evolutionary coaching living the new leadership paradigm richard barrett

www.valuescentre.com 1www.valuescentre.comwww.valuescentre.com

Evolutionary Coaching:Living the New Leadership Paradigm

Richard BarrettJune 2011

2

A Crisis in Leadership

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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 organisations 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

4


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

5


Bill George, Harvard Business School

An enormous vacuum in leadership exists today—in business, politics, government, education, religion, and nonprofit organisations. 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).

6


Every successful business leader has to make the shift from “I” to “we.”

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

Bill George, Harvard Business School

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The Shift from “I” to “We”

First Shift: Requires leaders to put the interest of their organisation ahead of their own self-interest.

Third Shift: Requires leaders to get together with their business partners and competitors to align the interests of their business sector to the long-term interests of society.

Richard Barrett, The New Leadership Paradigm, 2011

Second Shift: Requires leaders to embrace the interests of their organisation, and the interests of, a) their partners with whom they have formed strategic alliances and, b) the interests of the local communities in which they operate.

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The Global Sustainability Challenge?

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Global Sustainability Issues

Pandemics

Climate Change

Global Economy

GlobalTerrorism

Poverty Reduction

Food Resilience

Natural Disasters

Energy Resilience

Species Extinction

WaterShortages

The significant problems we face cannot be solved at the same level of thinking that created them.

Pollution

Waste Disposal

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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.

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A New Leadership Paradigm

Private Sector

Social Sector

Public Sector

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

governmental sector is not working.

It creates artificial barriers. 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

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Sustainability and the New Leadership Paradigm

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:

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Private Sector

Social Sector

Public Sector

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

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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

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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.



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What this means for Politics and Business

Political leaders must give up their parochial self-interest andexaggerated false belief in national sovereignty learn how to

solve the problems of existence through international cooperation and collaboration.

Business leaders need to work with their competitors, political and societal leaders to define a framework of policies that support the evolution of our global society by developing industry charters that regulate the rules of competition

between companies in a way that supports the societal common good.

Building a sustainable future for everyone is not just societal imperative. It is business imperative, too.

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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.

A Crisis of Leadership


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The Good News

• We can measure consciousness• Individual Values Assessment• Organisational Values Assessment• National Values Assessment• Leadership Values Assessment (Feedback)

• There is an underlying pattern to evolution

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Models and Tools for Personal and Cultural Transformation

1998 20111995 2006

Personal Growth and

Transformation

Organisational Growth and

Transformation.Measuring

Consciousness by Mapping

Values

Implementing Cultural

Transformation.Eight Years

Experience of Measuring

Personal and Organisational Consciousness and Exploring Whole System

Change

A Text Book, Web Site, and

Learning System for the 21st

Century Leader and a Manual for Evolutionary

Coaching

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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.

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

The Good News


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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

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Maslow’s Needs to Barrett’s Consciousness

Know and Understand

Physiological

Safety

Love & Belonging

Self-esteemAbraham Maslow

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

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Maslow’s Needs to Barrett’s Consciousness

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

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.

24

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

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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 Organisational Consciousness

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

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Stages in the Development 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

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Placement of Values by Level

Current 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

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Cultural Entropy

Distribution of Values by Level

Current Culture 100 Employees

11%

1

2

3

4

5

6

7Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

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Individual Values Assessments (IVA)

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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

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Personal Values

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

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Current Culture Values

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

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Desired Culture Values

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

34

Henry

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Personal Values Current Culture Values Desired Culture Values

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

Matches

PV - CC 0CC - DC 1PV - DC 1

Health Index (PL)

PV: 10-0CC: 5-5

DC: 10-0

1. accountability 4(R)

2. achievement 3(I)

3. coaching/mentoring 6(R)

4. creativity 5(I)

5. ethics 7(I)

6. listening 2(R)

7. open communication 2(R)

8. personal fulfillment 6(I)

9. responsibility 4(I)

10. trust 5(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. bureaucracy (L) 3(O)

2. caution (L) 1(I)

3. control (L) 1(R)

4. cost reduction 1(O)

