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
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.
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.
What is being called forth in business and politics is a global paradigm shift. It’s a shift from a world focused on self-interest to a world focused on the common good. It’s a shift from “what’s in it for me” to “what’s best for everyone.”
Berlin: How leaders build cultural capital--A MasterclassBarrett Academy
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.
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.
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 values driven organisation brazil may 2014 uk versionBarrett Academy
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.
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 spiritual psychological dimension of creativity and flow richard barrett ...Barrett Academy
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
What is being called forth in business and politics is a global paradigm shift. It’s a shift from a world focused on self-interest to a world focused on the common good. It’s a shift from “what’s in it for me” to “what’s best for everyone.”
Berlin: How leaders build cultural capital--A MasterclassBarrett Academy
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.
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.
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 values driven organisation brazil may 2014 uk versionBarrett Academy
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.
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 spiritual psychological dimension of creativity and flow richard barrett ...Barrett Academy
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
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.
Cultivating and Sustaining a Healthy Organizational CultureEmily Rogers
At the February 2020 Lakeland Economic Development Council meeting, Emily and panel of Lakeland-based CEOs shared how cultivating a healthy organizational culture positively affects employee satisfaction, the ability to recruit top talent, and ultimately an organization’s bottom line.
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.
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.
The Future of HR - Presentation to HRDF LeadersRoshan Thiran
This was the presentation slides on the Future of HR and how it is being disrupted and needs to transform for the 21st century. This presentation was by Roshan Thiran to HRDF Leaders
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
Dr. Marty Trevino, the Technical Director & Chief Scientist graced the cover of the renowned World’s Leaders Magazine as one of World's Most Inspiring Leaders to Watch in 2023
Peter Drucker is attributed with saying, “Culture eats strategy for breakfast.” Do you believe that?
Are you part of an organization where the development of culture is deliberate?
Does your workplace culture foster employee development and, well, joy?
Is your organization an employer of choice because of its culture?
Are your employees passionate about what they do?
In this workshop given by Shawn Miller for the Ada County Employer Association on September 15th 2015 Shawn will first share his organization’s wake up call to culture, how they are responding, mistakes they made, and lessons learned.
PRESENTATION IS USEFUL FOR BUSINESS LEADERS CORPORATE EXECUTIVES TO DEVELOP HIGH PERFORMANCE CULTURE; THIS IS BASED ON THE RESEARCH OF MBA/BBA/PGDM STUDENTS OF RATAN GLOBAL BUSINESS SCHOOL UNDER THE GUIDANCE OF DR ARYA SRI
Presentation from Sport & Recreation Alliance 2014 by Georgia Park of Cascade Coaching.
Presentation is on building a values driven organisation and the role of leadership in this process.
Similar to Measuring well being at work (version 3) (20)
A description of the Humanity Awareness Initiative, its origins, its purpose, and vision. Showing details of the audiences and the implementation process.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Improving profitability for small businessBen Wann
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.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
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
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
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 isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
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.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
2. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
2
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
WHO AM I?
3. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
3
Who am I?
Chairman and Founder of the
Barrett Values Centre
(www.richardbarrett.net)
OUR MISSION
To support leaders in building positive values-driven
organizations.
OUR VISION
To create a positive values-driven society.
4. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
4
… powerful metrics to support
leaders in building values-
driven organizations
and values-driven
societies.
provides …
Phil Clothier, CEO of Barrett
Values Centre.
5. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
5
Key Stats:
Founder: Richard Barrett
Since: 1997
Scale: Over 6000 organisations use
CTT assessments in 94 counties
Values Assessments for:
Individuals, Leaders (360°), Teams
Corporations, Governments,
NGOs, Schools, Communities and
Nations
Global Network: Over 5,000
Certified Practitioners and
Consultants
Supporting Leaders in Building Values-Driven Organisations
6. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
6
THE SECTORS WE WORK IN:
• Agriculture / forestry / fishing
• Banking / Financial Services
• Central / Local Government
• Chemical and pharma
• Construction
• Education / University
• Fast Moving Consumer Goods
• Food and drink
• Healthcare
• Hospitality / Entertainment /
Tourism
• IT/ Telecoms/ Electronics
• Manufacturing
• Media/Film/TV/Publishing
• Military
• NGO / Not for profit
• Oil/gas/mining
• Police & Justice
• Professional Services
• Retail and wholesale
• Scientific / Technical /
Engineering
• Scientific and technical
• Social housing
• Transportation
13. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
13
What the reviewers are saying:
“Richard Barrett has made
extraordinary contributions to
our understanding of
organisational values and
culture. His frameworks 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 Global Business, Babson
College, USA.
14. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
14
What the reviewers are saying:
This is not a book about coaching per
se, it is about the framework of
human development that coaches
need to be familiar with to facilitate
the full emergence of their client’s
potential.
“I rarely do reviews, but This one blows
everything out of the park. It provides a
frighteningly accurate and scientifically
grounded framework that explains the entire
process of human consciousness development,
with practical tools especially for coaches.
Coaching aside, Every human being needs to
read this. Period.”
Pang on Amazon.co.uk
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
MEASURING WELL-BEING AT WORK
16. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
16
What prevents us from finding
well-being at work?
Our own lack of internal alignment—ego soul
dynamics. Issues we have with regard to our unmet
survival, relationship and self-esteem needs, and
The culture of the organization
The character and behaviour of our boss
17. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
17
If you want to know about ego-soul dynamics …
“A brilliant synthesis of the psychology of
the future.” John Gray, author of Men Are
From Mars, Women Are From Venus
“Richard’s brilliant book redefines the
meaning of well-being for the 21st
century. A must read!” Patricia Aburdene,
author of Megatrends 2010: The Rise of
Conscious Capitalism and Conscious Money.
“A brilliant book that will challenge your
understanding of who you are and the
world in which you live. Highly
recommended.” John Mackey, co-Founder
and co-CEO, Whole Foods Market.
Publication Date: August 2016
18. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
18
What prevents us from finding
well-being at work?
I am going to focus on these two in this presentation:
The culture of the organization
The character and behaviour of our boss
19. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
19
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
MEASURING CULTURAL WELL-BEING
IN AN ORGANIZATION
20. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
20
Cultural Well-Being Indicator for Organizations
Levels of Well-being
Service to Humanity and the Planet
Social Responsibility, Future Generations, Long-Term
Perspective, Ethics, Compassion, Humility.
Strategic Alliances and Partnerships
Environmental Awareness, Community Involvement,
Employee Fulfilment, Coaching/Mentoring.
Building Internal Community
Shared Values, Vision, Commitment, Integrity,
Trust, Passion, Creativity, Openness, Transparency.
Continuous Renewal and Learning
Accountability, Adaptability, Empowerment, Teamwork,
Goals Orientation, Personal Growth.
High Performance
Systems, Processes, Quality, Best Practices,
Achievement, Pride in Performance.
Harmonious Relationships
Loyalty, Open Communication, Customer Satisfaction,
Collegiality, Friendship, Harmony.
Financial Stability
Financial Stability, Shareholder Value, Organisational
Growth, Employee Health, Safety.
`
21. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
21
Cultural Well-Being Indicator
Higher is only better if all the previous levels have
positive values indicators.
Well-Being Inhibitors
The presence of limiting values at the financial
stability, harmonious relationships and high
performance levels can lower the overall level of
cultural well-being in an organization.
22. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
22
Cultural Well-Being Inhibitors
Well-being Inhibitors
High Performance
Bureaucracy, Hierarchy, Complacency, Arrogance,
Confusion, Power-seeking, Silo Mentality
Harmonious Relationships
Blame, Manipulation, Internal Competition, Empire
Building, Internal Politics.
