Do you have the culture to support your work life strategy?
Tor Eneroth, Network Director of Barrett Values Centre and Jacqueline Gwee of aAdvantage Consulting share tools, strategies and a real life case study to help culture managers, HR professionals and change agents implement Work-life strategies effectively.
Barrett Values Centre - Cultural Transformation Tools Overview 2012 ctt over...Phil Clothier
The document provides an overview of cultural transformation tools from the Values Centre, including details on values assessments that have been conducted in various countries and regions. It also discusses how organizational transformation begins with the personal transformation of leaders, and outlines the 7 levels of organizational consciousness as well as tools for measuring an organization's current culture and desired culture.
Sharing session a guide to creating a desired culture v3ValuesCentre
This document provides an overview of a workshop on creating a desired workplace through employee engagement. It begins with an agenda that covers why people work, measuring employee engagement and culture, case studies, and leadership impact. Several models and theories are presented on employee motivation, the dimensions of a great workplace, and how the top companies to work for outperform others financially. Metrics for measuring employee engagement in Singapore are shared, including benchmark survey questions and results by age, job level and industry. The document concludes with a discussion of tools for measuring organizational culture, including values and consciousness models to help leaders better understand and manage culture.
The Value-Driven Organization - Richard BarrettNabolo1612
This document discusses how values-driven organizations can unleash human potential for performance and profit. It presents models for mapping individual and organizational values to assess cultural entropy and employee engagement. High-performing organizations address basic employee needs as well as higher-order growth needs. This leads to high employee engagement, low cultural entropy, and increased revenues, productivity and resilience. Tools are provided to help leaders and organizations evaluate values alignment and develop a values-driven culture. When leaders and organizations are aligned in their values operating at high levels of consciousness, it can attract top talent and optimize human and organizational potential.
The document discusses values-based leadership and the importance of organizational values. It provides definitions of values and explains how values influence culture and performance. Values are described as concepts that unite individuals, while beliefs can separate them. The document also discusses how to measure organizational culture and leadership values using tools like the Cultural Values Assessment. It emphasizes that transforming culture begins with transforming leadership consciousness and values. High-performing companies are values-driven and promote employee engagement.
Rethinking employee engagement from the perspective of psychological developm...Barrett Academy
This presentation looks at employee engagement from a psychological perspective. It provides an overview of the seven stages of psychological development and describes the needs at each stage.
The Importance of Organisational Values Webinar SlidesValuesCentre
"Everything I Have Learned About Values" is now available for purchase! The book summarizes Richard Barrett's 30-year journey to understand how values shape our decision-making. In celebration of its release, we created a three-part webinar series to explore the importance of values.
To watch a recording of this webinar, please use this link:
https://youtu.be/1GXsNm249S4
This webinar focuses on the role values play in organisational culture. Richard will share insights on:
-How do you build a high performing values-driven organization?
-Why is it important to measure your culture?
-What role do leaders play in managing culture?
For more information please visit our website:
https://valuescentre.com
Barrett Values Centre - Cultural Transformation Tools Overview 2012 ctt over...Phil Clothier
The document provides an overview of cultural transformation tools from the Values Centre, including details on values assessments that have been conducted in various countries and regions. It also discusses how organizational transformation begins with the personal transformation of leaders, and outlines the 7 levels of organizational consciousness as well as tools for measuring an organization's current culture and desired culture.
Sharing session a guide to creating a desired culture v3ValuesCentre
This document provides an overview of a workshop on creating a desired workplace through employee engagement. It begins with an agenda that covers why people work, measuring employee engagement and culture, case studies, and leadership impact. Several models and theories are presented on employee motivation, the dimensions of a great workplace, and how the top companies to work for outperform others financially. Metrics for measuring employee engagement in Singapore are shared, including benchmark survey questions and results by age, job level and industry. The document concludes with a discussion of tools for measuring organizational culture, including values and consciousness models to help leaders better understand and manage culture.
The Value-Driven Organization - Richard BarrettNabolo1612
This document discusses how values-driven organizations can unleash human potential for performance and profit. It presents models for mapping individual and organizational values to assess cultural entropy and employee engagement. High-performing organizations address basic employee needs as well as higher-order growth needs. This leads to high employee engagement, low cultural entropy, and increased revenues, productivity and resilience. Tools are provided to help leaders and organizations evaluate values alignment and develop a values-driven culture. When leaders and organizations are aligned in their values operating at high levels of consciousness, it can attract top talent and optimize human and organizational potential.
The document discusses values-based leadership and the importance of organizational values. It provides definitions of values and explains how values influence culture and performance. Values are described as concepts that unite individuals, while beliefs can separate them. The document also discusses how to measure organizational culture and leadership values using tools like the Cultural Values Assessment. It emphasizes that transforming culture begins with transforming leadership consciousness and values. High-performing companies are values-driven and promote employee engagement.
Rethinking employee engagement from the perspective of psychological developm...Barrett Academy
This presentation looks at employee engagement from a psychological perspective. It provides an overview of the seven stages of psychological development and describes the needs at each stage.
The Importance of Organisational Values Webinar SlidesValuesCentre
"Everything I Have Learned About Values" is now available for purchase! The book summarizes Richard Barrett's 30-year journey to understand how values shape our decision-making. In celebration of its release, we created a three-part webinar series to explore the importance of values.
To watch a recording of this webinar, please use this link:
https://youtu.be/1GXsNm249S4
This webinar focuses on the role values play in organisational culture. Richard will share insights on:
-How do you build a high performing values-driven organization?
-Why is it important to measure your culture?
-What role do leaders play in managing culture?
For more information please visit our website:
https://valuescentre.com
Sustainability leadership, values and cultureBarrett Academy
This document discusses sustainability challenges on a global scale and the need for a new leadership paradigm to address these issues. It identifies key global sustainability problems like climate change, pollution, pandemics, and poverty. It argues that current decision-making structures are not adequate for dealing with global problems and that greater global cooperation is required. The document presents a new leadership model focused on cooperation across sectors and putting stakeholders and the common good first. It suggests business and political leaders must work together internationally to define policies supporting societal evolution. Overall, the document calls for a shift in leadership away from narrow self-interest toward a values-driven framework focused on sustainability and the interests of humanity and the planet as a whole.
This document discusses how leaders can build values-driven organizations by reducing cultural entropy. It defines cultural entropy as unnecessary or unproductive work that prevents peak performance and causes employee stress and frustration. High cultural entropy is linked to low employee engagement. The document recommends that leaders measure their current culture, desired culture, and personal entropy to identify misalignments. Transforming the culture involves addressing employee needs by reducing sources of conflict, friction and frustration through changes to structures, systems, policies and developing leaders who express less fear-driven energy. Developing a deliberately developmental organization can help engage employees by supporting their personal growth.
