Georgia Park of Cascade Coaching - Building a values-driven organisation: the challenge for...

www.valuescentre.com 0www.valuescentre.com

Building a values-driven organisation:the challenge for leadership

Georgia ParkerCascade Coaching and Training Ltd

www.cascadecoachingandtraining.co.uk

www.valuescentre.com

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Values, beliefs, behaviours


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Greenery

ReasonLogic

Roots

Spirit

Emotions

Vision, Strategy, Goals, Plans, Structures, Systems,Results

Habits, Patterns,Feelings, Fear, Values, Beliefs, Attitudes, Traditions,Prejudices

Human System

A whole system approach calls for actions in all four dimensions at the same time

COLLECTIVEINDIVIDUAL

OBJECTIVE

SUBJECTIVE

Level of competenceBehaviour performance

LeadershipCo-workershipPersonal maturity

Guiding valuesAttitudes that limitShared strategic vision

Source: K Wilber – Integral Model “A Brief History of Everything”

Environment

Structures and systemsProducts and equipmentBottom line results


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Whole System Transformation Evolution

COLLECTIVEINDIVIDUAL

OBJECTIVE

SUBJECTIVE

2 4

1 3

Mission

Alignment

Structural

Alignment

Values

Alignment

Personal

Alignment

CharacterActions and Behavioursof the Leaders

PersonalityValues and Beliefs of the Leaders

CultureValues and Beliefs of the Organisation

StructuresActions and Behaviours of the Organisation


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Human systems – Four quadrants

Personality

Individual values and beliefs

Character

Individual behaviors

Culture

Group values and beliefs

Social Structures

Group behaviors

Individual

Collective

Values Behaviors

Based on the work of Ken Wilber


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New theories of organisational success

Measurement matters. If you can measure it,

you can manage it.


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The Consciousness Model

Seven well-defined stages can be distinguished in the development of personal consciousness.

Each stage corresponds to a specific existential life theme that is inherent to the human condition.

Associated with each life theme are specific motivations.


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Derivation of Consciousness Model

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

SelfActualization


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Richard Barrett


Know and Understand

Physiological

Safety

Love & Belonging

Self-esteem

Self-Actualization

Abraham Maslow Know and

Understand

Needs Consciousness


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Know and Understand

Physiological

Safety

Love & Belonging

Self-esteem

Know and Understand

Needs Consciousness

1. Expanded self-actualization into multiple levels.

2. Changed “hierarchy of needs” to “states of consciousness”.

3. Each state of consciousness is defined by specific values and behaviours.


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Cultural Transformation Model

Know and Understand

Physiological

Safety

Love & Belonging

Self-esteem

A framework for understanding how individuals, teams and organisations develop and grow.

• Seven Levels of Personal Consciousness

• Seven Levels of Organisational Consciousness

• Seven Levels of Leadership Consciousness


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The Seven Levels of Consciousness

SpiritualService to humanity and the planet

Making A difference

Internal cohesion

MentalTransformation

EmotionalSelf-esteem

Relationship

PhysicalSurvival

Human Needs Human Motivations


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The Seven Levels of Organisational Consciousness

ServiceSERVICE TO HUMANITY AND THE PLANETSocial responsibility, future generations, long-term perspective, ethics, compassion, humility

External CohesionSTRATEGIC ALLIANCES AND PARTNERSHIPSCollaboration, environmental awareness, community involvement, employee fulfillment, coaching/mentoring

Internal CohesionBUILDING CORPORATE COMMUNITYShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency

Transformation

CONTINUOUS RENEWAL AND LEARNINGAccountability, adaptability, empowerment, delegation, teamwork, innovation, goals orientation, personal growth

Self-EsteemHIGH PERFORMANCESystems, processes, quality, best practices, pride in performance,

RelationshipEMPLOYEE RECOGNITIONLoyalty, open communication, customer satisfaction,friendship,

Survival

FINANCIAL STABILITYShareholder value, profit, organisational growth, employee health and safety

Positive Focus / Excessive Focus

Control, Corruption, Greed

Bureaucracy, Complacency

Manipulation, Blame


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Full-spectrum consciousness

Service

Makinga Difference

Internal Cohesion

Transformation

Self-Esteem

Relationship

Survival

Long-term viability

Collaboration

Shared vision

Continuous improvement

Best practices

Customer satisfaction

Financial stability


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Alignment of employee and organisational consciousness

Difficult to hire and keep people

who are here

IndividualConsciousness

When organisations are here…Corporate Consciousness


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Full-spectrum consciousness

Service

Makinga Difference

Internal Cohesion

Transformation

Self-Esteem

Relationship

Survival

“The significant problems we

face cannot be solved at the

same level of thinking that

created them.”~ Albert Einstein


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

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

3) Desired Organisational 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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Your personal values assessment

• If you have gaps, are these blind spots, something

that is taken of or the next level for your personal

development?

• What beliefs do you hold about your values?

• What behaviours demonstrate your values?

• How is your leadership impacted by your values?

• What would your team say about your values and

how you show them?


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Beliefs Divide

Values UniteBeliefs Divide

Values Unite

Beliefs divide . . .

