The values driven organisation brazil may 2014 uk version

The Values Driven OrganisationRichard Barrett

MY SPEECH TODAY

HOW TO BUILD, MEASURE AND MANAGE A VALUES-DRIVEN CULTURE

WHY A VALUES-DRIVEN CULTURE?

BECAUSE VALUES-DRIVEN CULTURES ARE THE MOST SUCCESSFUL ON THE PLANET

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

4

WHY ARE VALUES-DRIVEN CULTURES THE MOST SUCCESSFUL?

BECAUSE THEY CARE ABOUT THE NEEDS OF THEIR EMPLOYEES, AND …

… THEY ALSO CARE ABOUT THE NEEDS OF ALL THEIR STAKEHOLDERS

Suppliers Community

VALUES-DRIVEN CULTURES PRACTICE CONSCIOUS CAPITALISM

2007 2012 2014

THE TENETS OF CONSCIOUS CAPITALISM

PURPOSE

CULTURE

LEADERSHIP

STAKEHOLDERCONSCIOUSBUSINESS

Higher Purpose

Conscious Leadership

Stakeholder OrientationConscious

Culture

Eighteen Firms of Endearment

Average Annualized Return 13.10%


$140m

$280m

$420m

$560m

S&P 500

Portf

olio

Val

ue

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Eighteen Firms of Endearment

*Amazon.com Inc.*Best Buy Co Inc.BMW*CarMax Inc.*Caterpillar Inc.*Commerce Bankshares Inc.Container Store*Costco Wholesale Corporation*eBay Inc.*Google Inc. Class A.

*Harley-Davidson Inc.*Honda Motor Co.IDEOIKEA*Jet Blue*Johnson & JohnsonJordan’s FurnitureL.L. BeanNew BalancePatagonia

Progressive InsuranceREI*Southwest Airlines Co.*Starbucks Corporation*Timberland Inc.*Toyota Motor Corp.Trader Joe's*UPS Inc.Wegmans*Whole Foods Markets, Inc.

* Firms of Endearment for which financial data were readily available for their North America operations.

S&P 500



BCWF

The Best Companies to Work For engender high levels of employee engagement and commitment, because the leaders of these organisations focus on meeting their employee’s needs.

The Top 40 Best Companies to Work For (USA)

The Top 40 Best Companies to Work For (USA)

Adobe Systems Inc.Adobe Systems Inc.Aflac Inc.Amazon.com Inc.American Express Co.Autodesk Inc. Build-A-Bear Workshop Inc.Capital Trust Inc. Class A.Chesapeake Energy Corp.Devon Energy Corp.Dreamworks Animation SKG Inc.EOG ResourcesFactSet Research Systems Inc.General Mills Inc.

Goldman Sachs Group Inc.Goldman Sachs Group Inc.Google Inc. Class A.Hasbro, Inc.Intel Corp. Intuit Inc. Marriott International Inc. Mattel Inc.Medical Properties Trust Inc.Men’s WearhouseMicrosoft Corp.National Instruments Corp.NetApp Inc.Nordstrom Inc.

Novo Nordisk, A/S ADR Novo Nordisk, A/S ADRNustar Energy, L.P.Publix Super Mkts, Inc.Qualcomm Inc.Rackspace Hosting Inc.Salesforce.com Inc.Southern Michigan Bankcorp.St Jude Medical, Inc.Starbucks CorporationStryker CorporationSVB Financial GroupUltimate Software Group, Inc.Umpqua Holdings CorporationWhole Food Markets, Inc.

“Culture eats strategy for breakfast.”

“No matter how far reaching the vision or how brilliant the strategy, neither will be realized if it is not supported

by the organisational culture.” Luther Johnson

Peter Drucker

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 Marketing at Bentley University

Building a Values-driven Culture

The Leader and the Values

Peters and Waterman, “In Search of Excellence: Lessons from America’s best run companies”, 1983

Clarifying the value system and breathing life into it are the greatest contributions a

leader can make.

Why values are more important than beliefs

In a stable, non-evolving world, where what happened in a previous time period is a good predictor of what will happen in the future, we can happily use our beliefs to make decisions.

But in a world where complexity is increasing by the day, we need a more solid basis for making decisions.

Values-based decision-making is more suited to our complex modern world because we make decisions based on what is important to us.

What are Values?

A shorthand way of describing our individual and collective motivations and what is important to us.

They are the energetic containers of our aspirations and intentions.

Positive of Potentially Limiting?

Values can be positive or potentially limiting.

Positive Values: Trust, creativity, passion, honesty, integrity, clarity

Potentially Limiting Values: Bureaucracy, power, blame, greed, hierarchy, status-seeking

Let’s explore our values

Values, Beliefs and Behaviours

1. Create a 2x3 grid on a blank piece of paper.

Values, Beliefs and Behaviours1. Create a 2x3 grid on a blank piece of paper.

2. Choose 2 values that are important to you and enter them in the left hand column of the worksheet

AccountabilityAchievementBalance (home/work)CommitmentCompassionContinuous learningCooperationCourageCreativityEnthusiasmEfficiencyExcellenceFairness

FamilyFriendshipHealthHonestyHumor/funIndependenceIntegrityOpennessPersonal growthRespectResponsibilitySelf-disciplineTrust

Value 1

Value 2

Values, Beliefs and Behaviours1. Create a 2x3 grid on a blank piece of paper


3. Write down your beliefs that support these values in middle column

Value 1

Value 2

Belief

Belief

Values, Beliefs and Behaviours

1. Create a 2x3 grid on a blank piece of paper


3. Write down your beliefs that supports these values in middle column

4. Write down the behaviours you exhibit that support these values in the last column

Value 1

Value 2

Belief

Belief

Behaviour

Behaviour

Now let’s share our Values

AT ANY GIVEN MOMENT IN TIME, the values that are most important to us are a reflection of the needs of the stage of psychological development we have reached and the unmet needs of the stages of psychological development we have passed through but have not yet mastered.