Seven stages of organizational and leadership developmentBarrett Academy
The document outlines Richard Barrett's model of the seven stages of organizational development. It begins by discussing Abraham Maslow's hierarchy of needs theory and how Barrett expanded on this model for organizational development. Barrett's model includes seven stages that organizations progress through as they mature: viability, relationships, performance, evolution, alignment, collaboration, and contribution. Each stage has a different focus area and presents new challenges for organizations and their leaders to master in order to continue evolving. The document provides descriptions of each stage's focus, challenges that can arise if stagnation occurs, and the mindsets required of leaders at each level for continued success.
This presentation is based on my new book which will be published in August 2016. The book is entitled... A New Psychology of Human Well-Being. The presentation looks at the root causes of depression (the ego-soul dynamic) and how to improve the level of well-being in organizations.
Insights into Leadership with Jim StatenValuesCentre
2016 CTT International Conference:
Jim Staten shares how to use finances to make sound thoughtful and compassionate investments to support the vision in a values-centred way. His stories will show you a way to enable the transformational journey with sound financial principles.
Get Connected and Dynamics of Change with Tor Eneroth and Niran JiangValuesCentre
2016 CTT International Conference:
Tor Eneroth and Niran Jiang co-host a workshop to familiarise you with the suite of free resources available in Get Connected and The Dynamics of Change.
Unleashing human potential for performance and profitBarrett Academy
This document discusses measuring and improving organizational culture and leadership. It begins by outlining the author's research journey over time. It then discusses tools and frameworks for measuring culture, such as metrics to enable leaders to measure and manage cultures. It presents research showing that values-driven organizations focusing on employee needs outperform others. Frameworks are discussed such as the stages of psychological development, Abraham Maslow's hierarchy of needs, and how these relate to organizational values and culture. Overall, the document argues that focusing on employees' values and needs is key to organizational success.
The document describes Richard Barrett's Seven Levels of Consciousness model, which extends Abraham Maslow's Hierarchy of Needs to understand individual and group consciousness development. The model includes both internal dimensions like self-knowledge and external dimensions like expanding one's sense of identity. Barrett developed tools like the Cultural Transformation Tools to map organizational values and leaders' levels of consciousness using this model. The document also outlines applications of the model for individuals, groups, decision-making, and building values-driven cultures.
A compass for navigating cultural transformations june 2012 v2Barrett Academy
The document discusses tools for measuring and mapping organizational culture and values to drive whole system transformation. It presents the Barrett Seven Levels of Consciousness model for assessing the consciousness of individuals and organizations. Survey results from an engineering company show employees' personal values aligned more with high levels of consciousness than the current culture, but closer to the desired culture. This indicates opportunities for cultural evolution.
Discovering Values: The Key to Unlocking Employee EngagementCynthia Scott
Overview
Values are the driving force behind personal action and a beacon of focus during turbulent times. Successful organizations recognize the business case for value clarity, and they know that connecting personal values to organizational strategy is the vital link to employee engagement, innovation, commitment, performance, decision making—and a competitive advantage.
In this presentation personal, team, and organizational values are explored and the Values Edge model is introduced. Values Edge facilitates values discovery and see its application through a real-world global alignment case study. You will learn about the role values play in shaping individual behavior, why values clarification is critical to success, and how they can be linked to enhance organizational performance.
What You Will Learn
• How values are formed and shaped
• Why values matter in the workplace
• How to balance personal and work values
• The role values play in motivating positive behavior
• Business benefits of values clarification
• How to handle values-based conflict
• The importance of linking personal and organizational values
Who Should Attend
• Supervisors
• Managers
• Front-line leaders
• Human resources professionals
• Organizational coaches
Nuremberg: Values-driven organizations, communities and societiesBarrett Academy
Experiences of using the Cultural Transformation Tools in building values-driven communities and nations. The second lecture as part of tour of Germany in April 2016.
The document discusses psychological development in children and teenagers. It summarizes findings from the Harvard Grant Study, a longitudinal study of adult development, which found that early love facilitates later success and healthy coping styles. Other research found that emotional health in childhood is more important to adult satisfaction than academic success or wealth. Current education systems do not sufficiently focus on developing love, self-esteem, emotional intelligence, and creativity in students. This can negatively impact psychological development and resilience, as seen in high suicide rates in young people. The document argues for soul-centered education that better supports children's psychological needs.
Frankfurt: Transforming organizational cultures through values a deeper pers...Barrett Academy
A deeper, more profound perspective on organizational and personal transformation. The fourth of a series of lectures as part of a tour of Germany in April 2016.
You will learn what values-based leadership really is, sort out some of the misconceptions, and learn what the pros and cons of implementing a values-based leadership style are.
Describes method and tools for measuring well-being at work. Shows how to measure cultural and personal entropy. Improved version of previous presentation
The document discusses values and leadership. It defines values as a set of beliefs and ideas that guide decision making and behavior. It also defines ethics and morals as rules of conduct based on right and wrong actions. Effective leaders demonstrate their values through their actions of talking, explaining, and showing. They also recognize and reward team members. The document quotes Roy Disney saying that it is not hard to make decisions when you know your values.
Grocery stores compete for attention | JLL RetailJLL
As the battle between limited assortment discount grocers, high-end grocers and web-based sales from old and new retailers alike continues, the overall grocery industry is seeing major growth opportunities—especially in the short term.
2015 was a banner year for the grocery industry, led by $10 billion in profits and 77.5 percent of new yearly retail space being built in categories dominated by grocers.
Southern California remains the top destination for retailers—including grocery sellers—with financial struggles for grocery chain Haggen helping to fuel other retailers to expand in the market.
Read more about evolving shopping trends for millennials, how neighborhood and community centers feel the impact of increased grocery competition and why lower-cost grocery options continue to grow nationwide by downloading our complete report.
Seven key commercial real estate investment themes for 2016JLL
In early 2016, current pricing levels, cycle longevity concerns and a heightened sensitivity to risk brought volatility into the real estate capital markets and drove an 11.2 percent decline in first quarter volumes. Explore the seven major trends that contributed to these dynamics.
Sustainability leadership, values and cultureBarrett Academy
This document discusses sustainability challenges on a global scale and the need for a new leadership paradigm to address these issues. It identifies key global sustainability problems like climate change, pollution, pandemics, and poverty. It argues that current decision-making structures are not adequate for dealing with global problems and that greater global cooperation is required. The document presents a new leadership model focused on cooperation across sectors and putting stakeholders and the common good first. It suggests business and political leaders must work together internationally to define policies supporting societal evolution. Overall, the document calls for a shift in leadership away from narrow self-interest toward a values-driven framework focused on sustainability and the interests of humanity and the planet as a whole.
