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The values driven organisation brazil may 2015 v3

This document contains the slides from a presentation on creating a values-driven organizational culture. Some key points: - Values-driven cultures tend to be the most successful because they care about meeting employee and stakeholder needs. - An organization's culture reflects its leadership's level of consciousness. Measuring culture through tools like a values survey can help manage it. - Employees are motivated by having their psychological needs met at each stage of development. An organization's values should align with meeting these needs. - Cultural entropy, or unnecessary work that doesn't add value, impacts employee engagement levels. Lower entropy leads to higher engagement. - Building a values-driven culture involves assessing current values, prioritizing desired values

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A Organização dirigida par Valores Richard Barrett
MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 3 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
WHY A VALUES-DRIVEN CULTURE? Values Alignment Performance BECAUSE VALUES-DRIVEN CULTURES ARE THE MOST SUCCESSFUL ON THE PLANET
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 5 WHY ARE VALUES-DRIVEN CULTURES THE MOST SUCCESSFUL? BECAUSE THEY CARE ABOUT THE NEEDS OF THEIR EMPLOYEES, AND …
… THEY ALSO CARE ABOUT THE NEEDS OF ALL THEIR STAKEHOLDERS Suppliers Community
S&P 500 Average Annualized Return 16.39% Average Annualized Return 4.12% BCWF The Best Companies to Work For engender high levels of employee engagement and commitment, because the leaders of these organisations focus on meeting their employee’s needs. The Top 40 Best Companies to Work For (USA)
“No matter how far reaching the vision or how brilliant the strategy, neither will be realized if it is not supported by the organisational culture.” Luther Johnson Peter Drucker “CULTURE EATS STRATEGY FOR BREAKFAST”
The Leader and the Values Peters and Waterman, “In Search of Excellence: Lessons from America’s best run companies”, 1983 Clarifying the value system and breathing life into it are the greatest contributions a leader can make.
What are Values? A shorthand way of describing our individual and collective motivations and what is important to us. They are the energetic drivers of our aspirations and intentions.
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
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 13 The Most Important Thing to Remember What motivates employees is the satisfaction of their needs.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 14
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 15
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 16 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.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 17 The Most Important Thing to Remember 1. We are motivated by the needs of the stage of psychological development we are at or the stages we have passed through where we have important or unmet needs. 2. We value what we need or what we consider to be important. 3. Therefore, our values are an reflection of the stages of psychological development we are operating from.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 18 What Employees Value 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 Earth’s life support systems Surviving Relationship Self-esteem Transformation Internal cohesion Making a difference Service Levels of Consciousness Primary Motivations
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 19 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
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 20 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.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 21 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
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 22 Stages of Psychological Development Surviving
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 23 Stages of Psychological Development INFANCY 0-2 Years Old Staying alive! Satisfying physiological and nutritional needs Surviving Stage Motivation
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 24 Stages of Psychological Development Conforming
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 25 Stages of Psychological Development Conforming Stage Motivation CHILDHOOD 3-7 Years Old Feeling safe! Satisfying need for love, and belonging.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 26 Stages of Psychological Development Differentiating
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 27 Stages of Psychological Development Differentiating Stage Motivation TEENAGER + 8-24 Years Old Feeling secure! Satisfying need for respect and recognition.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 28 Stages of Psychological Development Individuating
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 29 Stages of Psychological Development Individuating Stage Motivation YOUNG ADULT 25-39 Years Old Releasing your fears! Satisfying need for freedom and autonomy.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 30 Stages of Psychological Development Self-actualising
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 31 Stages of Psychological Development Self-actualising Stage Motivation ADULTHOOD 40-49 Years Old Becoming who you are! Satisfying need to find meaning and purpose.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 32 Stages of Psychological Development Integrating
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 33 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.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 34 Stages of Psychological Development Serving
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 35 Stages of Psychological Development Serving Stage Motivation SENIOR 60+ Years Old Finding fulfilment! Satisfying your need to serve the greater good.
