barrett values centre @ tafep

Transforming and Building a High Performance CultureTo drive Organisational Growth

3

Stakeholder demands

Finances

Organisation

Politics

Operations

“Change” is the journey outside of us –

“Transformation” is the inner journey we go through in

order to take on the outer change.

Source: Tor Eneroth

Difference between Change and Transformation

Powerful metrics that enable leaders to measure and manage cultures.

www.valuescentre.com

4

Important Questions

• What are you feeling right now?

• If any what are your “major energy” leaks today?

• What is your most important question now? (Related to your motivation to come today)



5

Tangible vs Intangible Assets



6

Leaders Understand the Importance of Culture

Deloitte Human Capital Trends 2016

Duke University and Columbia University 2015 research

PWC 2013 Culture and Change Management Survey

Culture as an important or very important issue.

Culture is important to their firms.

Culture is critical to their organisation’s success.

Understand their organisation’s culture.

Are excellent at effectively driving the desired culture.

Corporate culture exactly where it needed to be.

Culture needs a major overhaul.

86%

28%

12%

91%

5%

84%

51%



7

The Top 40 Best Companies to Work For (USA)

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 employee’s basic needs and satisfying their growth needs: they focus on helping their employees feel happy and fulfilled.

How much does culture matter?

materialistic

short-term focus

educational opportunities

uncertainty about the future

corruption

elitism

material needs

wasted resources

gender discrimination

blame

accountability

family

employment opportunities

financial stability

optimism

dependable public services

honesty

social responsibility

human rights

poverty reduction

Iceland National Assessment 2008

family

honesty

responsibility

accountability

financial stability

trust

friendship

positive attitude

humour/fun

adaptability

respect

Personal Values Desired CultureCurrent Culture

Cultural Entropy 53%

Iceland

Iceland

1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers

Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare,

Sustainability

12

Culture eats strategy for breakfast

13

What you can measure, you can manage

14

Human Leadership

15

Cultural Evolution Begins with Personal Evolution

The culture ofan organisationis a reflectionof the leadership consciousness.

power (L) 11 3 (R)

blame (L) 10 2 (R)

demanding (L) 10 2 (R)

manipulative (L) 10 2 (R)

experience 9 3 (I)

controlling (L) 8 1 (R)

arrogant (L) 7 3 (R)

authoritarian (L) 6 1 (R)

exploitative (L) 6 1 (R)

ruthless (L) 6 1 (R)

1. short-term focus (L) 13 1 (O)

2. blame (L) 11 2 (R)

3. manipulation (L) 10 2 (R)

4. caution (L) 7 1 (I)

5. cynicism (L) 7 3 (I)

6. bureaucracy (L) 6 3 (O)

7. control (L) 6 1 (R)

8. cost reduction (L) 5 1 (O)

9. empire building (L) 5 2 (O)

10. image (L) 5 3 (R)

11. long hours (L) 5 3 (O)

CVA Current Culture

IRS (P)=0-0-0-0 IRS (L)=2-4-5-0

Cultural Entropy 38% Personal Entropy 64%

LVA Feedback 14 Assessors

IRS (P)=1-0-0-0 IRS (L)=0-9-0-0

16

Cultural Evolution Begins with Personal Evolution

The culture ofan organisationis a reflectionof the leadershipconsciousness.

continuous learning 11 4 (O)

generosity 11 5 (I)

commitment 10 5 (I)

positive attitude 10 5 (I)

vision 10 7 (I)

ambitious 9 3 (I)

making a difference 8 6 (R)

results orientation 8 3 (O)

honesty 7 5 (I)

integrity 7 5 (I)

intuition 7 6 (I)

leadership developer 7 6 (O)

1. customer satisfaction 16 2 (R)

2. commitment 11 5 (I)

3. continuous learning 11 4 (O)

4. making a difference 11 6 (O)

5. global perspective 9 3 (S)

6. mentoring 9 6 (R)

7. enthusiasm 8 5 (I)

8. leadership development 8 6 (O)

9. integrity 7 5 (I)

10. open communication 7 2 (O)

11. optimism 7 5 (I)

12. shared values 7 5 (O)

Cultural Entropy 7% Personal Entropy 9%

CVA Current Culture

IRS (P)=4-2-5-1 IRS (L)=0-0-0-0

LVA Feedback 27 Assessors

IRS (P)=8-1-3-0 IRS (L)=0-0-0-0

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Dialogue is key &Transformation takes time



18

Which values are most important to you?

