the new leadership paradigm richard barrett and ashley munday

86
www.valuescentre.co m 1 www.valuescentre.com www.valuescentre.co m The New Leadership Paradigm Richard Barrett & Ashley Munday March 2012

Post on 18-Oct-2014

2.269 views

Category:

Business


2 download

DESCRIPTION

Presentation to the Presidio University in San Francisco on March 5, 2102.

TRANSCRIPT

Page 1: The new leadership paradigm Richard Barrett and Ashley Munday

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

The New Leadership Paradigm

Richard Barrett & Ashley MundayMarch 2012

Page 2: The new leadership paradigm Richard Barrett and Ashley Munday

2

A Crisis in Leadership

Page 3: The new leadership paradigm Richard Barrett and Ashley Munday

3

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

Page 4: The new leadership paradigm Richard Barrett and Ashley Munday

4

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

Page 5: The new leadership paradigm Richard Barrett and Ashley Munday

5

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).

Page 6: The new leadership paradigm Richard Barrett and Ashley Munday

6

A Crisis in Leadership

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

Page 7: The new leadership paradigm Richard Barrett and Ashley Munday

7

The Global Sustainability Challenge?

Page 8: The new leadership paradigm Richard Barrett and Ashley Munday

8

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

Page 9: The new leadership paradigm Richard Barrett and Ashley Munday

9

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.

Page 10: The new leadership paradigm Richard Barrett and Ashley Munday

10

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

Page 11: The new leadership paradigm Richard Barrett and Ashley Munday

11

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:

Page 12: The new leadership paradigm Richard Barrett and Ashley Munday

12

A New Leadership Paradigm

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

Page 13: The new leadership paradigm Richard Barrett and Ashley Munday

13

A New Leadership Paradigm

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.

Page 14: The new leadership paradigm Richard Barrett and Ashley Munday

14

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

Page 15: The new leadership paradigm Richard Barrett and Ashley Munday

15

Love, Fear and the Destiny of Nations

Volume 1: The Impact of the Evolution of

Consciousness on World Affairs

Volume 2: Building Successful

Communities and Nations

Spring 2012 Spring 2013

Page 16: The new leadership paradigm Richard Barrett and Ashley Munday

16

Table of Contents

• Part 1: Human Destiny• 1. Introduction• 2. Universal Patterns of Evolution• 3. Human Patterns of Evolution• 4. Cultural Patterns of Evolution• 5. The Level of Fear in Nations• 6. The Sources and Levels of Cultural Fear• 7. Democracy—Freedom from Fear• 8. Measuring the Culture of a Nation•  • Part 2: The Evolution of Democracy • 9. The Role of Democracy in the Evolution of

Human Consciousness• 10. The Journey from Freedom to Trust• 11. Freedom • 12. Equality • 13. Accountability • 14. Fairness • 15. Openness • 16. Transparency • 17. Trust•  • Part 3: The Destiny of Nations• 18. The Need for Global Governance• 19. Failure and Hope• 20. Empathy • 21. Compassion• 22. The Way Forward

Page 17: The new leadership paradigm Richard Barrett and Ashley Munday

17

What Evolution can teach us about the New Leadership Paradigm

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

Page 18: The new leadership paradigm Richard Barrett and Ashley Munday

18

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

Page 19: The new leadership paradigm Richard Barrett and Ashley Munday

19

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

Page 20: The new leadership paradigm Richard Barrett and Ashley Munday

20

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.

Big Bang: 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

Page 21: The new leadership paradigm Richard Barrett and Ashley Munday

21

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!

Page 22: The new leadership paradigm Richard Barrett and Ashley Munday

22

The New Leadership ParadigmLearning System

More than a Book...

A Leadership Development Learning System for the 21st Century Leader

And also ...

