Richard-Barrett the Role of Coaching in the Cultural Transformation of Organizations
Barrett Values Centre & Cultural Transformation Tools - Induction (March 2013)
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Transcript of Barrett Values Centre & Cultural Transformation Tools - Induction (March 2013)
Barrett Values CentreSeven Levels of Consciousness
and the Cultural Transformation Tools
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
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
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
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
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
From CVA to Action
1
2
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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
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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2010
2012
1995
20122013
2013