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The Ego Soul Dynamics of Well-Being at Work - Richard Barrett

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The Ego Soul Dynamics of Well-Being at Work - Richard Barrett

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The Ego Soul Dynamics of Well-Being at Work - Richard Barrett

  1. 1. Richard Barrett
  2. 2. WHO AM I?
  3. 3. RICHARD BARRETT OUR VISION To create a positive values-driven society. Chairman and Founder of the Barrett Values Centre (www.richardbarrett.net) To support leaders in building positive values- driven organizations. OUR MISSION
  4. 4. PHIL CLOTHIER provides powerful metrics to support leaders in building values-driven organizations and values-driven societies. CEO of Barrett Values Centre
  5. 5. cultural transformation tools® • Personal Values Assessment • Individual Values Assessment • Individual Development Report Leadership Development Report • Leadership Values Assessment MEASUREMENT TOOLS FOR INDIVIDUALS MEASUREMENT TOOLS FOR HUMAN GROUP STRUCTURES • Cultural Values Assessment • Cultural Evolution Report • Espoused Values Analysis • Merger/Compatibility Report • Customer Values Assessment • Community Values Assessment • National Values Assessment
  6. 6. Agriculture / forestry / fishing Banking / Financial Services Central / Local Government Chemical and pharma Construction Education / University Fast Moving Consumer Goods Food and drink Healthcare Hospitality / Tourism IT/ Telecoms/ Electronics Manufacturing Media/Film/TV/Publishing Military NGO / Not for profit Oil/gas/mining Police & Justice Professional Services Retail and wholesale Scientific / Technical / Engineering Scientific and technical Social housing Transportation The Sectors We Work In
  7. 7. In Order to Understand The Ego-Soul Dynamics of Well-Being At Work We Must First Define “WELL-BEING”
  8. 8. What does well-being mean to you? Discuss with a partner
  9. 9. WELLBEING isthefeelingyouget whenyouareableto satisfytheneedsofthe stageofpsychological developmentyouareat andhavenounmet needsfromprevious stages.
  10. 10. THE SEVEN STAGES OF PSYCHOLOGIC L DEVELOPMENT
  11. 11. THE 4 MINDS AND 3 BRAINS Most scientists have a tendency to think of our mind/brain as a single operating whole, but it is not. We have four minds and three brains that control our reflexes, behaviours and decision-making. The four minds and three brains in order of their appearance in our lives are:
  12. 12. Neocortex Mind/Brain4 Limbic Mind/BrainEmotional Mind3 Reptilian Mind/Brain 2 1 Soul Mind THE FOUR MINDS
  13. 13. THE BODY MIND AND EGO MIND The reptilian, limbic and neocortex brains together are known as the triune brain. The reptilian mind/brain is known as the body-mind. The emotional mind and rational mind are known as the ego-mind.
  14. 14. A PERSONAL JOURNEY Every person is on an evolutionary journey of psychological development. SERVING SELF-ACTUALIZING INDIVIDUATING DIFFERENTIATING CONFORMING SURVIVING INTEGRATING
  15. 15. “WELL-BEING ATWORK” Well-being at work is the feeling you get when you are able to satisfy the needs of the adult stages of psychological development—Individuating, Self-actualizing, Integrating and Serving SERVING INTEGRATING SELF- ACTUALIZING INDIVIDUATING
  16. 16. We grow in stages of psychological development We operate at levels of consciousness We live inside (are embedded in) cultural world views STAGES, LEVELS AND WORLD VIEWS
  17. 17. 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.