Accountability

Achievement

Balance (home/work)

Commitment

Compassion

Competence

Continuous learning

Cooperation

Courage

Creativity

Enthusiasm

Efficiency

Ethics

Excellence

Fairness

Family

Financial gain

Friendships

Future generations

Health

Honesty

Humor/fun

Independence

Integrity

Initiative

Intuition

Making a difference

Open communication

Openness

Personal fulfillment

Personal growth

Power

Respect

Responsibility

Risk-taking

Self-discipline

Success

Trust

Wisdom

1) Choose three values that is important to you2) What are your beliefs that support these values3) What behaviours do you exhibit that support these values



22

A Tale of Two Companies

Organisation A Organisation BValueclient satisfaction making a differenceintegrity teamwork humor/fun quality ethicsfinancial stability

Level26545371

Valueblameshort term focusinternal competitionbuck passingrisk aversecustomer satisfactioninformation hoardingprofit

Level21231221

Service

Making a Difference

Internal Cohesion

Transformation

Self-Esteem

Relationship

Survival

Employee Engagement Innovation

& Creativity

Customer Satisfaction

Organisational Resilience Finance

Maslow’s Needs to Barrett’s Consciousness

Abraham Maslow

Know and

Understand

Physiological

Safety

Love & Belonging

Self-esteem

Know and Understand

N e e d s C o n s c i o u s n e s s

Self-Actualization

Richard Barrett

Please stand up



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Story of a full spectrum organisation

Service to humanity and societal contribution

External collaboration, community involvement

Sense of purpose & strong internal community

Ongoing improvement and employee participation

High performance systems, high quality output

Positive relationships that support organisation

needs

Financial viability and employee safety



26

Level 1 - Survival

26

Imagine a company that fair in the way it sets prices and pay. Because it has moved beyond fear-driven greed, it is profitable, growing sustainably and creates a good shareholder return.

It also provides safe and comfortable working conditions for its people.



27

Level 2 - Relationship

27

When people walk into the office each day they smile and greet each other warmly.

There is a healthy sense of respect and customers feel well looked after.



28

Level 3 – Self Esteem

28

The organisation invests in high performing systems.

It trains its people to be excellent at doing their jobs and the staff are proud to tell others who they work for.



29

Level 4 - Transformation

29

The organisation moves forward through innovation and continuous improvement. It has the adaptability and resilience to weather tough times.

People feel empowered, have the courage to ask tough questions and it is OK to make mistakes.



30

Level 5 – Internal Cohesion

30

People feel inspired by the vision and values and work well together to achieve the desired outcomes.

There are high levels of trust and a deep sense of purpose, fun and team spirit.



31

Level 6 – Making a difference

31

This is a collaborative working environment for staff, customers, suppliers and the community, where people focus on win-win for all concerned.

The investment in leadership development means that leaders are making a sustainable difference inside and outside the organisation.



32

Level 7 - Service

32

For people in this organisation, ethics is not about compliance but doing what they believe is right, in their hearts.

There is a knowing that by doing their jobs, people are serving society and future generations.



33

Seven Levels of Organisational Consciousness

Positive Focus/ Excessive Focus

ServiceService to Humanity and the PlanetSocial responsibility, future generations, long-term perspective,

ethics, compassion, humility

Making a DifferenceStrategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee

fulfilment, coaching/mentoring

Internal CohesionBuilding Internal CommunityShared values, vision, commitment, integrity,

trust, passion, creativity, openness, transparency

TransformationContinuous Renewal and LearningAccountability, adaptability, empowerment, teamwork, goals

orientation, personal growth

Self EsteemHigh PerformanceSystems, processes, quality, best practices,

pride in performance. Bureaucracy, complacency

RelationshipEmployee RecognitionLoyalty, open communication, customer satisfaction, friendship.

Manipulation, blame

SurvivalFinancial StabilityShareholder value, organisational growth,

employee health, safety. Control, corruption, greed



35

CBT Technology

cost reduction

bureaucracy

confusion

profit

information hoarding

short term focus

hierarchical

results orientation

client satisfaction

empire building

client satisfaction

employee fulfilment

continuous improvement

effective communication

teamwork

financial stability

adaptability

trust

professionalism

vision

Personal Values Desired CultureCurrent Culture

honesty

commitment

humour/fun

reliability

enthusiasm

adaptability

family

integrity

trust

balance home/work



36



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Cost of Limiting Values

• Short-term Focus £3,489,000

• Confusion £3,178,000

• Bureaucracy (unnecessary) £1,799,000

• Empire Building £1,764,000

• Information Hoarding £1,634,000

• Sickness and Leavers £834,000

• Hierarchical £624,000

• Long Hours £187,000

• Total Entropy (potential business value) £13,504,000

Based on staff’s perception of lost productivity and opportunity. Annual income £33,000,000 and loss of £500,000 that year

