Post on 15-Jan-2017
Measuring Well-Being at WorkRichard Barrett
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
WHO AM I?
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Who am I?Chairman and Founder of the Barrett Values Centre(www.richardbarrett.net)
OUR MISSION
To support leaders in building positive values-driven organizations.
OUR VISION
To create a positive values-driven society.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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… powerful metrics to support leaders in building values-
driven organizations and values-driven
societies.
provides …
Phil Clothier, CEO of Barrett Values Centre.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Key Stats:Founder: Richard BarrettSince: 1997Scale: Over 6000 organisations use CTT assessments in 94 countiesValues Assessments for:Individuals, Leaders (360°), Teams Corporations, Governments, NGOs, Schools, Communities and NationsGlobal Network: Over 5,000 Certified Practitioners and Consultants
Supporting Leaders in Building Values-Driven Organisations
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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THE SECTORS WE WORK IN:
• Agriculture / forestry / fishing• Banking / Financial Services• Central / Local Government• Chemical and pharma• Construction• Education / University• Fast Moving Consumer Goods• Food and drink• Healthcare• Hospitality / Entertainment /
Tourism• IT/ Telecoms/ Electronics • Manufacturing
• Media/Film/TV/Publishing• Military• NGO / Not for profit• Oil/gas/mining• Police & Justice• Professional Services• Retail and wholesale• Scientific / Technical /
Engineering• Scientific and technical• Social housing• Transportation
My Books
1998 2006 2010 20111995
2012 2013 2014 2015 2016
Books about Personal Transformation
1995
2012
Books about Organizational Transformation
1998 2006
2013
Books about National Transformation
2011
2015
Books about Leadership
2010
2014
Books about Psychology
These are the books I will be referring to in this presentation.
2013 2014
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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What the reviewers are saying:
“Richard Barrett has made extraordinary contributions to our understanding of organisational values and culture. His frameworks for measuring culture and enabling whole system change are elegant. His reservoir of know-ledge is vast and his connection to timeless wisdom is profound.”
Raj Sisodia, Co-founder and co-chairman of Conscious Capitalism Inc. and Professor of Global Business, Babson College, USA.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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What the reviewers are saying:This is not a book about coaching per se, it is about the framework of human development that coaches need to be familiar with to facilitate the full emergence of their client’s potential.“I rarely do reviews, but This one blows everything out of the park. It provides a frighteningly accurate and scientifically grounded framework that explains the entire process of human consciousness development, with practical tools especially for coaches. Coaching aside, Every human being needs to read this. Period.” Pang on Amazon.co.uk
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
15
MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
MEASURING WELL-BEING AT WORK
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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What prevents us from finding well-being at work?
Our own lack of internal alignment—ego soul dynamics. Issues we have with regard to our unmet survival, relationship and self-esteem needs, and
The culture of the organization
The character and behaviour of our boss
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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If you want to know about ego-soul dynamics …
“A brilliant synthesis of the psychology of the future.” John Gray, author of Men Are From Mars, Women Are From Venus
“Richard’s brilliant book redefines the meaning of well-being for the 21st century. A must read!” Patricia Aburdene, author of Megatrends 2010: The Rise of Conscious Capitalism and Conscious Money.
“A brilliant book that will challenge your understanding of who you are and the world in which you live. Highly recommended.” John Mackey, co-Founder and co-CEO, Whole Foods Market.
Publication Date: August 2016
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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What prevents us from finding well-being at work?
I am going to focus on these two in this presentation:
The culture of the organization
The character and behaviour of our boss
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
19
MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
MEASURING CULTURAL WELL-BEING IN AN ORGANIZATION
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Cultural Well-Being Indicator for OrganizationsLevels of Well-being
Service to Humanity and the PlanetSocial Responsibility, Future Generations, Long-Term Perspective, Ethics, Compassion, Humility.
Strategic Alliances and PartnershipsEnvironmental Awareness, Community Involvement, Employee Fulfilment, Coaching/Mentoring.
Building Internal CommunityShared Values, Vision, Commitment, Integrity, Trust, Passion, Creativity, Openness, Transparency.
Continuous Renewal and LearningAccountability, Adaptability, Empowerment, Teamwork, Goals Orientation, Personal Growth.
