evolutionary coaching final 2 richard barrett

Evolutionary Coaching:Living the New Leadership

Paradigm

Richard Barrett

A Crisis in Leadership


After conducting fourteen formal studies and more than a thousand interviews, directly observing dozens

of executives in action, and compiling innumerable surveys, I am completely convinced that most

organizations today lack the leadership they need.

John P. Kotter and James L. Heskett, Corporate Culture and Performance (New York: The Free Press, 1992).

John Kotter, Harvard Business School


I have come to believe that much of what my colleagues and I taught has caused real suffering, suppressed wealth creation, destabilized the world economy, and accelerated the demise of the 20th

century capitalism.

We managed to produce a generation of managers and business professionals that

is deeply mistrusted and despised by a majority of people in our society and

around the world. This is a terrible failure.

Shoshana Zuboff, “The Old Solutions Have Become the New Problems,” Business Week, Viewpoint, July 2, 2009.

Shoshana Zuboff, Harvard Business School


Bill George, Harvard Business School

An enormous vacuum in leadership exists today—in business, politics, government, education, religion, and

nonprofit organizations. Yet there is no shortage of people with the capacity for leadership.

The problem is we have a wrongheaded notion of what constitutes a leader, driven by an obsession with leaders at the top.

Bill George, True North: Discover Your Authentic Leadership (San Francisco: Jossey-Bass, 2007).

A Crisis in Leadership The Global Sustainability Challenge?

Global Sustainability Issues

The Sustainability Challenge

The problems of existence have become global but the decision-making structures we have for

dealing with them are national.

We cannot move forward without a high degree of global cooperation.

Richard Barrett, Barrett Values Centre

A New Leadership Paradigm

The paradigm that divides the world into the social sector, the private

sector, and the governmental sector is not working.

We are each a constituent of the problem, so we have to combine our

forces, our efforts, and our competencies.

Tex Gunning, Unilever, Best Foods Asia


Average leaders take care of themselves and their families.

Good leaders take care of themselves, their families, and some of the community.

Great leaders—and great companies—not only take care of all stakeholders but also want to change the world.

They want to leave the world better than they found it.

Tex Gunning, Unilever, Best Foods Asia


Richard Barrett, The New Leadership Paradigm, 2011

Ultimately, the problems of existence we face are issues of consciousness.

We will only get beyond this stage of our collective evolution if we can put aside our

narrow self-interest, focus on the whole system, and build a values-driven framework of policies

that support the common good.

Business is a wholly owned subsidiary of society, and society is wholly owned subsidiary of the environment.

If we lose our environment and our life-support systems, our society will perish.

If we lose our society, we will lose our economy and

our businesses will perish too.

Our Business Leaders need to recognise that:

A shift in focus from “I” to “we”

A shift from self-interest to the common good

A shift from being the best in the world to the best for the world.

WE NEED A NEW LEADERSHIP PARADIGM

More than a Book...

A Leadership Development Learning System for the 21st Century LeaderIt is also ...

A Manual for Evolutionary Coaching

The New Leadership Paradigm

The Story of the New Leadership Paradigm

The New Leadership Paradigm

INSPIRATION

Evolution of Decision Making

Body Mind: DNA encoded reaction. Action precedes thought.

Ego Mind: Learned ego reaction. Action precedes thought.

Ego Mind: Considered response. Pause between event and response.

Ego / Soul Mind: Consciously creating the future you want to experience.

Soul Mind: Tapping into the collective unconscious.Intuition

Instincts

Sub Conscious Beliefs

Conscious Beliefs

Values

Soul Mind: Direct influence of the soul on decision-making.Inspiration

Evolu

tion

What Evolution can teach us about the New Leadership Paradigm

What is Evolution?

At each stage of evolution – from atoms, to cells, to creatures – there was not only an expansion in awareness, but also an expansion in the range of possible reactions or responses that an entity could make to changes in its internal or external environment.

Evolution: The continually unfolding ability to respond to increasingly

complex life conditions.

An increase in external complexity demanded an increase in internal

complexity

Cells are viable independent entities that know what to do.

Cells bond together to form viable independent group structures.

Group structures cooperate to create a higher order entity.

The Universal Stages of Evolution

Stage 1:

Entities learn how to become viable and independent in their frameworks of existence.

Stage 2:

As life conditions become more complex, viable independent entities bond with each other to create a group structures.

