Barrett Values Centre & Cultural Transformation Tools - Induction (March 2013)

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Barrett Values Centre Seven Levels of Consciousness and the Cultural Transformation Tools

Transcript of Barrett Values Centre & Cultural Transformation Tools - Induction (March 2013)

Page 1: Barrett Values Centre & Cultural Transformation Tools - Induction (March 2013)

Barrett Values CentreSeven Levels of Consciousness

and the Cultural Transformation Tools

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Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com

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Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com

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Values-based Culture Initiatives

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Key Numbers

Over 6250 Assessments and 1.49m responses since

2007

3946 consultants and change agents in over 80

countries

Core Barrett Team - 19

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www.valuescentre.com 5

CTT National Assessments – Status Jan 2013

Denmark 2008

Latvia2007

Sweden *20122009, 2010, 2011, 2012

Iceland2008, 2010

Belgium2010

UK2012

Finland2010, 2011

Spain (Extremadura) 2010

Macedonia (Skopje) 2009

Switzerland2011

France2012

USA *20112009, 2010, 2011

Australia2009

Canada2010

South Africa2011

Bhutan2008

Brazil2010

Nigeria2012

Argentina2001**

EgyptT.B.D.

Singapore2012

BahamasT.B.D.

IndiaT.B.D.

United Arab EmiratesT.B.D.

QatarT.B.D.

South America

North America

Africa

Asia

Oceania

Europe

Venezuela2010 **

Trinidad Tobago2012

* Community Assessments ** Not statistically valid

Hungary2012 (Test)

Slovakia2012 (Test).

New ZeelandT.B.D.

Italy2012

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Organisation A Organisation B

Valueclient satisfaction making a differenceintegrity teamwork humor/fun quality ethicsfinancial stability

Level26545371

Valueblameshort term focusinternal competitionbuck passingrisk aversecustomer satisfaction information hoardingprofit

Level21231221

A Tale of Two Companies

Service

Making a Difference

Internal Cohesion

Transformation

Self-Esteem

Relationship

Survival

Cultural Entropy8%

Cultural Entropy57%

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Organisation A Organisation B

A Tale of Two Companies

Service

Making a Difference

Internal Cohesion

Transformation

Self-Esteem

Relationship

Survival

Cultural Entropy8%

Cultural Entropy57%

People Financial viability

Excellence Ethics Resilience

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Cultural Entropy

Cultural Entropy measures that percentage of fear, dysfunction, negative and destructive energy in the organisation

40% = Crisis

10% = Healthy

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Are your company core values lived?

long hours (L)being the bestcost reduction (L)poor communication (L)client collaborationbureaucracy (L)confusion (L)arrogance (L)hierarchy (L)silo mentality (L)

Cultural Entropy 37%

accountabilitycustomer satisfaction being the best commitment compassion continuous improvement integrityteamwork cost effectivenessrespect

Cultural Entropy 9%

Core Valuesclient collaborationteamworkdeliverymeritocracyintegrity

Core Values (I-Care)integritycompassionaccountabilityrespectexcellence

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being the bestaccountabilityclient satisfactionhonestyteamworkachievementbrand imageexcellencestaff engagementtrust

long hours (L)being the bestcost reductionpoor communication (L)client collaborationbureaucracy (L)confusion (L)arrogance (L)hierarchy (L)results orientationsilo mentality (L)

Cultural Entropy 12% Cultural Entropy 37%

Executive TeamCurrent Culture

EmployeesCurrent Culture

Executive & Employee View – Same Organisation

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Maslow’s Needs to Barrett’s Consciousness

Know and Understand

Physiological

Safety

Love & Belonging

Self-esteemAbraham Maslow

Know and Understand

N e e d s C o n s c i o u s n e s s

Self-Actualization

Richard Barrett

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7 Levels of Organisational Consciousness

Positive Focus / Excessive Focus

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Relationship

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

Employee RecognitionLoyalty, 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 Internal CommunityShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency

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

Service To Humanity and the PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humility

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Seven Levels of…….

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Full Spectrum Sustainability

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival Profit

Harmonious relationships

Organisational effectiveness

Continuous renewal

Cultural Alignment

Planet

People

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Survey Questions

1) Personal ValuesPlease select ten of the following values/behaviours that most reflect who you are, not who you desire to become.

2) Current Culture ValuesPlease select ten of the following values/behaviours that most reflect how your organisation currently operates.

3) Desired Culture ValuesPlease select ten of the following values/behaviours that you would desire for your organisation to achieve it's highest performance.