High PerformanceSystems, Processes, Quality, Best Practices, Achievement, Pride in Performance.
Harmonious RelationshipsLoyalty, Open Communication, Customer Satisfaction, Collegiality, Friendship, Harmony.
Financial StabilityFinancial Stability, Shareholder Value, Organisational Growth, Employee Health, Safety.
`
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Cultural Well-Being Indicator
Higher is only better if all the previous levels have positive values indicators.
Well-Being Inhibitors
The presence of limiting values at the financial stability, harmonious relationships and high performance levels can lower the overall level of cultural well-being in an organization.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Cultural Well-Being Inhibitors
Well-being Inhibitors
High PerformanceBureaucracy, Hierarchy, Complacency, Arrogance, Confusion, Power-seeking, Silo Mentality
Harmonious RelationshipsBlame, Manipulation, Internal Competition, Empire Building, Internal Politics.
Financial StabilityControl, Micro-management, Greed, Demanding, Exploitation, Job Insecurity, Short-term focus
`
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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1. Customer satisfaction2. Making a difference
3. Commitment4. Employee fulfilment
5. Continuous improvement6. Humour/fun7. Shared vision
8. Customer collaboration9. Balance (home/work)
10. Teamwork
CULTURAL WELL-BEING OF ORGANIZATION “A”
`
Top ten current culture values
Cultural Entropy = 7%
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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CULTURAL WELL-BEING OF ORGANIZATION “B”
`
1. Long hours(L)2. Confusion (L)
3. Short-term focus (L)4. Blame (L)
5. Information hoarding (L)6. Manipulation (L)
7. Hierarchy (L)8. Results orientation
9. Bureaucracy (L)10. Quality
Top ten current culture values
Cultural Entropy = 47%
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Customer satisfactionMaking a difference
CommitmentEmployee fulfilment
Continuous improvementHumour/funShared vision
Customer collaborationBalance (home/work)
Teamwork
ORGANIZATION “A”
Long hours(L)Confusion (L)
Short-term focus (L)Blame (L)
Information hoarding (L)Manipulation (L)
Hierarchy (L)Results orientation
Bureaucracy (L)Quality
ORGANIZATION “B”
High Well-being and Low
Cultural Entropy
7%
Low Well-being and High Cultural Entropy
47%
WHICH ORGANIZATION WOULD BE THE LEAST STRESSFUL TO WORK IN
Stress InducingValues
No Stress
InducingValues
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
26
MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
FULL CULTURAL VALUES ASSESSMENT RESULTS FOR ORGANIZATIONS
“A” AND “B”
Organization “A” (19 people)
customer satisfaction 13 2(O)
making a difference 13 6(S)
commitment 10 5(I)
employee fulfilment 10 6(O)
continuous improvement 9 4(O)
humour/ fun 9 5(O)
shared vision 9 5(O)
customer collaboration 8 6(O)
balance (home/work) 6 4(O)
teamwork 6 4 (R)
customer satisfaction 12 2(O)
continuous improvement 10 4(O)
employee fulfilment 10 6(O)
making a difference 9 6(S)
shared vision 9 5(O)
continuous learning 8 4(O)
accountability 6 4(R)
innovation 6 4(O)
teamwork 6 4(R)
trust 6 5(R)
Values PlotCopyright 2015 Barrett Values Centre
I = IndividualR = Relationship
Black Underline = PV & CCOrange = PV, CC & DC
Orange = CC & DCBlue = PV & DC
P = PositiveL = Potentially Limiting (white circle)
O = OrganisationalS = Societal
Matches
PV - CC 4CC - DC 6
PV - DC 4
Cultural Entropy:Current Culture
7%
family 15 2(R)
making a difference 13 6(S)
humour/ fun 11 5(I)
well-being 11 6(I)
continuous learning 10 4(I)
commitment 8 5(I)
accountability 7 4(R)
financial stability 7 1(I)
