The Values Driven OrganisationRichard Barrett
MY SPEECH TODAY
HOW TO BUILD, MEASURE AND MANAGE A VALUES-DRIVEN CULTURE
WHY A VALUES-DRIVEN CULTURE?
BECAUSE VALUES-DRIVEN CULTURES ARE THE MOST SUCCESSFUL ON THE PLANET
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
4
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
VALUES-DRIVEN CULTURES PRACTICE CONSCIOUS CAPITALISM
2007 2012 2014
THE TENETS OF CONSCIOUS CAPITALISM
PURPOSE
CULTURE
LEADERSHIP
STAKEHOLDERCONSCIOUSBUSINESS
Higher Purpose
Conscious Leadership
Stakeholder OrientationConscious
Culture
Eighteen Firms of Endearment
Average Annualized Return 13.10%
Average Annualized Return 4.12%
$140m
$280m
$420m
$560m
S&P 500
Portf
olio
Val
ue
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Eighteen Firms of Endearment
*Amazon.com Inc.*Best Buy Co Inc.BMW*CarMax Inc.*Caterpillar Inc.*Commerce Bankshares Inc.Container Store*Costco Wholesale Corporation*eBay Inc.*Google Inc. Class A.
*Harley-Davidson Inc.*Honda Motor Co.IDEOIKEA*Jet Blue*Johnson & JohnsonJordan’s FurnitureL.L. BeanNew BalancePatagonia
Progressive InsuranceREI*Southwest Airlines Co.*Starbucks Corporation*Timberland Inc.*Toyota Motor Corp.Trader Joe's*UPS Inc.Wegmans*Whole Foods Markets, Inc.
* Firms of Endearment for which financial data were readily available for their North America operations.
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)
The Top 40 Best Companies to Work For (USA)
Adobe Systems Inc.Adobe Systems Inc.Aflac Inc.Amazon.com Inc.American Express Co.Autodesk Inc. Build-A-Bear Workshop Inc.Capital Trust Inc. Class A.Chesapeake Energy Corp.Devon Energy Corp.Dreamworks Animation SKG Inc.EOG ResourcesFactSet Research Systems Inc.General Mills Inc.
Goldman Sachs Group Inc.Goldman Sachs Group Inc.Google Inc. Class A.Hasbro, Inc.Intel Corp. Intuit Inc. Marriott International Inc. Mattel Inc.Medical Properties Trust Inc.Men’s WearhouseMicrosoft Corp.National Instruments Corp.NetApp Inc.Nordstrom Inc.
Novo Nordisk, A/S ADR Novo Nordisk, A/S ADRNustar Energy, L.P.Publix Super Mkts, Inc.Qualcomm Inc.Rackspace Hosting Inc.Salesforce.com Inc.Southern Michigan Bankcorp.St Jude Medical, Inc.Starbucks CorporationStryker CorporationSVB Financial GroupUltimate Software Group, Inc.Umpqua Holdings CorporationWhole Food Markets, Inc.
“Culture eats strategy for breakfast.”
“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
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
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.
Why values are more important than beliefs
In a stable, non-evolving world, where what happened in a previous time period is a good predictor of what will happen in the future, we can happily use our beliefs to make decisions.
But in a world where complexity is increasing by the day, we need a more solid basis for making decisions.
Values-based decision-making is more suited to our complex modern world because we make decisions based on what is important to us.
What are Values?
A shorthand way of describing our individual and collective motivations and what is important to us.
They are the energetic containers 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
Let’s explore our values
Values, Beliefs and Behaviours
1. Create a 2x3 grid on a blank piece of paper.
Values, Beliefs and Behaviours1. Create a 2x3 grid on a blank piece of paper.
2. Choose 2 values that are important to you and enter them in the left hand column of the worksheet
AccountabilityAchievementBalance (home/work)CommitmentCompassionContinuous learningCooperationCourageCreativityEnthusiasmEfficiencyExcellenceFairness
FamilyFriendshipHealthHonestyHumor/funIndependenceIntegrityOpennessPersonal growthRespectResponsibilitySelf-disciplineTrust
Value 1
Value 2
Values, Beliefs and Behaviours1. Create a 2x3 grid on a blank piece of paper
2. Choose 2 values that are important to you and enter them in the left hand column of the worksheet
3. Write down your beliefs that support these values in middle column
Value 1
Value 2
Belief
Belief
Values, Beliefs and Behaviours
1. Create a 2x3 grid on a blank piece of paper
2. Choose 2 values that are important to you and enter them in the left hand column of the worksheet
3. Write down your beliefs that supports these values in middle column
4. Write down the behaviours you exhibit that support these values in the last column
Value 1
Value 2
Belief
Belief
Behaviour
Behaviour
Now let’s share our Values
AT ANY GIVEN MOMENT IN TIME, the values that are most important to us are a reflection of the needs of the stage of psychological development we have reached and the unmet needs of the stages of psychological development we have passed through but have not yet mastered.