BUILDING A VALUES-DRIVEN CULTURE
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
The Seven Levels of Consciousness Model
Origins of the Cultural Transformation Tools Growth Needs When these needs are fulfilled they do not go away, they engender deeper levels of motivation and commitment. Deficiency Needs An individual gains no sense of lasting satisfaction from being able to meet these needs, but feels a sense of anxiety if these needs are not met. Physiological Safety Love & Belonging Self-esteem Know and Understand Abraham Maslow Self Actualization
Needs Con s ciou s n es s Self-Actualization Richard Barrett Safety Love & Belonging Self-esteem Physiological Safety Love & Belonging Self-esteem Know and Understand Abraham Maslow Maslow’s Needs to Barrett’s Consciousness
Maslow’s Needs to Barrett’s Consciousness Needs Consciousness 1. Expansion of self-actualization into multiple levels. 2. Substitute states of consciousness for hierarchy of needs. 3. Each state of consciousness is defined by specific values and behaviours. Physiological Safety Love & Belonging Self-esteem Know and Understand Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship Survival
Stages in the Development of Personal Consciousness Positive Focus / Excessive Focus Financial Security & Safety Creating a safe secure environment for self and significant others. Control, greed Belonging Feeling a personal sense of belonging, feeling loved by self and others. Being liked, blame Self-worth Feeling a positive sense of pride in self and ability to manage your life. Power, status Personal Growth Understandingyourdeepestmotivations,experiencingresponsible freedombylettinggoofyourfears Finding Personal Meaning Uncovering your sense of purpose and creating a vision for the future you want to create Collaborating with Partners Working with others to make a positive difference by actively implementing your purpose and vision Service to Humanity and the Planet Devoting your life in self-less service to your purpose and vision Service Internal Cohesion Transformation Self-esteem Relationship Survival Making a difference
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 43 The Shift from “I” to “We” Service Internal Cohesion Transformation Self-esteem Relationship Survival COMMON GOOD AND CONTRIBUTION (WE) SELF INTEREST AND PERFORMANCE (I) TRANSFORMATION EvolutionofPersonalConsciousness Making a difference
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 44 SEPARATION AND ISOLATION COMMUNITY AND COHESION
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
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 46 The Culture Change Process 1. Cultural Values Assessment 2. Share results and start dialogue 3. Prioritize values 4. Identify behaviours 5. Create culture development plan 6. Implement changes and programmes ENTROPY PERFORMANCE
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 47 BUILDING A VALUES-DRIVEN ORGANSIATION START WITH A VALUES SURVEY
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.
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
11% 1 2 3 4 5 6 7 Cultural Entropy Placement of Values by Level (100 employees) Current Culture Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship Survival
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
Entropy and 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
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 53 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.
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
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%
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.
Highly Engaged Employees  Highly engaged employees identify with the company.  They care passionately about the future of the company.  They bring passion and purpose to their work.  They are willing to invest their discretionary effort to make the company a success.  They want the company to do the right thing.  They want to feel pride in the way the company behaves.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 58 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?
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 59 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 a lack of a person’s 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.