This document discusses how leaders can build values-driven organizations by reducing cultural entropy. It defines cultural entropy as unnecessary or unproductive work that prevents peak performance and causes employee stress and frustration. High cultural entropy is linked to low employee engagement. The document recommends that leaders measure their current culture, desired culture, and personal entropy to identify misalignments. Transforming the culture involves addressing employee needs by reducing sources of conflict, friction and frustration through changes to structures, systems, policies and developing leaders who express less fear-driven energy. Developing a deliberately developmental organization can help engage employees by supporting their personal growth.
Seven stages of organizational and leadership developmentBarrett Academy
The document outlines Richard Barrett's model of the seven stages of organizational development. It begins by discussing Abraham Maslow's hierarchy of needs theory and how Barrett expanded on this model for organizational development. Barrett's model includes seven stages that organizations progress through as they mature: viability, relationships, performance, evolution, alignment, collaboration, and contribution. Each stage has a different focus area and presents new challenges for organizations and their leaders to master in order to continue evolving. The document provides descriptions of each stage's focus, challenges that can arise if stagnation occurs, and the mindsets required of leaders at each level for continued success.
This presentation is based on my new book which will be published in August 2016. The book is entitled... A New Psychology of Human Well-Being. The presentation looks at the root causes of depression (the ego-soul dynamic) and how to improve the level of well-being in organizations.
Insights into Leadership with Jim StatenValuesCentre
2016 CTT International Conference:
Jim Staten shares how to use finances to make sound thoughtful and compassionate investments to support the vision in a values-centred way. His stories will show you a way to enable the transformational journey with sound financial principles.
Get Connected and Dynamics of Change with Tor Eneroth and Niran JiangValuesCentre
2016 CTT International Conference:
Tor Eneroth and Niran Jiang co-host a workshop to familiarise you with the suite of free resources available in Get Connected and The Dynamics of Change.
Unleashing human potential for performance and profitBarrett Academy
This document discusses measuring and improving organizational culture and leadership. It begins by outlining the author's research journey over time. It then discusses tools and frameworks for measuring culture, such as metrics to enable leaders to measure and manage cultures. It presents research showing that values-driven organizations focusing on employee needs outperform others. Frameworks are discussed such as the stages of psychological development, Abraham Maslow's hierarchy of needs, and how these relate to organizational values and culture. Overall, the document argues that focusing on employees' values and needs is key to organizational success.
The document describes Richard Barrett's Seven Levels of Consciousness model, which extends Abraham Maslow's Hierarchy of Needs to understand individual and group consciousness development. The model includes both internal dimensions like self-knowledge and external dimensions like expanding one's sense of identity. Barrett developed tools like the Cultural Transformation Tools to map organizational values and leaders' levels of consciousness using this model. The document also outlines applications of the model for individuals, groups, decision-making, and building values-driven cultures.
A compass for navigating cultural transformations june 2012 v2Barrett Academy
The document discusses tools for measuring and mapping organizational culture and values to drive whole system transformation. It presents the Barrett Seven Levels of Consciousness model for assessing the consciousness of individuals and organizations. Survey results from an engineering company show employees' personal values aligned more with high levels of consciousness than the current culture, but closer to the desired culture. This indicates opportunities for cultural evolution.
Discovering Values: The Key to Unlocking Employee EngagementCynthia Scott
Overview
Values are the driving force behind personal action and a beacon of focus during turbulent times. Successful organizations recognize the business case for value clarity, and they know that connecting personal values to organizational strategy is the vital link to employee engagement, innovation, commitment, performance, decision making—and a competitive advantage.
In this presentation personal, team, and organizational values are explored and the Values Edge model is introduced. Values Edge facilitates values discovery and see its application through a real-world global alignment case study. You will learn about the role values play in shaping individual behavior, why values clarification is critical to success, and how they can be linked to enhance organizational performance.
What You Will Learn
• How values are formed and shaped
• Why values matter in the workplace
• How to balance personal and work values
• The role values play in motivating positive behavior
• Business benefits of values clarification
• How to handle values-based conflict
• The importance of linking personal and organizational values
Who Should Attend
• Supervisors
• Managers
• Front-line leaders
• Human resources professionals
• Organizational coaches
Nuremberg: Values-driven organizations, communities and societiesBarrett Academy
Experiences of using the Cultural Transformation Tools in building values-driven communities and nations. The second lecture as part of tour of Germany in April 2016.
The document discusses psychological development in children and teenagers. It summarizes findings from the Harvard Grant Study, a longitudinal study of adult development, which found that early love facilitates later success and healthy coping styles. Other research found that emotional health in childhood is more important to adult satisfaction than academic success or wealth. Current education systems do not sufficiently focus on developing love, self-esteem, emotional intelligence, and creativity in students. This can negatively impact psychological development and resilience, as seen in high suicide rates in young people. The document argues for soul-centered education that better supports children's psychological needs.
Frankfurt: Transforming organizational cultures through values a deeper pers...Barrett Academy
A deeper, more profound perspective on organizational and personal transformation. The fourth of a series of lectures as part of a tour of Germany in April 2016.
You will learn what values-based leadership really is, sort out some of the misconceptions, and learn what the pros and cons of implementing a values-based leadership style are.
Describes method and tools for measuring well-being at work. Shows how to measure cultural and personal entropy. Improved version of previous presentation
The document discusses values and leadership. It defines values as a set of beliefs and ideas that guide decision making and behavior. It also defines ethics and morals as rules of conduct based on right and wrong actions. Effective leaders demonstrate their values through their actions of talking, explaining, and showing. They also recognize and reward team members. The document quotes Roy Disney saying that it is not hard to make decisions when you know your values.
Grocery stores compete for attention | JLL RetailJLL
As the battle between limited assortment discount grocers, high-end grocers and web-based sales from old and new retailers alike continues, the overall grocery industry is seeing major growth opportunities—especially in the short term.
2015 was a banner year for the grocery industry, led by $10 billion in profits and 77.5 percent of new yearly retail space being built in categories dominated by grocers.
Southern California remains the top destination for retailers—including grocery sellers—with financial struggles for grocery chain Haggen helping to fuel other retailers to expand in the market.
Read more about evolving shopping trends for millennials, how neighborhood and community centers feel the impact of increased grocery competition and why lower-cost grocery options continue to grow nationwide by downloading our complete report.
Seven key commercial real estate investment themes for 2016JLL
In early 2016, current pricing levels, cycle longevity concerns and a heightened sensitivity to risk brought volatility into the real estate capital markets and drove an 11.2 percent decline in first quarter volumes. Explore the seven major trends that contributed to these dynamics.
JLL’s Mid-Year Skyline Update: A Closer Look at OH, MI & PAJLL
JLL's annual Skyline review is back and more advanced than ever before. Register for free to access the floor-by-floor data in roughly 1,200 of our nation’s most prominent towers, including Class A buildings in Cincinnati, Cleveland, Columbus, Detroit and Pittsburgh.