Financial Stability
Control, Micro-management, Greed, Demanding,
Exploitation, Job Insecurity, Short-term focus
`
23. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
23
1. Customer satisfaction
2. Making a difference
3. Commitment
4. Employee fulfilment
5. Continuous improvement
6. Humour/fun
7. Shared vision
8. Customer collaboration
9. Balance (home/work)
10. Teamwork
CULTURAL WELL-BEING OF ORGANIZATION “A”
`
Top ten current culture values
Cultural Entropy = 7%
93%
24. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
24
CULTURAL WELL-BEING OF ORGANIZATION “B”
`
1. Long hours(L)
2. Confusion (L)
3. Short-term focus (L)
4. Blame (L)
5. Information hoarding (L)
6. Manipulation (L)
7. Hierarchy (L)
8. Results orientation
9. Bureaucracy (L)
10. Quality
Top ten current culture values
Cultural Entropy = 47%
53%
25. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
25
Customer satisfaction
Making a difference
Commitment
Employee fulfilment
Continuous improvement
Humour/fun
Shared vision
Customer collaboration
Balance (home/work)
Teamwork
ORGANIZATION “A”
Long hours(L)
Confusion (L)
Short-term focus (L)
Blame (L)
Information hoarding (L)
Manipulation (L)
Hierarchy (L)
Results orientation
Bureaucracy (L)
Quality
ORGANIZATION “B”
High Well-
being and Low
Cultural Well-
being
93%
Low Well-being
and High
Cultural Well-
being
53%
WHICH ORGANIZATION WOULD BE THE LEAST STRESSFUL TO WORK IN
Stress
Inducing
Values
No
Stress
Inducing
Values
26. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
26
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
FULL CULTURAL VALUES ASSESSMENT
RESULTS FOR ORGANIZATIONS
“A” AND “B”
27. Organization “A” (19 people)
customer satisfaction 13 2(O)
making a difference 13 6(S)
commitment 10 5(I)
employee fulfilment 10 6(O)
continuous improvement 9 4(O)
humour/ fun 9 5(O)
shared vision 9 5(O)
customer collaboration 8 6(O)
balance (home/work) 6 4(O)
teamwork 6 4 (R)
customer satisfaction 12 2(O)
continuous improvement 10 4(O)
employee fulfilment 10 6(O)
making a difference 9 6(S)
shared vision 9 5(O)
continuous learning 8 4(O)
accountability 6 4(R)
innovation 6 4(O)
teamwork 6 4(R)
trust 6 5(R)
Values PlotCopyright 2015 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 4
CC - DC 6
PV - DC 4
Cultural Entropy:
Current Culture
7%
family 15 2(R)
making a difference 13 6(S)
humour/ fun 11 5(I)
well-being 11 6(I)
continuous learning 10 4(I)
commitment 8 5(I)
accountability 7 4(R)
financial stability 7 1(I)
trust 7 5(R)
compassion 6 7(R)
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
28. Organization “A” (19 people)
Personal Values
Values DistributionCopyright 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
26%
46%
28%
25%
48%
27%
26%
50%
24%
29. Organization “B” (35 people)
confusion (L) 15 3(O)
long hours (L) 12 3(O)
short-term focus (L) 11 1(O)
blame (L) 10 2(R)
information hoarding (L) 9 3(R)
manipulation (L) 8 2(R)
hierarchy (L) 8 3(O)
results orientation 7 3(O)
bureaucracy (L) 6 3(O)
quality 6 3(O)
continuous improvement 11 4(O)
information sharing 10 4(O)
quality 9 3(O)
customer satisfaction 8 2(O)
teamwork 8 4(R)
accountability 7 4(R)
professionalism 7 3(O)
efficiency 6 3(O)
balance (home/work) 6 4(O)
continuous learning 6 4(O)
Values PlotCopyright 2016 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 0
CC - DC 1
PV - DC 2
Cultural Entropy:
Current Culture
47%
commitment 26 5(I)
honesty 12 5(I)
integrity 9 5(I)
adaptability 8 4(I)
continuous learning 8 4(I)
responsibility 8 4(I)
cooperation 8 5(R)
efficiency 7 3(I)
family 6 2(R)
humour/ fun 6 5(I)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=9-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-3-5-0 IROS (P)=0-3-8-0 IROS (L)=0-0-0-0
30. Organization “B” (35 people)
Personal Values
Values DistributionCopyright 2016 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
2%
0%
0%
6%
10%
13%
21%
36%
7%
5%
0% 20% 40% 60%
1
2
3
4
5
6
7
11%
11%
25%
6%
6%
11%
16%
7%
5%
2%
0% 20% 40% 60%
1
2
3
4
5
6
7
2%
0%
0%
3%
10%
18%
32%
23%
9%
3%
0% 20% 40% 60%
1
2
3
4
5
6
7
CTS = 48-21-31 CTS = 14-16-70 CTS = 35-32-33
Cultural Entropy = 2% Cultural Entropy = 47% Cultural Entropy = 2%
High level of
Cultural Entropy
= Low level of
Employee
Engagement
31. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
31
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
WHAT IS CULTURAL ENTROPY?
32. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
32
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 and cause employees to experience stress.
33. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
33
Cultural entropy significantly impacts employee engagement.
25%
35%
45%
55%
65%
75%
85%
0% 5% 10% 15% 20% 25% 30%
Cultural Entropy
EmployeeEngagement
Low Entropy =
High Engagement
High Entropy =
Low Engagement
Cultural Entropy and Employee Engagement
34. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
34
Cultural Entropy and Employee Engagement
Cultural Entropy Most employees
are ….
10% or less Highly Engaged
11% to 20% Engaged
21% to 30% Becoming Disengaged
31% to 40% Disengaged
41% or more Highly Disengaged
35. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
35
Cultural entropy is a function of the
personal entropy of the current leaders of
an organisation and institutional legacy of
personal entropy of past leaders as
embedded in the structures, systems,
policies and procedures.
How Does Cultural Entropy Arise?
36. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
36
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 well-
being and personal mastery skills. Fear-driven
energy arises from the conscious and
subconscious fear-based beliefs of the ego
about meeting its deficiency needs.
37. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
37
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
MEASURING PERSONAL ENTROPY
OF THE LEADERS
38. Personal Development
Development Levels
Service to Humanity and the Planet
Compassion, Humility, Forgiveness, Ethics, Future
Generations, Wisdom, Ease with Uncertainty.
Making a Difference in the Community
Actualising Meaning, Collaboration, Intuition,
Mentoring, Empathy, Community Involvement.
Finding Meaning in Existence
Integrity, Authenticity, Creativity, Passion, Honesty,
Trust, Fairness, Generosity, Humour/fun.
Continuous Growth and Development
Adaptability, Continuous Improvement, Courage,
Autonomy, Independence, Freedom.
Building a Sense of Self Worth
Pride in Self, Self-Reliant, Positive Self-image, Being
the best, achievement, recognition.
Harmonious Relationships
Family, Friendship, Belonging, Caring, Open
Communication, Listening.
Physical Survival and Safety
Health, Nutrition, Financial Stability, Self-Discipline,
Job security, Wealth.
`
39. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
39
Personal Development Indicator
Each level corresponds to a separate stage of
psychological development. See Annex.
Higher is only better if all the previous levels have
been mastered—have positive values indicators.
40. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
40
Personal Development Inhibitors
The presence of limiting values at the
survival, relationships and self-worth
levels can lower the overall level of
personal well-being.
41. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
41
Personal Development Inhibitors
Well-being Inhibitors
Building a Sense of Self-worth
Complacency, Arrogance, Image, Power-seeking,
Status-seeking, Boasting, Lack of Confidence.
Harmonious Relationships
Blame, Being Liked, Manipulation, Jealousy,
Neediness, Relationship insecurity, Demanding.
Physical Survival and Safety
Control, Caution, Risk-averse, Greed, Job
Insecurity, Short-term focus, Impatience.