Values unite


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economic growthcaring for elderlyaffordable housingconcern for future generationsjob securitysocial justicecaring for the disadvantagedenvironmental awarenesshuman rightsmaterial wealth

caring for elderlyeconomic growthconcern for future generationsjob securityenvironmental awarenesscaring for the disadvantagedaffordable housingeducationhonestyprosperity

Latvian Desired Culture

Russian Desired Culture


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familycaringhonestyresponsibilityhumor/ funaccountabilityrespectpositive attitudeintegrityfriendship

caringfamilyhumor/ funhonestyfriendshipresponsibilitycompassionrespectaccountabilitypositive attitude

Democrat Personal Values

RepublicanPersonal Values


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1200 Citizens + 300 Government + 500 VolunteersThemes: Education, Economy, Equal rights, Family,

Environment, Public administration, Welfare, Sustainability


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materialisticshort-term focuseducational opportunitiesuncertainty about the futurecorruptionelitismmaterial needswasted resourcesgender discriminationblame

accountabilityfamilyemployment opportunitiesfinancial stabilityoptimismdependable public serviceshonestysocial responsibilityhuman rightspoverty reduction

Iceland National Assessment 2008

familyhonestyresponsibilityaccountabilityfinancial stabilitytrustfriendshippositive attitudehumour/funadaptabilityrespect

Personal Values Desired CultureCurrent Culture

Cultural Entropy 53%


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1. client satisfaction 2. client collaboration 3. integrity 4. teamwork 5. humour/fun 6. quality 7. balance (home/work) 8. financial stability

A tale of two cultures

1. blame (L)2. short term focus (L)3. internal competition (L)4. buck passing (L)5. risk averse (L)6. customer satisfaction7. information hoarding (L)8. profit

Smooth Sailing Sinking Ship


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Cultural Performance

3 year results Smooth Sailing Sinking Ship

Assets under management +26% -80%

Staff turnover 0% >50%

Performance Top quartile Bottom quartile


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Are your company core values lived?

1. long hours (L)2. being the best3. cost reduction (L)4. poor communication (L)5. client collaboration6. bureaucracy (L)7. confusion (L)8. arrogance (L)9. hierarchy (L)10. silo mentality (L)

1. accountability2. customer satisfaction 3. being the best 4. commitment 5. compassion 6. continuous improvement 7. integrity8. teamwork 9. cost effectiveness10. respect

Core Valuesclient collaborationteamworkdeliverymeritocracyintegrity

Core Values (I-Care)integritycompassionaccountabilityrespectexcellence


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Entropy levels (represented by hollow dots)

10% or less – Prime: healthy functioning

11- 19% - Minor issues: requiring cultural and structural adjustments

20 – 29% - Significant issues: requiring cultural and structural transformation and leadership coaching

30 – 39% - Serious issues: requiring cultural and structural transformation, leadership mentoring,/coaching and development

40 – 49% - Critical issues: requiring cultural and structural transformation, selective changes in leadership, leadership coaching/ mentoring and development

More than 50% - Cultural Crisis: For private sector or corporations, high risk of bankruptcy, takeover or implosion

Flexlite (53)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Personal Values Current Culture Values Desired Culture Values

PL= 10-0 | IRS (P)= 5-5-0 | IRS (L)= 0-0-0 PL= 4-7 | IROS (P)= 0-0-4-0 | IROS (L)= 0-4-3-0 PL= 11-0 | IROS (P)= 1-5-5-0 | IROS (L)= 0-0-0-0

Matches

PV - CC 0CC - DC 1PV - DC 2

1. honesty 27 Level 5

2. commitment 24 Level 5

3. accountability 20 Level 4

4. adaptability 18 Level 4

5. reliability 18 Level 3

6. responsibility 18 Level 4

7. trust 17 Level 5

8. fairness 16 Level 5

9. caring 15 Level 2

10. humor/fun 15 Level 5

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. blame (L) 27 Level 2

2. long hours (L) 24 Level 3

3. profit 23 Level 1

4. bureaucracy (L) 22 Level 3

5. control (L) 21 Level 1

6. cost reduction 20 Level 1

7. productivity 20 Level 3

8. short-term focus (L) 18 Level 1

9. manipulation (L) 15 Level 2

10. continuous improvement 14 Level 4

11. power (L) 14 Level 3

1. customer satisfaction 31 Level 2

2. accountability 26 Level 4

3. continuous improvement 24 Level 4

4. commitment 20 Level 5

5. quality 15 Level 3

6. teamwork 15 Level 4

7. cooperation 14 Level 5

8. employee fulfillment 14 Level 6

9. employee recognition 14 Level 2

10. information sharing 13 Level 4

11. respect 13 Level 2

Values Plot Copyright 2008 Barrett Values Centre August 2008


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Questions for leaders

• How much are your organisational values lived?

• How does this manifest in terms of behaviour?

• What is the role of leaders in modelling values to create culture?

• How are your board leading with values?

• What is perceived externally compared to experienced internally?

• What may cause cultural entropy in your organisation?

• How might this impact on performance, results and financial viability?


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Georgia Park of Cascade Coaching - Building a values-driven organisation: the challenge for...

Leadership & Management

Transcript of Georgia Park of Cascade Coaching - Building a values-driven organisation: the challenge for...