  18. 18. STAGES & LEVELS SERVING SERVICE INTEGRATING MAKING A DIFFERENCE SELF-ACTUALISING INTERNAL COHESION INDIVIDUATING TRANSFORMATION DIFFERENTIATING SELF-ESTEEM CONFORMING RELATIONSHIP SURVIVING SURVIVAL EvolutionofPersonalConsciousness 7 6 5 4 3 2 1
  19. 19. SURVIVING
  20. 20. 7 6 5 4 3 2 1 SURVIVING INFANCY: 0-2 Years Old NEED TO MANAGE YOUR ENVIRONMENT GETTING OUR BASIC PHYSIOLOGICAL NEEDS MET STAYING ALIVE! MOTIVATION
  21. 21. CONFORMING
  22. 22. CHILDHOOD: 3-7 Years Old NEED TO FEEL ACCEPTANCE & BELONGING IN FAMILY LEARNING TO BE LOVED AND FEEL PROTECTED KEEPING SAFE! MOTIVATION CONFORMING 7 6 5 4 3 2 1
  23. 23. DIFFERENTIATING
  24. 24. TEENAGER: 8-24 Years Old BEING RECOGNIZED AND VALUED (SELF-ESTEEM) FEELING SECURE! MOTIVATION DIFFERENTIATING 7 6 5 4 3 2 1 NEED TO FEEL ACCEPTANCE & BELONGING IN PEER GROUP
  25. 25. INDIVIDUATING
  26. 26. YOUNG ADULT: 25-39 Years Old NEED FOR FREEDOM AND AUTONOMY RESPONSIBILITY AND ACCOUNTABILITY FOR YOUR LIFE RELEASING YOUR FEARS! MOTIVATION INDIVIDUATING 7 6 5 4 3 2 1
  27. 27. SELF-ACTUALIZING
  28. 28. ADULTHOOD: 40-49 Years Old SELF-ACTUALIZING NEED FOR MEANING AND PURPOSE BECOMING FULLY WHO YOU ARE! SELF- EXPRESSION MOTIVATION 7 6 5 4 3 2 1
  29. 29. INTEGRATING
  30. 30. MATURE ADULT: 50-59 Years Old INTEGRATING DESIRE TO MAKE A DIFFERENCE UNCONDITIONAL LOVING RELATIONSHIPS EMPATHY CONNECTING MOTIVATION 7 6 5 4 3 2 1
  31. 31. SERVING
  32. 32. SENIOR: 60+ Years Old DESIRE TO SERVE THE GREATER GOOD SELF-LESS SERVICE COMPASSION CONTRIBUTING MOTIVATION 7 6 5 4 3 2 1 SERVING
  33. 33. UNDERSTANDING EGO-SOUL DYNAMICS
  34. 34. MASTERING SURVIVING PREPARES YOU FOR SELF-ACTUALIZING SERVING INTEGRATING SELF-ACTUALIZING INDIVIDUATING DIFFERENTIATING CONFORMING SURVIVING SOUL EGO-SOUL ALIGNMENT EGO 7 6 5 4 3 2 1 Self-expression Control No existential fears
  35. 35. If you have fears about surviving, you will not be able to self-express.
  36. 36. SERVING INTEGRATING SELF-ACTUALISING INDIVIDUATING DIFFERENTIATING CONFORMING SURVIVING SOUL EGO-SOUL ALIGNMENT EGO Connecting Belonging 7 6 5 4 3 2 1 MASTERING CONFORMING PREPARES YOU FOR INTEGRATING
  37. 37. If you have fears about being accepted, you will not be able to connect.
  38. 38. SERVING INTEGRATING SELF-ACTUALISING INDIVIDUATING DIFFERENTIATING CONFORMING SURVIVING SOUL EGO-SOUL ALIGNMENT EGO Contributing 7 6 5 3 2 1 4 Recognition MASTERING DIFFERENTIATING PREPARES YOU FOR SERVING
  39. 39. If you have fears about your self-worth, you will not be able to contribute.
  40. 40. “ ” A failure to master to the ego stages of development results in mental and physical disorders later in life.
  41. 41. Values? ‘S What are Donald
  42. 42. In the Introduction to The New Leadership Paradigm I plotted the values of several leaders based on the books they had written about leadership.
  43. 43. Disciplined Giving back Image (L) Loyalty Passion Profit Reciprocity Revenge (L) Ruthless (L) Winning A toxic mixture of values 2010 Unmet needs Service Making a difference Internal cohesion Transformation Self-esteem Relationships Survival
  44. 44. LET’S DO AN EXERCISE 1. What age group are you in— Individuating, Self-actualizing, Integrating or Serving? 2. Form groups of 4, 5 or 6 people in same age group. 3. Discuss what well-being means for you in your age group?
