Berlin: How leaders build cultural capital--A MasterclassBarrett Academy
ย
A masterclass in building cultural capital using the Cultural Transformation Tools. The sixth in a series of lectures as part of a tour of Germany in April 2016.
What is being called forth in business and politics is a global paradigm shift. Itโs a shift from a world focused on self-interest to a world focused on the common good. Itโs a shift from โwhatโs in it for meโ to โwhatโs best for everyone.โ
Describes method and tools for measuring well-being at work. Shows how to measure cultural and personal entropy. Improved version of previous presentation
Berlin: How leaders build cultural capital--A MasterclassBarrett Academy
ย
A masterclass in building cultural capital using the Cultural Transformation Tools. The sixth in a series of lectures as part of a tour of Germany in April 2016.
What is being called forth in business and politics is a global paradigm shift. Itโs a shift from a world focused on self-interest to a world focused on the common good. Itโs a shift from โwhatโs in it for meโ to โwhatโs best for everyone.โ
Describes method and tools for measuring well-being at work. Shows how to measure cultural and personal entropy. Improved version of previous presentation
Nuremberg: Values-driven organizations, communities and societiesBarrett Academy
ย
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.
Frankfurt: Transforming organizational cultures through values a deeper pers...Barrett Academy
ย
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.
The values driven organisation brazil may 2014 uk versionBarrett Academy
ย
This is the English version of a presentation I will be doing to 800 HR professionals in Rio de Janeiro next week. I will also be launching The New Leadership Paradigm and The Values Driven Organisation in Portuguese.
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.
The spiritual psychological dimension of creativity and flow richard barrett ...Barrett Academy
ย
This slide deck was presented in a key note speech at the ESADE Spirituality and Creativity in Management World Congress held in Barcelona on 23-25 April 2015
Nuremberg: Values-driven organizations, communities and societiesBarrett Academy
ย
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.
Frankfurt: Transforming organizational cultures through values a deeper pers...Barrett Academy
ย
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.
The values driven organisation brazil may 2014 uk versionBarrett Academy
ย
This is the English version of a presentation I will be doing to 800 HR professionals in Rio de Janeiro next week. I will also be launching The New Leadership Paradigm and The Values Driven Organisation in Portuguese.
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.
The spiritual psychological dimension of creativity and flow richard barrett ...Barrett Academy
ย
This slide deck was presented in a key note speech at the ESADE Spirituality and Creativity in Management World Congress held in Barcelona on 23-25 April 2015
Expedite-Plum Consulting: Change from Inside Out-Managing Cultural ChangeExpedite HR
ย
At our April event, a panel chaired by Alison Kilduff and Ben Dowman of Plum Consulting looked at 'change from the inside-out - successfully managing cultural change' at our April event
September 4, 2007
Managing Cultural Change
Change is disruptive.ย Whether you are making changes resulting from audit or appraisal findings, lessons learned, or external innovations there will be disruptions to the status quo.ย Some people will support the changes, some will wait and see what happens, and others will resist any change.ย Being aware of the pitfalls associated with changing an organizationโs culture will greatly aid the success of any Process Improvement program.
Assessment Centre Case Study - An Introduction by JobTestPrepJobTestPrep
ย
All the information you need about assessment centre case studies and analysis exercises, as they appear at employers' assessments. Including tips and examples from real case studies!
Rethinking employee engagement from the perspective of psychological developm...Barrett Academy
ย
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.
This presentation is based on my new book A New Psychology of Human Well-Being which will be published in August 2016. The presentation explores the root cause of depression (lack of ego-soul alignment) and shows how to measure well-being at work.
HR Excel 2016, Singapore. Andrew Bryant https://sg.linkedin.com/in/andrewbryant speaks on a Self-leadership approach to creating a strong #leadership #culture. http://www.selfleadership.com
You company culture is a powerful competitive advantage. Learn from Stanford professor, Charles O'Reilly, and Pomello co-founder, Catherine Spence, how to create a culture strategy, and use technology to manage culture effectively.
A culture that mobilizes, empowers and engages employees has probably never been more important. Most organizations pursue the aspiration but fail to deliver in reality.