Potential feelings and thoughts of people and groups undergoing change

Shock, Denial

ExplorationResistance, Anger

Commitment

Accepting Reality



39

Growing your desired culture



40

Leadership Commitment

• Role of the CEO

• Board Commitment

• Compelling shared reason

• Personal Awareness

• Walking your talk

• Involvement and commitment from all managers



41

How to define and grow your culture

• Shared vision and mission (purpose)

• Culture Measurement

• Define wanted behaviours and actions

• Handle dysfunction

• Align Culture and strategy

• Continuous dialogue



42

Structural Alignment

• Decision making processes

• HR Processes and structures

• Leadership development and management training

• Organisation wide values awareness



43

Roles for supporting culture

• Culture Manager

• Culture Ambassador



44

Checklist

• If yes, score 2

• If partial, score 1

• If not al all, score 0

• In pairs please share what this checklist has made you aware off?

What do you notice you are doing well?

What areas might you like to develop

What questions or actions have come out of this for you?



45

Getting stuck & Common mistakes

• Lack of commitment

• Lack of knowledge

• Lack of courage



46

To lead people through change

To grow a shared culture

To plan and lead cultural transformation

Checklist and overview

Free resources


Navigating Uncertainty- Culture Workshops: Singapore 2017 Group plot (62)

teamwork 23 4(R)

continuous improvement 19 4(O)

customer satisfaction 18 2(O)

employee engagement 17 5(O)

cost reduction (L) 15 1(O)

integrity 15 5(I)

open communication 15 2(R)

results orientation 15 3(O)

accountability 14 4(R)

profit 14 1(O)

employee engagement 28 5(O)

continuous improvement 26 4(O)

teamwork 24 4(R)

customer satisfaction 19 2(O)

shared values 17 5(O)


cross group collaboration 16 6(O)

innovation 16 4(O)

leadership development 16 6(O)

open communication 14 2(R)

results orientation 14 3(O)

Values Plot February 28, 2017Copyright 2017 Barrett Values Centre

Black Underline = PV & CCOrange = PV, CC & DCOrange = CC & DCBlue = PV & DC

P = PositiveL = Potentially Limiting (white circle)

I = IndividualR = RelationshipO = OrganisationalS = Societal

continuous learning 32 4(I)

integrity 28 5(I)

positive attitude 25 5(I)


making a difference 23 6(S)

commitment 18 5(I)

balance (home/work) 15 4(I)

adaptability 14 4(I)

coaching/ mentoring 14 6(R)

well-being (physical/ emotional/ mental/ spiritual)

14 6(I)

Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)

7

6

5

4

3

2

1

IRS (P)=7-2-1 IRS (L)=0-0-0 IROS (P)=1-3-5-0 IROS (L)=0-0-1-0 IROS (P)=0-3-8-0 IROS (L)=0-0-0-0

Matches

PV - CC 2

CC - DC 7

PV - DC 0new requests

Cultural Entropy:Current Culture

13%

When you care

about people,

people care about

you?

Overdue Invoices

Hi

Thank you, we know you care.

We love you too.....

Phil

RE: Feedback on invoices and payments made

Thanks for this uniquely Phil/BVC reply - we don't have many

suppliers who express love for us!

I'm sure my super-diligent, gives-her-all colleague Rita really

appreciates YOUR care!

John

RE: Feedback on invoices and payments made

Dearest Phil

I waited especially to follow up on each and every invoice and make sure we

bring ourselves up to date, before I responded to you!

You see my first reactions stemmed from my ego (defensiveness, anger,

embarrassment, taking total responsibility and blame, and so on and yet so

much was beyond my control - fear based beliefs). I took responsibility and

worked to fix it immediately but I need to tell you that your mail made a world of

difference to me!

I was no longer driven by the default behaviour....instead I felt so moved,

respected and appreciated that I persevered because I truly do care - about both

our commitment and service to a higher purpose – our connecting soul values.

May your every endeavour be blessed. Lots of love Rita

Re: YOU MAKE A DIFFERENCE.........

Wow! Values and love at work! Thanks to both of you for a

bright shiny light interlude!

John

Re: YOU MAKE A DIFFERENCE.........

barrett values centre @ tafep

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