  45. 45. HavingDefinedWell-Being, WeMustNowDefine “WELL-BEING ATWORK”
  46. 46. B) become responsible and accountable for every aspect of your life; and WELL-BEING AT THE INDIVIDUATING STAGE OF DEVELOPMENT (25-39 YEARS) A) know yourself—identify your most important values and the behaviours that align with those values; In order to find well-being at the individuating stage of psychological development you need to: C) learn to manage your fears and develop your emotional intelligence skills.
  47. 47. In addition, you will be looking for opportunities to explore your gifts and talents—find out what you are good at and like doing and what you are not so good and do not like doing. We don't want to be micro-managed, but we do want someone we can turn to for advice. Someone we know we can rely on who has our best interests at heart. Without freedom, autonomy and challenges at this stage of development, you will not experience well-being.
  48. 48. B) find your purpose in life—the work that you love to do; and WELL-BEING AT THE SELF-ACTUALIZING STAGE OF DEVELOPMENT (40-49 YEARS) A) release any fears you may have about fully expressing who you really are; In order to find well-being at the self-actualizing stage of psychological development you will need to: C) express your creativity.
  49. 49. In addition, you will be looking for opportunities to align your purpose with your work so you find meaning in your life. You will want a job that allows you to fully express who you are, sparks your creativity and unleashes your passion. If you cannot fully express who you are, you will not experience well-being.
  50. 50. B) develop your empathy and social intelligence skills; and, WELL-BEING AT THE INTEGRATING STAGE OF DEVELOPMENT (50-59 YEARS) A) release any fears you have about forming unconditional loving relationships; In order to find well-being at the integrating stage of psychological development you will need to: C) actualize your purpose by connecting with other like-minded individuals to make a difference in the world.
  51. 51. In addition, you will be looking for opportunities to collaborate with other like-minded individuals on projects that allow you to actualize your purpose in life. If you cannot connect with others to make a difference, you will not experience well-being.
  52. 52. B) develop your compassion skills; and, WELL-BEING AT THE SERVING STAGE OF DEVELOPMENT (60 + YEARS) A) release any fears you have about your self-worth; In order to find well-being at the serving stage of psychological development you will need to: C) let yourself be guided by your soul’s inspiration.
  53. 53. In addition, you will be looking for opportunities to participate in acts of self-less service by alleviating suffering and/or caring for the well-being of future generations, humanity and the planet. You want to leave the world a better place than you found it. If you cannot make a contribution, you will not experience well-being.
  54. 54. WHAT PREVENTS US FROM FINDING WELL-BEING AT WORK The personality of your boss (subconscious fear- based beliefs—lack of internal alignment). 3 The culture of the organization— potentially limiting values. 21 Your personality (subconscious fear- based beliefs—lack of internal alignment).
  55. 55. YOUR LACK OF INTERNAL ALIGNMENT 1 These are the issues you have with regard to your unmet survival (control), safety (relationship) and security (self-esteem) needs. You must learn to manage your subconscious and conscious fears and develop your emotional intelligence skills. You will need feedback from your co-workers to master your fears. Cultural Transformation Tools: Individual Development Report
  56. 56. THE CULTURE OF THE ORGANIZ- ATION 2 If the culture of the organization does not align with your values and does not support you in meeting your needs you will not feel a sense of well-being—you will not feel engaged. (High cultural entropy and low cultural well-being scores) Cultural Transformation Tools: Cultural Values Assessment
  57. 57. EXERCISE Discuss in your group how the culture of your organization affects your level of well-being at work..
  58. 58. THE PERSONALITY OF YOUR BOSS 3 These are the issues your boss has with regard to his or her unmet survival (control), safety (relationship) and security (self- esteem) needs. He/she must learn to manage his/her fears and develop his/her emotional intelligence skills. He/she will need feedback from their subordinates and peers to master his/her fears. Cultural Transformation Tools: Leadership Development Report, Leadership Values Assessment
  59. 59. EXERCISE Discuss with a partner how your boss affects your level of well-being at work.