What motivates employees is the satisfaction of their needs.
Our needs (what we value) have always been, and always will be the principal drivers of our behaviors and actions.
Stages of Psychological Development
Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and cult-ural conditioning (beliefs) that no longer align with who you are.
Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet.
Evol
ution
of P
erso
nal C
onsc
ious
ness
Needs/Primary Motivations
Stages of Psychological Development
Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and cult-ural conditioning (beliefs) that no longer align with who you are.
Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet.
0-2 years
Needs/Primary Motivations
Stages of Psychological Development
Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and cult-ural conditioning (beliefs) that no longer align with who you are.
Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet.
3-7 years
Needs/Primary Motivations
Stages of Psychological Development
Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and cult-ural conditioning (beliefs) that no longer align with who you are.
Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet.
8-29 years
Needs/Primary Motivations
Stages of Psychological Development
Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and cult-ural conditioning (beliefs) that no longer align with who you are.
Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet.
30-39 years
Needs/Primary Motivations
Stages of Psychological Development
Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and cult-ural conditioning (beliefs) that no longer align with who you are.
Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet.
40-49 years
Needs/Primary Motivations
Stages of Psychological Development
Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and cult-ural conditioning (beliefs) that no longer align with who you are.
Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet.
50-59 years
Needs/Primary Motivations
Stages of Psychological Development
Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and cult-ural conditioning (beliefs) that no longer align with who you are.
Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet.
60+ years
Needs/Primary Motivations
LEVELS OF CONSCIOUSNESS
WE GROW IN STAGES (OF PSYCHOLOGICAL DEVELOPMENT) AND WE OPERATE AT
LEVELS (OF CONSCIOUSNESS). ALL THINGS BEING NORMAL, THE LEVEL OF
CONSCIOUSNESS WE OPERATE AT WILL CORRESPOND TO THE STAGE OF
PSYCHOLOGICAL DEVELOPMENT WE HAVE REACHED.
What We Value at Each Level of Consciousness
Financial stability, wealth, employment opportunities, health and safety.
Open communication, friendship, loyalty, caring, recognition, tradition, rituals.
Pride, productivity, efficiency, quality, professional growth, confidence, excellence.
Independence, adaptability, continuous learning, personal growth, balance, adventure, courage.
Trust, fairness, honesty, integrity, openness, transparency, enthusiasm, commitment.
Collaboration, alliances, environmental awareness, personal fulfilment, empathy.
Social responsibility, social justice, wisdom, compassion, humility, forgiveness, ecology.
Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and cultural conditioning that no longer align with who you are.
Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet.
TO BUILD A VALUES-DRIVEN CULTURE WE NEED UNDERSTAND WHAT LEVELS OF
CONSCIOUSNESS EMPLOYEES ARE OPERATING
FROM AND TO WHAT EXTENT THE CULTURE SUPPORTS THEIR NEEDS
WE ALSO NEED TO INTRODUCE A NEW LEADERSHIP PARADIGM
A SHIFT FROM “I” TO “WE”
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
37
I WILL SPEAK ABOUT LEADERSHIP DEVELOPMENT IN MORE DEPTH LATER IN
MY PRESENTATION
NOW LET US RETURN TO THE SUBJECT OF CULTURE AND VALUES
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
EVERYTHING YOU NEED TO KNOW ABOUT BUILDING A VALUES-DRIVEN CULTURE
Origins of the Cultural Transformation Tools
Growth NeedsWhen these needs are fulfilled they do not go away, they engender deeper levels of motivation and commitment.