The hotel investment sector has a strong outlook for the year ahead. Strengthening fundamentals are leading to increased transaction volume. Check out the top five signs of a healthy investment market for 2014.
This document discusses the changing workplace and corporate content landscape due to generational shifts and new technologies. It outlines disruptive forces such as a more global and green business environment, the rise of mobile devices, and the mainstream adoption of social media and Web 2.0 technologies. The document then describes how these changes are altering corporate content through new channels like blogs, wikis, social networks, and microblogging and argues that organizations need to prepare for tomorrow's challenges by understanding demographic pressures and adapting work processes to this evolving landscape.
Reducing greenhouse gas emissions one building at a timeJLL
In the United States, since 2007, JLL has delivered $2.5 billion in energy savings to its clients, reduced clients' GHG emissions by 12 million metric tons, saved 20.6 billion KWH, and managed more than 300 LEED projects.
Learn more in this paper, originally written for Fortune's 500 Cares campaign.
Productivity: The holy grail of commercial real estateJLL
Productivity is often considered the holy grail for Commercial Real Estate. CREs can look beyond space as a way to impact and measure productivity. Explore other areas of opportunity for real estate to impact productivity.
To learn more about how you can leverage innovative workplace strategies that increase employee productivity and reduce real estate costs, visit: www.jll.com/workplace
U.S. employment rate data and trends: August 2014 JLL
After months of job creation greater than 200,000, August posted the slowest addition in eight months as sectors across the board registered a summer slowdown of sorts.
This may look discouraging, but improved consumer confidence, job openings that match pre-recession peaks, slowly-but-surely growing quits and a host of other indicators are all pointing in an upward direction—signaling that this is likely an aberration rather than a new normal.
See more real estate and economic research at http://bit.ly/1qHcQQR
El documento contiene información sobre varios sistemas operativos como Windows 8, Android y iOS. Describe algunas características clave de cada uno como sus interfaces, plataformas compatibles y seguridad. También compara sus vulnerabilidades y capacidades de privacidad.
U.S. Office market statistics, trends and outlook: Q3 2015JLL
The economy is growing and employers across industries are adding jobs, especially in urban and dense markets. As a result, expansionary activity remained the dominant office leasing driver in Q3 2015.
This growth has left primary markets challenged by supply constraints, creating a competitive environment for tenants. Secondary and tertiary markets like Charlotte, Phoenix, Portland and Salt Lake City are now benefitting from economic expansion and investment activity.
Learn more about what’s happening—and what we expect to occur in the coming months—in the U.S. office markets.
Lease accounting standards are set to to change in 2019, when the new rules will become mandatory. Is your business ready to deal with these new FASB policies? See our timeline of the coming changes.
[Spanish translation] Global CRE Trends Infographic 2013JLL
El documento analiza las tendencias globales en el área inmobiliaria corporativa en 2013. Identifica cinco tendencias clave como el aumento de los requisitos de servicios inmobiliarios, la adopción de nuevos hábitos y estrategias más sofisticadas, la diferencia en exigencias entre países desarrollados y emergentes, y la necesidad de una mentalidad innovadora. También señala que pocos ejecutivos del área inmobiliaria se sienten preparados para satisfacer todas las demandas y que la integración de las funciones inmobiliarias
Risks Ahead: Global Corporate Real Estate Trends 2013JLL
JLL’s second biennial report on Global Corporate Real Estate Trends unearths the five top corporate real estate risks, including possible negative impacts to competitive advantage and profitability from cost cutting, procurement processes, lack of collaboration between functions and failure to drive productivity.
To learn more about this study and see where your corporation stands amongst survey repondents, please visit http://www.gcre.joneslanglasallesites.com/
RECon Latin America 2016 – Retailers on the moveJLL
Latin America now holds three of the top 10 spots on the list of the “Hottest Countries for Retail Expansion.”
From Argentina to Brazil to Mexico and many other countries across the region, retailers continue to choose Latin America to expand their brands. With fewer shopping options currently in place than in the United States, these nations have significant room for retail expansion.
Find out where large multinational corporations like Nike, Bloomin Brands and Old Navy are taking operations in Latin America today and where these companies plan to go in the future by downloading our RECon Latin America 2016 report.
This article summarizes a study that implemented a standardized venous thromboembolism (VTE) risk assessment protocol and early mobilization program for postoperative patients. The study found that implementing this two-part prevention program significantly decreased rates of deep vein thrombosis and pulmonary embolism in postoperative patients compared to previous rates without these interventions. Specifically, the study used the Caprini Scoring System to assess individual VTE risk and guide prophylaxis, along with requiring nurses to mobilize patients at least three times daily starting on the day of surgery. This standardized approach reduced the likelihood of VTEs compared to the hospital's previous practices.
Dojo is described as the "bizarro" version of jQuery. While they appear similar at first glance, they operate quite differently. Dojo favors a more modular approach where widgets inject HTML into the DOM, servers provide JSON/JavaScript rather than HTML, and progressive enhancement is not a priority. It also has stronger internationalization support and loose coupling between components. Cujo.js takes Dojo's philosophies further with an MVC framework structure.
Re-engineering the workplace for the next generationTransmute
The document discusses re-engineering the workplace for new generations entering the workforce. There are three types of "digital natives" - Gen Y, Gen C, and Gen Z - who use digital media differently. It also outlines the "5 dials of transformation" companies need to focus on to attract and retain new talent. Specifically, it recommends focusing on talent DNA, predictive analytics of social media profiles, end-to-end and reverse mentoring programs, corporate universities, alumni programs, and creating a flexible and meaningful employee experience.
QuestPro has influenced various staffing practices like permanent placement, contract work, and consulting within the insurance industry. They have been successful in filling roles across different insurance focus areas due to their recruiters' industry expertise, excellent customer service, and advanced technology. QuestPro has placed employees nationwide for insurance claims, sales/marketing, underwriting, executive roles, agency/benefits, and more.
Corporate values articulate what guides an organization’s behavior and decision making. They can boost innovation, productivity, and credibility, and help deliver thereby sustainable competitive advantage. However, a look at typical statements of corporate values suggests much work remains to be done before organizations draw real benefits from them.
Cultural Transformation vs Change - Richard Barrett ValuesCentre
This document provides information about the Barrett Values Centre, which uses tools to help organizations measure and develop their culture. It discusses the importance of culture in driving business outcomes. The Barrett Values Centre uses assessments to evaluate the current and desired culture of an organization based on 7 levels of consciousness. These assessments identify areas of cultural entropy or friction that reduce employee engagement. The goal is to help organizations transform their culture by aligning it with the values and needs of employees at different stages of psychological development. This supports building a values-driven culture and high levels of employee engagement.