A Manual for Personal Evolutionary Coaching

Page 23: The new leadership paradigm Richard Barrett and Ashley Munday

23

Components of the New Leadership Paradigm Learning System

The Book

The Multi-media

Web site The Workbooks

and Journals

Page 24: The new leadership paradigm Richard Barrett and Ashley Munday

24

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

Page 25: The new leadership paradigm Richard Barrett and Ashley Munday

25

Stages of Leadership Development

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

Stage 1: Personal Mastery

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 a Team Leading an

Organisation

Leaders as a Coach

Leaders as a Servant

Page 26: The new leadership paradigm Richard Barrett and Ashley Munday

26

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

Page 27: The new leadership paradigm Richard Barrett and Ashley Munday

27

The Journals/Workbooks

Leading Self (43 Exercises)

Leading a Team (28 Exercises)

Leading an Organisation (33 Exercises)

Leading in Society (30 Exercises)

Page 28: The new leadership paradigm Richard Barrett and Ashley Munday

28

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 organizations

• 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

Page 29: The new leadership paradigm Richard Barrett and Ashley Munday

29

The Good News

Page 30: The new leadership paradigm Richard Barrett and Ashley Munday

30

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

Page 31: The new leadership paradigm Richard Barrett and Ashley Munday

31

The Three Mantras of Organisational Performance

Page 32: The new leadership paradigm Richard Barrett and Ashley Munday

32

The Three Mantras of Organizational Performance

Cultural Capital is the new frontier of competitive advantage.

Mantras Implications

The Culture of an organizations is a reflection of leadership

consciousness

Measurement matters. If you can measure consciousness,

you can manage it.

Who you are and what your organization stands for

is vitally important.

Organizational transformation begins with the personal

transformation of the leaders

You can make the evolution of consciousness, conscious

Focus on Vision, Mission and Values

Begins with Self Leadership

Measure and Map the Values

Page 33: The new leadership paradigm Richard Barrett and Ashley Munday

33

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.

Page 34: The new leadership paradigm Richard Barrett and Ashley Munday

34

Based on the Four Quadrants of Ken Wilber

Whole System Transformation (Evolution)

Interior Exterior

Individual

Collective

Personality

Values and Beliefs of the

Leaders

Character

Actions and Behaviours

of the Leaders

Culture

Values and Beliefs of theOrganization

Society

Actions and Behaviours of the

Organization

Page 35: The new leadership paradigm Richard Barrett and Ashley Munday

35

Whole System Transformation (Evolution)

Interior Exterior

Individual

Collective

1

3

2

4

When the leaders values

change

The leaders behaviours

change

Thevalues of the organization

change

Behaviours of organization

change

Page 36: The new leadership paradigm Richard Barrett and Ashley Munday

36

Four Conditions for Whole System Change

Interior Exterior

Individual

Collective

Personality: Values and Beliefs of an Individual

Culture: Values and Beliefs of a Group

Social Structures:

Actions and Behaviours

of a Group

Character: Actions and

Behavioursof an

IndividualMis

sio

n A

lign

men

tValu

es A

lig

nm

en

t

Structural Alignment

Personal Alignment

The Four Conditions for Whole System Change

Page 37: The new leadership paradigm Richard Barrett and Ashley Munday

37

Four Conditions for Whole System ChangeMeasuring Entropy, Alignment and Resonance

Valu

es

Alig

nm

ent

Missio

n A

lignm

ent

Whole System Transformation

Personal Alignment

Structural Alignment

Cultural Entropy Lack of personal alignment and structural alignment creates personal entropy and cultural entropy

1

Values Alignmentcreates internal cohesion

2

Mission Alignment and shared purpose creates resonance

3

Employee Engagement

Entropy is the degree of dysfunction in a system (lack of cohesion, order, and structure). The amount of energy that is unavailable for useful work.

High entropy leads to low employee engagement. Low entropy leads to high employee engagement.

Page 38: The new leadership paradigm Richard Barrett and Ashley Munday

38

Cultural Evolution Begins with Personal Evolution

The culture ofan organisationis a reflectionof the leadership consciousness.

