness.<br />CVA Current Culture <br />LV A Feedback 14 Assessors<br />Cultural Entropy 38%<br />Personal Entropy 64%<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 />
  68. 68. Cultural Evolution Begins with Personal Evolution<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 />Cultural Entropy 7%<br />Personal Entropy 9%<br />PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0<br />
  69. 69. Democratising Leadership<br />2006<br />
  70. 70. Book dedication<br />Dedicated to <br />My Mother<br />Gwendoline <br />Olive Barrett<br />1910 - 2010<br />... and 15 Days<br />
  71. 71. The New Leadership Paradigm<br />A Shift from “I” to “We”<br />Ultimately, the problems of existence that we collectively face are issues of personal consciousness, and the crisis we face is a crisis of leadership. <br />We will only get beyond this stage of our collective evolution if we can put aside our narrow self-interests, focus on the whole system, and build a values-driven framework of policies that support the common good. <br />
  72. 72. From the Big Bang… to the Present Day<br />Stage 1<br />Entities learn how to become viable and independent in their frameworks of existence.<br />Stage 2 <br />As life conditions become more complex, viable independent entities bond with each other to create a group structures. <br />Stage 3 <br />Viable independent group structures then cooperate with each other to form a higher order entity. <br />Energy Atoms MoleculesCells Organisms CreaturesHomo sapiens<br />
  73. 73. Stage 3 External Cohesion: Viable independent group structures then cooperate with each other to form a higher order entity. <br />Stage 2 Internal Cohesion: Viable independent entities then bondwith each other to create a group structure. <br />Stage 1 Personal Mastery: An entity learns how to become viable and independent in its framework of existence. <br />Framework of Evolution & The Barrett Model<br />
  74. 74. Leadership Development Learning System<br />The Journals and Workbooks<br />The Web Site<br />The Book<br />
  75. 75. Full Spectrum Leadership (Self Assessment)<br />http://www.valuescentre.com/resources/?sec=exercises<br />
  76. 76. The purpose of our lives is to be happy<br />Happiness is the extent to which you live in love, as opposed to living in fear.<br />Dalai Lama<br />Phil<br />Clothier<br />

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