Ankur Nag is an agile coach with over 14 years of experience, including 8 years specifically in agile. He has several agile certifications and focuses on topics like agile culture, emotional intelligence, and psychological safety. The document discusses the importance of company culture and defines it as the product of a company's values, expectations, and environment. It also examines obstacles to transforming culture, such as when a company's culture is not aligned with agile values or there is general resistance to change.
This document discusses managing diversity in the workplace. It defines diversity and outlines some of its benefits, including stimulating creativity and innovation. It also discusses challenges of managing a diverse workforce, such as resistance to change, and approaches for overcoming these challenges through practices like effective communication, training, and creating an inclusive environment. The document advocates treating all employees fairly and with respect to create a productive and successful diverse organization.
This document discusses creating a values-driven organizational culture. It begins by defining values and explaining that they reflect our individual and collective motivations. Values can be positive, like trust and honesty, or potentially limiting, like power-seeking. Our values stem from the needs of our current psychological development stage and any past unmet needs. The document then outlines seven stages of psychological development and the corresponding primary motivations and needs at each stage. It argues that a values-driven culture is most successful because it cares about meeting the needs of employees and all stakeholders. Building such a culture involves measuring an organization's current values, mapping its "cultural DNA", and transforming leadership consciousness.
This document discusses values-driven leadership and organizational culture. It defines culture as "the way things are done around here" which is a reflection of past and present leaders' values and behaviors. Values are described as motivations and priorities, which can be positive like trust and integrity, or potentially limiting like power and status. Excellent companies develop cultures incorporating leaders' values, which can survive for decades. The real role of a leader is managing corporate values. Organizations with aligned values and strategy have high performance. Whole system change requires addressing individuals' internal values and external behaviors, as well as aligning groups' culture and actions with their mission.
The document discusses employee engagement and creating a magnetic culture in the workplace. It defines employee engagement as employees being motivated, committed, involved in their work, and inspiring others. Conducting an internal analysis of engagement establishes a foundation for improving company culture and achieving organizational success. The document also outlines key drivers of engagement, ways to create an engaged culture, and an action planning process to increase engagement levels.
Managing a MultiGenerational WorkforceRyan Gunhold
The document provides an overview of a workshop on employee engagement, diversity, and satisfaction presented by HR Solutions, Inc. and City University of Seattle. It discusses measuring and improving employee engagement, understanding generational differences, and developing action plans. Key topics included defining engagement, its business outcomes and drivers, engagement survey results for CityU, and a 10-point toolkit for creating a "Magnetic Culture" workplace.
Dave Barrett is the Director of Talent Development at Cascade Engineering, a family-owned manufacturing company based in Grand Rapids, Michigan. As the "Keeper of the Culture", he presented on how the company has become an employer of choice through developing an enlightened leadership culture that values employees. Key aspects of Cascade's culture include treating all employees with dignity and respect, prioritizing servant leadership, and creating opportunities for employee growth, development and contribution.
This document discusses organizational core values. It defines values as beliefs, missions or philosophies that are meaningful. Core values represent fundamental principles that guide an organization in determining right from wrong and good from bad. Values impact all aspects of a company from products to employee treatment. They form the foundation for decision making and relationships. Establishing clear core values helps align personal values with an organization's values, guide strategy and improve productivity, decision making and employee morale.
The document discusses how people management is linked to business performance and provides reasons why focusing on people can improve efficiency. It notes that adopting improved people management approaches across UK businesses could boost the economy by up to 10% in efficiency gains. Smaller businesses in particular could see efficiency increase by up to 17% by recognizing and rewarding employee performance. The document also emphasizes the importance of employee engagement, organizational values and behaviors, purpose and vision alignment, and using appropriate performance measures and analytics to motivate workers and improve business outcomes.
As wary confidence grows in the economic recovery, anxiety is starting to bubble around workforce loyalty and retention. This concern is justified. But it shouldn’t be new.
o become a successful, thriving social organization, you have to address the mental (business), physical (technology), and emotional (people) aspects of the change social brings, and then build healthy habits over time that help you realize benefits faster. Here are 10 tips we think will help any organization succeed.
Similar to Employer Alliance Sharing Session: A guide to creating a desired culture (20)
2018 National Values Assessment Provides Update on Singaporeans’ Views about Society and their Workplace
The study suggests that affordable housing, effective healthcare, care for the elderly and disadvantaged, respect and compassion are what would define Singaporeans’ ideal society, while employee recognition, engagement and fulfilment, mentoring and continuous learning are what would define employed Singaporeans ideal workplace.
Vincent from aAdvantage Consulting has worked professionally with Thome Ship Management since 2015 on transformation and change management projects. The CEO of Thome says Vincent is approachable, grasps challenges quickly, and adds value to discussions, presenting views gently but firmly. Vincent connects well with audiences and facilitates open sharing. The CEO says aAdvantage and Vincent supported Thome professionally and they will work with aAdvantage again in the future.
Our Director, Vincent Ho on his thoughts about the recent developments and trends shared during a 2-day conference by the Institute of Policy Studies and the Committee on the Future Economy .
“The fact is, culture eats strategy for lunch. You can have a good strategy in place, but if you don’t have the culture and the enabling systems that allow you to successfully implement that strategy, the culture of the organization will defeat the strategy.” Richard Clark, CEO of Merck (2005 – 2010)
In a study conducted by Bain Consulting in 2008, 91% of the 1200 senior executives at global companies agreed that “culture is as important as strategy for business success”. It further revealed that 81% of executives agreed that “a company without a winning culture was doomed to mediocrity.” In a more recent study by Booz and Company in 2013 , 96% of the 2200 respondents agreed that “culture change is needed in their organisation” while 51% agree “that their culture needs a major overhaul”.
These are startling numbers. If organisational culture is so important, why is it not one of the top items on the agenda?
In the second of this 6 part Change Management series, we outlined the importance of communicating your change and actively engaging your stakeholders.
In this article, we discuss the importance of designing and building a culture that supports your vision.
SMEs can receive funding support of up to 70% of qualifying costs* to help improve and optimise HR operational efficiency through HR Shared Services funding (HRSS). More information available at http://www.aadvantage-consulting.sg/feature-work/hr-shared-services-hrss/
- The document provides an analysis of a survey of 2000 Singapore residents on their views of current and desired Singapore society and culture.
- In the current culture, respondents saw limiting values like being "kiasu", competitive, and self-centered, though also positive values like security, education, and healthcare.
- Compared to 2012, respondents now see deterioration of values, elitism, and uncertainty about the future as issues rather than blaming and complaining.
- The cultural entropy of 37-41% indicates some disorder in the current Singaporean culture from limiting lower-level values.
1. Managing Multi-generational Workforce
2. What drives Generation Y employees
3. What drives Singapore employees
4. What do Singapore employees desire of their workplace
Is financial incentive the only way to keep your workforce engaged?