Stage 3:

Viable independent group structures then cooperate with each other to form a higher order entity.

Particles/waves of information existing in a quantum energy field.

Carbon atom Molecules Cells

Eukaryotic cell Organisms Creatures

Homo sapiens Nations Humanity

Evolution


From the Big Bang … to the Present DayStage 1Entities learn how to become viable and independent in their frameworks of existence.

Stage 2 As life conditions become more complex, viable independent entities bond with each other to create a group structures.

Stage 3 Viable independent group structures then cooperate with each other to form a higher order entity.

Energy Atoms Molecules Cells Organisms Creatures Homo sapiens


If you can’t lead yourself, then you will not be able to lead a team

If you can’t lead a team, then you will not be able to lead an organisation

If you can’t lead an organisation, then you will not be able to lead a

community or a nation

Start with Learning to Lead Yourself

Stages of Evolutionary Coaching

Stage 1: Personal Mastery

Overcoming the fears of the Ego to become viable and independent in your framework of existence

Stage 2: Internal Cohesion

Aligning the motivations of the Ego with the Soul (bonding) to become an authentic individual

Stage 3: External Cohesion

Cooperating with other individuals who share the same values and mission to leverage impact on the word

Evolu

tion

Leading Self


Evolu

tion

Leading a Team

Stage 1: Team Mastery

Overcoming the fears of individual Team members to minimize cultural entropy and build a high performing team

Stage 2:Internal Cohesion

Aligning the motivations of Team members with the mission of the Team for team alignment around a shared mission and shared values

Stage 3:External Cohesion

Cooperating with other teams who share the same values and vision to create a high performing organisation


Evolu

tion

Leading an Organisation

Stage 1: Personal Mastery

Overcoming the fears of leadership team and staff members to minimize cultural entropy

Stage 2:Internal Cohesion

Aligning the motivations of teams and business units with the vision and values of the organisation

Stage 3:External Cohesion

Cooperating with other organisations and public and civil society to build a sustainable future for humanity

The New Leadership Paradigm Learning System

The New Leadership Paradigm Learning System

The Book($35)

The Multi-media

Web site(Free) The

Workbooks and Journals($30 each)

A Leadership Development Text Book

and a Manual for Evolutionary Coaching

for the 21st Century Leader

(530 pages)

Part 1: FundamentalsPart 2: Leading SelfPart 3: Leading OthersPart 4: Leading an OrganisationPart 5: Leading in Society

Get a signed copy of the book at Stand 12

WEB SITEA State-of-the-Art, Multi-media, Web

site updated regularly based on

feedback from users including the

latest articles videos, and book

references as they become available www.newleadershipparadigm.com

Leading Self (43 Exercises)

The Workbooks and Journals

Leading a Team

(28 Exercises) Leading an Organisatio

n(33 Exercises) Leading in

Society (30 Exercises)

Who Will Be Using the Learning System?Coaches and Consultants who are supporting the next generation of leaders

Change agents and OD practitioners who are looking for a cost effective way to make leadership training available to large numbers of people

Universities and Business Schools searching for cutting-edge training materials to support their undergraduate and mature students

Individuals who want to grow, develop, and become all they can become

Measuring Progress

Stage 1

Stage 2

Stage 3

For the first time in human history we have the possibility of making the evolution of consciousness,

conscious.

Why now? Because we can measure it, both at a personal,

organisational and national level (Cultural Transformation Tools)

And if you can measure it, you can manage it.

Richard Barrett, The New Leadership Paradigm, 2011

What are Values?

Values - A shorthand method of describing our individual and collective motivations and what is important to us.

Values can be positive or potentially limiting.

Positive Values: trust, creativity, passion, honesty, integrity, clarity

Potentially Limiting Values: power, blame, greed, status, being liked

Draw this diagram ...

Make it large and place it on the left –hand side of your

page

CautionControlFinancial stabilityHealth Physical fitness

RespectMaterial assetsAvoid risksSafety/securityWealth

Note down if it is a red value or a black

value

Choose a value that best describes you and write

it alongside Level 1

Being likedAvoiding conflictCaringConsiderate Loyalty

FamilyDemandingHospitalityListeningFriendship


value



AmbitiousStatusReliableCompetent Excellence

ProfessionalPersonal ImagePerformanceQualityEfficiency


value



TeamworkAccountabilityAdaptableBalance Equality

LearningPersonal growthInnovationRisk takingFreedom



CommitmentEnthusiasmIntegrityTrust Values-driven

GenerosityMission focusHumour/funCreativityAuthenticity



EmpathyDialogueAestheticsEnvironmentVolunteering

SustainabilityNature lovingMaking a differencePersonal fulfilmentIntuition





CompassionVisionEthicalSpiritual lifeWisdom

HumilityHolistic viewFuture generationsLong-term outlook Forgiveness

Choose top three values ...

