The document outlines the objectives and key themes of a workshop focused on improving organizational culture, employee engagement, and productivity through a values-driven approach. It emphasizes the importance of aligning personal and organizational values, measuring cultural health, and addressing issues like cultural entropy that hinder performance. The workshop includes exercises to help participants reflect on their values and the desired culture within their organizations.

1. Joanna Barclay Senior Consultant Groupe Intersol Group [email_address]

2. Introductions Welcome Name and role? What attracted you most to attending this workshop? Workshop objectives

3. Core Business Challenges How to attract, keep and engage top people; How to increase innovation, productivity and client satisfaction; How to ensure ethics permeate the organization.

4. Current Reality The significant problems we face cannot be solved at the same level of thinking that created them. Pandemics Climate Change Global Economy Global Terrorism Poverty Reduction Food Resilience Natural Disasters Technology Species Extinction Water Shortages

5. Evolution of Business Paradigms Manpower Agricultural Age 1900 1800 Information Age Intellectual Capital Industrial Age Quality of Product Consciousness Age Cultural Capital 2000

6. Age of Consciousness Terms comfortably used in mainstream business culture: affection , love , joy, authenticity, empathy, compassion, soulfulness, loyalty, trust; Earn a share of employees heart and they will give a quantum leap in productivity and quality; Aging population altering the course of humankind into a kinder, gentler society. “ Share of Heart” “ People want to know you care, Before they care how much you know”.

7. Tell us about some companies you love. Not just like, but love .

8. What Does High Performance Look Like?

9. Values- Driven Values are deeply held principles that people hold or adhere to when making decisions. Individuals express their values through their behaviors. Organizations express their values through their culture.

10. Culture Defined The way things are done around here The culture of an organization or any group of individuals is a reflection of their values, beliefs and behaviours.

11. Values Driven Organizations INFLUENCE Values drive culture. Culture drives employee engagement. Employee engagement drives customer/citizen satisfaction. Customer satisfaction drives shareholder & stakeholder value.

12. Exercise: Values, Beliefs and Behaviors Choose 2 values that are important to you personally and enter them in the left hand column of the worksheet. EXAMPLE: Humor Write down your beliefs that support this value in the middle column. EXAMPLE: I believe that people who enjoy their work are more productive. I believe laughter reduces stress and creates a good work environment. I think play promotes innovation. Write down the behaviors you exhibit that support this value. EXAMPLE: You’ll find me quick to smile, laugh, and looking for the humor in things.

13. YouTube video “ Bringing your values to Work” http://www.youtube.com/watch?v=cnwKEkWYug0 Richard Barrett

14. ” Winds” Reason, Logic ” Currents” Spirit, Emotions Plans, Vision, Strategy, Goals, Structure, Systems Habits, Attitudes, Traditions, Prejudices, Patterns, Feelings, Fear, Values, Beliefs “ Culture eats strategy for breakfast”

15. Culture and Brand Employee Perspective Customer Perspective Culture Values, Beliefs, Behaviors Who you are on the inside, looks a lot like who you are on the outside Do you consciously create your culture, or do you have a default, unconscious culture? Culture Brand

16. New theories of organizational success Measurement matters. If you can measure it, you can manage it.

17. Cultural Capital So understanding the current culture matters. If you can name it, measure it, and understand it, you can manage it and align it.

18. Cultural Transformation Tools Cultural Transformation Tools ® (CTT) Powerful metrics which enable leaders to actively measure and manage cultures. They make the intangible, tangible. They link performance to culture.

19. Derivation of Consciousness Model Richard Barrett Know and Understand Physiological Safety Love & Belonging Self-esteem Self-Actualization Abraham Maslow Know and Understand Needs Consciousness

20. Alignment of employee and organizational consciousness Difficult to hire and keep people who are here Individual Consciousness When organizations are here… Corporate Consciousness

21. Cultural Transformation Model Know and Understand Physiological Safety Love & Belonging Self-esteem Key Attributes: Makes it possible to translate qualitative data into quantitative data Provides a base-line measurement instrument for monitoring changes in the organizational culture Provides a method for measuring cultural capital