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 Values Leader’s Values

Page 39: The new leadership paradigm Richard Barrett and Ashley Munday

39

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

CVA Current Culture

PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0

LV A Feedback 27 Assessors

PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0

Cultural Evolution Begins with Personal Evolution

Cultural Entropy 7% Personal Entropy 9%

Culture Values Leader’s Values

The culture ofan organisationis a reflectionof the leadership consciousness.

Page 40: The new leadership paradigm Richard Barrett and Ashley Munday

40

Impact of Personal Entropy

Personal entropy represents the degree of dysfunction of an individual

Entropy Impact

0 -6% Healthy: Authentic individual. Decision-making not driven by fears.

7-10% Minor Issues: Requiring leaders to examine how their behaviours and actions are affecting people around them, their decision-making processes or their degree of work/life balance.

11-15% Significant Issues: Requiring leaders to examine how their behaviours may be compromising relationships with peers and subordinates, and negatively impacting their goals.

16-20% Serious Issues: Requiring leaders to examine how their behaviours may be compromising relationships with peers and subordinates, and negatively impacting their goals.

21%+ Critical Issues: Requiring leaders to examine how their behaviours might be compromising their personal integrity and their ability to inspire and lead the people around them.

Page 41: The new leadership paradigm Richard Barrett and Ashley Munday

41

Impact of Cultural Entropy

Cultural entropy represents the degree of dysfunction in a culture

Entropy Impact

0 -10% Healthy: This is a low and healthy level of cultural entropy.

11-20% Minor Issues: This level of cultural entropy reflects issues requiring cultural or structural adjustment.

21-30% Significant Issues: This level of cultural entropy reflects significant issues requiring cultural and structural transformation and leadership coaching.

31-40% Serious Issues: This level of entropy reflects serious problems requiring cultural and structural transformation, leadership development and coaching.

41%+ Critical Issues: This level of cultural entropy reflects critical problems requiring cultural and structural transformation, selective changes in leadership, leadership development and coaching.

Page 42: The new leadership paradigm Richard Barrett and Ashley Munday

42

Average Entropy in Organisations (2007-2011)

Total CVAs: 1,011Industries: 40Countries: 36

Page 43: The new leadership paradigm Richard Barrett and Ashley Munday

43

Values Alignment vs. Entropy Band

0-10% 11-20% 21-30% 31-40% >40%0

1

2

3

4

5

Entropy

Number of matching top ten Current and Desired Culture Values

Page 44: The new leadership paradigm Richard Barrett and Ashley Munday

44

Low entropy

High entropy

Page 45: The new leadership paradigm Richard Barrett and Ashley Munday

45

Models and Tools for Personal and Cultural Transformation

19981995 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

2012

The Values-Driven

Organisation

An update of Liberating the

Corporate Soul and Building a Values-

Driven Organisation

With New Research and a focus on

Conscious Capitalism

Page 46: The new leadership paradigm Richard Barrett and Ashley Munday

46

Organisational (Cultural) Values Assessments

Page 47: The new leadership paradigm Richard Barrett and Ashley Munday

47

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.

Page 48: The new leadership paradigm Richard Barrett and Ashley Munday

48

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

Page 49: The new leadership paradigm Richard Barrett and Ashley Munday

49

Exercise: Values, Beliefs and Behaviours

This exercise takes about 15 minutes

1. Choose 3 values that are important to you and enter them in the left hand column of the worksheet

EXAMPLE: Clarity

2. Write down your beliefs that support this value in middle column

EXAMPLE: Clarity bring focus to decision making

3. Write down the behaviours you exhibit that support this value

EXAMPLE: Seek many opinions, synthesize multiple data points to understand the big picture

Page 50: The new leadership paradigm Richard Barrett and Ashley Munday

50

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

Page 51: The new leadership paradigm Richard Barrett and Ashley Munday

51

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

Page 52: The new leadership paradigm Richard Barrett and Ashley Munday

52

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.