In this webinar, learn how to help organizations move from good intentions to actively creating their ideal culture. We will:
Identify the steps required to define the desired organizational culture
Find out how to spot the behaviors that can undermine an organization's efforts
Explore what research can tell us about effective (and ineffective) leadership and its impact on organizational culture
Discuss practical strategies for making and measuring culture change in the real w
The Importance of Organisational Values Webinar SlidesValuesCentre
ย
"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
Positive leadership behaviours are essential to any successful organisation. In the public sector, they can enable high quality direct work and support staff retention. This one-day workshop combines new content with material from the popular 2015 Research in Practice Learning Module on this topic to provide a fast-paced session for managers/middle leaders in both Children's and Adults' Services and colleagues working across both areas of practice in 'people' directorates.
Aimed at: Team or service managers who manage case work in both Children's and Adults' Services and/or across both.
Becoming the Change:Leadership Behavior Strategies for Continuous Improvemen...KaiNexus
ย
Presented by John Toussaint, MD, and Kim Barnas from Catalysis
In this webinar, you will learn:
A method for self-assessment of fundamental behavior
How to use A3 format as a personal improvement plan
This webinar serves as a bit of a preview of their upcoming book of the same title, due out September 1st -- pre-order now!
Effective application of change management increases the success rate of organizational changes to as high as 96%. In todayโs fast-paced world, every organization can benefit from a better way to manage change.
Do you dream of building a better organization?
* Where core values run through every part of the organization?
* Where people feel energized and inspired by work, and seek to solve challenges and own the results?
* Where innovation emerges organically from customer and stakeholder engagement?
* Where human beings are not just numbers on a balance sheet but the driving force of your success?
You need a live culture.
an overview of a new model of leadership based upon how you are being and the convergence of quantum theory and indigenous wisdom practices in enterprise
A description of the Humanity Awareness Initiative, its origins, its purpose, and vision. Showing details of the audiences and the implementation process.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
ย
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujaratโs DholeraAvirahi City Dholera
ย
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isnโt just any project; itโs a potential game changer for Indiaโs chipmaking aspirations and a boon for investors seeking promisingย residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
ย
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
ย
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.๐คฏ
We will dig deeper into:
1. How to capture video testimonials that convert from your audience ๐ฅ
2. How to leverage your testimonials to boost your sales ๐ฒ
3. How you can capture more CRM data to understand your audience better through video testimonials. ๐
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
ย
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
"๐ฉ๐ฌ๐ฎ๐ผ๐ต ๐พ๐ฐ๐ป๐ฏ ๐ป๐ฑ ๐ฐ๐บ ๐ฏ๐จ๐ณ๐ญ ๐ซ๐ถ๐ต๐ฌ"
๐๐ ๐๐จ๐ฆ๐ฌ (๐๐ ๐๐จ๐ฆ๐ฆ๐ฎ๐ง๐ข๐๐๐ญ๐ข๐จ๐ง๐ฌ) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
๐๐ ๐๐จ๐ฆ๐ฌ provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
โญ ๐ ๐๐๐ญ๐ฎ๐ซ๐๐ ๐ฉ๐ซ๐จ๐ฃ๐๐๐ญ๐ฌ:
โข 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
โข SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
โขFreenBecky 1st Fan Meeting in Vietnam
โขCHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
โข WOW K-Music Festival 2023
โข Winner [CROSS] Tour in HCM
โข Super Show 9 in HCM with Super Junior
โข HCMC - Gyeongsangbuk-do Culture and Tourism Festival
โข Korean Vietnam Partnership - Fair with LG
โข Korean President visits Samsung Electronics R&D Center
โข Vietnam Food Expo with Lotte Wellfood
"๐๐ฏ๐๐ซ๐ฒ ๐๐ฏ๐๐ง๐ญ ๐ข๐ฌ ๐ ๐ฌ๐ญ๐จ๐ซ๐ฒ, ๐ ๐ฌ๐ฉ๐๐๐ข๐๐ฅ ๐ฃ๐จ๐ฎ๐ซ๐ง๐๐ฒ. ๐๐ ๐๐ฅ๐ฐ๐๐ฒ๐ฌ ๐๐๐ฅ๐ข๐๐ฏ๐ ๐ญ๐ก๐๐ญ ๐ฌ๐ก๐จ๐ซ๐ญ๐ฅ๐ฒ ๐ฒ๐จ๐ฎ ๐ฐ๐ข๐ฅ๐ฅ ๐๐ ๐ ๐ฉ๐๐ซ๐ญ ๐จ๐ ๐จ๐ฎ๐ซ ๐ฌ๐ญ๐จ๐ซ๐ข๐๐ฌ."