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 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
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 Cultural Evolution Begins with Personal Evolution 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% Culture ValuesLeader’s Values
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 62 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
long hours (L) 16 3(I) quality conscious 13 3(O) drive and determination 12 4(I) analytical 10 3(I) commitment 10 5(I) cautious (L) 8 1(I) reliable 8 3(R) achievement 7 3(I) demanding (L) 7 2(R) internally competitive (L) 6 2(R) strategic thinker 6 4(I) High Entropy Leader (20 Assessors) Matches 3 adaptability 4(I) connecting with stakeholders 6(R) drive and determination 4(I) goals orientation 4(O) innovative 4(I) long hours (L) 3(I) making a difference 6(O) strategic thinker 4(I) vision 7(I) win-win partnerships 6(O) Level Leader Observed Values 7 6 5 4 3 2 1 PL= 9-1 | IROS (P)=5-1-3-0 | IROS (L)=1-0-0-0 PL= 7-4 | IROS (P)=5-1-1-0 | IROS (L)=2-2-0-0 Orange=Values Match P=Positive L=Potentially Limiting (white circle) I=Individual R=Relationship O=Organisational S=Societal Entropy = 27%
10% 50% 30% 10% 0% 20% 40% 60% 1 2 3 4 5 6 7 CTS = 40-50-10 Entropy = 10% CTS = 20-20-60 Entropy = 27% Leader High Entropy Leader (20 Assessors) Positive Values Potentially Limiting Values Observed Values C T S C=Common Good T=Transformation S=Self-Interest 9% 8% 10% 1% 7% 25% 20% 12% 5% 3% 0% 20% 40% 60% 1 2 3 4 5 6 7 1 2 3 4 5 6 7
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 65 BUILDING A VALUES-DRIVEN CULTURE THE JOURNEY
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%
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%
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.
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.
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
Income Evolution 0% 5% 10% 15% 20% 25% 30% 0 5000 10000 15000 20000 25000 30000 35000 40000 45000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Income Cultural Entropy Annual income increases as cultural entropy falls. Global Economic Meltdown
0% 5% 10% 15% 20% 25% 30% 0 200 400 600 800 1000 1200 1400 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Revenue per Capita Cultural Entropy Income per capita increases as cultural entropy falls. Productivity Evolution Global Economic Meltdown
0% 5% 10% 15% 20% 25% 30% 0 2000 4000 6000 8000 10000 12000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Profit Cutlural Entropy Profit increases as cultural entropy falls. Profit Evolution Global Economic Meltdown
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 74 Books in Portuguese in Brazil
Brazil National Assessment: Group (2544) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal Values Current Culture Values Desired Culture Values IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 0-0-0-0 | IROS (L)= 3-2-5-0 IROS (P)= 1-1-5-3 | IROS (L)= 0-0-0-0 Matches PV - CC 0 CC - DC 0 PV - DC 2 Health Index (PL) PV: 10-0 CC: 0-10 DC: 10-0 1. friendship 1295 2(R) 2. family 1132 2(R) 3. honesty 1005 5(I) 4. respect 951 2(R) 5. humility 885 7(I) 6. humour/fun 876 5(I) 7. health 741 1(I) 8. fairness 678 5(R) 9. hope 677 4(I) 10. patience 659 5(I) Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal 1. corruption (L) 1382 1(O) 2. poverty (L) 1329 1(I) 3. crime/violence (L) 1316 1(R) 4. unemployment (L) 1229 1(O) 5. illiteracy (L) 963 3(I) 6. environmental pollution (L) 898 1(O) 7. bureaucracy (L) 743 3(O) 8. conflict/aggression (L) 709 2(R) 9. uncertainty about the future (L) 683 1(I) 10. wasted resources (L) 600 3(O) 1. peace 1031 7(S) 2. fairness 718 5(O) 3. poverty reduction 698 1(O) 4. affordable housing 674 1(O) 5. caring for the elderly 673 4(S) 6. employment opportunities 658 1(O) 7. effective healthcare 653 1(O) 8. respect 623 2(R) 9. quality of life 622 6(I) 10. social justice 602 4(S) Values Plot Copyright 2010 Barrett Values Centre September 2010
3% 1% 1% 7% 16% 9% 25% 7% 14% 17% 0% 20% 40% 1 2 3 4 5 6 7 29% 11% 11% 8% 3% 5% 7% 7% 7% 12% 0% 20% 40% 1 2 3 4 5 6 7 2% 2% 2% 15% 6% 8% 16% 14% 15% 20% 0% 20% 40% 1 2 3 4 5 6 7 Brazil National Assessment: Group (2544) C T S Values Distribution Copyright 2010 Barrett Values Centre September 2010 C = Common Good T = Transformation S = Self-Interest Positive Values Potentially Limiting Values CTS = 46-17-37 Entropy = 5% CTS = 21-12-67 Entropy = 51% CTS = 45-20-35 Entropy = 6% Personal Values Current Culture Values Desired Culture Values
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 77 For More Information www.valuescentre.com www.richardbarrett.net To get a copy of this presentation go to: http://www.slideshare.net/BarrettValues
Exercício • Identifique uma situação profissional que esteja gerando estresse, conflito ou frustração. • Descreva esta situação: – Qual é o fato? – Alguém mais está envolvido? – Como você tem lidado/reagido a esta situação até o momento? – Qual é o resultado?