Page 53: The new leadership paradigm Richard Barrett and Ashley Munday

53

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

Page 54: The new leadership paradigm Richard Barrett and Ashley Munday

54

Positive Focus / Excessive Focus

Financial StabilityShareholder value, organisational growth, employee health, safety. Control, corruption, greed

BelongingLoyalty, open communication, customer satisfaction, friendship. Manipulation, blame

High PerformanceSystems, processes, quality, best practices, pride in performance. Bureaucracy, complacency

Continuous Renewal and LearningAccountability, adaptability, empowerment, teamwork, goals orientation, personal growth

Building Corporate CommunityShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency

Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfillment, coaching/mentoring

Service To Humanity And The PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humility

Stages in the Development of Organisational Consciousness

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

Page 55: The new leadership paradigm Richard Barrett and Ashley Munday

55

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

Page 56: The new leadership paradigm Richard Barrett and Ashley Munday

56

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

Page 57: The new leadership paradigm Richard Barrett and Ashley Munday

57

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 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

Page 58: The new leadership paradigm Richard Barrett and Ashley Munday

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

Page 59: The new leadership paradigm Richard Barrett and Ashley Munday

59

Nedbank, South Africa: An Example of Cultural Evolution

Page 60: The new leadership paradigm Richard Barrett and Ashley Munday

60

Nedbank and CTT

Page 61: The new leadership paradigm Richard Barrett and Ashley Munday

61

Entropy 14%Entropy 25% Entropy 19% Entropy 17%

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

4 matches4 matches3 matches 5 matches

Page 62: The new leadership paradigm Richard Barrett and Ashley Munday

62

Entropy 13% Entropy 13% Entropy 11%

Nedbank: Current Culture Evolution

2009 2010 2011

6 matches6 matches6 matches

1. accountability2. client-driven 3. client satisfaction 4. cost-consciousness5. community involvement 6. achievement7. teamwork 8. employee recognition 9. being the best10. performance driven

1. accountability2. client satisfaction 3. client-driven 4. teamwork5. brand reputation6. being the best7. achievement8. commitment9. community involvement10. cost-consciousness

1. accountability2. client-driven 3. client satisfaction4. brand reputation5. achievement6. teamwork7. environmental awareness8. commitment9. being the best10. cost-consciousness

Page 63: The new leadership paradigm Richard Barrett and Ashley Munday

63

Nedbank: Group (2011)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Personal Values Current Culture Values Desired Culture Values

IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 2-2-5-1 | IROS (L)= 0-0-0-0 IROS (P)= 3-3-4-0 | IROS (L)= 0-0-0-0

Matches

PV - CC 2CC - DC 6PV - DC 4

Health Index (PL)

PV: 10-0CC: 10-0DC: 10-0

1. accountability 8576 4(R)

2. honesty 6133 5(I)

3. commitment 5221 5(I)

4. respect 4420 2(R)

5. family 4057 2(R)

6. integrity 4023 5(I)

7. caring 3568 2(R)

8. balance (home/work) 3526 4(I)

9. responsibility 3279 4(I)

10. efficiency 3085 3(I)

1. accountability 5464 4(R)

2. client-driven 4571 6(O)

3. client satisfaction 3486 2(O)

4. brand reputation 2740 3(O)

5. achievement 2491 3(I)

6. teamwork 2408 4(R)

7. environmental awareness

2372 6(S)

8. commitment 2263 5(I)

9. being the best 2218 3(O)

10. cost-consciousness 2187 3(O)

1. accountability 6987 4(R)

2. balance (home/work) 4183 4(O)

3. client-driven 3864 6(O)

4. client satisfaction 3742 2(O)

5. employee recognition 3297 2(R)

6. honesty 3053 5(I)

7. commitment 2953 5(I)

8. achievement 2809 3(I)

9. teamwork 2744 4(R)

10. employee satisfaction 2687 2(O)

Values Plot Copyright 2011 Barrett Values Centre April 2011

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

Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal

Page 64: The new leadership paradigm Richard Barrett and Ashley Munday

64

25%

19%17%

14% 13% 13%11%

0%

5%

10%

15%

20%

25%

2005 2006 2007 2008 2009 2010 2011

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

0 -10% Healthy functioning11-20% Some problems 21-30% Significant problems 31-40% Serious situation 41%+ Critical situation

Page 65: The new leadership paradigm Richard Barrett and Ashley Munday

65

Nedbank: Response Rate to Values Survey

1827

6083

10155

14091

1820620184

22102

0

4000

8000

12000

16000

20000

24000

2005 2006 2007 2008 2009 2010 2011

28,898 employees in 2009

Responses

nu

mb

er

of

pa

rtic

ipa

nts

Page 66: The new leadership paradigm Richard Barrett and Ashley Munday

66

Nedbank: Staff Engagement

Nedbank Staff Survey Scores

59.6% 66.3%71.5% 75.1% 79%

67% 71%

0%20%40%60%80%

100%

2005 2006 2007 2008 2009 2010 2011

Page 67: The new leadership paradigm Richard Barrett and Ashley Munday

67

Nedbank: Financial Impact of Cultural Evolution

78

100

134 136

96

124 130

0

20

40

60

80

100

120

140

160

2004 2005 2006 2007 2008 2009 2010

Closing share price (Rand)

Nedbank: Impact on Financial Performance

Page 68: The new leadership paradigm Richard Barrett and Ashley Munday

68

Nedbank: Financial Impact of Cultural Evolution

1402715809

18948

22428 22077 2157023630

0

5000

10000

15000

20000

25000

2004 2005 2006 2007 2008 2009 2010

Revenue Rm (operating income)

Nedbank: Impact on Financial Performance

Page 69: The new leadership paradigm Richard Barrett and Ashley Munday

69

National and Regional Values Assessments

Page 70: The new leadership paradigm Richard Barrett and Ashley Munday

70

National Values Assessments

Denmark Latvia Sweden Canada

Iceland Bhutan USA Belgium

AustraliaUK North West) BrazilFinland

Spain (Extremadura) Macedonia (Skopje) South Africa Switzerland

Page 71: The new leadership paradigm Richard Barrett and Ashley Munday

71

Stages in the Development 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

Page 72: The new leadership paradigm Richard Barrett and Ashley Munday

72

Cultural Entropy in Nations

Bhutan 20

08

Denm

ark 20

08

Switzer

land 20

11

Canad

a 200

9

Sweden

2010

UK Nor

th W

est 2

010

South

Afri

ca 20

11

Australi

a 200

9

Finlan

d 2010

Brazil

2010

Belgiu

m 20

10

Latvia

2007

US 2011

Icela

nd 2010

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

6%

21%26%

32% 34%

43% 44%47% 48%

51% 53% 54% 56%

63%

Cultural entropy is a measure of the dysfunction, anxiety and fear in a social system

Page 73: The new leadership paradigm Richard Barrett and Ashley Munday

73

Development as ...

Development as Economic Growth (GNP)

USA, Iceland, Canada

Development as Human Happiness (GNH)

Bhutan

Whatever you focus on and measure is what you get.

Page 74: The new leadership paradigm Richard Barrett and Ashley Munday

74

Iceland

Iceland Economic Collapse 2008

Page 75: The new leadership paradigm Richard Barrett and Ashley Munday

75

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

Page 76: The new leadership paradigm Richard Barrett and Ashley Munday

76

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

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

CTS = 39-23-38Entropy = 4%

CTS = 17-12-71Entropy = 54%

CTS = 38-27-35Entropy = 0%

Personal Values

Current Culture Values

Desired Culture Values

Page 77: The new leadership paradigm Richard Barrett and Ashley Munday

77

Iceland: August 2008 (635) Potentially Limiting Values

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)

Page 78: The new leadership paradigm Richard Barrett and Ashley Munday

78

Iceland

Iceland National Assembly 2009/2010

1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers

Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability

Page 79: The new leadership paradigm Richard Barrett and Ashley Munday

79

USA 2009

US Government forced to bail out banks and industry -2007 / 2008

Page 80: The new leadership paradigm Richard Barrett and Ashley Munday

80

USA: Group (1502)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Personal Values Current Culture Values Desired Culture Values