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
ย
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Putting the SPARK into Virtual Training.pptxCynthia Clay
ย
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Improving profitability for small businessBen Wann
ย
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
ย
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
ย
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
2. MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
MY SPEECH TODAY
TWO TOPICS
WHAT IS TRANSFORMATION?
HOW CAN IT BE FACILITATED?
3. MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
BUT FIRST LETโS TALK ABOUT FACILITATION
WHAT IS IT?
4. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
4
What is Facilitation?
Supporting individuals or
groups in having new
conversations that lead to a
change in awareness or a
shift in consciousness.
It is about having new conversations that
you have never had before.
5. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
5
Awareness vs Consciousness
A change in
awareness leads
to a change in
perception
A shift in
consciousness
leads to a new
way of being
Looking at things differently Being and behaving differently
6. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
6
Change vs Transformation
Change is doing
things
differently.
Transformation
is a new way of
being.
A shift in behaviour A shift in values
7. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
7
Change vs Transformation
You can change without
transforming, but you cannot
transform without changing.
8. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
8
It must be obvious by now โฆ
We cannot solve our
problems with the
same level of thinking
that created them.
A new level of thinking
=
A new level of consciousness
9. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
9
Therefore facilitating transformation is
about โฆ
Supporting individuals or
groups in having new
conversations that lead to
new and more โsuccessfulโ
ways of being.
A shift in consciousness that allows you to explore
new ways of meeting your needs.
10. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
10
The Purpose of Transformation
We do this by being and behaving
differentlyโaligning with new values
11. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
11
12. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
12
Exercise (5 mins)
1. Think about a situation where you facilitated
change. What needs did you help people fulfil.
2. Think about a situation where you facilitated
transformation. What needs did you help people
fulfil?
3. Find a partner and discuss the differences between
change โneedsโ and transformation โneedsโ.
13. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
13
Change vs Transformation
Change is doing
things
differently.
Transformation
is a new way of
being.
A shift in behaviour A shift in values
14. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
14
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
TRANSFORMATION
INDIVIDUALS ๏ผ
ORGANISATIONS ๏ผ
15. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
15
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
TRANSFORMATION
PERSONAL TRANSFORMATION
OF INDIVIDUALS ๏ผ
16. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
16
Transformation begins with feedback
Without feedback
there can be no change
Without learning there can be
no transformation
17. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
17
Redefining โFacilitating transformationโ
Providing feedback that
leads to learning that
supports individuals and
groups in adopting more
โsuccessfulโ ways of being.
Transformation is about a shift in values.
18. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
18
What are Values?
A shorthand way of
describing our individual
and collective motivations
and what is important to us.
Values are the energetic drivers of our
aspirations and intentions.
19. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
19
Positive of Potentially Limiting?
Values can be positive or
potentially limiting.
Positive Values: Trust, creativity,
passion, honesty, integrity, clarity
Potentially Limiting Values:
Bureaucracy, power, blame, greed,
hierarchy, status-seeking
20. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
20
Where do our Values come from?
Our values are a reflection of our needs.
(What ever we need we value.)
We have two sets of needs:
โข The needs of the stage of psychological development
we are currently operating from.
โข The needs of the stages of psychological development
we have passed through where we still have unmet
needs.
21. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
21
A personal journey
Every person is on an
evolutionary journey of
psychological
development.
Surviving
Conforming
Differentiating
Individuating
Self-actualizing
Integrating
Serving
22. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
22
PRIMARY MOTIVATION
THE NEEDS OF THE STAGE
OF PSYCYHOLOGICAL
DEVELOPMENT YOU
ARE AT.
23. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
23
SECONDARY MOTIVATION
THE UNMET NEEDS
OF THE STAGES OF
PSYCYHOLOGICAL
DEVELOPMENT YOU
HAVE PASSED THROUGH
The needs you have failed
to master.
24. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
24
Facilitating human potential
This is not a book about
coaching per se, it is
about the framework of
human development that
coaches and facilitators
need to be familiar with
to facilitate the full
emergence of their
clientโs potential.
25. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
25
Stages, Levels and World Views
๏ฑ We grow in stages of psychological
development
๏ฑ We operate at levels of consciousness
๏ฑ We live inside (are embedded in)
cultural world views
26. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
26
Stages and Levels
Stages of
Development
Levels of
Consciousness
Serving SERVICE
Integrating MAKING A DIFFERENCE
Self-actualising INTERNAL COHESION
Individuating TRANSFORMATION
Differentiating SELF-ESTEEM
Conforming RELATIONSHIP
Surviving SURVIVAL
EvolutionofPersonalConsciousness
27. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
27
Deficiency needs and growth needs
The lower three stages of development
are about learning to fit into your cultural
framework of your existence. They are
focused on satisfying your deficiency
needs.
The upper three stages of development
are about learning to become who you
really are. They are focused on satisfying
your growth needs.
EvolutionofPersonalConsciousness
Individuating = Major Transformation
28. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
28
Stages of Psychological Development
Surviving
29. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
29
Stages of Psychological Development
INFANCY
0-2 Years Old
Staying alive!
Satisfying physiological
and nutritional needs
Surviving
Stage Motivation
30. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
30
Stages of Psychological Development
Conforming
31. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
31
Stages of Psychological Development
Conforming
Stage Motivation
CHILDHOOD
3-7 Years Old
Feeling safe!
Satisfying need for love,
and belonging.
32. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
32
Stages of Psychological Development
Differentiating
33. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
33
Stages of Psychological Development
Differentiating
Stage Motivation
TEENAGER +
8-24 Years Old
Feeling secure!
Satisfying need for respect
and recognition.
34. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
34
Stages of Psychological Development
Individuating
35. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
35
Stages of Psychological Development
Individuating
Stage Motivation
YOUNG ADULT
25-39 Years Old
Releasing your fears!
Satisfying need for freedom
and autonomy.
36. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
36
Stages of Psychological Development
Self-actualising
37. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
37
Stages of Psychological Development
Self-actualising
Stage Motivation
ADULTHOOD
40-49 Years Old
Becoming who you are!
Satisfying need to find
meaning and purpose.
38. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
38
Stages of Psychological Development
Integrating
39. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
39
Stages of Psychological Development
Integrating
Stage Motivation
MATURE ADULT
50-59 Years Old
Aligning with others!
Satisfying need to make a
difference in the world.
40. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
40
Stages of Psychological Development
Serving
41. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
41
Stages of Psychological Development
Serving
Stage Motivation
SENIOR
60+ Years Old
Finding fulfilment!
Satisfying your need to serve
the greater good.
42. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
42
Levels of Consciousness
All things being normal, the level of
consciousness we operate from will
correspond to the stage of
psychological development
we have reached.
43. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
43
44. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
44
45. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
45
1. What is your primary motivation at work?
2. What is your primary motivation outside work?
3. Are you able to get
your motivations met at
your current place of
work?
4. Discuss with a
partner.
46. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
46
How to map personal values
๏ฑ PERSONAL VALUES ASSESSMENT (FREE) โ
Self reporting www.valuescentre.com/pva
๏ฑ LEADERSHIP VALUES ASSESSMENT โ
Feedback reporting
47. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
47
Feedback Reporting
LEADERโS VALUES
Which of the following values/behaviours
most reflect how you operate? Pick ten.
ASSESSORโS OBSERVED VALUES OF LEADER
Which of the following values/behaviours
most reflect how Leader โXโ operates? Pick
ten.
http://www.valuescentre.com/our-products/products-
leaders/leadership-values-assessment-lva
LEADERSHIP VALUES ASSESSMENT
50. Powerful metrics that enable leaders to measure and manage cultures.
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50
What is Personal Entropy?
Personal entropy is the amount of fear-driven
energy that a person expresses in his or her day-
to-day interactions with other people.
It is a measure of the lack of personal mastery skills. Fear-
driven energy arises from the conscious and subconscious
fear-based beliefs of the ego about
meeting its deficiency needs.
51. Powerful metrics that enable leaders to measure and manage cultures.
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51
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
TRANSFORMATION
ORGANISATIONAL TRANSFORMATION ๏ผ
52. The Three Mantras of
Organizational Performance
Cultural Capital is the new frontier of
competitive advantage.