`
42. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
42
PERSONAL DEVELOPMENT OF LEADER “A”
`
Top ten values based on
Feedback from collaborators
Personal Entropy = 8%
1. Vision
2. Appreciative
3. Enthusiasm
4. Making a difference
5. Global perspective
6. Accessible
7. Authentic
8. Balance home/work
9. Experience
10. Wisdom
43. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
43
PERSONAL DEVELOPMENT OF LEADER “B”
`
1. Long hours(L)
2. Confusion (L)
3. Short-term focus (L)
4. Blame (L)
5. Information hoarding (L)
6. Manipulation (L)
7. Hierarchy (L)
8. Results orientation
9. Bureaucracy (L)
10. Quality
Personal Entropy = 27%
Top ten values based on
Feedback from collaborators
44. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
44
Vision
Appreciative
Enthusiasm
Making a difference
Global perspective
Accessible
Authentic
Balance home/work
Experience
Wisdom
LEADER “A”
Long hours(L)
Quality conscious
Drive and determination
Ambitious
Commitment
Cautious (L)
Reliable
Achievement
Demanding (L)
Internally competitive (L)
LEADER “B”
Personal
Entropy
8%
Personal
Entropy
27%
WHICH LEADER WOULD BE THE LEAST STRESSFUL TO WORK FOR
Stress
Inducing
Values
No
Stress
Inducing
Values
45. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
45
What Low Entropy Leaders Focus on …
Based on 3600 Leadership Values Feedback
carried out on 100 leaders from 19 countries (2008-2010)
Commitment
Controlling (L)
Ambitious
Results orientation
Demanding (L)
Experience
Goals orientation
Authoritarian (L)
Humor/fun
Power (L)
Commitment
Positive attitude
Accessible
Teamwork
Trustworthy
Integrity
Accountability
Customer satisfaction
Enthusiasm
Fairness
Low Entropy
Leaders (0-6%)
High Entropy
Leaders (21%+)
Values that address employees needs and
create internal cohesion
Internal
Cohesion
Focus
Self-
Esteem
Focus
Stress
Inducing
Values
46. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
46
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
47. 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
Low Personal Entropy of Leader Creates Low Cultural
Entropy Organization
Cultural Entropy 7%Personal Entropy 9%
Cultural ValuesLeader’s 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
48. The culture of
an organisation
is a reflection
of leadership
consciousness.
LV A Feedback 14 Assessors
PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0
High Personal Entropy of Leader Creates High Cultural
Entropy Organization
power (L) 11 Level 3
blame (L) 10 Level 2
demanding (L) 10 Level 2
manipulative (L) 10 Level 2
experience 9 Level 3
controlling (L) 8 Level 1
arrogant (L) 7 Level 3
authoritarian (L) 6 Level 1
exploitative (L) 6 Level 1
ruthless (L) 6 Level 1
1. short-term focus (L) 13 Level 1
2. blame (L) 11 Level 2
3. manipulation (L) 10 Level 2
4. caution (L) 7 Level 1
5. cynicism (L) 7 Level 3
6. bureaucracy (L) 6 Level 3
7. control (L) 6 Level 1
8. cost reduction 5 Level 1
9. empire building (L) 5 Level 2
10. image (L) 5 Level 3
11. long hours (L) 5 Level 3
CVA Current Culture
PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0
Cultural Entropy 38%Personal Entropy 64%
Cultural ValuesLeader’s Values
49. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
49
How to Measure Personal Entropy?
LEADER’S VALUES
Which of the following values/behaviours
most reflect how you operate? Pick ten.
ASSESSOR’S OBSERVED VALUES OF LEADER
Which of the following values/behaviours
most reflect how Leader “X” operates? Pick
ten.
http://www.valuescentre.com/our-products/products-
leaders/leadership-values-assessment-lva
LEADERSHIP VALUES ASSESSMENT
52. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
52
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
MEASURING WELL BEING AT WORK
CULTURAL TRANSFORMATION TOOLS
53. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
53
Cultural Well-being and Cultural Entropy
CULTURAL TRANSFORMATION TOOLS FOR
ORGANIZATIONS
Cultural Values Assessment
Cultural Evolution Report
Espoused Values Analysis
Small Group (Team) Assessment
Merger/Compatibility Report
Customer Values Assessment
54. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
54
Individual Well-being and Personal Entropy
CULTURAL TRANSFORMATION TOOLS
FOR INDIVIDUALS
Self Assessment
Personal Values Assessment
Individual Values Assessment
Feedback Assessment
Individual Development Report
Leadership Development Report
Leadership Values Assessment
How aligned
I am with my
work place
culture.
Measures
personal
entropy.
55. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
55
Cultural Transformation
“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 Global Business, Babson
College, USA.
56. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
56
For more information:
Go to: www.valuescentre.com or www.richardbarrett.net
Contact Me: richard@valuescentre.com
57. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
57
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
ANNEX
STAGES OF PSYCHOLOGICAL
DEVELOPMENT
58. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
58
A personal journey
Every person is on an
evolutionary journey of
psychological development.