22. Seven Levels of Organizational Development Positive Focus / Excessive Focus Barrett Model Cultural Transformation Tools Financial Stability Shareholder value, organizational growth, employee health, safety. Control, corruption, greed Employee Recognition Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame High Performance Systems, processes, quality, best practices, pride in performance . Bureaucracy, complacency Continuous Renewal and Learning Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth Building Corporate Community Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency Strategic Alliances and Partnerships Environmental awareness, community involvement, employee fulfillment, coaching/mentoring Service To Humanity and the Planet Social responsibility, future generations, long-term perspective, ethics, compassion, humility Service Making a Difference Internal Cohesion Transformation Self-Esteem Relationship Survival

23. Measuring the existing culture Which of the following values and behaviours most represent who you are? Which of the following values and behaviours most represent how your organization operates? Which of the following values and behaviours most represent how you would like your organization to operate? Three questions:

24. Placement of top ten Current Culture values Organization ABC - 100 Employees Top Ten Values 1. tradition (L) (59) 2. diversity (54) 3. control (L) (53) 4. goals orientation (46) 5. knowledge (43) 6. creativity (42) 7. productivity (37) 8. image (L) (36) 9. profit (36) 10. open communication (31) Service External cohesion Internal cohesion Transformation Self-esteem Relationship Survival 4 2 5 7 9 6 8 3 1 10

25. Cultural Entropy Cultural entropy is the amount of energy in an organization that is consumed in unproductive work. It is a measure of the friction and pent-up frustration that exists within an organization.

26. Cultural Entropy Energy available for productive work Non-productive or destructive energy What does 41% entropy look like?

27. Best Employers have Lowest Entropy This research of 163 organizations was carried out by Hewitt Associates and the Barrett Values Centre in 2008 Cultural Entropy Employee Engagement Tier 1 (Best) 5% 89% Tier 2 8% 76% Tier 3 15% 55% Tier 4 (Worst) 21% 40%

28. Local and Central Government Example Group(2990) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal Values Current Culture Values Desired Culture Values IRS (P)= 4-4-0 | IRS (L)= 1-0-0 IROS (P)= 0-0-3-1 | IROS (L)= 0-3-3-0 IROS (P)= 1-4-5-0 | IROS (L)= 0-0-0-0 Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal Values Plot Copyright Barrett Values Centre T T T T T T T T T T T T T T T T T T T T T T T T T T 1. honesty 1484 5(I) 2. reliability 1160 3(R) 3. family 1062 2(R) 4. commitment 1029 5(I) 5. humor/fun 1006 5(I) 6. fairness 978 5(R) 7. adaptability 919 4(I) 8. caring 914 2(R) 9. job security (L) 817 1(I) 10. balance (work/ non-work) 767 4(O) 1. bureaucracy (L) 1690 3(O) 2. target focus 1617 3(O) 3. hierarchy (L) 1063 3(O) 4. client focus 1036 2(O) 5. blame (L) 1013 2(R) 6. control (L) 1003 1(R) 7. short-term focus (L) 991 1(O) 8. productivity 924 3(O) 9. making a difference 798 6(S) 10. manipulation (L) 794 2(R) 1. client focus 1686 2(O) 2. accountability 1584 4(R) 3. delivery of promises 1261 3(O) 4. continuous improvement 1084 4(O) 5. staff recognition 1023 2(R) 6. information sharing 971 4(O) 7. open and honest 950 5(R) 8. professionalism 859 3(O) 9. fairness 855 5(R) 10. commitment 851 5(I)

29. Local and Central Government Example Group(2990) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal Values Current Culture Values Desired Culture Values IRS (P)= 4-4-0 | IRS (L)= 1-0-0 IROS (P)= 0-0-3-1 | IROS (L)= 0-3-3-0 IROS (P)= 1-4-5-0 | IROS (L)= 0-0-0-0 Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal Values Plot Copyright Barrett Values Centre T T T T T T T T T T T T T T T T Matches CC - DC 3 CC - DC 5 CC - DC 7 1. honesty 1484 5(I) 2. reliability 1160 3(R) 3. family 1062 2(R) 4. commitment 1029 5(I) 5. humor/fun 1006 5(I) 6. fairness 978 5(R) 7. adaptability 919 4(I) 8. caring 914 2(R) 9. job security (L) 817 1(I) 10. balance (work/ non-work) 767 4(O) 1. bureaucracy (L) 1690 3(O) 2. target focus 1617 3(O) 3. hierarchy (L) 1063 3(O) 4. client focus 1036 2(O) 5. blame (L) 1013 2(R) 6. control (L) 1003 1(R) 7. short-term focus (L) 991 1(O) 8. productivity 924 3(O) 9. making a difference 798 6(S) 10. manipulation (L) 794 2(R) 1. client focus 1686 2(O) 2. accountability 1584 4(R) 3. delivery of promises 1261 3(O) 4. continuous improvement 1084 4(O) 5. staff recognition 1023 2(R) 6. information sharing 971 4(O) 7. open and honest 950 5(R) 8. professionalism 859 3(O) 9. fairness 855 5(R) 10. commitment 851 5(I)