Mantras Implications
The Culture of an organizations is a
reflection of leadership consciousness
Measurement matters. If you can
measure it, you can manage it.
Who you are and what your organization
stands for is vitally important.
Organizational transformation begins with
the personal transformation of the leaders
You can make the evolution of
consciousness, conscious
Focus on Vision, Mission and Values
Begins with Leading Self
Measure and Map the Values
53. continuous learning 11 Level 4
generosity 11 Level 5
commitment 10 Level 5
positive attitude 10 Level 5
vision 10 Level 7
ambitious 9 Level 3
making a difference 8 Level 6
results orientation 8 Level 3
honesty 7 Level 5
integrity 7 Level 5
intuition 7 Level 6
leadership developer 7 Level 6
1. customer satisfaction 16 Level 2
2. commitment 11 Level 5
3. continuous learning 11 Level 4
4. making a difference 11 Level 6
5. global perspective 9 Level 3
6. mentoring 9 Level 6
7. enthusiasm 8 Level 5
8. leadership development 8 Level 6
9. integrity 7 Level 5
10. open communication 7 Level 2
11. optimism 7 Level 5
12. shared values 7 Level 5
Cultural Evolution Begins with Personal Evolution
Cultural Entropy 7%Personal Entropy 9%
Culture ValuesLeaderโs Values
The culture of
an organisation
is a reflection
of leadership
consciousness.
CVA Current Culture
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0
Internal
Cohesion
LVA Feedback 27 Assessors
PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0
Internal
Cohesion
55. Powerful metrics that enable leaders to measure and manage cultures.
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55
Richard Barrett has made
extraordinary contributions to our
understanding of organisational
values and culture. His frame-
works for measuring culture and
enabling whole system change are
elegant. His reservoir of know-
ledge is vast and his connection to
timeless wisdom is profound.
Raj Sisodia Co-founder and co-chairman of
Conscious Capitalism Inc. and Professor of
Marketing at Bentley University
Building a Values-driven Culture
56. WHY A VALUES-DRIVEN CULTURE?
Values Alignment
Performance
BECAUSE VALUES-DRIVEN
CULTURES ARE THE MOST
SUCCESSFUL ON THE
PLANET
57. Powerful metrics that enable leaders to measure and manage cultures.
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57
WHY ARE VALUES-DRIVEN CULTURES
THE MOST SUCCESSFUL?
BECAUSE THEY CARE ABOUT THE
NEEDS OF THEIR EMPLOYEES, AND โฆ
58. โฆ THEY ALSO CARE ABOUT THE NEEDS
OF ALL THEIR STAKEHOLDERS
Suppliers Community
59. The Leader and the Values
Peters and Waterman, โIn Search of Excellence:
Lessons from Americaโs best run companiesโ, 1983
Clarifying the value system
and breathing life into it are
the greatest contributions a
leader can make.
60. โNo matter how far reaching the vision or how brilliant
the strategy, neither will be realized if it is not supported
by the organisational culture.โ Luther Johnson
Peter Drucker
โCULTURE EATS STRATEGY FOR BREAKFASTโ
62. Powerful metrics that enable leaders to measure and manage cultures.
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63
What Employees Value
at different levels of consciousness
A safe working environment and pay and ben-
efits that are sufficient to take care of family
Opportunities to work in a congenial atmos-
phere where people care and respect each other
Opportunities to grow professionally with
support, feedback and coaching
Opportunities and challenges by being made
accountable for projects and processes
Opportunities for personal growth and develop-
ment to support you in living your life purpose
Opportunities to leverage your contribution by
collaborating with other like-minded individuals
Opportunities to serve others and care for the
well-being of the Earthโs life support systems
Surviving
Relationship
Self-esteem
Transformation
Internal cohesion
Making a difference
Service
Levels of Consciousness Primary Motivations
63. 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
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Making a difference
64. Powerful metrics that enable leaders to measure and manage cultures.
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65
The Shift from โIโ to โWeโ
Service
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
COMMON GOOD AND
CONTRIBUTION (WE)
SELF INTEREST AND
PERFORMANCE (I)
TRANSFORMATION
EvolutionofPersonalConsciousness
Making a difference
65. Powerful metrics that enable leaders to measure and manage cultures.
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66
BUILDING A VALUES-DRIVEN CULTURE
66. Powerful metrics that enable leaders to measure and manage cultures.
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67
BUILDING A VALUES-DRIVEN ORGANSIATION
START WITH A VALUES SURVEY
67. The Values Survey
PERSONAL VALUES
Which of the following values/behaviours most reflect who you are? Pick
ten.