  60. 60. MEASURING THE CULTURAL HEALTH (WELL-BEING) OF YOUR ORGANIZATION
  61. 61. measures the level of fear-driven organizational dysfunction. It measures the proportion of limiting values in an organization. Cultural Entropy The Barrett Values Centre’s ® score
  62. 62. is the inverse of the cultural entropy score. It measures the proportion of positive values in an organization— the extent to which employees feel their needs are being met. Cultural Health The Barrett Values Centre’s score
  63. 63. I am going to show you values assessments for two teams. Based on these results, I want you to decide which team you would prefer to work in.
  64. 64. TOP TEN CURRENT CULTURE VALUES OF TEAM “A” Customer satisfaction Making a difference Commitment Employee fulfilment Continuous improvement Humour/fun Shared vision Customer collaboration Balance (home/work) Teamwork
  65. 65. Long hours(L) Confusion (L) Short-term focus (L) Blame (L) Information hoarding (L) Manipulation (L) Hierarchy (L) Results orientation Bureaucracy (L) Quality TOP TEN CURRENT CULTURE VALUES OF TEAM “B”
  66. 66. 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 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) 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 PlotCopyright 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 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) TEAM “A” (19 PEOPLE)
  67. 67. C T S 2 1 3 4 5 6 7 TEAM “A” (19 PEOPLE) Values Distribution Positive Values Potentially Limiting Values C = Common Good T = Transformation S = Self-Interest 9% 17 % 25 % 21 % 9% 14 % 5% 0% 0% 0% 0% 60% 7 6 5 4 3 2 1 1% 24 % 28 % 20 % 4% 10 % 6% 5% 0% 2% 0% 60% 7 6 5 4 3 2 1 4% 22 % 23 % 27 % 10 % 9% 5% 0% 0% 0% 0% 60% 7 6 5 4 3 2 1 CTS = 51-21-28 CTS = 53-20-27 CTS = 49-27-24 Cultural Entropy = 0% Cultural Entropy = 0% 26% 46% 28% 25% 48% 27% 26% 50% 24% Low level of Cultural Entropy = High level of Employee Engagement Cultural Entropy = 7% Personal Values Current Culture Values Desired Culture Values Copyright 2015 Barrett Values Centre
  68. 68. Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=9-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-3-5-0 IROS (P)=0-3-8-0 IROS (L)=0-0-0-0 confusion (L) 15 3(O) long hours (L) 12 3(O) short-term focus (L) 11 1(O) blame (L) 10 2(R) information hoarding (L) 9 3(R) manipulation (L) 8 2(R) hierarchy (L) 8 3(O) results orientation 7 3(O) bureaucracy (L) 6 3(O) quality 6 3(O) continuous improvement 11 4(O) information sharing 10 4(O) quality 9 3(O) customer satisfaction 8 2(O) teamwork 8 4(R) accountability 7 4(R) professionalism 7 3(O) efficiency 6 3(O) balance (home/work) 6 4(O) continuous learning 6 4(O) Values PlotCopyright 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 0 CC - DC 1 PV - DC 2 Cultural Entropy: Current Culture 47% commitment 26 5(I) honesty 12 5(I) integrity 9 5(I) adaptability 8 4(I) continuous learning 8 4(I) responsibility 8 4(I) cooperation 8 5(R) efficiency 7 3(I) family 6 2(R) humour/ fun 6 5(I) TEAM “B” (35 PEOPLE)
  69. 69. C T S 2 1 3 4 5 6 7 TEAM “B” (35 PEOPLE) Values Distribution Positive Values Potentially Limiting Values C = Common Good T = Transformation S = Self-Interest Cultural Entropy = 47% Personal Values Current Culture Values Desired Culture Values 5% 7% 36 % 21 % 13 % 10 % 6% 0 % 0 % 2 % 0% 60% 7 6 5 4 3 2 1 2 % 5 % 7 % 16 % 11 % 6 % 6 % 25 % 11 % 11 % 0% 60% 7 6 5 4 3 2 1 3 % 9 % 23 % 32 % 18 % 10 % 3 % 0 % 0 % 2 % 0% 60% 7 6 5 4 3 2 1 CTS = 48-21-31 CTS = 14-16-70 CTS = 35-32-33 Cultural Entropy = 2% Cultural Entropy = 2% High level of Cultural Entropy = Low level of Employee Engagement Copyright 2015 Barrett Values Centre