Deficiency NeedsAn 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
N e e d s C o n s c i o u s n e s 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
N e e d s C o n s c i o u s n e s s
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
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Stages in the Development of Personal Consciousness
Positive Focus / Excessive Focus
Service
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
SurvivalFinancial Security & SafetyCreating a safe secure environment for self and significant others. Control, greed
BelongingFeeling 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 GrowthUnderstanding your deepest motivations, experiencing responsible freedom by letting go of your fears
Finding Personal MeaningUncovering your sense of purpose and creating a vision for the future you want to create
Collaborating with PartnersWorking with others to make a positive difference by actively implementing your purpose and vision
Service to Humanity and the PlanetDevoting your life in self-less service to your purpose and vision
Positive Focus / Excessive Focus
Financial StabilityShareholder value, organisational growth, employee health, safety. Control, corruption, greed
BelongingLoyalty, open communication, customer satisfaction, friendship. Manipulation, blame
High PerformanceSystems, processes, quality, best practices, pride in performance. Bureaucracy, complacency
Continuous Renewal and LearningAccountability, adaptability, empowerment, teamwork, goals orientation, personal growth
Building Corporate CommunityShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency
Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfillment, coaching/mentoring
Service To Humanity And The PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humility
Stages in the Development of Organizational Consciousness
Service
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
46
BUILDING A VALUES-DRIVEN ORGANSIATION
START WITH A VALUES SURVEY
The Values Survey
PERSONAL VALUESWhich of the following values and behaviours most reflect who you are? Pick ten.
CURRENT CULTUREWhich of the following values/behaviours most reflect how your organisation currently operates? Pick ten.
DESIRED CULTUREWhich 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
Making a difference
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
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Cultural Entropy and Engagement
Cultural entropy significantly
impacts employee
engagement.
0% 5% 10% 15% 20% 25% 30%25%
35%
45%
55%
65%
75%
85%
Cultural Entropy
Empl
oyee
Eng
agem
ent
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
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.
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.
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?
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 ofan organisationis a reflectionof 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
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
LV A Feedback 14 Assessors
PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0
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
The culture ofan organisationis a reflectionof leadership consciousness.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
59
BUILDING A VALUES-DRIVEN CULTURETHE JOURNEY
SA Bank: Group (2011)
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)= 2-2-5-1 | IROS (L)= 0-0-0-0 IROS (P)= 3-3-4-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 2CC - DC 6PV - DC 4
Health Index (PL)
PV: 10-0CC: 10-0DC: 10-0
1. accountability 8576 4(R)
2. honesty 6133 5(I)
3. commitment 5221 5(I)
4. respect 4420 2(R)
5. family 4057 2(R)
6. integrity 4023 5(I)
7. caring 3568 2(R)
8. balance (home/work) 3526 4(I)
9. responsibility 3279 4(I)
10. efficiency 3085 3(I)
1. accountability 5464 4(R)
2. client-driven 4571 6(O)
3. client satisfaction 3486 2(O)
4. brand reputation 2740 3(O)
5. achievement 2491 3(I)
6. teamwork 2408 4(R)
7. environmental awareness
2372 6(S)
8. commitment 2263 5(I)
9. being the best 2218 3(O)
10. cost-consciousness 2187 3(O)
1. accountability 6987 4(R)
2. balance (home/work) 4183 4(O)
3. client-driven 3864 6(O)
4. client satisfaction 3742 2(O)
5. employee recognition 3297 2(R)
6. honesty 3053 5(I)
7. commitment 2953 5(I)
8. achievement 2809 3(I)
9. teamwork 2744 4(R)
10. employee satisfaction 2687 2(O)
Values Plot Copyright 2011 Barrett Values Centre April 2011
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%
0%
1%
5%
16%
16%
26%
4%
7%
24%
0% 20% 40%
1
2
3
4
5
6
7
3%
3%
5%
5%
11%
20%
13%
14%