30. Local and Central Government Example Group(2990) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal Values Current Culture Values Desired Culture Values IRS (P)= 4-4-0 | IRS (L)= 1-0-0 IROS (P)= 0-0-3-1 | IROS (L)= 0-3-3-0 IROS (P)= 1-4-5-0 | IROS (L)= 0-0-0-0 Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal Values Plot Copyright Barrett Values Centre T T T T T T T T T T T T T T T T Matches CC - DC 3 CC - DC 5 CC - DC 7 1. honesty 1484 5(I) 2. reliability 1160 3(R) 3. family 1062 2(R) 4. commitment 1029 5(I) 5. humor/fun 1006 5(I) 6. fairness 978 5(R) 7. adaptability 919 4(I) 8. caring 914 2(R) 9. job security (L) 817 1(I) 10. balance (work/ non-work) 767 4(O) 1. bureaucracy (L) 1690 3(O) 2. target focus 1617 3(O) 3. hierarchy (L) 1063 3(O) 4. client focus 1036 2(O) 5. blame (L) 1013 2(R) 6. control (L) 1003 1(R) 7. short-term focus (L) 991 1(O) 8. productivity 924 3(O) 9. making a difference 798 6(S) 10. manipulation (L) 794 2(R) 1. client focus 1686 2(O) 2. accountability 1584 4(R) 3. delivery of promises 1261 3(O) 4. continuous improvement 1084 4(O) 5. staff recognition 1023 2(R) 6. information sharing 971 4(O) 7. open and honest 950 5(R) 8. professionalism 859 3(O) 9. fairness 855 5(R) 10. commitment 851 5(I)

31. Local and Central Government Example Group(2990) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal Values Current Culture Values Desired Culture Values IRS (P)= 4-4-0 | IRS (L)= 1-0-0 IROS (P)= 0-0-3-1 | IROS (L)= 0-3-3-0 IROS (P)= 1-4-5-0 | IROS (L)= 0-0-0-0 Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal Values Plot Copyright Barrett Values Centre Matches PV – CC 0 CC – DC 1 PV – DC 3 1. honesty 1484 5(I) 2. reliability 1160 3(R) 3. family 1062 2(R) 4. commitment 1029 5(I) 5. humor/fun 1006 5(I) 6. fairness 978 5(R) 7. adaptability 919 4(I) 8. caring 914 2(R) 9. job security (L) 817 1(I) 10. balance (work/ non-work) 767 4(O) 1. bureaucracy (L) 1690 3(O) 2. target focus 1617 3(O) 3. hierarchy (L) 1063 3(O) 4. client focus 1036 2(O) 5. blame (L) 1013 2(R) 6. control (L) 1003 1(R) 7. short-term focus (L) 991 1(O) 8. productivity 924 3(O) 9. making a difference 798 6(S) 10. manipulation (L) 794 2(R) 1. client focus 1686 2(O) 2. accountability 1584 4(R) 3. delivery of promises 1261 3(O) 4. continuous improvement 1084 4(O) 5. staff recognition 1023 2(R) 6. information sharing 971 4(O) 7. open and honest 950 5(R) 8. professionalism 859 3(O) 9. fairness 855 5(R) 10. commitment 851 5(I)

32. Local and Central Government Example : Group(2990) C T S CTS = 40-18-42 Entropy = 6% CTS = 14-19-67 Entropy = 44% CTS = 33-26-41 Entropy = 3% Personal Values Current Culture Values Desired Culture Values

34. What is the cost of limiting values in your organization? Lost opportunity or Lost productivity in % terms in % terms Anxiety & Uncertainty Bureaucracy Blame Control