  70. 70. CULTURAL HEALTH OF ORGANIZATION “A” Top ten current culture values 1 Customer satisfaction 2 Making a Difference 3Commitment 5 Continuous Improvement 7Shared Vision 9 Balance (home/work) 4 Employee Fulfillment 6 Humor / Fun 8 Customer Collaboration 10 Teamwork Cultural Entropy Score = 7% 93% Cultural Health Score =
  71. 71. CULTURAL HEALTH OF ORGANIZATION “B” Top ten current culture values 1Long hours (L) 2 Confusion (L) 3 Short-term focus (L) 5 Information hoarding (L) 7Hierarchy (L) 9Bureaucracy (L) 4 Blame (L) 6 Manipulation (L) 8 Results orientation 10 Quality Cultural Entropy Score = 47% 53% Cultural Health Score =
  72. 72. The presence of potentially limiting values at the Survival, Relationship and Self- esteem levels of consciousness increases stress and lowers the overall level of cultural health in an organization. CULTURAL HEALTH INHIBITORS
  73. 73. When these values are present Cultural Health decreases High Performance Bureaucracy, Hierarchy, Complacency, Arrogance, Confusion, Power-seeking, Silo Mentality Harmonious Relationships Blame, Manipulation, Internal Competition, Empire Building, Internal Politics. Financial Stability Control, Micro-management, Greed, Demanding, Exploitation, Job Insecurity, Short-term focus 7 6 5 4 3 2 1 CULTURAL HEALTH INHIBITORS
  74. 74. ORGANIZATION “B” Low Well- Being 53% High Cultural Entropy 47% WHICH ORGANIZATION WOULD BE THE LEAST STRESSFUL TO WORK IN Long hours(L) Confusion (L) Short-term focus (L) Blame (L) Information hoarding (L) Manipulation (L) Hierarchy (L) Results orientation Bureaucracy (L) Quality Stress Inducing Values Customer satisfaction Making a difference Commitment Employee fulfilment Continuous improvement Humour/fun Shared vision Customer collaboration Balance (home/work) Teamwork No Stress Inducing Values ORGANIZATION “A” High Well- Being 93% Low Cultural Entropy 7%
  75. 75. If Your mind is focused at this level of consciousness this is what you want to find in your organizational culture Service to Humanity and the Planet Social Responsibility, Future Generations, Long-Term Perspective, Ethics, Compassion, Humility. Strategic Alliances and Partnerships Environmental Awareness, Community Involvement, Employee Fulfilment, Coaching/Mentoring.Building Internal Community Shared Values, Vision, Commitment, Integrity, Trust, Passion, Creativity, Openness, Transparency. Continuous Renewal and Learning Accountability, Adaptability, Empowerment, Teamwork, Goals Orientation, Personal Growth. High Performance Systems, Processes, Quality, Best Practices, Achievement, Pride in Performance. Harmonious Relationships Loyalty, Open Communication, Customer Satisfaction, Collegiality, Friendship, Harmony. Financial Stability Financial Stability, Shareholder Value, Organisational Growth, Employee Health, Safety. SERVING (60 + years) INTEGRATING (50-59) years SELF-ACTUALIZING (40-49 years) INDIVIDUATING (25-39 years) DIFFERENTIATING CONFORMING SURVIVING
  76. 76. WHAT IS CULTURAL ENTROPY?
  77. 77. UNNECESSARY OR UNPRODUCTIVE WORK— WORK THAT DOES NOT ADD VALUE. The amount of energy that is consumed in an organisation doing
  78. 78. that employees encounter in their day-to-day activities that prevent the organisation from operating at peak performance and cause employees to experience stress and prevent them from getting their needs met. It is a measure of the CONFLICT, FRICTION AND FRUSTRATION
  79. 79. Cultural entropy significantly impacts employee engagement 25% 39% 53% 66% 80% 94% 0% 8% 15% 23% 30% Cultural Entropy EmployeeEngagement
  80. 80. CULTURAL ENTROPY HIGHLY ENGAGED <10% ENGAGED 11-20% BECOMING DISENGAGED 21-30% DISENGAGED 31-40% HIGHLY DISENGAGED > 41% EMPLOYEE ENGAGEMENT
  81. 81. HOW DOES CULTURAL ENTROPY ARISE? 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.
