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Sustainability: Leadership, Values and Culture in a New Leadership Paradigm
Richard Barrett
The Global Sustainability Challenge?
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
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.
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
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:
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 New Leadership Paradigm
Richard Barrett, The New Leadership Paradigm, 2011
What this means for Business and Politics
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.
A Crisis in Leadership
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 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
A Crisis in Leadership
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
A Crisis in Leadership
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).
A New Leadership Paradigm
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
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
We need a Culture Change
The Three Mantras of Culture Change
The Three Mantras of Culture Change
Cultural Capital is the new frontier of competitive advantage.
Organisational transformation begins with the personal transformation of the leaders.
Measurement matters. If you can measure it you can manage it.
From Leader’s Values to Shareholder Value
Corporate Sector Leader’s Values/ Behaviours
Corporate Culture
CompetitiveAdvantage &Resilience
Performance & Shareholder
Value
From Leadership to Customer Satisfaction
Public SectorLeader’s values/
behaviours
OrganisationalCulture
Mission Assurance
CustomerSatisfaction
The Leader and the Values
Tom Peters, “In Search of Excellence: Lessons from America’s best run companies”, 1983
The real role of the leader is to manage the values of the corporation.
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
Richard Barrett, The New Leadership Paradigm, 2011
Models and Tools for Measuring Personal, Organisational and National Consciousness
1998 20111995 2006
Personal Growth and
Transformation
Organisational Growth and
Transformation.Measuring
Consciousness by Mapping Values
Implementing Cultural
Transformation based on eight
years experienceA Text Book, Web Site, and Learning System
for the 21st Century Leader
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
Maslow’s Needs to Barrett’s Consciousness
Know and Understand
Physiological
Safety
Love & Belonging
Self-esteem
Abraham 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
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.
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
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 Evolution of Organisational Consciousness
Service
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Stages in the Evolution of National Consciousness
Positive Focus / Excessive Focus
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
Placement of Values by Level
Current Culture 100 EmployeesTop 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 Level
Current Culture 100 Employees
11%
Service
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival 1
2
3
4
5
6
7
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.
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)
8. accountability 71 4(R)
9. blame (L) 71 2(R)
10. corporate image 64 3(O)
1. accountability 180 4(R)
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 fulfillment 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
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
Total number of votes for all values
at each level
Cultural Entropy % of Votes for Limiting
Values
Common Good
Transformation
Self Interest
Definition of Cultural Entropy
Cultural EntropyCultural 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.
35
ValueCurrent Culture Votes
Desired Culture Votes
Value 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
Nedbank, South Africa: An Example of Cultural Evolution
Entropy 13%Entropy 25% Entropy 19% Entropy 17% Entropy 14%
Nedbank: Current Culture Evolution
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
2009
1. accountability2. client-driven 3. client satisfaction 4. cost-consciousness5. community involvement 6. achievement7. teamwork 8. employee recognition 9. being the best10. performance driven
5 matches4 matches4 matches3 matches 6 matches
25%
19%17%
14%13%
0%
5%
10%
15%
20%
25%
2005 2006 2007 2008 2009
Nedbank: Cultural Evolution
Entropy reduction leads to improved performance—increased revenues, profits and share price. Working toward entropy of <10% will result in healthy functioning of the organisation and improvement of staff morale.
Entropy Scores
Entropy risk bands
<10% Healthy functioning10-19% Some problems requiring careful monitoring20-29% Significant problems requiring attention30-39% Crisis situation requiring immediate change40%> Impending risk of implosion, bankruptcy or failure
Cultural entropy represents the degree of dysfunction in a culture
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
Nedbank: Response Rate to Values Survey
18276083
10155
14091
18206
0
4000
8000
12000
16000
20000
2005 2006 2007 2008 2009
63.0%
50.4%
28.0%
35.5%
20.2%
28,898 employees in 2009
Response rate
nu
mb
er
of
pa
rti
cip
an
ts
Nedbank: Cultural Evolution
Nedbank Staff Survey Scores
59.6% 66.3%71.5% 75.1% 78.8%
0.0%20.0%40.0%60.0%80.0%
100.0%
2005 2006 2007 2008 2009
Revenue grew average 16.9% (CAGR) per year from 2004 to 2007
Share Price grewaverage 20.4% (CAGR) per year from 2004 to 2007
Nedbank: Financial Impact of Cultural Evolution
78
100
134 136
96
0
20
40
60
80
100
120
140
160
2004 2005 2006 2007 2008
Closing share price (Rand)
1402715809
18948
22428 22077
0
5000
10000
15000
20000
25000
2004 2005 2006 2007 2008
Revenue Rm (operating income)
CAGR : Compound Annual Growth Rate
Values in Organisations
Tom Boardman Former CEO of Nedbank, South Africa
National and Regional Values Assessments
National/Regional Values Assessments
Denmark Latvia Sweden Canada
Iceland Bhutan USA Belgium
AustraliaUK North West) BrazilFinland
Spain (Extremadura) Macedonia (Skopje) Argentina Venezuela
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
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
Personal Values Current Culture Values Desired Culture Values
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
PV - CC 0CC - DC 0PV - DC 4
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
Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
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
Iceland: August 2008 (635)
C
T
S
Values Distribution Copyright 2008 Barrett Values Centre September 2008
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
Personal Values
Current Culture Values
Desired Culture Values
To get a copy of this presentation:
http://www.slideshare.net/BarrettValues
• www.newleadershiparadigm.com• www.valuescentre.com
Other relevant Web sites: