evolutionary coaching v5

Powerful metrics that enable leaders to measure and manage cultures.

www.valuescentre.com

1

Evolutionary Coaching



2

Questions to be addressed …

1. What is Evolutionary Coaching?

2. How is Evolutionary Coaching different?

3. What prevents people from evolving?

4. Examples of exercises and surveys.



3

A book for all coaches

Rather than coaching skills or techniques, this book offers a framework of human development to facilitate the full emergence of an person’s potential. Where your client is in their psychological development affects all their motivations.



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Everything you need to know is in the book

The Theory Understanding Psychological Development

Understanding Cultural Evolution

The Practice – Exercises Identifying Primary Motivations

Identifying Secondary Motivations

The Practice – Mastery Individuation Stage

Self-actualizing Stage

Integrating Stage

Serving Stage



5

But if it isn’t then…

2010

2012

2013

2014



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Evolutionary Journey

Every individual is on a natural, evolutionary journey of psychological development from birth to old age.

Where your client is on that journey affects their needs, goals and values and how they respond to life’s challenges.



7

What motivates us?

• The needs associated with the stage of psychological development we are at = primary motivation.

• The unmet needs associated with stages of psychological development we have passed through but have not yet mastered = secondary motivations.



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Evolutionary Coaching: A way to find out …

• A person’s primary stage of psychological development: What is their most pressing current evolutionary need.

• A person’s secondary stages of psychological development – What unmet needs they have that are holding them back.

• The degree to which the cultures a person is embedded in are supporting or preventing their evolution.



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Stages of Psychological Development

Stages Primary Motivations

Serving Satisfying your need to lead a life of service to others.

Integrating Satisfying your need to make a difference in the world.

Self-actualising Satisfying your need to find meaning and purpose in life.

Individuating Satisfying your need for freedom and autonomy.

Differentiating Satisfying your need for respect and recognition.

Conforming Satisfying your need for love, and belonging.

Surviving Satisfying your physiological and nutritional needs.

Evo

luti

on

of

Pers

on

al C

on

scio

usn

ess



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Stage Primary Motivations

INFANCY 0-2 Years Old

Staying alive!

Satisfying physiological and nutritional needs.

Surviving



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CHILDHOOD 3-7 Years Old

Keeping safe and secure!

Satisfying need for love, and belonging.Conforming



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YOUNG ADULT8-29 Years Old

Distinguishing yourself!

Satisfying need for respect and recognition.

Differentiating



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ADULTHOOD 30-39 Years Old

Releasing your fears!

Satisfying need for freedom and autonomy.

Individuating



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ADULTHOOD40-49 Years Old

Becoming more fully who you are!

Satisfying need to find meaning and purpose.

Self-actualising



15



ADULTHOOD50-59 Years Old

Aligning with others!

Satisfying need to make a difference in the world.

Integrating



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Serving ADULTHOOD60+ Years Old

Fulfilling your destiny!

Satisfying your need to lead a life of service.



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Needs Motivations

Growth Needsbeing needs

Growth needs: Aligning with who you are at the core of your being. Satisfying growth needs engender deep levels of commitment.

Individuation Releasing beliefs and fears that no longer align with who you are.

Basic Needsdeficiency needs

Basic needs: Anxiety and fear result when you cannot satisfy basic needs, but once met, you no longer pay them much attention.

Deficiency Needs and Growth Needs



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Needs Stages

Basic Needsdeficiency needs

Differentiating

Conforming

Surviving

Child/Teen/Young Adult - Basic Needs



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Needs Stages

Transformation Individuating

Adult - Transformation



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Needs Stages

Growth Needs

Serving

Integrating

Self-actualizing

Adult/Senior - Growth Needs



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Stages, Levels and World Views

• We grow in stages of psychological development

• We operate at levelsof consciousness

• We are embedded in cultural world views



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Levels Values

Service Social responsibility, social justice, wisdom, compassion, humility, forgiveness, ecology.

Making a difference Collaboration, alliances, environmental awareness, personal fulfilment, empathy.

Internal cohesion Collaboration, alliances, environmental awareness, personal fulfilment, empathy.

TransformationIndependence, adaptability, continuous learning, personal growth, balance, adventure, courage.

Self-esteem Pride, productivity, efficiency, quality, professional growth, confidence, excellence.

Relationship Pride, productivity, efficiency, quality, professional growth, confidence, excellence.

Survival Financial stability, wealth, employment opportunities, health and safety.

Levels of Consciousness



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Stages and Levels

The level of consciousness we operate from corresponds to the stage of psychological

development we have reached.