  82. 82. WHAT IS PERSONAL ENTROPY?
  83. 83. FEAR-DRIVEN ENERGY Personal entropy is the amount of that a person expresses in his or her day-to-day interactions with other people.
  84. 84. Personal entropy arises from subconscious fear-based beliefs learned when we were young about meeting our survival, safety and security needs.
  85. 85. PERSONAL WELL-BEING INHIBITOR The presence of limiting values at the survival relationship and self- esteem levels of consciousness. I am not enough I am not loved enough I don’t have enough
  86. 86. personal entropy measuring
  87. 87. How to measure Personal Entropy ASSESSOR’S OBSERVED VALUES OF INDIVIDUAL Which of the following values/behaviours most reflect how individual “X” operates? Pick ten. LEADERSHIP VALUES ASSESSMENT LEADERSHIP DEVELOPMENT REPORT INDIVIDUAL DEVELOPMENT REPORT INDIVIDUAL’S VALUES Which of the following values/behaviours most reflect how you operate? Pick ten. http://www.valuescentre.com/our-products/products- leaders/leadership-values-assessment-lva
  88. 88. Level Personal Values (PV) Current Culture Values (CC) 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 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) 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) I = Individual R = Relationship Orange = Values Match P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Personal Entropy = 27% High Personal Entropy Individual (20 Assessors)
  89. 89. C T S 2 1 3 4 5 6 7 Positive Values Potentially Limiting Values C = Common Good T = Transformation S = Self-Interest Individual’s perspective Observed Values by Assessors Copyright 2015 Barrett Values Centre High Personal Entropy Individual (20 Assessors) 10 % 30 % 0% 50 % 0% 0% 0% 10% 0% 0% 0% 60% 7 6 5 4 3 2 1 3% 5% 12 % 20 % 25 % 7% 1% 10% 8% 9% 0% 60% 7 6 5 4 3 2 1 Personal Entropy = 27%
  90. 90. What Low and High Personal Entropy Individuals Focus on … Low Entropy Individuals (0-6%) Commitment Positive attitude Accessible Teamwork Trustworthy Integrity Accountability Customer satisfaction Enthusiasm Fairness Internal Cohesion Focus High Entropy Individuals (21%+) Commitment Controlling (L) Ambitious Results orientation Demanding (L) Experience Goals orientation Authoritarian (L) Humor/fun Power (L) Self- Esteem Focus Stress Inducing Values Based on 3600 Leadership Values Feedback carried out on 100 leaders from 19 countries (2008-2010)
  91. 91. A HIGH PERFORMANCE ORGANIZATION 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 Culture Values CVA Current Culture PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 Cultural Entropy 7% Internal Cohesion 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 Leader’s Values LVA Feedback 27 Assessors PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0 Internal Cohesion Personal Entropy 9%
  92. 92. A LOW PERFORMANCE ORGANIZATION 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 Leader’s Values LVA Feedback 27 Assessors PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0 Personal Entropy 64% CVA Current Culture Culture Values PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 Cultural Entropy 38% 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
  93. 93. ORGANIZATIONS DON’T TRANSFORM. PEOPLE DO!
  94. 94. ORGANIZATIONAL TRANSFORMATION BEGINS WITH THE PERSONAL TRANSFORMATION OF THE LEADERS
  95. 95. Also available in Spanish, Portuguese, German and French (Dec. 2016) If you want to find out more about measuring Cultural Well-being, Cultural Entropy and Personal Entropy and creating a high performance organization that supports employee well-being.
  96. 96. Go to: www.valuescentre.com www.richardbarrett.net Contact Me: richard@valuescentre.com
  97. 97. 1995 1998 2006 2010 2011 2012 2013 2014 2015 2016 RICHARD BARRETT’S BOOKS

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