Phil Clothier, CEO of Barrett Values Centre shares about the importance of culture in High Performing Organisations.

1. Transforming and Building a High Performance Culture
To drive Organisational Growth

3. 3
Stakeholder demands
Finances
Organisation
Politics
Operations
“Change” is the journey outside of us –
“Transformation” is the inner journey we go through in
order to take on the outer change.
Source: Tor Eneroth
Difference between Change and
Transformation

4. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
4
Important Questions
• What are you feeling right now?
• If any what are your “major energy” leaks today?
• What is your most important question now?
(Related to your motivation to come today)

5. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
5
Tangible vs Intangible Assets

6. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
6
Leaders Understand the Importance of Culture
Deloitte Human Capital Trends 2016
Duke University and Columbia University 2015 research
PWC 2013 Culture and Change Management Survey
Culture as an important or very important issue.
Culture is important to their firms.
Culture is critical to their organisation’s success.
Understand their organisation’s culture.
Are excellent at effectively driving the desired culture.
Corporate culture exactly where it needed to be.
Culture needs a major overhaul.
86%
28%
12%
91%
5%
84%
51%

7. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
7
The Top 40 Best Companies to Work For (USA)
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 employee’s basic needs and satisfying their
growth needs: they focus on helping their employees feel happy and fulfilled.

8. How much does
culture matter?

9. materialistic
short-term focus
educational opportunities
uncertainty about the future
corruption
elitism
material needs
wasted resources
gender discrimination
blame
accountability
family
employment opportunities
financial stability
optimism
dependable public services
honesty
social responsibility
human rights
poverty reduction
Iceland National Assessment 2008
family
honesty
responsibility
accountability
financial stability
trust
friendship
positive attitude
humour/fun
adaptability
respect
Personal Values Desired CultureCurrent Culture
Cultural Entropy 53%

10. Iceland

11. Iceland
1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers
Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare,
Sustainability

12. 12
Culture eats strategy
for breakfast

13. 13
What you can measure,
you can manage

14. 14
Human
Leadership

15. 15
Cultural Evolution Begins with Personal Evolution
The culture of
an organisation
is a reflection
of the leadership
consciousness.
power (L) 11 3 (R)
blame (L) 10 2 (R)
demanding (L) 10 2 (R)
manipulative (L) 10 2 (R)
experience 9 3 (I)
controlling (L) 8 1 (R)
arrogant (L) 7 3 (R)
authoritarian (L) 6 1 (R)
exploitative (L) 6 1 (R)
ruthless (L) 6 1 (R)
1. short-term focus (L) 13 1 (O)
2. blame (L) 11 2 (R)
3. manipulation (L) 10 2 (R)
4. caution (L) 7 1 (I)
5. cynicism (L) 7 3 (I)
6. bureaucracy (L) 6 3 (O)
7. control (L) 6 1 (R)
8. cost reduction (L) 5 1 (O)
9. empire building (L) 5 2 (O)
10. image (L) 5 3 (R)
11. long hours (L) 5 3 (O)
CVA Current Culture
IRS (P)=0-0-0-0 IRS (L)=2-4-5-0
Cultural Entropy 38% Personal Entropy 64%
LVA Feedback 14 Assessors
IRS (P)=1-0-0-0 IRS (L)=0-9-0-0

16. 16
Cultural Evolution Begins with Personal Evolution
The culture of
an organisation
is a reflection
of the leadership
consciousness.
continuous learning 11 4 (O)
generosity 11 5 (I)
commitment 10 5 (I)
positive attitude 10 5 (I)
vision 10 7 (I)
ambitious 9 3 (I)
making a difference 8 6 (R)
results orientation 8 3 (O)
honesty 7 5 (I)
integrity 7 5 (I)
intuition 7 6 (I)
leadership developer 7 6 (O)
1. customer satisfaction 16 2 (R)
2. commitment 11 5 (I)
3. continuous learning 11 4 (O)
4. making a difference 11 6 (O)
5. global perspective 9 3 (S)
6. mentoring 9 6 (R)
7. enthusiasm 8 5 (I)
8. leadership development 8 6 (O)
9. integrity 7 5 (I)
10. open communication 7 2 (O)
11. optimism 7 5 (I)
12. shared values 7 5 (O)
Cultural Entropy 7% Personal Entropy 9%
CVA Current Culture
IRS (P)=4-2-5-1 IRS (L)=0-0-0-0
LVA Feedback 27 Assessors
IRS (P)=8-1-3-0 IRS (L)=0-0-0-0