5. customer satisfaction 2(O)

6. efficiency 3(O)

7. information hoarding (L) 3(R)

8. power (L) 3(R)

9. productivity 3(O)

10. profit 1(O)

1. community involvement 6(S)

2. customer satisfaction 2(O)

3. employee fulfilment 6(O)

4. empowerment 4(R)

5. information sharing 4(O)

6. integrity 5(I)

7. open communication 2(R)

8. organisational growth 1(O)

9. personal growth 4(I)

10. results orientation 3(O)

Values Plot Copyright 2009 Barrett Values Centre May 2009

The values that are important to

Henry in his personal life.

How Henry experiences the company - What is working well? What is undermining the sustainability

of the company.

What Henry

believes is necessary

for the company to achieve

its full potential

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Henry

Current Culture Values Desired Culture Values

Finance Finance

Fitness Client Relations

Evolution Culture

Societal Contribution


Current Culture Desired Culture

Financecost reduction

profitorganisational

growth

Fitness

bureaucracy (L)

efficiency

information hoarding (L)

productivity

results orientation

Client Relations

customer satisfaction

customer satisfaction

Evolution caution (L)

Culturecontrol (L)

power (L)

employee fulfilment

empowerment

open communication

personal growth


community involvement

Business Needs Copyright 2009 Barrett Values Centre May 2009

Top current culture values

assigned to Business Needs

Scorecard

Top desired culture values

assigned to Business Needs

Scorecard

Top current culture values

Top desired culture values

36

Organisational (Cultural) Values Assessments

37

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.

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Engineering and Projects Company (339)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1


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


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


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

39

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



Total number of votes for all

values at each level

Cultural Entropy % of Votes for Limiting Values

Common Good

Transformation

Self Interest

40

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.

41

Cultural Entropy in Organisations

Cultural Entropy

Entropy Impact

<10% Prime: Healthy Functioning

11-19% Minor Issues: Requiring cultural and/or structural adjustment

20-29% Significant Issues: Requiring cultural and structural transformation, and leadership coaching

30-39% Serious Issues: Requiring cultural and structural transformation, leadership mentoring/coaching, and leadership development

40-49% Critical Issues: Requiring cultural and structural transformation, selective changes in leadership, leadership mentoring/coachingand leadership development

4242

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 JumpsValue JumpsVotes for Values in

Current CultureVotes for Values in

Desired Culture

4343

ESPOUSED VALUE

CC VOTES DC VOTES Difference*

Customer satisfaction

111 147 +10%

Accountability 71 180 +32%

Honesty 33 70 +11%

Employee fulfilment

23 94 +21%

Espoused Values AnalysisEspoused Values Analysis

Votes for Values in Current Culture

Votes for Values in Desired Culture

44

38%

32%

29%

24%

21%19%

16%

Senior VP VP Senior Director

Director Senior Manager

Manager Staff

Entropy by Level: Shadow Culture

45

Entropy by Level: Denial Culture

15%

32%

29%

24%

21%19%

16%



Manager Staff

46

Entropy by Level: Crisis Culture

42%

39%41%

38% 39% 38%36%



Manager Staff

47

Values in Organisations

Tom Boardman Former CEO of Nedbank, South Africa

48

National and Regional Values Assessments

49

National/Regional Values Assessments

Denmark Latvia Sweden Canada

Iceland Bhutan USA Belgium

AustraliaUK North West) BrazilFinland

Spain (Extremadura) Macedonia (Skopje) Argentina Venezuela

50

Entropy Percentages by Nation (2007 – 2010)

72%

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

43% 42% 39%34% 32%

21%

4%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Vene

zuel

a

Icel

and

Arg

enti

na

USA

Latv

ia

Belg

ium

Braz

il

Finl

and

UK

(NW

)

Aus

tral

ia

Spai

n (E

XT)

Swed

en

Cana

da

Den

mar

k

Bhut

an

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

51

Cultural Entropy Impacts in Nations

Cultural Entropy in Nations

Entropy Impact

< 10% This a low level of entropy and augurs well for the future.