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Values Assessment Screen

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CBT Technology (154)

cost reduction (L) 76 1(O)

bureaucracy (L) 66 3(O)

confusion (L) 61 3(O)

profit 54 1(O)

information hoarding (L) 47 3(O)

short term focus (L) 47 1(O)

hierarchical (L) 45 3(O)

results orientation 39 3(O)

client satisfaction 38 2(O)

empire building (L) 36 2(R)

client satisfaction 66 2(O)

employee fulfilment 65 6(O)

continuous improvement 58 4(O)

effective communication 56 2(R)

teamwork 50 4(R)

financial stability 44 1(O)

adaptability 42 4(I)

trust 38 5(R)

professionalism 35 3(O)

vision 35 7(O)

Values Plot May 1, 2012Copyright 2012 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 1PV - DC 2

Health Index(PL)

PV-10-0CC - 3-7

DC - 10-0

honesty 61 5(I)

commitment 60 5(I)

humour/fun 53 5(I)

reliability 51 3(R)

enthusiasm 44 5(I)

adaptability 43 4(I)

family 37 2(R)

integrity 34 5(I)

trust 34 5(R)

balance home/work 32 4(I)

Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)

7

6

5

4

3

2

1

IRS (P)=7-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-1-6-0 IROS (P)=1-3-6-0 IROS (L)=0-0-0-0

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Cost of Limiting Values

• Short-term Focus£3,489,818

• Confusion£3,178,636

• Bureaucracy (unnecessary)£1,799,618

• Empire Building£1,764,682

• Information Hoarding£1,634,045

• Sickness and Leavers £834,225

• Hierarchical £624,327

• Long Hours £187,909

• Total Entropy (potential business value) £13,504,261

Based on staff’s perception of lost productivity and opportunity. Annual income £33,000,000 and loss of £500,000 in 2000.

Investment Leadership – Jim Ware’s book contains data showing the comparison between healthy and unhealthy cultures and bottom line performance.

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Individual Assessments

Leadership Development Report

(LDR)

Personal Values Assessment (PVA)

-Free to all-

Individual Values Assessment (IVA)

Leadership Values Assessment (LVA)

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Group Assessments

School Values Assessment (SVA)

Cultural Values Assessment (CVA)

-Corporates, NGOs, Governments-

Community Values Assessment

Small Organisation Assessment (SOA)

National Values Assessment (NVA)

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Leadership Transformation

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Organisational transformation starts

with the personal transformation of the

leaders

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Seven Levels of Leadership 

Wisdom/ Visionary

Mentor/ Partner

Integrator/ Inspirer

Facilitator/ Influencer

Manager/ Organiser

Relationship Manager

Crisis Director

SERVICE TO HUMANITYLong –term perspective. Future generations. Ethics.

COLLABORATION WITH CUSTOMERS AND LOCAL COMMUNITY

Strategic alliances. Employee fulfilment. Environmental stewardship.

DEVELOPMENT OF CORPORATE COMMUNITYPositive, creative corporate culture. Shared vision and values.

CONTINUOUS RENEWALPromotes learning and innovation. Team builder. Empowers

others.

BEING THE BEST, BEST PRACTICEProductivity. Efficiency. Quality. Systems and processes.

Bureaucracy. Complacency.

RELATIONSHIPS SUPPORTING CORPORATE NEEDSGood communication between employees, customers and

suppliers.Manipulation. Blame.

PURSUIT OF PROFIT & SHAREHOLDER VALUEAble to manage adversity. Directive. Willing to take

charge.Exploitation. Over-control.

Positive Focus/ Excessive Focus

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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 (L) 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%

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The culture ofan organisationis a reflectionof the leadership consciousness.

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%

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Underlying Fears that Drive Deficiency Needs

Level 3 – I am not enoughI do not have enough power, authority or respect to satisfy my need for self-esteem

Level 1 – I don’t have enoughI do not have enough money, safety, protection, health, food, etc, to satisfy my need for survival

Level 2 – I am not loved enoughI do not have enough love, caring, attention, etc, to satisfy my need for belonging

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Whole Systems Change

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Cultural Evolution – Whole System Change

PersonalityIndividual values and beliefs

CharacterIndividual behaviors

CultureGroup values and beliefs

Social StructuresGroup behaviors

Values Behaviors

Personal Alignment

Structural Alignment

Values Alignment

Mission Alignment

Individual

Collective

Thank you Ken Wilber

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Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com

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Whole System Change

Individual

Collective

Interior Exterior

Character Personality

Culture Society

Leaders’ Values Change

Society Changes

Culture Changes

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From CVA to Action

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5

6 Values Assessment

Share results and start dialogue

Prioritize key focus values

Explore key values and behaviours

Create Culture Development Plan

Live the values and grow the desired culture

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Nothing changes without dialogue

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Nedbank Case Study

• Cultural Entropy from 25% 2005 to 11% in 2011• Employee engagement up 26%• Hit key targets 20% ROE and 55% Cost to Income Ratio• Nedbank are making a real difference for in the Environment and Communities• Key sponsor of the South Africa National Values Assessment

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Unilever Brazil Case Study

• Entropy fell from 37% in 2008 to 19% in 2010• Revenue grew by 3% in 2008, 7% in 2009 and into the double digits by the

second quarter in 2010.• Revenue growth was driven by increases in market share• Much happier staff!!

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• Cultural Entropy from 56% in 2007 to 14% in 2010• Gross revenue grew from $4 million a year in 2007 to approximately $20 million

a year in 2010• Opened two new community clinics • Increased staff, including well-respected doctors• Upgraded equipment and facilities, including new MRI and Bone Densitometry

machines and remodelled patient rooms• Increased patient census• Significantly improved employee satisfaction and productivity• Community involvement with several philanthropic endeavours

Blackhawk Case Study

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Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com

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The Impact of Employee Engagement on Performance

Top 40 Best Companies to work for in the USA

S&P 500

Financial Returns

Average Annualized Return 16.39%

Average Annualized Return 4..12%

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19982006

2010

2012

1995

20122013

2013