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1. Situational Unmet Needs: Associated with developmental stages we have passed through, but have not yet mastered.

2. Dysfunctional Unmet Needs: Associated with Early Maladaptive Schema—dysfunctional experiences with parents, siblings, and peers during formative years regarding satisfaction of deficiency needs.

What subverts our primary motivation?

SECONDARY MOTIVATIONS



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Service

Making a difference

Internal cohesion

Transformation

Self-esteem

Relationship

Survival

What happens when …?

LOSE JOB AND SAVINGS

Situational Need



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Service

Making a difference

Internal cohesion

Transformation

Self-esteem

Relationship

Survival

What happens when …?

DO NOT HAVE ENOUGH

DysfunctionalBelief



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World Views that are at a lower stage of psychological development than your client:

1. Family Culture

2. Organisational Culture

3. National Culture

What hinders our development?

CULTURAL WORLD VIEWS

YOU ARE HERE

CULTURE IS HERE



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The job of an Evolutionary Coach

1. Help clients understand the stage of development they are at—get clarity on what is important to them: Primary Motivation.

2. a. Help clients release fears due to parental programming and cultural conditioning: Secondary Motivations.

b. Help clients discover and develop their natural gifts and talents.

3. Help clients evaluate the extent to which the cultures they are embedded in support or hinder their development.

Most of your clients

Age 30-50 years

Stages of Development

• IndividuationSatisfying the need for freedom and autonomy

• Self-actualisationSatisfying the need for meaning and purpose.



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As a coach, focus on your evolution

“If you want to take people on a journey to a place they have never been before, it helps immensely if you have already been there.”

“You cannot guide people through a territory that you have not explored yourself.”

Richard Barrett



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Which motivation most resonates with you in your working life?M

oti

vati

on

1 To achieve financial security, providing for myselfand my family, and keeping us safe from harm.

2 To find a place in the world where I belong and where I feel respected for who I am.

3 To receive recognition and acknowledgement for my skills and talents and opportunities to excel at what I do best.

4 To have autonomy and independence, along with challenges that test me and adventures that cause me to grow.

5 To engage in meaningful work that aligns with my sense of purpose or the things I am passionate about.

6 To make a difference through my daily activities and collaborate with others who share a similar sense of purpose.

7 To support and serve those around me in the pursuit of their purposes and help them find fulfilment in their lives.

Exercise: Identifying your Primary Motivation



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Which ten values/behaviours most resonate with you in your working life?Which motivations have the most chosen values/behaviours?

Mo

tiva

tio

n

1 Survival, safety, control, wealth, financial stability, job security.

2 Belonging, friendship, respect, loyalty, caring, harmony.

3 Excellence, status, pride, achievement, recognition, professional growth.

4 Autonomy, challenges, adaptability, accountability, continuous learning.

5 Meaning, purpose, integrity, fairness, commitment, creativity, trust.

6 Making a difference, coaching, mentoring, collaboration, sustainability.

7 Compassion, humility, future generations, ecology, social justice, service.




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Primary Motivations Ages

7 ServingFulfilling your destiny by serving the needs of humanity and/or the planet.

6 IntegratingAligning with others who share similar values and purpose to create a better world.

5 Self-actualising Becoming more fully who you are by leading a values- and purpose-driven life with integrity.

4 IndividuatingReleasing parental and cultural conditioning that no longer aligns with who you are.

3 DifferentiatingDistinguish yourself from the crowd by honing your natural skills and talents.

2 ConformingKeeping safe and secure by staying loyal to your family, kin and culture

1 SurvivingStaying alive by meeting your basic physiological needs.


60+

50-59

40-49

30-39

Below 30

Below 30

Below 30



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My out-of-flow days - Pick five of these words which reflect the needs you have that are not being met when you having an out-of-flow day, particularly in your working life. Note the motivations which have the most words.

Mo

tiva

tio

n 1 Survival, safety, control, wealth, financial stability, job security







Exercise: Identifying your Secondary Motivations



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My stressors exercise - Pick five of these words which reflect your unmet needs when you are feeling stressed, particularly in your working life. What are you needing? Note the motivations which have the most words.

Mo

tiva

tio

n 1 Survival, safety, control, wealth, financial stability, job security







Exercise: Identifying your Secondary Motivations



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Why is it so hard and painful for some to grow…? Here we must become fully aware of the fixative and regressive power of ungratified deficiency-needs, of the attraction of safety and security, of the functions of defense and protection against pain, fear, loss and threat, of the need for courage in order to grow...