trust 7 5(R)
compassion 6 7(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7654321
IRS (P)=6-4-1 IRS (L)=0-0-0 IROS (P)=1-1-8-1 IROS (L)=0-0-0-0 IROS (P)=0-3-6-1 IROS (L)=0-0-0-0
Organization “A” (19 people)
Personal Values
Values DistributionCopyright 2015 Barrett Values Centre
Positive ValuesPotentially Limiting Values
Current Culture Values
Desired Culture Values
C
T
S 2
1
3
4
5
6
7
C = Common GoodT = TransformationS = Self-Interest
1
2
3
4
5
6
7
0% 20% 40% 60%
0%
0%
0%
5%
14%
9%
21%
25%
17%
9%
1
2
3
4
5
6
7
0% 20% 40% 60%
2%
0%
5%
6%
10%
4%
20%
28%
24%
1%
1
2
3
4
5
6
7
0% 20% 40% 60%
0%
0%
0%
5%
9%
10%
27%
23%
22%
4%
CTS = 51-21-28 CTS = 53-20-27 CTS = 49-27-24Cultural Entropy = 0%
Cultural Entropy = 7%Cultural Entropy = 0%
Low level of Cultural Entropy = High level of
Employee Engagement
26%
46%
28%
25%
48%
27%
26%
50%
24%
Organization “B” (35 people)
confusion (L) 15 3(O)
long hours (L) 12 3(O)
short-term focus (L) 11 1(O)
blame (L) 10 2(R)
information hoarding (L) 9 3(R)
manipulation (L) 8 2(R)
hierarchy (L) 8 3(O)
results orientation 7 3(O)
bureaucracy (L) 6 3(O)
quality 6 3(O)
continuous improvement 11 4(O)
information sharing 10 4(O)
quality 9 3(O)
customer satisfaction 8 2(O)
teamwork 8 4(R)
accountability 7 4(R)
professionalism 7 3(O)
efficiency 6 3(O)
balance (home/work) 6 4(O)
continuous learning 6 4(O)
Values PlotCopyright 2016 Barrett Values Centre
I = IndividualR = Relationship
Black Underline = PV & CCOrange = PV, CC & DC
Orange = CC & DCBlue = PV & DC
P = PositiveL = Potentially Limiting (white circle)
O = OrganisationalS = Societal
Matches
PV - CC 0CC - DC 1
PV - DC 2
Cultural Entropy:Current Culture
47%
commitment 26 5(I)
honesty 12 5(I)
integrity 9 5(I)
adaptability 8 4(I)
continuous learning 8 4(I)
responsibility 8 4(I)
cooperation 8 5(R)
efficiency 7 3(I)
family 6 2(R)
humour/ fun 6 5(I)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7654321
IRS (P)=9-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-3-5-0 IROS (P)=0-3-8-0 IROS (L)=0-0-0-0
Organization “B” (35 people)
Personal Values
Values DistributionCopyright 2016 Barrett Values Centre
Positive ValuesPotentially Limiting Values
Current Culture Values
Desired Culture Values
C
T
S 2
1
3
4
5
6
7
C = Common GoodT = TransformationS = Self-Interest
1
2
3
4
5
6
7
0% 20% 40% 60%
2%
0%
0%
6%
10%
13%
21%
36%
7%
5%
1
2
3
4
5
6
7
0% 20% 40% 60%
11%
11%
25%
6%
6%
11%
16%
7%
5%
2%
1
2
3
4
5
6
7
0% 20% 40% 60%
2%
0%
0%
3%
10%
18%
32%
23%
9%
3%
CTS = 48-21-31 CTS = 14-16-70 CTS = 35-32-33Cultural Entropy = 2% Cultural Entropy = 47% Cultural Entropy = 2%
High level of Cultural Entropy
= Low level of Employee
Engagement
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
31
MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
WHAT IS CULTURAL ENTROPY?
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
32
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 and cause employees to experience stress.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
33
Cultural entropy significantly impacts employee engagement.
0% 5% 10% 15% 20% 25% 30%25%
35%
45%
55%
65%
75%
85%
Cultural Entropy
Empl
oyee
Eng
agem
ent
Low Entropy = High Engagement
High Entropy = Low Engagement
Cultural Entropy and Employee Engagement
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
34
Cultural Entropy and Employee 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
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
35
Cultural entropy is a function of the personal entropy of the current leaders of an organisation and institutional legacy of personal entropy of past leaders as embedded in the structures, systems, policies and procedures.
How Does Cultural Entropy Arise?