Surviving
Conforming
Differentiating
Individuating
Self-actualizing
Integrating
Serving
59. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
59
Stages, Levels and World Views
We grow in stages of psychological
development
We operate at levels of consciousness
We live inside (are embedded in)
cultural world views
60. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
60
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.
61. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
61
Stages and Levels
Stages Levels of Consciousness
Serving SERVICE
Integrating MAKING A DIFFERENCE
Self-actualising INTERNAL COHESION
Individuating TRANSFORMATION
Differentiating SELF-ESTEEM
Conforming RELATIONSHIP
Surviving SURVIVAL
EvolutionofPersonalConsciousness
62. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
62
Stages of Psychological Development
Surviving
63. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
63
Stages of Psychological Development
INFANCY
0-2 Years Old
Staying alive!
LEARNING TO CONTROL
Ability to get basic
physiological needs met.
Surviving
Stage Motivation
64. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
64
Stages of Psychological Development
Conforming
65. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
65
Stages of Psychological Development
Conforming
Stage Motivation
CHILDHOOD
3-7 Years Old
Keeping safe and secure!
LEARNING TO BE LOVED
Ability to feel accepted and
sense of belonging.
66. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
66
Stages of Psychological Development
Differentiating
67. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
67
Stages of Psychological Development
Differentiating
Stage Motivation
TEENAGER +
8-24Years Old
Distinguishing yourself!
LEARNING TO BE RECOGNIZED
Ability to feel respected
and recognized by others.
68. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
68
Stages of Psychological Development
INDIVIDUATING
69. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
69
Stages of Psychological Development
INDIVIDUATING
Stage Motivation
YOUNG ADULT
25-39 Years Old
Releasing your fears!
ACCOUNTABILITY
Finding freedom and
autonomy to understand
who you really are.
70. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
70
Stages of Psychological Development
SELF-ACTUALIZING
71. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
71
Stages of Psychological Development
SELF-ACTUALIZING
Stage Motivation
ADULTHOOD
40-49 Years Old
Becoming who you are!
SELF-EXPRESSION
Ability to satisfy your
desire for meaning
and purpose.
72. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
72
Stages of Psychological Development
INTEGRATING
73. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
73
Stages of Psychological Development
INTEGRATING
Stage Motivation
MATURE ADULT
50-59 Years Old
Aligning with others!
CONNECTION
Ability to satisfy the desire
to make a difference
in your world.
74. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
74
Stages of Psychological Development
SERVING
75. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
75
Stages of Psychological Development
SERVING
Stage Motivation
SENIOR
60+ Years Old
Finding fulfilment!
CONTRIBUTION
Ability to satisfy your
desire to serve the
greater good.
76. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
76
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
UNDERSTANDING
EGO-SOUL DYNAMICS
77. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
77
Stages of Psychological Development
Ego
Development
Ego-Soul Alignment
Soul
Emergence
SURVIVING
CONFORMING
DIFFERENTIATING
INDIVIDUATING
SELF-ACTUALIZING
INTEGRATING
SERVING
PSYCHOLOGICALDEVELOPMENT
78. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
78
Mastering surviving prepares you for Self-actualizing
Individuating
Integrating
Differentiating
Conforming
Surviving
Stages of Development
Serving
Self-actualizing
SOUL
EGO
Control
If you have fears about surviving
you will not be able to self-express
Self-expressionEGO-SOUL
ALIGNMENT
No existential fears
79. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
79
Mastering conforming prepares you for Integrating
SOUL
EGO
Belonging
If you have fears about being accepted
you will not be able to connect
Connecting
Individuating
Integrating
Differentiating
Conforming
Surviving
Stages of Development
Serving
Self-actualizing
SOUL
EGO
EGO-SOUL
ALIGNMENT
80. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
80
Mastering differentiating prepares you for Serving
SOUL
EGO
Recognition
If you have fears about your self-worth
you will not be able to contribute
Contributing
Individuating
Integrating
Differentiating
Conforming
Surviving
Stages of Development
Serving
Self-actualizing
SOUL
EGO
EGO-SOUL
ALIGNMENT
81. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
81
A failure to master to ego stages of
development results in mental and
physical disorders when you reach the
soul stages of activation.