35. Client Service Committee (13) 1. integrity 7 5(I) 2. respect 7 2(R) 3. balance (home/work) 6 4(I) 4. honesty 6 5(I) 5. leadership 6 6(I) 6. achievement 5 3(I) 7. ethics 5 7(I) 8. making a difference 5 6(S) 9. positive attitude 5 5(I) 10. excellence 4 3(I) 11. family 4 2(R) 12. humour/ fun 4 5(I) Votes Level 1. achievement 7 3(I) 2. cooperation 6 5(R) 3. information sharing 6 4(O) 4. teamwork 6 4(R) 5. goals orientation 5 4(O) 6. respect 5 2(R) 7. adaptability 4 4(I) 8. commitment 4 5(I) 9. customer satisfaction 4 2(O) 10. open communication 4 2(R) 11. professionalism 4 3(O) Votes Level 1. accountability 6 4(R) 2. ethics 5 7(O) 3. excellence 5 3(I) 4. leadership 5 6(O) 5. clarity 4 5(O) 6. commitment 4 5(I) 7. continuous learning 4 4(O) 8. inclusiveness 4 4(R) 9. information sharing 4 4(O) 10. mission focus 4 4(O) 11. teamwork 4 4(R) 12. trust 4 5(R) Votes Level

36. Selecting Values and Behaviour Voting process – 2 rounds to identify reasons for selection Create 3 measureable behaviours for each value Develop an action plan to support implementation of the behaviours Personal Values Level Current Culture Values Level Desired Culture Values Level Ethics 7 Cooperation 5 Ethics 7 Making a Difference 6 Commitment 5 Leadership 6 Leadership 6 Information Sharing 4 Clarity 5 Integrity 5 Teamwork 4 Commitment 5 Honesty 5 Goal Orientation 4 Trust 5 Positive Attitude 5 Adaptability 4 Accountability 4 Humour /Fun 5 Achievement 3 Continuous Learning 4 Balance (Home/Work) 4 Professionalism 3 Inclusiveness 4 Achievement 3 Respect 2 Information Sharing 4 Excellence 3 Customer Satisfaction 2 Mission Focus 4 Family 2 Open Communication 2 Teamwork 4 Respect 2 Excellence 3

37. Nedbank: Current Culture Evolution 1. cost-consciousness 2. profit 3. accountability 4. community involvement 5. client-driven 6. process-driven 7. bureaucracy (L) 8. results orientation 9. client satisfaction 10. silo mentality (L) 2005 1. cost-consciousness 2. accountability 3. client-driven 4. client satisfaction 5. results orientation 6. performance driven 7. profit 8. bureaucracy (L) 9. teamwork 10. community involvement 2006 1. client-driven 2. accountability 3. client satisfaction 4. cost-consciousness 5. community involvement 6. performance driven 7. profit 8. achievement 9. being the best 10. results orientation 2007 2008 1. accountability 2. client-driven 3. client satisfaction 4. community involvement 5. achievement 6. cost-consciousness 7. teamwork 8. performance driven 9. being the best 10. delivery 2009 1. accountability 2. client-driven 3. client satisfaction 4. cost-consciousness 5. community involvement 6. achievement 7. teamwork 8. employee recognition 9. being the best 10. performance driven Entropy 13% Entropy 25% Entropy 19% Entropy 17% Entropy 14% 5 matches 4 matches 4 matches 3 matches 6 matches

38. New theories of organizational success Organizational transformation begins with the personal transformation of the leaders. Organisations don’t transform. People do.

39. The Leader and the Values FoE* - Firms of Endearment, How World Class Companies Profit from Passion and Purpose, 2007 Leadership style accounts for 70% of emotional tone which determines 30% of business performance FoE* Leadership knows that extraordinary confidence in employees causes them to perform extraordinarily – t rise above, surpass, exceed and excel. Employees so regarded rise to levels of performance well above those of their peers in companies where employees still sweat under the heels of command and control.