Exercício • Em seguida, escolha 1 valor (da lista seguinte) que pode ajuda-lo na resolução (ou diminuição) deste estresse, conflito ou frustração.
Lista de Valores Sinta-se livre para escolher valores que não aparecem nesta lista. Ambição Envolvimento comunidade Intuição Amizade Equilíbrio (trabalho/pessoal) Lógica Aprendizagem contínua Escutar Lucro Assumir riscos Ética Perdão Autoconfiança Excelência Perseverança Autodisciplina Família Poder Compaixão Fazer a diferença Qualidade Competência Foco na missão Resolução de conflitos Comprometimento Franqueza Respeito Comunicação aberta Futuras gerações Responsabilidade Confiança Generosidade Retorno financeiro Consciência ambiental Honestidade Sabedoria Cooperação Humildade Satisfação pessoal Coragem Humor/alegria Saúde Crescimento pessoal Imparcialidade Segurança Criatividade Independência Segurança no trabalho Cumprir o prometido Iniciativa Sucesso Eficiência Integridade Transparência Empatia Entusiasmo Visão
Exercício • Valor _______________________ • Crença – o que ele significa para você? • ________________________________________________ • Comportamentos • ________________________________________________ • ________________________________________________ • ________________________________________________
Exercício • Agora, imagine-se colocando em prática este valor – a partir dos 3 comportamentos – na situação que você identificou como estressante. – O que poderia mudar na sua maneira de lidar com a situação? – Qual seria o impacto? – Qual a sua conclusão?
Exercício • Agora que você identificou o valor (comportamentos) que pode ser útil nesta situação ... • Identifique qual o comportamento/atitude que você estava utilizando na situação original e que estava criando ou contribuindo para aumentar o nível de estresse ou conflito. • Comportamento ____________________________________
Exercício • Identifique o medo subjacente em deixar de usar este comportamento. – Se eu deixar de __________________________________________ eu vou/a situação vai ___________________________________
Exercício • Agora traduza a afirmação de medo em uma crença limitante. • Eu acredito que ____________________________________
Exercício • Crença ____________________________________ • Isso é uma verdade? • Você pode ter absoluta certeza de que isso é uma verdade? • Qual a sua reação/emoção quando acredita nesta crença? • Como fica o seu relacionamento com outras pessoas quando acredita nesta crença? • Como fica o seu relacionamento consigo mesmo quando acredita nesta crença? • Quem você seria/como seria sua vida se você não pudesse acreditar nesta crença? • Reverta a crença. – Dê três exemplos.

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The values driven organisation brazil may 2015 v3

  • 1.
    A Organização dirigidapar Valores Richard Barrett
  • 2.
    MY SPEECH TODAY HOWTO CREATE A VALUES-DRIVEN CULTURE MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE
  • 3.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 3 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
  • 4.
    WHY A VALUES-DRIVENCULTURE? Values Alignment Performance BECAUSE VALUES-DRIVEN CULTURES ARE THE MOST SUCCESSFUL ON THE PLANET
  • 5.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 5 WHY ARE VALUES-DRIVEN CULTURES THE MOST SUCCESSFUL? BECAUSE THEY CARE ABOUT THE NEEDS OF THEIR EMPLOYEES, AND …
  • 6.
    … THEY ALSOCARE ABOUT THE NEEDS OF ALL THEIR STAKEHOLDERS Suppliers Community
  • 7.