CURRENT CULTURE
Which of the following values/behaviours most reflect how your
organisation currently operates? Pick ten.
DESIRED CULTURE
Which of the following values/behaviours most reflect how you would like
your organisation to operate? Pick ten.
68. Placement of Values by Level (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)
10
42 5
7
9
6
8
3
110
Current Culture
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
70. Cultural Entropy and Engagement
Cultural entropy
significantly
impacts
employee
engagement.
25%
35%
45%
55%
65%
75%
85%
0% 5% 10% 15% 20% 25% 30%
Cultural Entropy
EmployeeEngagement
Research carried out in 163 organisations in Australia by Hewitt Associates
and the Barrett Values Centre in 2008.
Low Entropy =
High Engagement
High Entropy =
Low Engagement
71. Entropy and Engagement
Cultural Entropy Most employees
are โฆ.
10% or less Highly Engaged
11% to 20% Engaged
21% to 30% Becoming Disengaged
31% to 40% Disengaged
41% or more Highly Disengaged
72. Powerful metrics that enable leaders to measure and manage cultures.
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73
What is Cultural Entropy?
The amount of energy that is consumed in an organisation
doing unnecessary or unproductive work that does not
add value.
It is a measure of the conflict, friction and frustration that
employees encounter in their day-to-day activities that
prevent the organisation from operating at peak
performance.
73. Highly Engaged Team (19)
customer satisfaction 13 2(O)
making a difference 13 6(S)
commitment 10 5(I)
employee fulfilment 10 6(O)
continuous improvement 9 4(O)
humour/ fun 9 5(O)
shared vision 9 5(O)
customer collaboration 8 6(O)
balance (home/work) 6 4(O)
financial stability 6 1(O)
teamwork 6 4(R)
customer satisfaction 12 2(O)
continuous improvement 10 4(O)
employee fulfilment 10 6(O)
making a difference 9 6(S)
shared vision 9 5(O)
continuous learning 8 4(O)
accountability 6 4(R)
innovation 6 4(O)
teamwork 6 4(R)
trust 6 5(R)
Values Plot June 22, 2015Copyright 2015 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 4
CC - DC 6
PV - DC 4
Cultural Entropy:
Current Culture
7%
family 15 2(R)
making a difference 13 6(S)
humour/ fun 11 5(I)
well-being (physical/ emotional/
mental/ spiritual)
11 6(I)
continuous learning 10 4(I)
commitment 8 5(I)
accountability 7 4(R)
financial stability 7 1(I)
trust 7 5(R)
compassion 6 7(R)
integrity 6 5(I)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=6-4-1 IRS (L)=0-0-0 IROS (P)=1-1-8-1 IROS (L)=0-0-0-0 IROS (P)=0-3-6-1 IROS (L)=0-0-0-0
74. Highly Engaged Team (19)
Personal Values
Values Distribution June 22, 2015Copyright 2015 Barrett Values Centre
Positive Values
Potentially Limiting Values
Current Culture
Values
Desired Culture
Values
C
T
S 2
1
3
4
5
6
7
C = Common Good
T = Transformation
S = Self-Interest
0%
0%
0%
5%
14%
9%
21%
25%
17%
9%
0% 20% 40% 60%
1
2
3
4
5
6
7
2%
0%
5%
6%
10%
4%
20%
28%
24%
1%
0% 20% 40% 60%
1
2
3
4
5
6
7
0%
0%
0%
5%
9%
10%
27%
23%
22%
4%
0% 20% 40% 60%
1
2
3
4
5
6
7
CTS = 51-21-28 CTS = 53-20-27 CTS = 49-27-24
Cultural Entropy = 0%
Cultural Entropy = 7%
Cultural Entropy = 0%
Low level of
Cultural Entropy
= High level of
Employee
Engagement
High level of
Values
Alignment
26%
46%
28%
25%
48%
27%
26%
50%
24%
75. Five Levels of Employee Engagement
Highly Engaged Employees bring passion, purpose and discretionary energy
to their work. They are emotionally attached and committed
to the organisation and want to do the right thing.