11%-20% This is a relatively low level of entropy indicating that there is some degree of dissatisfaction with the current culture that could lead to social unrest.

21%-30% This is a moderate level of entropy indicating potential unease among the population and/or potential conflict situations that need to be addressed.

31%-40% This is a relatively high level of entropy indicating unresolved issues that if left unaddressed could lead to significant social unrest.

41%-50% This level of entropy indicates leadership issues that if left unaddressed could lead to changes in government.

>51% This is a high level of entropy that could lead to riots, civil disobedience and social unrest. This indicates a need for a change in policy that could also be accompanied by a change in government

Iceland: August 2008 (635)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1


PL= 11-0 | IRS (P)= 6-5-0 | IRS (L)= 0-0-0 PL= 2-8 | IROS (P)= 1-0-1-0 | IROS (L)= 2-3-3-0 PL= 10-0 | IROS (P)= 3-2-3-2 | IROS (L)= 0-0-0-0

Matches


1. family 420 Level 2

2. honesty 297 Level 5

3. responsibility 258 Level 4

4. accountability 225 Level 4

5. financial stability 185 Level 1

6. trust 181 Level 5

7. friendship 175 Level 2

8. positive attitude 175 Level 5

9. humor/fun 158 Level 5

10. adaptability 155 Level 4

11. respect 155 Level 2

Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = organisational


1. materialistic (L) 419 Level 1

2. short-term focus (L) 324 Level 1

3. educational opportunities 275 Level 3

4. uncertainty about the future (L)

275 Level 1

5. corruption (L) 269 Level 1

6. elitism (L) 264 Level 3

7. material needs 224 Level 1

8. wasted resources (L) 207 Level 3

9. gender discrimination (L) 196 Level 2

10. blame (L) 177 Level 2

1. accountability 352 Level 4

2. family 307 Level 2

3. employment opportunities 281 Level 1

4. financial stability 249 Level 1

5. optimism 233 Level 5

6. dependable public services 228 Level 3

7. honesty 222 Level 5

8. social responsibility 174 Level 4

9. human rights 163 Level 7

10. poverty reduction 160 Level 1

Values Plot Copyright 2008 Barrett Values Centre September 2008

The values that are important to citizens in their personal lives.

How citizens experience the country - What is working well? What is undermining the sustainability

of the country.

What citizens

believe is necessary

for the country to achieve its

full potential

2%

2%

0%

10%

17%

8%

24%

7%

8%

23%

0% 20% 40%

1

2

3

4

5

6

7

29%

13%

12%

5%

3%

9%

4%

7%

6%

12%

0% 20% 40%

1

2

3

4

5

6

7

0%

0%

0%

13%

11%

11%

18%

9%

11%

27%

0% 20% 40%

1

2

3

4

5

6

7


C

T

S

Values Distribution Copyright 2008 Barrett Values Centre September 2008



CTS = 39-23-38Entropy = 4%

CTS = 17-12-71Entropy = 54%

CTS = 38-27-35Entropy = 0%

Personal Values




ValueCurrent Culture

VotesDesired Culture

VotesJump

accountability 10 352 342

employment opportunities 51 281 230

financial stability 38 249 211

honesty 14 222 208

family 105 307 202

dependable public services 37 228 191

optimism 48 233 185

poverty reduction 13 160 147

social responsibility 33 174 141

respect 6 139 133

Va lues Jumps

Votes for Values in Current Culture

Votes for Values in Desired Culture


Potentially Limiting Values (votes)

materialistic (419)

short-term focus (324)

uncertainty about the future (275)

corruption (269)

elitism (264)

wasted resources (207)

gender discrimination (196)

blame (177)

ethnic discrimination (171)

bureaucracy (158)

Potent ia l ly L imit ing

Values

56

Spain Extremadura

57

Spain: Region of Extremadura

58

Leadership Values Assessments

59

The Leadership Values Assessment is a feedback instrument that compares a leader’s perception of the values he or she believes best describe his or her management/operational style with their colleagues’ perception of their management/operational style.