    S&P 500 Average Annualized Return 16.39% Average Annualized Return 4.12% BCWF The BestCompanies to Work For engender high levels of employee engagement and commitment, because the leaders of these organisations focus on meeting their employee’s needs. The Top 40 Best Companies to Work For (USA)
  • 8.
    “No matter howfar reaching the vision or how brilliant the strategy, neither will be realized if it is not supported by the organisational culture.” Luther Johnson Peter Drucker “CULTURE EATS STRATEGY FOR BREAKFAST”
  • 9.
    The Leader andthe Values Peters and Waterman, “In Search of Excellence: Lessons from America’s best run companies”, 1983 Clarifying the value system and breathing life into it are the greatest contributions a leader can make.
  • 10.
    What are Values? Ashorthand way of describing our individual and collective motivations and what is important to us. They are the energetic drivers of our aspirations and intentions.
  • 11.
    Positive of PotentiallyLimiting? 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
  • 12.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 13 The Most Important Thing to Remember What motivates employees is the satisfaction of their needs.
  • 13.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 14
  • 14.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 15
  • 15.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 16 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.
  • 16.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 17 The Most Important Thing to Remember 1. We are motivated by the needs of the stage of psychological development we are at or the stages we have passed through where we have important or unmet needs. 2. We value what we need or what we consider to be important. 3. Therefore, our values are an reflection of the stages of psychological development we are operating from.
  • 17.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 18 What Employees Value 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 Earth’s life support systems Surviving Relationship Self-esteem Transformation Internal cohesion Making a difference Service Levels of Consciousness Primary Motivations
  • 18.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 19 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
  • 19.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 20 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.
  • 20.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 21 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
  • 21.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 22 Stages of Psychological Development Surviving
  • 22.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 23 Stages of Psychological Development INFANCY 0-2 Years Old Staying alive! Satisfying physiological and nutritional needs Surviving Stage Motivation
  • 23.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 24 Stages of Psychological Development Conforming
  • 24.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 25 Stages of Psychological Development Conforming Stage Motivation CHILDHOOD 3-7 Years Old Feeling safe! Satisfying need for love, and belonging.
  • 25.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 26 Stages of Psychological Development Differentiating
  • 26.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 27 Stages of Psychological Development Differentiating Stage Motivation TEENAGER + 8-24 Years Old Feeling secure! Satisfying need for respect and recognition.
  • 27.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 28 Stages of Psychological Development Individuating
  • 28.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 29 Stages of Psychological Development Individuating Stage Motivation YOUNG ADULT 25-39 Years Old Releasing your fears! Satisfying need for freedom and autonomy.
  • 29.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 30 Stages of Psychological Development Self-actualising
  • 30.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 31 Stages of Psychological Development Self-actualising Stage Motivation ADULTHOOD 40-49 Years Old Becoming who you are! Satisfying need to find meaning and purpose.
  • 31.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 32 Stages of Psychological Development Integrating
  • 32.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 33 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.
  • 33.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 34 Stages of Psychological Development Serving
  • 34.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 35 Stages of Psychological Development Serving Stage Motivation SENIOR 60+ Years Old Finding fulfilment! Satisfying your need to serve the greater good.
  • 35.
  • 36.
    The Three Mantrasof 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
  • 37.
    The Seven Levelsof Consciousness Model
  • 38.
    Origins of theCultural Transformation Tools Growth Needs When these needs are fulfilled they do not go away, they engender deeper levels of motivation and commitment. Deficiency Needs An individual gains no sense of lasting satisfaction from being able to meet these needs, but feels a sense of anxiety if these needs are not met. Physiological Safety Love & Belonging Self-esteem Know and Understand Abraham Maslow Self Actualization
  • 39.
    Needs Con sciou s n es s Self-Actualization Richard Barrett Safety Love & Belonging Self-esteem Physiological Safety Love & Belonging Self-esteem Know and Understand Abraham Maslow Maslow’s Needs to Barrett’s Consciousness
  • 40.