Engaged Employees are willing to go the extra mile to support the
company in achieving its goals and objectives as long as they
can also satisfy their own goals and objectives.
Becoming
Disengaged
Employees are becoming frustrated, anxious and fearful
about not being able to satisfy their needs.
Disengaged Employees do what they have to do to get through the day,
but are unwilling to put in any extra effort to meet deadlines
or support their colleagues in difficult times.
Highly
Disengaged
Employees are unhappy at their work and act out their
unhappiness by actively undermining the company, and
denigrating those who want to succeed.
76. Highly Engaged Employees
๏ง Highly engaged employees identify with the company.
๏ง They care passionately about the future of the company.
๏ง They bring passion and purpose to their work.
๏ง They are willing to invest their discretionary effort to make
the company a success.
๏ง They want the company to do the right thing.
๏ง They want to feel pride in the way the company behaves.
77. Powerful metrics that enable leaders to measure and manage cultures.
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78
Cultural entropy is a function of the personal
entropy of the current leaders of an
organisation and institutional legacy of past
leaders as embedded in the structures,
systems, policies and procedures.
How Does Cultural Entropy Arise?
78. Powerful metrics that enable leaders to measure and manage cultures.
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79
BUILDING A VALUES-DRIVEN CULTURE
THE JOURNEY
79. SA Bank: Evolution of Current Culture
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
3 Matches CC-
DC
Entropy 25%
4 Matches CC-
DC
Entropy 19%
4 Matches CC-
DC
Entropy 17%
5 Matches CC-
DC
Entropy 14%
80. SA Bank: Evolution of Current Culture
2009 2010 2011
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
1. accountability
2. client satisfaction
3. client-driven
4. teamwork
5. brand reputation
6. being the best
7. achievement
8. commitment
9. community involvement
10. cost-consciousness
1. accountability
2. client-driven
3. client satisfaction
4. brand reputation
5. achievement
6. teamwork
7. environmental awareness
8. commitment
9. being the best
10. cost-consciousness
6 Matches CC-
DC
Entropy 13%
6 Matches CC-
DC
Entropy 13%
6 Matches CC-
DC
Entropy 11%
2012
1. accountability
2. client satisfaction
3. client-driven
4. brand reputation
5. teamwork
6. employee recognition
7. environmental awareness
8. performance driven
9. community involvement
10. people-centred
5 Matches CC-
DC
Entropy 10%
81. SA Bank: Evolution of Current Culture
2013 2014
5 Matches CC-
DC
Entropy 11%
6 Matches CC-
DC
Entropy 13%
1. accountability
2. client satisfaction
3. client-driven
4. brand reputation
5. employee recognition
6. performance driven
7. teamwork
8. achievement
9. integrity
10. community involvement
1. accountability
2. client satisfaction
3. client-driven
4. brand reputation
5. employee recognition
6. teamwork
7. performance driven
8. environmental awareness
9. community involvement
10. commitment
Despite a slight rise
in cultural entropy,
profitability and
productivity
continue to increase
year on year.
82. Evolution of Number of Survey Participants
8%
25%
38%
51%
67%
73%
77%
75% 74% 75%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
2005200620072008200920102011201220132014
Percentage of
employees voluntarily
participating in the
values assessment grew
significantly each year as
people realized that the
leaders of the
organisation were
paying attention to the
results of the
assessment.
83. Cultural Entropy Evolution
Cultural entropy
reduction led to
improved performance
through increased
employee engagement,
increased revenues,
improved productivity,
and increase in share
price.
25%
19%
17%
14%
13% 13%
11%
10%
11%
13%
0%
5%
10%
15%
20%
25%
30%
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Cutlural Entropy
87. Books by Richard Barrett
1998 2006 2010 20111995
2012 2013 2014 2015 2016 Forthcoming
88. Powerful metrics that enable leaders to measure and manage cultures.
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89
Free material on Change & Transformation
To grow a shared culture
To lead people through change
Available on www.valuescentre.com
To plan and lead
cultural transformation
Checklist and overview