Put a circle around the

three values that are most important to

you

Future generations

Making a difference

Creativity

Accountability

Excellence

Family

Physical fitness

Stages in the Evolution 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

Stages in the Evolution of Organisational Consciousness


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

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

Stages in the Evolution of National Consciousness


Economic Stability Prosperity. Health, Defense, Social Safety Nets. Corruption, Greed, Violence

Social StabilityConflict Resolution, Racial Harmony, Rituals. Discrimination, Intolerance

Institutional EffectivenessRule of Law, National Pride, Governmental Efficiency. Bureaucracy, Elitism, Power

Democratic ProcessesEquality, Freedom of Speech, Consensus, Adaptability, Accountability.

Strong Cohesive National IdentityTrust, Openness, Transparency, Shared Vision and Values, Fairness.

Strategic Alliances with Other NationsRegional Collaboration, Environmental Awareness, Quality Of Life.

Global SustainabilityHuman Rights, Future Generations, Ecological Resilience.

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

Stages in the Development of Consciousness

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

Stage 1: Becoming viable and independent

Stage 2: Bonding to form a group structure

Stage 3: Cooperating to form a higher order entity

Stages of EvolutionLevels of Consciousness

Organisational (Cultural) Values Assessments

What is Culture?

“The way things are done around here”

The culture of an organisation or any group of individuals is a reflection of the values, beliefs and behaviours of leaders of the group and the legacy of past leaders.

Personal Values

Pick ten values/behaviours that most reflect who you are, not who you desired to become.

Current Culture Values

Pick ten values/behaviours that most reflect how your organisation currently operates.

Desired Culture Values

Pick ten values/behaviours that, in your opinion, are essential for your organisation to achieve its highest performance.

Placement of Values by LevelCurrent Culture 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

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

Cultural Entropy

Distribution of Values by LevelCurrent Culture 100 Employees

11%

1

2

3

4

5

6

7Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

Definition of Cultural Entropy

Cultural Entropy

Cultural entropy is the amount of energy consumed in unproductive work.

It is a measure of the conflict, friction, and frustration that exists within an organisation or social system.

Engineering and Projects Company (339)

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)= 0-2-5-0 | IROS (L)= 1-1-1-0 IROS (P)= 1-3-6-0 | IROS (L)= 0-0-0-0

Matches

PV - CC 1CC - DC 4PV - DC 2

Health Index (PL)

PV: 10-0CC: 7-3

DC: 10-0

1. honesty 169 5(I)

2. accountability 165 4(R)

3. commitment 150 5(I)

4. continuous learning 92 4(I)

5. balance (home/work) 91 4(I)

6. family 91 2(R)

7. self-discipline 91 1(I)

8. responsibility 89 4(I)

9. respect 81 2(R)

10. open communication 76 2(R)

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. continuous improvement

111 4(O)

2. customer satisfaction

111 2(O)

3. safety conscious 102 1(O)

4. cost reduction 88 1(O)

5. job insecurity (L) 77 1(O)

6. inconsistent (L) 75 3(I)

7. teamwork 74 4(R)


9. blame (L) 71 2(R)

10. corporate image 64 3(O)


2. customer satisfaction

147 2(O)

3. continuous improvement

143 4(O)

4. employee development 111 4(O)

5. employee recognition 96 2(R)

6. commitment 95 5(I)

7. inspirational leadership 95 6(O)

8. employee fulfilment 94 6(O)

9. teamwork 90 4(R)

10. professionalism 80 3(O)

Values Plot Copyright 2011 Barrett Values Centre February 2011

The values that are important to employees in their personal

lives.

How employees experience the company - What is working well? What is undermining the sustainability

of the company.