    Maslow’s Needs toBarrett’s Consciousness Needs Consciousness 1. Expansion of self-actualization into multiple levels. 2. Substitute states of consciousness for hierarchy of needs. 3. Each state of consciousness is defined by specific values and behaviours. Physiological Safety Love & Belonging Self-esteem Know and Understand Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship Survival
  • 41.
    Stages in theDevelopment of Personal Consciousness Positive Focus / Excessive Focus Financial Security & Safety Creating a safe secure environment for self and significant others. Control, greed Belonging Feeling a personal sense of belonging, feeling loved by self and others. Being liked, blame Self-worth Feeling a positive sense of pride in self and ability to manage your life. Power, status Personal Growth Understandingyourdeepestmotivations,experiencingresponsible freedombylettinggoofyourfears Finding Personal Meaning Uncovering your sense of purpose and creating a vision for the future you want to create Collaborating with Partners Working with others to make a positive difference by actively implementing your purpose and vision Service to Humanity and the Planet Devoting your life in self-less service to your purpose and vision Service Internal Cohesion Transformation Self-esteem Relationship Survival Making a difference
  • 42.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 43 The Shift from “I” to “We” Service Internal Cohesion Transformation Self-esteem Relationship Survival COMMON GOOD AND CONTRIBUTION (WE) SELF INTEREST AND PERFORMANCE (I) TRANSFORMATION EvolutionofPersonalConsciousness Making a difference
  • 43.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 44 SEPARATION AND ISOLATION COMMUNITY AND COHESION
  • 44.
    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
  • 45.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 46 The Culture Change Process 1. Cultural Values Assessment 2. Share results and start dialogue 3. Prioritize values 4. Identify behaviours 5. Create culture development plan 6. Implement changes and programmes ENTROPY PERFORMANCE
  • 46.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 47 BUILDING A VALUES-DRIVEN ORGANSIATION START WITH A VALUES SURVEY
  • 47.
    The Values Survey PERSONALVALUES 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.
  • 48.
    Placement of Valuesby 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
  • 49.
    11% 1 2 3 4 5 6 7 Cultural Entropy Placement of Valuesby Level (100 employees) Current Culture Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship Survival
  • 50.
    Cultural Entropy andEngagement 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
  • 51.
    Entropy and Engagement CulturalEntropy 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
  • 52.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 53 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.
  • 53.
    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
  • 54.
    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%
  • 55.
    Five Levels ofEmployee 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.
  • 56.
    Highly Engaged Employees Highly engaged employees identify with the company.  They care passionately about the future of the company.  They bring passion and purpose to their work.  They are willing to invest their discretionary effort to make the company a success.  They want the company to do the right thing.  They want to feel pride in the way the company behaves.
  • 57.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 58 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?
  • 58.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 59 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 a lack of a person’s 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.
  • 59.
    continuous learning 11Level 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 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
  • 60.
    The culture of anorganisation is a reflection of leadership consciousness. LV A Feedback 14 Assessors PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0 Cultural Evolution Begins with Personal Evolution 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% Culture ValuesLeader’s Values
  • 61.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 62 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
  • 62.
    long hours (L)16 3(I) quality conscious 13 3(O) drive and determination 12 4(I) analytical 10 3(I) commitment 10 5(I) cautious (L) 8 1(I) reliable 8 3(R) achievement 7 3(I) demanding (L) 7 2(R) internally competitive (L) 6 2(R) strategic thinker 6 4(I) High Entropy Leader (20 Assessors) Matches 3 adaptability 4(I) connecting with stakeholders 6(R) drive and determination 4(I) goals orientation 4(O) innovative 4(I) long hours (L) 3(I) making a difference 6(O) strategic thinker 4(I) vision 7(I) win-win partnerships 6(O) Level Leader Observed Values 7 6 5 4 3 2 1 PL= 9-1 | IROS (P)=5-1-3-0 | IROS (L)=1-0-0-0 PL= 7-4 | IROS (P)=5-1-1-0 | IROS (L)=2-2-0-0 Orange=Values Match P=Positive L=Potentially Limiting (white circle) I=Individual R=Relationship O=Organisational S=Societal Entropy = 27%
  • 63.