The instrument also compares leader’s perception of their own strengths, and the behaviours that they believe they need to improve or stop, with the assessors’ perceptions and measures personal entropy.

Leadership Values Assessment

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



CTS = 60-10-30Entropy = 0%

CTS = 0-27-73Entropy = 36%

Darth's Values

Assessors' Values

Leadership Distribution Copyright 2008 Barrett Values Centre August 2008

Level of Personal Entropy

62

Darth Vader Video

63

What Evolution can teach us about the New Leadership Paradigm

• Three Universal Principles• Five Characteristics/Strategies• Six Levels of Decision Making

64

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

65

The Universal Stages of Evolution

From the Big Bang … to the Present Day

Stage 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

66

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

The Universal Stages of EvolutionLevels

of

Bein

g

Evolution

67

Carbon Atom

Eukaryotic Cell

Homo Sapiens

What Do These Vehicles of Evolution Share?

A strong propensity for bonding

and cooperating

Evolu

tion

CompassionEmpathy

Trust

68

STAGE 1: PERSONAL MASTERYEncourage individuals to become viable

independent (be accountable and responsible for their work

STAGE 2: INTERNAL COHESIONEncourage those individuals to bond together to form teams and business

units with common values and a sense of Shared mission and vision

STAGE 3: EXTERNAL COHESIONEncourage those teams and business units

to collaborate together to form a higher order entity known as the organization

Three-Stage Leadership Development

H u m a n C o n s c i o u s n e s s( W o r l d V i e w s )

Stage 1

Stage 2

Stage 3

S t a g e s o f E v o l u t i o n

Evolu

tion

69

The New Leadership ParadigmLearning System

More than a Book...

A Leadership Development Learning System for the 21st Century Leader

And also ...

A Manual for Evolutionary Coaching

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The New Leadership Paradigm

What inspired you to write the New Leadership Paradigm?

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Components of the New Leadership Paradigm Learning System

The Book

The Multi-media

Web site The Workbooks

and Journals

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The Book

A Leadership Development Text Book

for the 21st Century Leader

(530 pages)

Part 1: FundamentalsPart 2: Leading SelfPart 3: Leading OthersPart 4: Leading an OrganisationPart 5: Leading in SocietyPart 6: AnnexesAnnex 1: The Learning SystemAnnex 2: Cultural Transformation ToolsAnnex 3: The Seven Levels of Consciousness

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The Web Site

A State-of-the-Art, Multi-media, Web site that is

constantly updated based on the feedback of users and as

new articles, videos, books

and other materials become

available www.newleadershipparadigm.com

http://www.newleadershipparadigm.com/

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The Journals/Workbooks

Leading Self (43 Exercises)

Leading a Team (28 Exercises)

Leading an Organisation (33 Exercises)

Leading in Society (30 Exercises)

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The Journals/Workbooks

Leading Self

Leading Others

Leading an Organisation Leading in Society

FeedbackLoops

FeedbackLoops

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Who Will Be Using the Learning System?

• Consultants and Coaches who are supporting the next generation of leaders

• Change agents and OD practitioners who are looking for new, cost effective ways to make leadership training available to large numbers of people in their organisations

• 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

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Evolutionary CoachingKey Themes

Stage 1

Stage 2

Stage 3

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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

Evolu

tion

Stage 1: Team Mastery

Overcoming the fears of individual Team membersTo minimize cultural entropy

Stage 2:Internal Cohesion

Aligning the motivations of Team members with the mission of the Team for team alignment

Stage 3:External Cohesion

Cooperating with other Teams who share the same values and vision


Overcoming the fears of individual Staff members to minimize cultural entropy

Stage 2:Internal Cohesion

Aligning the motivations of Staff members with the vision and values of the Organization

Stage 3:External Cohesion

Cooperating with other Organizations who share the same values and vision

Leading Self Leading Others Leading an

Organisation

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Core Competencies for Personal Evolution




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


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

Evolu

tion

Leading Self

All successful entities throughout evolution developed five core competencies:

Adaptability: Speed and resilience

Continuous Learning: Memory and Logic

Ability to Bond: Compatibility and Trust

Ability to Cooperate: Alignment and Empathy

Ability to Handle Complexity: Internal and External

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Personal Mastery



Evolu

tion

Leading Self Key Concepts

1. Upsets: No one can upset you. You upset yourself through your self limiting, subconscious, fear-based beliefs.

2. Stress: All stress is self-induced. Caused by anxieties about anticipated negative outcomes and/or feelings of not being able to cope.