40. Human systems – Four quadrants Internal External Individual values and beliefs Individual behaviors Culture Group values and beliefs Social Structures Group behaviors Values Alignment Mission Alignment Structural Alignment Personal Alignment Group Cohesion – Capacity for Collective Action Individual Collective

41. When Leaders Transform, the Organization Transforms When leaders change their beliefs and values (1), their behaviours change (2). This influences the culture of the group (3), which in turn changes the behaviours of the group (4). 1 3 2 4 Wilber’s Four Quadrants

42. Stages in the Development of Leadership Consciousness Positive Focus / Excessive Focus Control, Greed Manipulation, Blame Power, Status, Wisdom/Visionary SERVICE TO HUMANITY AND THE PLANET Social responsibility, future generations, long-term perspective, ethics, compassion, humility Partner/Mentor COLLABORATION WITH PARTNERS Strategic alliances, community involvement, environmental stewardship, coaching, mentoring Integrator/Inspirer INTERNAL COHESION Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency Facilitator/Influencer CONTINUOUS RENWAL AND LEARNING Accountability, adaptability, empowerment, teamwork, innovation, delegation, personal growth Manager/Organizer HIGH PERFORMANCE Systems, processes, company pride, quality, best practices, Communicator RELATIONSHIPS Employee recognition, employee and customer loyalty, conflict resolution Financial Manager FINANCIAL STABILITY Profit, compliance, shareholder value, employee health and safety

43. Leadership Values Assessment 360 ° Assessment The Leadership Values Assessment supports CEO's and senior executives in broadening and strengthening their leadership skills. The assessment highlights the issues that an individual needs to address in order achieve their potential and/or grow as a leader.

44. Rebecca's Values Assessors' Top 11 Values Matches 1 Rebecca Doe Orange = Values match P = Positive I = Individual L = Potentially Limiting R = Relationship (white circle) O = Organizational Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008 PL = 10-0 | IRO (P) =5-3-2 | IRO (L) = 0-0-0 PL = 9-2 | IRO (P) = 5-2-2 | IRO (L) = 1-1-0 Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 balance (home/work) Level 4 clarity Level 5 continuous learning Level 4 employee fulfillment Level 6 excellence Level 3 fairness Level 5 initiative Level 4 personal development Level 4 respect Level 2 teamwork Level 4 ambitious Level 3 commitment Level 5 goals orientation Level 4 Image (L) Level 3 positive attitude Level 5 reliable Level 3 efficiency Level 3 results orientation Level 3 teamwork Level 4 achievement Level 3 internally competitive (L) Level 2

45. Whole System Change – Preparation Phase

46. Whole System Change – Implementation Phase

47. Benefits: A Clear Roadmap A collective view of your values Shifts the dialogue from us/them to we A shared vision for moving forward Identifies strengths of your organization Allows you to build on and foster the positives A quantitative health index Names what is causing waste and energy drain Antidote is provided Identifies alignment/misalignment Points to what you need to do to create the desired culture

48. The ABC’s of High Performing Cultures Awareness

49. Sample of Government/Utility Clients Public Works and Government Services Canada British Colombia Hydro Canada Ontario Power Generation Canada Nova Scotia Local Government Canada Brownsville Public Utilities USA Grand Rapids Public Utilities USA City of Austin Power USA North Western Energy USA Knox City Council USA Durham County Council UK South Gloucestershire County Council UK Bath City Council UK Oldham City Council UK National Grid Facilities UK Mackay Local Government Australia State Government Victoria Australia State Government of Western Australia Ergon Energy Australia Delfzijl City Council Netherlands Groningen Council Netherlands Uithoorn Council Netherlands Vlagtwedde Commune Sweden Huddinge Commune Sweden Kungalv Commune Sweden Lantmateriet Commune Sweden Vatenfall Sweden Spe Luminuous Belgium Indaver Belgium Ceznet Czech Republic

50. Insights and Reactions Question 1: What key insights or messages resonated for you in this workshop? Question 2: What are your reactions to the Cultural Values Assessment (CVA)? Question 3: How can you see the CVA being implemented? Question 4: What are the next steps?

51. Bibliography Building a Values-Driven Organization. A Whole System Approach to Cultural Transformation . (2006) Richard Barrett Firms of Endearment. How World-Class Companies PROFIT from Passion and Purpose . (2007) Raj Sisoda, Jag Sheth David B. Wolfe Websites for information on the Barrett’s Cultural Transformation Tools: www.valuescentre.com www.valuesjournal.com Managers are the creators and carriers of corporate culture. They translate the principles and goals of renewal into the realities of daily work.

52. Post Workshop Questionnaire