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
36
MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
MEASURING PERSONAL ENTROPY OF THE LEADERS
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
37
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 personal well-being and personal mastery skills. Fear-driven energy arises from the conscious and subconscious fear-based beliefs of the ego about meeting its deficiency needs.
Personal Well-being Indicator Levels of Well-being
Service to Humanity and the PlanetCompassion, Humility, Forgiveness, Ethics, Future Generations, Wisdom, Ease with Uncertainty.
Making a Difference in the CommunityActualising Meaning, Collaboration, Intuition, Mentoring, Empathy, Community Involvement.
Finding Meaning in ExistenceIntegrity, Authenticity, Creativity, Passion, Honesty, Trust, Fairness, Generosity, Humour/fun.
Continuous Growth and DevelopmentAdaptability, Continuous Improvement, Courage, Autonomy, Independence, Freedom.
Building a Sense of Self WorthPride in Self, Self-Reliant, Positive Self-image, Being the best, achievement, recognition.
Harmonious RelationshipsFamily, Friendship, Belonging, Caring, Open Communication, Listening.
Physical Survival and SafetyHealth, Nutrition, Financial Stability, Self-Discipline, Job security, Wealth.
`
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
39
Personal Well-Being Indicator
Each level corresponds to a separate stage of psychological development. See Annex.
Higher is only better if all the previous levels have been mastered—have positive values indicators.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
40
Personal Well-Being Inhibitors
The presence of limiting values at the survival, relationships and self-worth levels can lower the overall level of personal well-being.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
41
Personal Well-Being Inhibitors
Well-being Inhibitors
Building a Sense of Self-worth Complacency, Arrogance, Image, Power-seeking, Status-seeking, Boasting, Lack of Confidence.
Harmonious RelationshipsBlame, Being Liked, Manipulation, Jealousy, Neediness, Relationship insecurity, Demanding.
Physical Survival and SafetyControl, Caution, Risk-averse, Greed, Job Insecurity, Short-term focus, Impatience.
`
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
42
PERSONAL WELL-BEING OF LEADER “A”
`
Top ten values based on Feedback from collaborators
Personal Entropy = 8%
1. Vision2. Appreciative3. Enthusiasm
4. Making a difference5. Global perspective
6. Accessible 7. Authentic
8. Balance home/work 9. Experience10. Wisdom
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
43
PERSONAL WELL-BEING OF LEADER “B”
`1. Long hours(L)2. Confusion (L)
3. Short-term focus (L)4. Blame (L)
5. Information hoarding (L)6. Manipulation (L)
7. Hierarchy (L)8. Results orientation
9. Bureaucracy (L)10. Quality
Personal Entropy = 27%
Top ten values based on Feedback from collaborators
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
44
VisionAppreciativeEnthusiasm
Making a differenceGlobal perspective
Accessible Authentic
Balance home/work Experience
Wisdom
LEADER “A”
Long hours(L)Quality conscious
Drive and determinationAmbitious
Commitment Cautious (L)
Reliable Achievement Demanding (L)
Internally competitive (L)
LEADER “B”
Personal Entropy
8%
Personal Entropy
27%
WHICH LEADER WOULD BE THE LEAST STRESSFUL TO WORK FOR
Stress InducingValues
No Stress
InducingValues
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
45
What Low Entropy Leaders Focus on …
Based on 3600 Leadership Values Feedback carried out on 100 leaders from 19 countries (2008-2010)
Commitment Controlling (L)Ambitious Results orientationDemanding (L)ExperienceGoals orientationAuthoritarian (L)Humor/fun Power (L)
Commitment Positive attitude Accessible Teamwork Trustworthy Integrity AccountabilityCustomer satisfactionEnthusiasm Fairness
Low Entropy Leaders (0-6%)
High Entropy Leaders (21%+)
Values that address employees needs and create internal cohesion
Internal Cohesion
Focus
Self- EsteemFocus
Stress InducingValues
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
46
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 it, 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 Leading Self
Measure and Map the Values
continuous learning 11 Level 4generosity 11 Level 5commitment 10 Level 5positive attitude 10 Level 5vision 10 Level 7ambitious 9 Level 3making a difference 8 Level 6results orientation 8 Level 3honesty 7 Level 5integrity 7 Level 5intuition 7 Level 6leadership developer 7 Level 6
1. customer satisfaction 16 Level 22. commitment 11 Level 53. continuous learning 11 Level 44. making a difference 11 Level 65. global perspective 9 Level 36. mentoring 9 Level 67. enthusiasm 8 Level 58. leadership development 8 Level 69. integrity 7 Level 510. open communication 7 Level 211. optimism 7 Level 512. shared values 7 Level 5
Low Personal Entropy of Leader Creates Low Cultural Entropy Organization
Cultural Entropy 7%Personal Entropy 9%
Cultural 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
The culture ofan organisationis a reflectionof leadership consciousness.