IRS (P)= 5-6-0 | IRS (L)= 0-0-0 IROS (P)= 0-0-0-0 | IROS (L)= 3-3-4-0 IROS (P)= 2-1-3-4 | IROS (L)= 0-0-0-0

Matches

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

Health Index (PL)

PV: 11-0CC: 0-10DC: 10-0

1. family 691 2(R)

2. caring 657 2(R)

3. honesty 576 5(I)

4. humor/fun 548 5(I)

5. compassion 469 7(R)

6. responsibility 461 4(I)

7. friendship 407 2(R)

8. respect 392 2(R)

9. accountability 388 4(R)

10. independence 359 4(I)

11. patience 359 5(I)

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. corruption (L) 748 1(O)

2. blame (L) 681 2(R)

3. bureaucracy (L) 681 3(O)

4. crime/violence (L) 628 1(R)

5. uncertainty about the future (L)

567 1(I)

6. wasted resources (L) 552 3(O)

7. materialistic (L) 527 1(I)

8. unemployment (L) 466 1(O)

9. conflict/aggression (L) 426 2(R)

10. poverty (L) 358 1(I)

1. accountability 703 4(R)

2. concern for future generations

516 7(S)

3. employment opportunities 497 1(O)

4. caring for the elderly 467 4(S)

5. affordable housing 429 1(O)

6. peace 429 7(S)

7. caring for the disadvantaged 398 4(S)

8. financial stability 368 1(I)

9. quality of life 335 6(I)

10. poverty reduction 325 1(O)

Values Plot Copyright 2009 Barrett Values Centre January 2009

Page 81: The new leadership paradigm Richard Barrett and Ashley Munday

81

3%

2%

1%

4%

18%

11%

27%

5%

9%

19%

0% 20% 40%

1

2

3

4

5

6

7

27%

12%

13%

4%

3%

8%

5%

9%

7%

13%

0% 20% 40%

1

2

3

4

5

6

7

2%

1%

2%

11%

6%

12%

14%

13%

17%

22%

0% 20% 40%

1

2

3

4

5

6

7

USA: Group (1502)

C

T

S

Values Distribution Copyright 2009 Barrett Values Centre January 2009

C = Common GoodT = TransformationS = Self-Interest

Positive ValuesPotentially Limiting Values

CTS = 41-19-40Entropy = 6%

CTS = 21-13-66Entropy = 52%

CTS = 44-22-34Entropy = 5%

Personal Values

Current Culture Values

Desired Culture Values

Page 82: The new leadership paradigm Richard Barrett and Ashley Munday

82

Bhutan

Bhutan prioritise *GNH above GDP(*Gross National Happiness)

Page 83: The new leadership paradigm Richard Barrett and Ashley Munday

83

Bhutan: Group (403)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Personal Values Current Culture Values Desired Culture Values

IRS (P)= 4-4-1 | IRS (L)= 1-0-0 IROS (P)= 1-0-8-2 | IROS (L)= 0-0-0-0 IROS (P)= 1-1-7-1 | IROS (L)= 0-0-0-0

Matches

PV - CC 1CC - DC 6PV - DC 2

Health Index (PL)

PV: 9-1CC: 11-0DC: 10-0

1. friendship 180 2(R)

2. continuous learning 160 4(I)

3. compassion 128 7(R)

4. caution (L) 122 1(I)

5. sincerity 121 5(I)

6. social justice 118 7(S)

7. self-discipline 102 1(I)

8. optimism 95 5(I)

9. helpfulness 94 2(R)

10. caring 92 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 195 4(O)

2. environmental protection

104 1(O)

3. strict moral/religious codes

104 3(O)

4. political rights 102 3(O)

5. education 100 4(O)

6. nature conservancy 91 6(S)