The choice between safety and growth

Abraham Maslow (1908-1970)



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Therefore, we can consider the process of healthy growth to be a never ending series of free choice situations, confronting each individual at every point throughout his (or her) life, in which he (or she) must choose between safety (fear) and growth (courage), dependence and independence, regression or progression, and immaturity and maturity.

The choice between safety and growth

Abraham Maslow (1908-1970)



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Feedback Surveys www.valuescentre.com

Leadership Values Assessment



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Identifying Secondary Motivations (feedback LVA)

15 Assessors’ Perspective

Top ten values Distribution of values

Personal Entropy = 36%

Activated Soul Mind0% (30%)

Ego-Soul Alignment27% (40%)

Ego Mind73% (30%)

achievement 12

authoritarian (L) 10being the best 8competitive (L) 8

demanding (L) 8determination 7

excellence 7

knowledge 7

power (L) 6

results orientation 6

risk-taking 6

0% 20% 40%

1

2

3

4

5

6

7 0%

0%

0%

27%

37%9%

18%

9%

ambitiouscouragecreativity

excellence

integrity

long-term perspective

passionresults orientation

strategic alliancesvision

Individual’s Perspective

Top ten values

What is immediately obvious from this example is the mismatch between how the person sees himself and how others see him. This person does not have a realistic view of how he is coming across to others. His ego projects a false persona. He views himself operating at higher levels of consciousness than his behaviours would suggest to his assessors.

Primary Motivation- Individuation

Secondary Motivations- Self-esteem- Relationships- Survival



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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 the lack of a person’s personal masteryskills. Fear-driven energy arises from the conscious and

subconscious fear-based beliefs of the ego about meeting its deficiency needs.



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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.



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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



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Identifying Secondary Motivations (feedback LVA)

There is a strong correlation between how people see this person and how she sees herself: there are four matching values in the top ten—listening, open to new ideas, team builder and vision. She has a low level of personal entropy. This is an authentic individual.

caring 14

coaching/mentoring 8

enthusiasm 8

collaborative 7

making a difference 7

authenticity 6

integrity 6

listening 6

open to new ideas 6

team builder 6

vision 6

19 Assessors’ Perspective

Top ten values Distribution of values

1%

1%

2%

2%

19%

5%

20%

23%

18%

9%

0% 20% 40%

1

2

3

4

5

6

7

Personal Entropy = 4%

Activated Soul Mind27% (30%)

Ego-Soul Alignment43% (50%)

Ego Mind30% (20%)

building trust

courage

empathy

high standards

learning

listening

open to new ideas

team builder

visionwisdom

Individual’s Perspective

Top ten values

Primary Motivation- Self-actualization- Integrating

Secondary Motivations- None



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Self-reporting survey (IVA • Individual Values Assessment (IVA)

Identify cultural blockages to growth



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Identifying cultural blockages to growth (IVA)

Personal Values Current Culture Desired Culture

1. adaptability

2. commitment

3. control (L)

4. ease with uncertainty

5. humour/fun

6. Integrity

7. perseverance

8. risk-taking

9. self-discipline

10. well-being

1. bureaucracy (L)

2. confusion (L)

3. control (L)

4. cost reduction (L)

5. empire building (L)

6. hierarchy (L)

7. job insecurity (L)

8. long hours (L)

9. results orientation

10. silo mentality (L)

1. achievement

2. commitment

3. customer collaboration

4. customer satisfaction

5. ease with uncertainty

6. honesty

7. inclusiveness

8. partnerships

9. professionalism

10. trust

Individual Primary Motivation- Shifting from

Individuating to Self-actualizing

Organization Motivations- Differentiating

This is not a good fit. The individual is being held back by the “toxic” culture of his organization. It will be difficult for this person to grow and develop in this organization.



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High Entropy Culture - If the culture in which your clients are embedded is less developmentally advanced than themselves, than your clients may find it difficult to explore their full potential. They will seek to work elsewhere.

Low Entropy Culture - If, on the other hand, the culture is more developmentally advanced than your client, they will feel supported in exploring their development, at least up to the levels of psychological development that these cultures have attained or are willing to tolerate.

Cultural blockages to personal growth

ORGANISATIONS



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Identifying cultural blockages to growth (CVA)

13%

53%

34%

Personal Values

1. commitment 39

2. honesty 33

3. making a difference 31

4. positive attitude 29

5. achievement 27

6. humour/fun 27

7. integrity 27

8. fairness 26

9. performance 26

10. initiative 23

1%

1%

4%

10%

18%

19%

34%

9%

4%

0% 20% 40%

1

2

3

4

5

6

7

Current Culture

1. cost reduction (L) 64

2. profit 40

3. results orientation 36

4. blame (L) 34

5. demanding (L) 32

6. long hours (L) 29

7. accountability 27

8. job/insecurity (L) 26

9. lack of appreciation (L) 25

10. control (L) 25

18%

16%

14%

8%

4%

13%

15%

7%

4%

1%

0% 10% 20%

1

2

3

4

5

6

7

Cultural Entropy = 48%

5%

22%

73%

Here we see the personal values and current culture of 80 managers. The organisation is operating at the first three levels of consciousness. The managers are at operating at the fifth level of consciousness. They are not supported in their development.