LV A Feedback 14 Assessors
PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0
High Personal Entropy of Leader Creates High Cultural Entropy Organization
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
CVA Current Culture
PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0
Cultural Entropy 38%Personal Entropy 64%
Cultural ValuesLeader’s Values
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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How to Measure Personal Entropy?
LEADER’S VALUESWhich of the following values/behaviours most reflect how you operate? Pick ten.
ASSESSOR’S OBSERVED VALUES OF LEADERWhich of the following values/behaviours most reflect how Leader “X” operates? Pick ten.
http://www.valuescentre.com/our-products/products-leaders/leadership-values-assessment-lva
LEADERSHIP VALUES ASSESSMENT
long hours (L) 16 3(I)
quality conscious 13 3(O)
drive and determination 12 4(I)
analytical 10 3(I)
commitment 10 5(I)
cautious (L) 8 1(I)
reliable 8 3(R)
achievement 7 3(I)
demanding (L) 7 2(R)
internally competitive (L) 6 2(R)
strategic thinker 6 4(I)
High Entropy Leader (20 Assessors)
Matches 3
adaptability 4(I)
connecting with stakeholders 6(R)
drive and determination 4(I)
goals orientation 4(O)
innovative 4(I)
long hours (L) 3(I)
making a difference 6(O)
strategic thinker 4(I)
vision 7(I)
win-win partnerships 6(O)
Level Leader’s Perspective Observed Values by Assessors7654321
PL= 9-1 | IROS (P)=5-1-3-0 | IROS (L)=1-0-0-0 PL= 7-4 | IROS (P)=5-1-1-0 | IROS (L)=2-2-0-0
Orange=Values Match P=PositiveL=Potentially Limiting (white circle)
I=IndividualR=RelationshipO=OrganisationalS=Societal
Entropy = 27%
1
2
3
4
5
6
7
0% 20% 40% 60%
10%
50%
30%
10%
CTS = 40-50-10Entropy = 10%
CTS = 20-20-60
Entropy = 27%
Leader’s perspective
High Entropy Leader (20 Assessors)
Positive ValuesPotentially Limiting Values
Observed Values by Assessors
C
T
S
C=Common GoodT=TransformationS=Self-Interest
1
2
3
4
5
6
7
0% 20% 40% 60%
9%
8%
10%
1%
7%
25%
20%
12%
5%
3%
1
2
3
4
5
6
7
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
52
MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
MEASURING WELL BEING AT WORK
CULTURAL TRANSFORMATION TOOLS
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
53
Cultural Well-being and Cultural Entropy
CULTURAL TRANSFORMATION TOOLS FOR ORGANIZATIONS
Cultural Values AssessmentCultural Evolution ReportEspoused Values Analysis
Small Group (Team) AssessmentMerger/Compatibility ReportCustomer Values Assessment
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
54
Individual Well-being and Personal Entropy
CULTURAL TRANSFORMATION TOOLS FOR INDIVIDUALS
Self AssessmentPersonal Values Assessment
Individual Values Assessment
Feedback AssessmentIndividual Development ReportLeadership Development ReportLeadership Values Assessment
How aligned I am with my work place
culture.
Measures personal entropy.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
55
Cultural Transformation
“Richard Barrett has made extraordinary contributions to our understanding of organisational values and culture. His frame-works for measuring culture and enabling whole system change are elegant. His reservoir of know-ledge is vast and his connection to timeless wisdom is profound.”