7. shared vision 90 5(O)

8. information availability 88 3(O)

9. shared values 88 5(O)

10. contentment 87 5(I)

11. social justice 87 4(S)

1. education 115 4(O)

2. continuous improvement 113 4(O)

3. freedom of speech 113 4(O)

4. economic growth 107 1(O)

5. social justice 100 4(S)

6. contentment 93 5(I)

7. environmental protection 89 1(O)

8. compassion 83 7(R)

9. full employment 82 3(O)

10. strict moral/religious codes

82 3(O)

Values Plot Copyright 2009 Barrett Values Centre January 2009

Page 84: The new leadership paradigm Richard Barrett and Ashley Munday

84

3%

1%

2%

5%

12%

10%

25%

10%

14%

19%

0% 20% 40%

1

2

3

4

5

6

7

2%

1%

1%

8%

8%

13%

18%

10%

9%

32%

0% 20% 40%

1

2

3

4

5

6

7

2%

1%

1%

8%

8%

12%

17%

10%

11%

31%

0% 20% 40%

1

2

3

4

5

6

7

Bhutan: Group (403)

C

T

S

Values Distribution Copyright 2009 Barrett Values Centre January 2009

C = Common GoodT = TransformationS = Self-Interest

Positive ValuesPotentially Limiting Values

CTS = 49-19-32Entropy = 6%

CTS = 37-32-31Entropy = 4%

CTS = 38-31-31Entropy = 4%

Personal Values

Current Culture Values

Desired Culture Values

Page 85: The new leadership paradigm Richard Barrett and Ashley Munday

85

Canadian National Assessment: Group (1250)

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)= 1-0-2-1 | IROS (L)= 1-1-4-0 IROS (P)= 0-1-5-4 | IROS (L)= 0-0-0-0

Matches

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

Health Index (PL)

PV: 10-0CC: 4-6

DC: 10-0

1. honesty 577 5(I)

2. family 481 2(R)

3. caring 436 2(R)

4. humor/fun 427 5(I)

5. respect 371 2(R)

6. friendship 360 2(R)

7. responsibility 353 4(I)

8. positive attitude 324 5(I)

9. trust 322 5(R)

10. patience 313 5(I)

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) 471 3(O)

2. human rights 444 7(S)

3. freedom of speech 375 4(O)

4. wasted resources (L) 371 3(O)

5. unemployment (L) 304 1(O)

6. crime/violence (L) 299 1(R)

7. law enforcement 284 3(O)

8. corruption (L) 274 1(O)

9. uncertainty about the future (L)

272 1(I)

10. quality of life 259 6(I)

1. accountability 511 4(R)

2. caring for the elderly 461 4(S)

3. affordable housing 450 1(O)

4. effective healthcare 400 1(O)

5. caring for the disadvantaged

377 4(S)

6. concern for future generations

356 7(S)

7. poverty reduction 342 1(O)

8. employment opportunities 337 1(O)

9. human rights 320 7(S)

10. governmental effectiveness

317 3(O)

Values Plot Copyright 2009 Barrett Values Centre May 2009

Page 86: The new leadership paradigm Richard Barrett and Ashley Munday

86

2%

2%

1%

6%

17%

10%

29%

7%

8%

18%

0% 20% 40%

1

2

3

4

5

6

7

16%

6%

10%

6%

4%

10%

6%

12%

12%

19%

0% 20% 40%

1

2

3

4

5

6

7

2%

1%

2%

14%

5%

12%

12%

15%

15%

23%

0% 20% 40%

1

2

3

4

5

6

7

Canadian National Assessment: Group (1250)

C

T

S

Values Distribution Copyright 2009 Barrett Values Centre May 2009

C = Common GoodT = TransformationS = Self-Interest

Positive ValuesPotentially Limiting Values

CTS = 44-18-38Entropy = 5%

CTS = 30-19-51Entropy = 32%

CTS = 42-23-35Entropy = 5%

Personal Values

Current Culture Values

Desired Culture Values