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MEASURING CULTURE

START WITH A VALUES SURVEY



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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.



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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



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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



52

What is Cultural Entropy?

The amount of energy that is consumed in an organisation doing unnecessary or unproductive work that does not add value.

It is a measure of the conflict, friction and frustration that employees encounter in their day-to-day activities that prevent the organisation from operating at peak performance.



53

Cultural Entropy and Engagement

Cultural entropy significantly

impacts employee

engagement.

25%

35%

45%

55%

65%

75%

85%

0% 5% 10% 15% 20% 25% 30%

Cultural Entropy

Emp

loye

eEn

gage

me

nt

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



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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



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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)


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. environmentalawareness

2372 6(S)


9. being the best 2218 3(O)

10. cost-consciousness 2187 3(O)


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)


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



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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 = Transformation

S = Self-Interest

Positive Values

Potentially 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



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SA Bank: Evolution of Current Culture

1. cost-consciousness2. profit 3. accountability4. community involvement 5. client-driven6. process-driven7. bureaucracy (L)8. results orientation 9. client satisfaction10. silo mentality (L)

2005

1. cost-consciousness2. accountability3. client-driven4. client satisfaction 5. results orientation 6. performance driven7. profit8. bureaucracy (L)9. teamwork10. community involvement

2006

1. client-driven2. accountability3. client satisfaction 4. cost-consciousness5. community involvement6. performance driven 7. profit8. achievement9. being the best 10. results orientation

2007 2008

1. accountability2. client-driven3. client satisfaction 4. community involvement 5. achievement6. cost-consciousness7. teamwork8. performance driven9. being the best 10. delivery

3 Matches CC-DC

Entropy 25%

4 Matches CC-DC

Entropy 19%

4 Matches CC-DC

Entropy 17%

5 Matches CC-DC

Entropy 14%



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SA Bank: Evolution of Current Culture

2009 2010 2011

1. accountability2. client-driven3. client satisfaction 4. cost-consciousness5. community involvement 6. achievement7. teamwork8. employee recognition 9. being the best10. performance driven

1. accountability2. client satisfaction3. client-driven 4. teamwork5. brand reputation6. being the best7. achievement8. commitment9. community involvement10. cost-consciousness

1. accountability2. client-driven3. client satisfaction4. brand reputation5. achievement6. teamwork7. environmental awareness8. commitment9. being the best10. cost-consciousness

6 Matches CC-DC

Entropy 13%

6 Matches CC-DC

Entropy 13%

6 Matches CC-DC

Entropy 11%



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Evolution of Number of Survey Participants

8%

25%

38%

51%

67%

73%77%

75%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

2005 2006 2007 2008 2009 2010 2011 2012

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.



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Cultural Entropy Evolution

Cultural entropy reduction led to improved performance through increased employee engagement, increased revenues, improved productivity, and increase in share price.

25%

19%

17%

14%13% 13%

11%10%

0%

5%

10%

15%

20%

25%

30%

2005 2006 2007 2008 2009 2010 2011 2012

Cutlural Entropy



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Revenue Evolution

0%

5%

10%

15%

20%

25%

30%

0

5000

10000

15000

20000

25000

30000

35000

2005 2006 2007 2008 2009 2010 2011 2012

Revenue Cultural Entropy

Annual revenue

increases as cultural

entropy falls.

Global Economic Meltdown



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0%

5%

10%

15%

20%

25%

30%

0

200

400

600

800

1000

1200

2005 2006 2007 2008 2009 2010 2011 2012

Revenue per Capita Cultural Entropy

Revenue per capita

increases as cultural

entropy falls.

Productivity Evolution




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0%

5%

10%

15%

20%

25%

30%

0

5000

10000

15000

20000

2005 2006 2007 2008 2009 2010 2011 2012

Share Price Cutlural Entropy

Share price (cents)

increases as cultural entropy

falls.

Share Price Evolution




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For more information

• Go to www.valuescentre.com

• See Blog http://evolutionarycoachingblog.wordpress.com

• The Book Evolutionary Coaching by Richard Barrett

• Contact Me [email protected]

evolutionary coaching v5

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