    10% 50% 30% 10% 0% 20% 40%60% 1 2 3 4 5 6 7 CTS = 40-50-10 Entropy = 10% CTS = 20-20-60 Entropy = 27% Leader High Entropy Leader (20 Assessors) Positive Values Potentially Limiting Values Observed Values C T S C=Common Good T=Transformation S=Self-Interest 9% 8% 10% 1% 7% 25% 20% 12% 5% 3% 0% 20% 40% 60% 1 2 3 4 5 6 7 1 2 3 4 5 6 7
  • 64.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 65 BUILDING A VALUES-DRIVEN CULTURE THE JOURNEY
  • 65.
    SA Bank: Evolutionof 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%
  • 66.
    SA Bank: Evolutionof 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%
  • 67.
    SA Bank: Evolutionof 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.
  • 68.
    Evolution of Numberof 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.
  • 69.
    Cultural Entropy Evolution Culturalentropy 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
  • 70.
    Income Evolution 0% 5% 10% 15% 20% 25% 30% 0 5000 10000 15000 20000 25000 30000 35000 40000 45000 2005 20062007 2008 2009 2010 2011 2012 2013 2014 Income Cultural Entropy Annual income increases as cultural entropy falls. Global Economic Meltdown
  • 71.
    0% 5% 10% 15% 20% 25% 30% 0 200 400 600 800 1000 1200 1400 2005 2006 20072008 2009 2010 2011 2012 2013 2014 Revenue per Capita Cultural Entropy Income per capita increases as cultural entropy falls. Productivity Evolution Global Economic Meltdown
  • 72.
    0% 5% 10% 15% 20% 25% 30% 0 2000 4000 6000 8000 10000 12000 2005 2006 20072008 2009 2010 2011 2012 2013 2014 Profit Cutlural Entropy Profit increases as cultural entropy falls. Profit Evolution Global Economic Meltdown
  • 73.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 74 Books in Portuguese in Brazil
  • 74.
    Brazil National Assessment:Group (2544) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal Values Current Culture Values Desired Culture Values IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 0-0-0-0 | IROS (L)= 3-2-5-0 IROS (P)= 1-1-5-3 | IROS (L)= 0-0-0-0 Matches PV - CC 0 CC - DC 0 PV - DC 2 Health Index (PL) PV: 10-0 CC: 0-10 DC: 10-0 1. friendship 1295 2(R) 2. family 1132 2(R) 3. honesty 1005 5(I) 4. respect 951 2(R) 5. humility 885 7(I) 6. humour/fun 876 5(I) 7. health 741 1(I) 8. fairness 678 5(R) 9. hope 677 4(I) 10. patience 659 5(I) Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal 1. corruption (L) 1382 1(O) 2. poverty (L) 1329 1(I) 3. crime/violence (L) 1316 1(R) 4. unemployment (L) 1229 1(O) 5. illiteracy (L) 963 3(I) 6. environmental pollution (L) 898 1(O) 7. bureaucracy (L) 743 3(O) 8. conflict/aggression (L) 709 2(R) 9. uncertainty about the future (L) 683 1(I) 10. wasted resources (L) 600 3(O) 1. peace 1031 7(S) 2. fairness 718 5(O) 3. poverty reduction 698 1(O) 4. affordable housing 674 1(O) 5. caring for the elderly 673 4(S) 6. employment opportunities 658 1(O) 7. effective healthcare 653 1(O) 8. respect 623 2(R) 9. quality of life 622 6(I) 10. social justice 602 4(S) Values Plot Copyright 2010 Barrett Values Centre September 2010
  • 75.