What employees believe is necessary for the company to

achieve its full potential

1%

1%

1%

9%

12%

17%

24%

8%

6%

21%

0% 20% 40%

1

2

3

4

5

6

7

6%

5%

12%

10%

8%

14%

11%

9%

5%

20%

0% 20% 40%

1

2

3

4

5

6

7

1%

1%

0%

6%

12%

16%

19%

13%

5%

27%

0% 20% 40%

1

2

3

4

5

6

7

Engineering and Projects Company (339)

C

T

S

Values Distribution Copyright 2011 Barrett Values Centre February 2011

C = Common GoodT = TransformationS = Self-Interest

Positive ValuesPotentially Limiting Values

CTS = 38-21-41Entropy = 3%

CTS = 25-20-55Entropy = 23%

CTS = 37-27-36Entropy = 2%

Personal Values

Current Culture Values

Desired Culture Values

Total number of votes for all

values at each level

Cultural Entropy % of Votes for Limiting Values

Common Good

Transformation

Self Interest

59

ValueCurrent

Culture VotesDesired

Culture VotesValue Jump

accountability 71 180 109

inspirational leadership 15 95 80

employee fulfilment 23 94 71

employee recognition 28 96 68

employee development 57 111 54

professionalism 36 80 44

efficiency 30 74 44

commitment 55 95 40

honesty 33 70 37

balance (home/work) 29 66 37

Value JumpsVotes for Values in

Current CultureVotes for Values in

Desired Culture

Values in Organisations

Tom Boardman, Former CEO of Nedbank, South Africa

Leadership Values Assessments

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Darth's Values Assessors' Top 11 Values

Matches 2

Darth Vader

ambitious Level 3

courage Level 4

creativity Level 5

excellence Level 3

integrity Level 5

long-term perspective

Level 7

passion Level 5

results orientation

Level 3

strategic alliances Level 6

vision Level 7

Orange = Values match P = Positive I = IndividualL = Potentially Limiting R = Relationship

(white circle) O = organisational

Leadership Values Plot Copyright 2008 Barrett Values Centre

August 2008

achievement Level 3

authoritarian (L) Level 1

being the best Level 3

competitive (L) Level 2

demanding (L) Level 2

determination Level 4

excellence Level 3

knowledge Level 4

power (L) Level 3

results orientation Level 3

risk-taking Level 4

PL = 10-0 | IRO (P) = 7-0-3 | IRO (L) = 0-0-0 PL = 7-4 | IRO (P) = 6-0-1 | IRO (L) = 0-4-0

How Darth sees

himself

How Others

see Darth

Matching Values

0%

0%

0%

0%

0%

30%

30%

10%

20%

10%

0% 20% 40% 60%

1

2

3

4

5

6

7

9%

18%

9%

0%

0%

36%

0%

0%

0%

27%

0% 20% 40% 60%

1

2

3

4

5

6

7

Darth Vader

C

T

S

C = Common GoodT = TransformationS = Self-Interest

Positive ValuesPotentially Limiting Values

CTS = 60-10-30Entropy = 0%

CTS = 0-27-73

Entropy = 36%

Darth's Values

Assessors' Values

Leadership DistributionCopyright 2008 Barrett Values Centre August 2008

Level of Personal Entropy

Darth Vader

Darth Vader Video

National and Regional Values Assessments

National/Regional Values Assessments DenmarkDenmark LatviaLatvia SwedenSweden CanadaCanada

IcelandIceland BhutanBhutan USAUSA BelgiumBelgium

AustraliaAustraliaUK UK North West)North West) BrazilBrazilFinlandFinland

Spain Spain (Extremadura)(Extremadura) Macedonia Macedonia (Skopje) (Skopje) Argentina Argentina Argentina Argentina VenezuelaVenezuelaVenezuelaVenezuela

Entropy Percentages by Nation

72%

63% 60% 58%54% 53% 51% 48%

43% 42% 39%34% 32%

21%

4%

0%

10%

20%

30%

40%

50%

60%

70%

80%V

en

ezu

ela

Ice

lan

d

Arg

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tin

a

USA

Latv

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Be

lgiu

m

Bra

zil

Fin

lan

d

UK

(NW

)

Au

stra

lia

Spa

in (E

XT

)

Swe

de

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Ca

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da

De

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ark

Bh

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Cultural entropy is a measure of the dysfunction in a social system

Extremadura

Region of Extremadura

For more information:www.valuescentre.comwww.newleadershipparadigm.com

www.slideshare.net/BarrettValues

evolutionary coaching final 2 richard barrett

Business

action precedes

bhutan citizens

21st century

higher order

ctt values

ego mind

corrected

evolutionary