3. All upsets and stress derive from three basic fears:

a) I do not have enough (survival)b) I am not loved enough (relationships)c) I am not enough (self-esteem)

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Mastering Your Subconscious Fears

Step Action Explanation

Step 1 Release your emotions

If you are noticing any pent-up emotional energy or hurt, pause while you allow it to dissipate.

Step 2 Engage your self-witness

Move into the balcony, and observe what is happening to you on the dance floor of your life.

Step 3 Identify your feelings

Name your feelings, describe them to yourself in detail, and write down your feelings.

Step 4 Identify your thoughts

Notice what you are thinking and the judgements you are making, and write down your thoughts.

Step 5 Identify your fears

What are the fears that lie behind your thoughts? What do you fear may happen? Write down your fears.

Step 6 Identify your needs

What needs do you have that are not being met? These needs, together with your fears, are motivating your upset/stress. Write down your needs.

Step 7 Identify your beliefs

Develop a belief statement about what you think is lacking and what you need.

Step 8 Question your thoughts/beliefs

Differentiate between perception and reality, reshape your thoughts/beliefs, and re-evaluate your needs.



Evolu

tion

Leading Self

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Balancing the Body Mind, Ego Mind, and Soul Mind



Evolu

tion

Leading Self All upsets, anxieties and stress and many depressions are caused by not successfully balancing and/or meeting the needs of your body mind, ego mind and soul mind.

Body-Mind

Ego-Mind

SoulMind

Physical Environment

Physical Environment

Homeostasis/ Sustainability

Maintaining Internal Stability and

External Equilibrium

of the

Body MindEgo MindSoul Mind

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The Human Body

Stage 1: Cells are viable independent entities that know what to do to maintain internal stability and external equilibrium

Stage 2: Cells bonded together to form group structures called organs.

Stage 3: Organs cooperate with each other to form a higher order entity.

YOU!

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Balancing the Body Mind, Ego Mind, and Soul Mind



Evolu

tion

Leading Self Meeting the needs of the Body, Ego and Soul

Core Competencies for Evolution

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Stages in the 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.

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

Soul Mind: Tap 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

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Internal Cohesion – Staying in the Flow


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

Evolu

tion

Leading Self Aligning the Beliefs of the Ego with the Values

and Mission of the Soul

Release your fears

Become unbelievably adaptive

Stay unbelievably curious

Follow your passion

Stick to your values

Stay open to other people’s ideas

Be at ease with uncertainty

Practice non-attachment

Socialised MindFocus on the ego’s

deficiency needsDependent Mind

Self-Authoring MindFocus on achievement and personal agendaIndependent Mind

Self-Transforming MindFocus on collective needs

and whole system Interdependent Mind

Evolu

tion

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External Cohesion – Building Empathic Connection


Cooperating with other individuals who share the same values and mission or vision to leverage your impact in the world

Evolu

tion

Leading Self Your ability to be implement your vision and make a difference in the world depends on

your ability to trust, and be trusted, to empathise with others, and practice

compassionate communication

Step Action Explanation

Step 1 Inquire about the needs of the other

Be curious about the other person’s needs. Try to understand what fear-based thoughts may be motivating him or her. What needs does he or she have that are not being met?

Step 2 Communicate your needs

Identify your needs, and make a request of the other person to see if he or she is willing to support you in getting your needs met.

Step 3 Dialogue Take time to hear one another and explore various strategies to meet both of your needs. This takes patience. You may discover that you are not able to meet one another’s needs.

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Leading Yourself

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

If you can’t lead others, 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

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The Secret to Great Leadership

evolutionary coaching living the new leadership paradigm richard barrett

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