Describes method and tools for measuring well-being at work. Shows how to measure cultural and personal entropy. Improved version of previous presentation
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.
Describes method and tools for measuring well-being at work. Shows how to measure cultural and personal entropy. Improved version of previous presentation
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.
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.
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.
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.
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.
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.
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.
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.
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.
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
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.
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.
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
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 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.
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
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/
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
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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.
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
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
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.
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%
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%
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
Entropy
7%
Low Well-being
and High
Cultural
Entropy
47%
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
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
MEASURING PERSONAL ENTROPY
OF THE LEADERS
37. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
37
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.
38. Personal Well-being Indicator
Levels of Well-being
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.
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39
Personal Well-Being 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.
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Personal Well-Being Inhibitors
The presence of limiting values at the
survival, relationships and self-worth
levels can lower the overall level of
personal well-being.
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Personal Well-Being 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.
`
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PERSONAL WELL-BEING 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
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PERSONAL WELL-BEING 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
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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
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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
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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
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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
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MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
MEASURING WELL BEING AT WORK
CULTURAL TRANSFORMATION TOOLS
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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
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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.
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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.
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For more information:
Go to: www.valuescentre.com or www.richardbarrett.net
Contact Me: richard@valuescentre.com
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MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
ANNEX
STAGES OF PSYCHOLOGICAL
DEVELOPMENT
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A personal journey
Every person is on an
evolutionary journey of
psychological development.
Surviving
Conforming
Differentiating
Individuating
Self-actualizing
Integrating
Serving
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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
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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.
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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
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Stages of Psychological Development
Surviving
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Stages of Psychological Development
INFANCY
0-2 Years Old
Staying alive!
LEARNING TO CONTROL
Ability to get basic
physiological needs met.
Surviving
Stage Motivation
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Stages of Psychological Development
Conforming
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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.
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Stages of Psychological Development
Differentiating
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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.
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Stages of Psychological Development
INDIVIDUATING
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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.
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Stages of Psychological Development
SELF-ACTUALIZING
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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.
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Stages of Psychological Development
INTEGRATING
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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.
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Stages of Psychological Development
SERVING
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Stages of Psychological Development
SERVING
Stage Motivation
SENIOR
60+ Years Old
Finding fulfilment!
CONTRIBUTION
Ability to satisfy your
desire to serve the
greater good.
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MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
UNDERSTANDING
EGO-SOUL DYNAMICS
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Stages of Psychological Development
Ego
Development
Ego-Soul Alignment
Soul
Emergence
SURVIVING
CONFORMING
DIFFERENTIATING
INDIVIDUATING
SELF-ACTUALIZING
INTEGRATING
SERVING
PSYCHOLOGICALDEVELOPMENT
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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
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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
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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
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A failure to master to ego stages of
development results in mental and
physical disorders when you reach the
soul stages of activation.