6%
20%
0% 20% 40%
1
2
3
4
5
6
7
1%
0%
0%
5%
15%
16%
21%
12%
5%
25%
0% 20% 40%
1
2
3
4
5
6
7
SA Bank: Group (2011)
C
T
S
Values Distribution Copyright 2011 Barrett Values Centre April 2011
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 37-24-39Entropy = 2%
CTS = 33-20-47Entropy = 11%
CTS = 38-25-37Entropy = 1%
Personal Values
Current Culture Values
Desired Culture Values
SA Bank: Evolution of Current Culture
1. cost-consciousness2. profit 3. accountability 4. community involvement 5. client-driven 6. process-driven7. bureaucracy (L)8. results orientation 9. client satisfaction10. silo mentality (L)
2005
1. cost-consciousness2. accountability 3. client-driven 4. client satisfaction 5. results orientation 6. performance driven7. profit8. bureaucracy (L)9. teamwork 10. community involvement
2006
1. client-driven 2. accountability 3. client satisfaction 4. cost-consciousness5. community involvement6. performance driven 7. profit8. achievement9. being the best 10. results orientation
2007 2008
1. accountability2. client-driven 3. client satisfaction 4. community involvement 5. achievement6. cost-consciousness7. teamwork8. performance driven9. being the best 10. delivery
3 Matches CC-DCEntropy 25%
4 Matches CC-DCEntropy 19%
4 Matches CC-DCEntropy 17%
5 Matches CC-DCEntropy 14%
SA Bank: Evolution of Current Culture
2009 2010 2011
1. accountability2. client-driven 3. client satisfaction 4. cost-consciousness5. community involvement 6. achievement7. teamwork 8. employee recognition 9. being the best10. performance driven
1. accountability2. client satisfaction 3. client-driven 4. teamwork5. brand reputation6. being the best7. achievement8. commitment9. community involvement10. cost-consciousness
1. accountability2. client-driven 3. client satisfaction4. brand reputation5. achievement6. teamwork7. environmental awareness8. commitment9. being the best10. cost-consciousness
6 Matches CC-DCEntropy 13%
6 Matches CC-DCEntropy 13%
6 Matches CC-DCEntropy 11%
Evolution of Number of Survey Participants
2005 2006 2007 2008 2009 2010 2011 20120%
10%
20%
30%
40%
50%
60%
70%
80%
90%
8%
25%
38%
51%
67%
73%77% 75%
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. 2005 2006 2007 2008 2009 2010 2011 2012
0%
5%
10%
15%
20%
25%
30%
25%
19%17%
14%13% 13%
11%10%
Cutlural Entropy
Revenue Evolution
2005 2006 2007 2008 2009 2010 2011 20120
5000
10000
15000
20000
25000
30000
35000
0%
5%
10%
15%
20%
25%
30%
Revenue Cultural Entropy
Annual revenue
increases as cultural
entropy falls.
Global Economic Meltdown
2005 2006 2007 2008 2009 2010 2011 20120
200
400
600
800
1000
1200
0%
5%
10%
15%
20%
25%
30%
Revenue per Capita Cultural Entropy
Revenue per capita
increases as cultural
entropy falls.
Productivity Evolution
Global Economic Meltdown
2005 2006 2007 2008 2009 2010 2011 20120
2000400060008000
100001200014000160001800020000
0%
5%
10%
15%
20%
25%
30%
Share Price Cutlural Entropy
Share price (cents) increases
as cultural entropy falls.
Share Price Evolution
Global Economic Meltdown
THE NEW LEADERSHIP PARADIGM
“A first class summary of how to take the leap into a new paradigm of being and lead with grace, love and intuitive insight. This book builds on all the great leadership writers combining intelligent research, first hand results and spiritual depth of understanding.” – Kath Roberts
A Leadership Development Text Book for the 21st Century
Part 1: Fundamentals
Part 2: Leading Self
Part 3: Leading Others
Part 4: Leading an Organisation
Part 5: Leading in Society
THE NEW LEADERSHIP PARADIGM LEADERSHIP DEVELOPMENT
LEARNING PLATFORM
THE NEW LEADERSHIP PARADIGM FOOTPRINT
New Leadership Paradigm Learning System
Leading Self
Leading Others
Leading an Organisation Leading in Society
FeedbackLoops
FeedbackLoops
If you cannot lead/manage yourself,
you cannot lead a team
If you cannot lead a team, you cannot lead
an organisation
If you cannot lead an organisation, you cannot lead in society
The New Leadership Paradigm Learning Modules
A customisable internet-based learning platform for Organisations, Universities, Consultants and Coaches
Designed to facilitate Self-directed Learning, Facilitated Learning in an Open Group, and Facilitated Learning in a Team or Work Group
Affordable for large and small organisations
Available in English July/August 2014
The New Leadership Paradigm Learning Platform
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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For More Information
www.valuescentre.com
www.richardbarrett.net
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http://www.slideshare.net/BarrettValues