17. 17
Dialogue is key &
Transformation takes time

18. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
18
Which values are most important to you?
Accountability
Achievement
Balance (home/work)
Commitment
Compassion
Competence
Continuous learning
Cooperation
Courage
Creativity
Enthusiasm
Efficiency
Ethics
Excellence
Fairness
Family
Financial gain
Friendships
Future generations
Health
Honesty
Humor/fun
Independence
Integrity
Initiative
Intuition
Making a difference
Open communication
Openness
Personal fulfillment
Personal growth
Power
Respect
Responsibility
Risk-taking
Self-discipline
Success
Trust
Wisdom
1) Choose three values that is important to you
2) What are your beliefs that support these values
3) What behaviours do you exhibit that support these values

19. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
22
A Tale of Two Companies
Organisation A Organisation BValue
client satisfaction
making a difference
integrity
teamwork
humor/fun
quality
ethics
financial stability
Level
2
6
5
4
5
3
7
1
Value
blame
short term focus
internal competition
buck passing
risk averse
customer satisfaction
information hoarding
profit
Level
2
1
2
3
1
2
2
1
Service
Making a Difference
Internal Cohesion
Transformation
Self-Esteem
Relationship
Survival
Employee
Engagement Innovation
& Creativity
Customer
Satisfaction
Organisational
Resilience Finance

20. Maslow’s Needs to Barrett’s Consciousness
Abraham Maslow
Know and
Understand
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
N e e d s C o n s c i o u s n e s s
Self-Actualization
Richard Barrett

21. Please stand up

22. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
25
Story of a full spectrum organisation
Service to humanity and societal contribution
External collaboration, community involvement
Sense of purpose & strong internal community
Ongoing improvement and employee participation
High performance systems, high quality output
Positive relationships that support organisation
needs
Financial viability and employee safety

23. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
26
Level 1 - Survival
26
Imagine a company that fair in the way
it sets prices and pay. Because it has
moved beyond fear-driven greed, it is
profitable, growing sustainably and
creates a good shareholder return.
It also provides safe and comfortable
working conditions for its people.

24. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
27
Level 2 - Relationship
27
When people walk into the office
each day they smile and greet each
other warmly.
There is a healthy sense of respect
and customers feel well looked after.

25. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
28
Level 3 – Self Esteem
28
The organisation invests in high
performing systems.
It trains its people to be excellent at
doing their jobs and the staff are
proud to tell others who they work
for.

26. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
29
Level 4 - Transformation
29
The organisation moves forward
through innovation and continuous
improvement. It has the adaptability
and resilience to weather tough
times.
People feel empowered, have the
courage to ask tough questions and
it is OK to make mistakes.

27. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
30
Level 5 – Internal Cohesion
30
People feel inspired by the vision
and values and work well together to
achieve the desired outcomes.
There are high levels of trust and a
deep sense of purpose, fun and
team spirit.

28. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
31
Level 6 – Making a difference
31
This is a collaborative working
environment for staff, customers,
suppliers and the community, where
people focus on win-win for all
concerned.
The investment in leadership
development means that leaders are
making a sustainable difference
inside and outside the organisation.

29. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
32
Level 7 - Service
32
For people in this organisation,
ethics is not about compliance but
doing what they believe is right, in
their hearts.
There is a knowing that by doing
their jobs, people are serving society
and future generations.

30. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
33
Seven Levels of Organisational Consciousness
Positive Focus/ Excessive Focus
Service
Service to Humanity and the Planet
Social responsibility, future generations, long-term perspective,
ethics, compassion, humility
Making a Difference
Strategic Alliances and Partnerships
Environmental awareness, community involvement, employee
fulfilment, coaching/mentoring
Internal Cohesion
Building Internal Community
Shared values, vision, commitment, integrity,
trust, passion, creativity, openness, transparency
Transformation
Continuous Renewal and Learning
Accountability, adaptability, empowerment, teamwork, goals
orientation, personal growth
Self Esteem
High Performance
Systems, processes, quality, best practices,
pride in performance. Bureaucracy, complacency
Relationship
Employee Recognition
Loyalty, open communication, customer satisfaction, friendship.
Manipulation, blame
Survival
Financial Stability
Shareholder value, organisational growth,
employee health, safety. Control, corruption, greed

31. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
35
CBT Technology
cost reduction
bureaucracy
confusion
profit
information hoarding
short term focus
hierarchical
results orientation
client satisfaction
empire building
client satisfaction
employee fulfilment
continuous improvement
effective communication
teamwork
financial stability
adaptability
trust
professionalism
vision
Personal Values Desired CultureCurrent Culture
honesty
commitment
humour/fun
reliability
enthusiasm
adaptability
family
integrity
trust
balance home/work

32. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
36

33. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
37
Cost of Limiting Values
• Short-term Focus £3,489,000
• Confusion £3,178,000
• Bureaucracy (unnecessary) £1,799,000
• Empire Building £1,764,000
• Information Hoarding £1,634,000
• Sickness and Leavers £834,000
• Hierarchical £624,000
• Long Hours £187,000
• Total Entropy (potential business value) £13,504,000
Based on staff’s perception of lost productivity and opportunity.
Annual income £33,000,000 and loss of £500,000 that year

34. Potential feelings and thoughts of people and groups undergoing change
Shock, Denial
ExplorationResistance, Anger
Commitment
Accepting Reality

35. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
39
Growing your desired culture

36. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
40
Leadership Commitment
• Role of the CEO
• Board Commitment
• Compelling shared reason
• Personal Awareness
• Walking your talk
• Involvement and commitment from
all managers

37. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
41
How to define and grow your culture
• Shared vision and mission (purpose)
• Culture Measurement
• Define wanted behaviours and
actions
• Handle dysfunction
• Align Culture and strategy
• Continuous dialogue

38. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
42
Structural Alignment
• Decision making processes
• HR Processes and structures
• Leadership development and
management training
• Organisation wide values awareness

39. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
43
Roles for supporting culture
• Culture Manager
• Culture Ambassador

40. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
44
Checklist
• If yes, score 2
• If partial, score 1
• If not al all, score 0
• In pairs please share what this checklist has made you aware off?
What do you notice you are doing well?
What areas might you like to develop
What questions or actions have come out of this for you?

41. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
45
Getting stuck & Common mistakes
• Lack of commitment
• Lack of knowledge
• Lack of courage

42. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
46
To lead people
through change
To grow a
shared culture
To plan and lead
cultural transformation
Checklist
and overview
Free resources
www.valuescentre.com

43. Navigating Uncertainty- Culture Workshops: Singapore 2017 Group
plot (62)
teamwork 23 4(R)
continuous improvement 19 4(O)
customer satisfaction 18 2(O)
employee engagement 17 5(O)
cost reduction (L) 15 1(O)
integrity 15 5(I)
open communication 15 2(R)
results orientation 15 3(O)
accountability 14 4(R)
profit 14 1(O)
employee engagement 28 5(O)
continuous improvement 26 4(O)
teamwork 24 4(R)
customer satisfaction 19 2(O)
shared values 17 5(O)
accountability 16 4(R)
cross group collaboration 16 6(O)
innovation 16 4(O)
leadership development 16 6(O)
open communication 14 2(R)
results orientation 14 3(O)
Values Plot February 28, 2017Copyright 2017 Barrett Values Centre
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
I = Individual
R = Relationship
O = Organisational
S = Societal
continuous learning 32 4(I)
integrity 28 5(I)
positive attitude 25 5(I)
accountability 24 4(R)
making a difference 23 6(S)
commitment 18 5(I)
balance (home/work) 15 4(I)
adaptability 14 4(I)
coaching/ mentoring 14 6(R)
well-being (physical/
emotional/ mental/ spiritual)
14 6(I)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=7-2-1 IRS (L)=0-0-0 IROS (P)=1-3-5-0 IROS (L)=0-0-1-0 IROS (P)=0-3-8-0 IROS (L)=0-0-0-0
Matches
PV - CC 2
CC - DC 7
PV - DC 0
new requests
Cultural Entropy:
Current Culture
13%

44. When you care
about people,
people care about
you?

45. Overdue Invoices

46. Hi
Thank you, we know you care.
We love you too.....
Phil
RE: Feedback on invoices and payments made

47. Thanks for this uniquely Phil/BVC reply - we don't have many
suppliers who express love for us!
I'm sure my super-diligent, gives-her-all colleague Rita really
appreciates YOUR care!
John
RE: Feedback on invoices and payments made

48. Dearest Phil
I waited especially to follow up on each and every invoice and make sure we
bring ourselves up to date, before I responded to you!
You see my first reactions stemmed from my ego (defensiveness, anger,
embarrassment, taking total responsibility and blame, and so on and yet so
much was beyond my control - fear based beliefs). I took responsibility and
worked to fix it immediately but I need to tell you that your mail made a world of
difference to me!
I was no longer driven by the default behaviour....instead I felt so moved,
respected and appreciated that I persevered because I truly do care - about both
our commitment and service to a higher purpose – our connecting soul values.
May your every endeavour be blessed. Lots of love Rita
Re: YOU MAKE A DIFFERENCE.........

49. Wow! Values and love at work! Thanks to both of you for a
bright shiny light interlude!
John
Re: YOU MAKE A DIFFERENCE.........