Raj Sisodia, Co-founder and co-chairman of Conscious Capitalism Inc. and Professor of Global Business, Babson College, USA.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
56
For more information:
Go to: www.valuescentre.com or www.richardbarrett.net
Contact Me: richard@valuescentre.com
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
57
MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
ANNEX
STAGES OF PSYCHOLOGICAL DEVELOPMENT
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A personal journeyEvery person is on an evolutionary journey of psychological development.
Surviving
Conforming
Differentiating
Individuating
Self-actualizing
Integrating
Serving
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Stages, Levels and World Views
We grow in stages of psychological development
We operate at levels of consciousness
We live inside (are embedded in) cultural world views
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Levels of Consciousness
All things being normal, the level of consciousness we operate from will
correspond to the stage of psychological development
we have reached.
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61
Stages and LevelsStages Levels of ConsciousnessServing SERVICE
Integrating MAKING A DIFFERENCE
Self-actualising INTERNAL COHESION
Individuating TRANSFORMATION
Differentiating SELF-ESTEEM
Conforming RELATIONSHIP
Surviving SURVIVAL Evol
ution
of P
erso
nal C
onsc
ious
ness
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Stages of Psychological Development
Surviving
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Stages of Psychological Development
INFANCY 0-2 Years Old
Staying alive! LEARNING TO CONTROL
Ability to get basic physiological needs met.
Surviving
Stage Motivation
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Stages of Psychological Development
Conforming
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Stages of Psychological Development
Conforming
Stage Motivation
CHILDHOOD 3-7 Years Old
Keeping safe and secure!LEARNING TO BE LOVED
Ability to feel accepted and sense of belonging.
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Stages of Psychological Development
Differentiating
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Stages of Psychological Development
Differentiating
Stage Motivation
TEENAGER +8-24Years Old
Distinguishing yourself!LEARNING TO BE RECOGNIZED
Ability to feel respected and recognized by others.
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Stages of Psychological Development
INDIVIDUATING
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Stages of Psychological Development
INDIVIDUATING
Stage Motivation
YOUNG ADULT25-39 Years Old
Releasing your fears!ACCOUNTABILITY
Finding freedom and autonomy to understand
who you really are.
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Stages of Psychological Development
SELF-ACTUALIZING
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Stages of Psychological Development
SELF-ACTUALIZING
Stage Motivation
ADULTHOOD40-49 Years Old
Becoming who you are!SELF-EXPRESSION
Ability to satisfy your desire for meaning
and purpose.
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Stages of Psychological Development
INTEGRATING
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Stages of Psychological Development
INTEGRATING
Stage Motivation
MATURE ADULT50-59 Years OldAligning with others!
CONNECTIONAbility to satisfy the desire
to make a difference in your world.
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Stages of Psychological Development
SERVING
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Stages of Psychological Development
SERVINGStage Motivation
SENIOR60+ Years Old
Finding fulfilment! CONTRIBUTION
Ability to satisfy your desire to serve the
greater good.
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MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
UNDERSTANDING EGO-SOUL DYNAMICS
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Stages of Psychological Development
Ego Development
Ego-Soul Alignment
Soul Emergence
SURVIVING
CONFORMING
DIFFERENTIATING
INDIVIDUATING
SELF-ACTUALIZING
INTEGRATING
SERVING
PSYC
HOLO
GICA
L DE
VELO
PMEN
T
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Mastering surviving prepares you for Self-actualizing
Individuating
Integrating
Differentiating
Conforming
Surviving
Stages of Development
Serving
Self-actualizing
SOUL
EGO
ControlIf you have fears about surviving
you will not be able to self-express
Self-expressionEGO-SOUL ALIGNMENT
No existential fears
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Mastering conforming prepares you for Integrating
SOUL
EGO
BelongingIf you have fears about being accepted
you will not be able to connect
ConnectingIndividuating
Integrating
Differentiating
Conforming
Surviving
Stages of Development
Serving
Self-actualizing
SOUL
EGO
EGO-SOUL ALIGNMENT
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Mastering differentiating prepares you for Serving
SOUL
EGO
RecognitionIf you have fears about your self-worth
you will not be able to contribute
ContributingIndividuating
Integrating
Differentiating
Conforming
Surviving
Stages of Development
Serving
Self-actualizing
SOUL
EGO
EGO-SOUL ALIGNMENT
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A failure to master to ego stages of development results in mental and
physical disorders when you reach the soul stages of activation.