Implementing a non-monetary reward program can build loyalty, culture, and communication if it meets your employees' needs. This presentation outlines results from aAdvantage Consulting's annual nation-wide employee engagement survey, providing HR leaders a snapshot of the key motivating factors that drive engagement within the Singapore workforce.
This document discusses building high-performance cultures and enabling work-life balance. It provides an overview of aAdvantage Consulting, which helps organizations achieve transformation through solutions like culture transformation and HR transformation. The document outlines challenges organizations face in attracting and engaging talent, and increasing productivity. It discusses how organizational culture is critical to success and how companies with strong cultures that focus on employees outperform peers. The document proposes that cultural capital and values are the new competitive advantage and provides a framework for whole-system cultural transformation.
This document discusses building a high performance culture. It outlines challenges organizations face in attracting and retaining talent, increasing engagement and innovation. It discusses a changing workforce with multiple generations and cultures. Implementing flexible work-life strategies can help but also faces challenges and myths. A case study of the Government of Canada House of Commons shows how flexible work was successfully implemented there by focusing on culture changes like open communication, staff engagement and fairness. Measuring culture through assessments provides a roadmap for alignment and moving an organization forward.
The document discusses building a high performance culture through transforming organizational culture. It provides an example of a consulting company, aAdvantage Consulting, that works with clients to facilitate cultural change and transformation. The summary describes how aAdvantage helped a government agency, PWGSC, transform its culture to improve client services by assessing the cultural values of senior leaders, identifying misalignments between personal and experienced values, and selecting new values to align the leadership team and build cohesion.
An Employee Engagement Study of the Accounting industry in Singapore. This whitepaper provides insights and key drivers that motivates employees to give their best at work.
This is a joint initiative with the Institute of Singapore Chartered Accountants (ISCA).
Do you have the right culture to support your organisation strategy and goals?
Understand what culture is, the importance of culture to grow a high performance organisation. Learn what motivates people and how to create a healthy and inspiring workplace.Discover how to measure culture - make the intangible tangible. Learn from success stories of large international companies. Be introduced to a suite of tools to transform your organisation culture.
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4. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
5
What motivates us…
• Base line rewards that are sufficient and fair,
(fulfilling our survival needs)
• A congenial working atmosphere,
(fulfilling our relationship needs)
• Freedom to make choices — autonomy,
(fulfilling our transformation needs)
• Opportunities to pursue mastery — learn and excel in their field of expertise,
(fulfilling our self-esteem needs)
• Perform duties that align with a higher purpose.
(fulfilling our internal cohesion needs)
Daniel Pink: The Surprising Truth about What Motivates Us
5. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
6
7. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
8
Top 40 Best Companies to work for in the USA
S&P 500
Average
Annualized
Return
16.39%
Average
Annualized
Return 4.12%
8. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
9
The Top 40 Best Companies to Work For (USA)
Adobe Systems Inc.
Adobe Systems Inc.
Aflac Inc.
Amazon.com Inc.
American Express Co.
Autodesk Inc.
Build-A-Bear Workshop Inc.
Capital Trust Inc. Class A.
Chesapeake Energy Corp.
Devon Energy Corp.
Dreamworks Animation SKG Inc.
EOG Resources
FactSet Research Systems Inc.
General Mills Inc.
Goldman Sachs Group Inc.
Goldman Sachs Group Inc.
Google Inc. Class A.
Hasbro, Inc.
Intel Corp.
Intuit Inc.
Marriott International Inc.
Mattel Inc.
Medical Properties Trust Inc.
Men’s Wearhouse
Microsoft Corp.
National Instruments Corp.
NetApp Inc.
Nordstrom Inc.
Novo Nordisk, A/S ADR
Novo Nordisk, A/S ADR
Nustar Energy, L.P.
Publix Super Mkts, Inc.
Qualcomm Inc.
Rackspace Hosting Inc.
Salesforce.com Inc.
Southern Michigan Bankcorp.
St Jude Medical, Inc.
Starbucks Corporation
Stryker Corporation
SVB Financial Group
Ultimate Software Group, Inc.
Umpqua Holdings Corporation
Whole Food Markets, Inc.
10. aAdvantage Employee Engagement Model – Organisations will be able to
benchmark against our National Employee Engagement survey questions
Statement
I am proud working for my organisation.
I am happy working for my organisation.
I have a great sense of accomplishment in my current job role.
I would recommend this organisation as a good place to work.
Staff are empowered to make decisions that are appropriate to our job level.
Staff are able to achieve work-life harmony in my organisation.
Staff are confident of leaders' ability to lead the organisation to success.
Immediate supervisors constantly motivate and guide staff at work.
Staff's behaviours reflect the organisation's desired culture and values.
There is open communication across all levels of my organisation.
My organisation rewards and recognises staff for excellence.
My organisation is committed towards training and developing all staff.
There are sufficient opportunities for career growth in my organisation.
My organisation provides job security.
My organisation is customer-focused.
1
5
6
7
8
9
10
11
12
13
CATEGORY
Empowerment
Work-life
Leadership
Immediate Supervisor
Culture & Values
Communication
Rewards & Recognition
Training & Development
Career Growth
Job Security
Customer Engagement
2
3
4
Employee Engagement
14
15
14. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
15
THE DIFFERENCE BETWEEN THE BEST COMPANIES
TO WORK FOR AND OTHER COMPANIES IS THEY
CARE ABOUT THE NEEDS OF THEIR EMPLOYEES –
THEY CARE ABOUT WHAT THEIR EMPLOYEES VALUE.
Richard Barrett
15. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
17
wwww.valuescentre.com/pva
16. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
18
17. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
19
18. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
20
My 3 personal values
1. Choose your 3 most important values…
2. Why are they important for you?
3. Are they seen in your behaviour?
4. Share with a friend…
19. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
21
Our values reflect our focus
Values show our energies and is the base for our decisions!
Inclusiveness
Positive
Potentially limiting (L)
Individual (I)
Relationship (R)
Organisational (O)
Societal (S)
Common good
Transformation
Self interest
Service to humanity
Making a difference
Internal Cohesion
Transformation
Self-Esteem
Relationship
Survival
Finance
Client relations
Fitness
Culture
Societal Contribution
Evolution
Spiritual
Mental
Emotional
Physical
20. Origins of the Cultural Transformation Tools
Growth Needs
When these needs are fulfilled they do not go
away, they engender deeper levels of motivation
and commitment.
Deficiency Needs
An individual gains no sense of
lasting satisfaction from being
able to meet these needs, but
feels a sense of anxiety if these
needs are not met.
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Abraham Maslow
Self Actualization
21. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
23
Happiness
YOU FEEL HAPPY when you are able
to meet your basic needs (deficiency
needs), but you feel anxious or fearful
when you are prevented from meeting
these needs or when the satisfaction of
these needs is under threat—when you
lose a job, when you lose a friend or a
close companion or when you feel
people do not respect you.