    3% 1% 1% 7% 16% 9% 25% 7% 14% 17% 0% 20% 40% 1 2 3 4 5 6 7 29% 11% 11% 8% 3% 5% 7% 7% 7% 12% 0%20% 40% 1 2 3 4 5 6 7 2% 2% 2% 15% 6% 8% 16% 14% 15% 20% 0% 20% 40% 1 2 3 4 5 6 7 Brazil National Assessment: Group (2544) C T S Values Distribution Copyright 2010 Barrett Values Centre September 2010 C = Common Good T = Transformation S = Self-Interest Positive Values Potentially Limiting Values CTS = 46-17-37 Entropy = 5% CTS = 21-12-67 Entropy = 51% CTS = 45-20-35 Entropy = 6% Personal Values Current Culture Values Desired Culture Values
  • 76.
    Powerful metrics thatenable leaders to measure and manage cultures. www.valuescentre.com 77 For More Information www.valuescentre.com www.richardbarrett.net To get a copy of this presentation go to: http://www.slideshare.net/BarrettValues
  • 77.
    Exercício • Identifique umasituação profissional que esteja gerando estresse, conflito ou frustração. • Descreva esta situação: – Qual é o fato? – Alguém mais está envolvido? – Como você tem lidado/reagido a esta situação até o momento? – Qual é o resultado?
  • 78.
    Exercício • Em seguida,escolha 1 valor (da lista seguinte) que pode ajuda-lo na resolução (ou diminuição) deste estresse, conflito ou frustração.
  • 79.
    Lista de Valores Sinta-selivre para escolher valores que não aparecem nesta lista. Ambição Envolvimento comunidade Intuição Amizade Equilíbrio (trabalho/pessoal) Lógica Aprendizagem contínua Escutar Lucro Assumir riscos Ética Perdão Autoconfiança Excelência Perseverança Autodisciplina Família Poder Compaixão Fazer a diferença Qualidade Competência Foco na missão Resolução de conflitos Comprometimento Franqueza Respeito Comunicação aberta Futuras gerações Responsabilidade Confiança Generosidade Retorno financeiro Consciência ambiental Honestidade Sabedoria Cooperação Humildade Satisfação pessoal Coragem Humor/alegria Saúde Crescimento pessoal Imparcialidade Segurança Criatividade Independência Segurança no trabalho Cumprir o prometido Iniciativa Sucesso Eficiência Integridade Transparência Empatia Entusiasmo Visão
  • 80.
    Exercício • Valor _______________________ •Crença – o que ele significa para você? • ________________________________________________ • Comportamentos • ________________________________________________ • ________________________________________________ • ________________________________________________
  • 81.
    Exercício • Agora, imagine-secolocando em prática este valor – a partir dos 3 comportamentos – na situação que você identificou como estressante. – O que poderia mudar na sua maneira de lidar com a situação? – Qual seria o impacto? – Qual a sua conclusão?
  • 82.
    Exercício • Agora quevocê identificou o valor (comportamentos) que pode ser útil nesta situação ... • Identifique qual o comportamento/atitude que você estava utilizando na situação original e que estava criando ou contribuindo para aumentar o nível de estresse ou conflito. • Comportamento ____________________________________
  • 83.
    Exercício • Identifique omedo subjacente em deixar de usar este comportamento. – Se eu deixar de __________________________________________ eu vou/a situação vai ___________________________________
  • 84.
    Exercício • Agora traduzaa afirmação de medo em uma crença limitante. • Eu acredito que ____________________________________
  • 85.
    Exercício • Crença ____________________________________ •Isso é uma verdade? • Você pode ter absoluta certeza de que isso é uma verdade? • Qual a sua reação/emoção quando acredita nesta crença? • Como fica o seu relacionamento com outras pessoas quando acredita nesta crença? • Como fica o seu relacionamento consigo mesmo quando acredita nesta crença? • Quem você seria/como seria sua vida se você não pudesse acreditar nesta crença? • Reverta a crença. – Dê três exemplos.