Happiness is the feeling you get when you achieve internal stability and
external equilibrium at the ego level of existence—when you are able to satisfy
your basic (deficiency) needs.
22. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
24
Meaning
THE ABILITY TO MEET your growth needs
engenders a deeper feeling than
happiness, and consequently a deeper level of
motivation and commitment to the satisfaction
of these needs. You experience joy and
contentment when you are able to satisfy your
growth needs because you are experiencing a
deeper sense of alignment with who you truly
are.
You are discovering your authentic (soul) self
and finding meaning and purpose for your life.
Joy and contentment are the feelings you get when you
are able to satisfy your growth needs.
23. Maslow’s Needs to Barrett’s Consciousness
Need s Con s ciou s n es s
Self-Actualization
Richard Barrett
Safety
Love & Belonging
Self-esteem
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Abraham Maslow
24. Stages in the Development of Personal Consciousness
Positive Focus / Excessive Focus
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Financial Security & Safety
Creating a safe secure environment for self
and significant others. Control, greed , …
Belonging
Feeling a personal sense of belonging, feeling loved by self and others.
Being liked, blame, …
Self-worth
Feeling a positive sense of pride in self
and ability to manage your life. Power, status, …
Personal Growth
Understandingyourdeepestmotivations,experiencingresponsiblefreedomby
lettinggoofyourfears
Finding Personal Meaning
Uncovering your sense of purpose and creating
a vision for the future you want to create
Collaborating with Partners
Working with others to make a positive difference
by actively implementing your purpose and vision
Service to Humanity and the Planet
Devoting your life in self-less service
to your purpose and vision
25. Positive Focus / Excessive Focus
Financial Stability
Shareholdervalue,organisationalgrowth,
employeehealth,safety.Control,corruption,greed,…
Belonging
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
Stages in the Development of Organizational Consciousness
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
27. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
30
Make the invisible visible!
1. Please select ten of the following values/behaviours that most
reflect who you are, not who you desire to become.
2. Please select ten of the following values/behaviours that most
reflect how your organisation currently operates.
3. Please select ten of the following values/behaviours that, in your
opinion, are essential for your organisation to be a high
performance one.
Three Questions:
~80
personal
values
(tailored)
~90
organizational
values
(tailored)
28. Placement of Values by Level
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)
10
42 5
7
9
6
8
3
110
Current Culture 100 Employees
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
29. Volvo IT
SMM Fourth Step – 27 May 2010
32
Volvo IT Senior Managers (104)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 5-5-0 | IRS (L)= 0-0-0 IROS (P)= 1-1-8-0 | IROS (L)= 0-0-0-0 IROS (P)= 2-3-5-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 2
CC - DC 4
PV - DC 5
Health
Index (PL)
PV: 10-0
CC: 10-0
DC: 10-0
1. commitment 61 5(I)
2. trust 48 5(R)
3. honesty 43 5(I)
4. cooperation 42 5(R)
5. respect 42 2(R)
6. humour/fun 41 5(I)
7. accountability 32 4(R)
8. integrity 32 5(I)
9. openness 30 5(R)
10. courage 29 4(I)
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
1. global perspective 48 3(O)
2. cost-consciousness 43 3(O)
3. customer
collaboration
38 6(O)
4. commitment 36 5(I)
5. customer satisfaction 32 2(O)
6. challenge 31 4(O)
7. professionalism 29 3(O)
8. cooperation 28 5(R)
9. results orientation 26 3(O)
10. financial stability 24 1(O)
1. global perspective 38 3(O)
2. customer
collaboration
37 6(O)
3. trust 36 5(R)
4. commitment 34 5(I)
5. professionalism 33 3(O)
6. accountability 32 4(R)
7. continuous
improvement
32 4(O)
8. humour/fun 32 5(O)
9. respect 28 2(R)
10. innovation 26 4(I)
Values Plot Copyright 2010 Barrett Values Centre May 2010
30. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
33
Impact of Cultural Evolution
Values Alignment Mission Alignment
Cultural Values Assessment
PV CC DC
Increasing the alignment of the Personal Values with the Current Culture,
and the Current Culture with the Desired Culture builds internal cohesion and leads to improved staff
engagement and increased revenues.
31. Distribution of Values by Level
Current Culture 100 Employees
11%
1
2
3
4
5
6
7
Cultural
Entropy
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
32. 1. client satisfaction
2. making a difference
3. integrity
4. teamwork
5. humour/fun
6. quality
7. ethics
8. financial stability
1. blame L
2. short term focus L
3. internal competition L
4. buck passing L
5. risk averse L
6. customer satisfaction
7. information hoarding L
8. profit
Culture impact on business!
Talent Financial
viability
Excellence Ethics Capability
33. Cultural Entropy In Organisations
Entropy Impact
<10% Prime: Healthy Culture: This is a low and healthy level of cultural entropy.
11-20% Minor Issues: Minor issues: This level of cultural entropy reflects issues requiring cultural or structural
adjustment. It is important to reduce the level of cultural entropy to improve performance.
21-30% Significant Issues: This level of cultural entropy reflects significant issues requiring cultural and
structural transformation and leadership coaching. It is important to reduce the level of cultural
entropy to improve performance.
31-40% Serious Issues: is level of entropy reflects serious problems requiring cultural and structural
transformation, leadership development and coaching. It is important to reduce the level of entropy to
improve performance.
41+ Critical Issues: This level of cultural entropy reflects critical problems requiring cultural and structural
transformation, selective changes in leadership, leadership development and coaching. It is important
to reduce the level of cultural entropy to improve performance.
34. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
37
The Impact on Performance
25%
35%
45%
55%
65%
75%
85%
0% 5% 10% 15% 20% 25% 30%
Cultural Entropy
EmployeeEngagement
Source: Hewitt and Barrett Values Centre – 163 organisations in Australia and New Zealand 2008
35. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
38
Low Cultural Entropy Leads to High Financial Returns
Entropy Level 3 Year Revenue Growth %
<10% 32.87%
10% – 19% 24.90%
20% – 29% 11.39%
>29% 11.07%
Research carried out in 163 organisations in Australia by Hewitt Associates
and the Barrett Values Centre in 2008.
36. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
39
13%
5%
13%
12%
6%
15%
Level 3
Level 2
Level 1
Entropy
ProfitAlignment
A reduction in entropy and increased values alignment lead to improved financial
performance.
PV CC DC
Impact of Cultural Evolution
45. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
48
Fear and Distrust Block our Full Potential
1. bureaucracy (L)
2. caution (L)
3. customer collaboration
4. experience
5. short-term focus (L)
6. hierarchy (L)
7. internal competition (L)
8. results orientation
9. customer satisfaction
10. cost-consciousness
11. information hoarding (L)
1. honesty
2. respect
3. adaptability
4. humour/fun
5. co-operation
6. reliability
7. accountability
8. compassion
9. family
10. fairness
Personal Values Current Culture Values
46. Whole Human System
A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
Level of competence
Behaviour performance
Leadership
Co-workership
Personal maturity
Guiding values
Attitudes that limit
Shared strategic vision
Source: K Wilber – Integral Model “A Brief History of Everything”
Environment
Structures and system
Products, equipment etc
Bottom line results
Personal DesiredCurrent
47. Review of Potentially Limiting Values - Description
Potentially
Limiting Values
Definition
How do WE define this value?
Culture
How does it look like/appear
in our daily work situations?
Preventive actions
What actions can we* take to take out this limiting value?
*) ME personally, WE as a group and the COMPANY/Management?
Caution
No risk taking
No stretch
Both a personal- and a
team behavior
Lean organizational set
up – not overspending
regarding resources
Not stating how good we
are or someone is – low
profile.
If we are not 100% sure, we
would not do it.
Too self critical, which
hinders you from taking
action.
Afraid of making mistakes.
Avoid conflicts.
Don’t dare to say what you
see and think or feel.
We don’t always share the
problems, so I don’t bring
my problems to the team
and vs.
If I bring up my problem I
have to follow it up, so I
don’t bring up.
Slow in taking action on
decisions taken.
We don’t stretch our
budgets – we want to make
sure we can reach our
targets.
(ME) Bring your problems to the team and use
the team to solve them, and follow it up. Bring
your possibilities and opportunities to the team as
well.
(COMPANY) Our defined responsibilities is to too
individual and not shared within the team. We
need to define our shared team responsibilities
by clear targets. Not only as a target as a sum of
all sites.
(ME/WE) Every member of the team should feel
responsible for the problem that are brought to
the team.
(WE) Make our team profile more clear to our
stakeholders.
(ME) Be more challenging (in our team and
outside the team?)
(ME) Talk and share what we are good at more
(proven by benchmarks) and be proud of it!!
(ME/COMPANY) Be prepared to take risks. Bring
up specific situations regarding potential risks in
the RMT.
49. Free our Full Potential – The Korea Story
1. open communication
2. professional growth
3. customer satisfaction
4. balance (home/work)
5. leadership development
6. conflict resolution
7. efficiency
8. reliability
9. teamwork
10. co-operation
11. employee fulfillment
12. global perspective
13. shared values
1. family
2. enthusiasm
3. personal growth
4. responsibility
5. performance
6. health
7. open communication
8. efficiency
9. financial stability
10. balance (home/work)
Personal Values Desired Culture Values
PLAN
51. VOLVO IT Korea Culture Transformation Story
PL= 10-0 | IROS (P)= 2-2-7-0 | IROS (L)= 0-0-1-0 PL= 12-0 | IROS (P)= 0-4-8-0 | IROS (L)= 0-0-0-0 PL= 13-0 | IROS (P)= 0-6-7-0 | IROS (L)= 0-0-0-0
Matches 4
1. global perspective
2. customer satisfaction
3. open communication
4. cost-consciousness
5. diversity
6. goal orientation
7. long hours (L)
8. result orientation
9. shared values
10. customer collaboration
11. experience
12. responsibility
1. open communication
2. global perspective
3. customer satisfaction
4. information sharing
5. balance home/work)
6. organisational growth
7. cost-consciousness
8. continuous learning
9. co-operation
10. professional growth
11. reliability
12. teamwork
1. open communication
2. professional growth
3. customer satisfaction
4. balance (home/work)
5. leadership development
6. conflict resolution
7. efficiency
8. reliability
9. teamwork
10. co-operation
11. employee fulfilment
12. global perspective
13. shared values
Current 2007 Current 2008 Desired 2007
PLAN
Matches 7
Volvo IT Korea Transformation Journey
52.
53. From CVA to Action
1
2
34
5
6 Values Assessment
Share results and start dialogue
Prioritize
key focus
values
Explore key values and behaviours
Create Culture Development Plan
Live the values and grow the desired culture
56. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
59
Barrett Values Centre – Vision, Mission & Values
57. 60
Long term strategy
1. Pioneer new markets and
grow existing markets
2. Facilitate the development of the CTT Network
3. Become globally recognised as a resource for values,
culture and leadership
4. Become a global presence
5. Increase adaptability and agility
58. 3500 consultants and
change agents
located in
>70 countries
A Global Network
Barrett Values Centre
19 employees
30 CTT Partners –
Independent
consultants and
organisation
About 350 000 users
per year
59. The 5 Components of the Blueprint of WE
1. The Story of Us
Each person writes what draws them to the relationship and to the situation. It quiets
the Safety Brain by laying down positive neural pathways that you can access later.
.
2. Interaction Styles and Warning Signs
Interaction Styles describe who I am and how I work best. Warning Signs are what I look
like when I start to get stressed and what I might need in the moment that I couldn’t
possibly ask for. Exchanging this information builds the upward spiral of the Awareness-
Learning Cycle.
.
3. Expectations
Core values and non-negotiables, the structure you need to create and sustain this
relationship. This is where you mindfully custom design what you want to do and be
together. It can include the agreements that traditional contracts cover in terms of
what’s to be done or intentioned.
.
4. Questions to Return to Peace
This is your “What to Do in Case of Fire” Manual. Each person accesses their most
emotionally intelligent self, ahead of time, and writes questions, statements and
reminders that will create the bridge back to peace when needed.
.
5. Short and Long-Term Agreements
All parties agree to an amount of time they are willing to go before they address the
“pebble in their shoe” and use the Blueprint to get back to a good place. It’s also an
agreement to no outright harm if the unimaginable happens.
See more at: http://www.blueprintofwe.com/whatisit.html#sthash.L3ZkEenT.dpuf
61. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
64
Who would you like to have as your leader?
1. commitment
2. control (L)
3. ambition
4. result oriented
5. demanding (L)
6. experience
7. goal oriented
8. authoritarian (L)
9. humor/fun
10. power (L)
1. commitment
2. positive attitude
3. accessible
4. teamwork
5. trust
6. integrity
7. accountability
8. customer satisfaction
9. enthusiasm
10. fair
Maria Carole
Based on
3600 Leadership Values Feedback
carried out on 100 leaders
from 19 countries (2008-2010)
Low Entropy
Leaders (0-6%)
High Entropy
Leaders (21%+)
What the best leaders focus on: Values that create internal cohesion …
Internal
Cohesion
Self-
Esteem
66. We need a new Leadership Paradigm
A shift in focus from “I” to “we”
A shift from self-interest to the common good
A shift from being the best in the world
to the best for the world.
67. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
70
Leadership Development Learning System
The Book
The Web Site
The Journals and Workbooks
68. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
71
Books by Richard Barrett
2010 2012
Learning Modules:
Leading Self
Leading a Team
Leading an Organisation
Leading in Society
2013