What motivates employees is the satisfaction of their needs.

Our needs (what we value) have always been, and always will be the principal drivers of our behaviors and actions.

Stages of Psychological Development

Surviving: Learning to stay alive by meeting your basic physiological needs—warmth, hunger, etc.

Conforming: Learning to keeping safe and secure by staying loyal to your family, kin and culture.

Differentiating: Learning how to distinguish yourself from the crowd by honing your natural skills and talents.

Individuating: Letting go of the aspects of your parental and cult-ural conditioning (beliefs) that no longer align with who you are.

Self-actualizing: Learning to become more fully who you are by leading a values- and purpose-driven life with integrity.

Integrating: Learning how to align with others who share the same values and purpose to create a better world.

Serving: Fulfilling your destiny by caring for and serving the needs of humanity and/or the planet.

Evol

ution

of P

erso

nal C

onsc

ious

ness

Needs/Primary Motivations









0-2 years










3-7 years










8-29 years










30-39 years










40-49 years










50-59 years










60+ years


LEVELS OF CONSCIOUSNESS

WE GROW IN STAGES (OF PSYCHOLOGICAL DEVELOPMENT) AND WE OPERATE AT

LEVELS (OF CONSCIOUSNESS). ALL THINGS BEING NORMAL, THE LEVEL OF

CONSCIOUSNESS WE OPERATE AT WILL CORRESPOND TO THE STAGE OF

PSYCHOLOGICAL DEVELOPMENT WE HAVE REACHED.

What We Value at Each Level of Consciousness

Financial stability, wealth, employment opportunities, health and safety.

Open communication, friendship, loyalty, caring, recognition, tradition, rituals.

Pride, productivity, efficiency, quality, professional growth, confidence, excellence.

Independence, adaptability, continuous learning, personal growth, balance, adventure, courage.

Trust, fairness, honesty, integrity, openness, transparency, enthusiasm, commitment.

Collaboration, alliances, environmental awareness, personal fulfilment, empathy.

Social responsibility, social justice, wisdom, compassion, humility, forgiveness, ecology.




Individuating: Letting go of the aspects of your parental and cultural conditioning that no longer align with who you are.




TO BUILD A VALUES-DRIVEN CULTURE WE NEED UNDERSTAND WHAT LEVELS OF

CONSCIOUSNESS EMPLOYEES ARE OPERATING

FROM AND TO WHAT EXTENT THE CULTURE SUPPORTS THEIR NEEDS

WE ALSO NEED TO INTRODUCE A NEW LEADERSHIP PARADIGM

A SHIFT FROM “I” TO “WE”


37

I WILL SPEAK ABOUT LEADERSHIP DEVELOPMENT IN MORE DEPTH LATER IN

MY PRESENTATION

NOW LET US RETURN TO THE SUBJECT OF CULTURE AND VALUES

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

The Seven Levels of Consciousness Model

EVERYTHING YOU NEED TO KNOW ABOUT BUILDING A VALUES-DRIVEN CULTURE

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

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

Self-Actualization

Richard Barrett

Safety

Love & Belonging

Self-esteem

Physiological

Safety

Love & Belonging

Self-esteem

Know and Understand

Abraham Maslow

Maslow’s Needs to Barrett’s Consciousness

Maslow’s Needs to Barrett’s Consciousness

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.

Physiological

Safety

Love & Belonging

Self-esteem

Know and Understand

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

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

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 Organizational Consciousness

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival


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BUILDING A VALUES-DRIVEN ORGANSIATION

START WITH A VALUES SURVEY

The Values Survey

PERSONAL VALUESWhich of the following values and behaviours most reflect who you are? Pick ten.

CURRENT CULTUREWhich of the following values/behaviours most reflect how your organisation currently operates? Pick ten.

DESIRED CULTUREWhich of the following values/behaviours most reflect how you would like your organisation to operate? Pick ten.

Placement of Values by Level (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

Current Culture

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

11%

1

2

3

4

5

6

7

Cultural Entropy

Placement of Values by Level (100 employees)

Current Culture

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

Cultural Entropy and Engagement

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

Research carried out in 163 organisations in Australia by Hewitt Associates and the Barrett Values Centre in 2008.

Low Entropy = High Engagement

High Entropy = Low Engagement

Entropy and 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

Five Levels of Employee Engagement

Highly Engaged Employees bring passion, purpose and discretionary energy to their work. They are emotionally attached and committed to the organisation and want to do the right thing.

Engaged Employees are willing to go the extra mile to support the company in achieving its goals and objectives as long as they can also satisfy their own goals and objectives.

Becoming Disengaged

Employees are becoming frustrated, anxious and fearful about not being able to satisfy their needs.

Disengaged Employees do what they have to do to get through the day, but are unwilling to put in any extra effort to meet deadlines or support their colleagues in difficult times.

Highly Disengaged

Employees are unhappy at their work and act out their unhappiness by actively undermining the company, and denigrating those who want to succeed.

Highly Engaged Employees

Highly engaged employees identify with the company. They care passionately about the future of the company. They bring passion and purpose to their work. They are willing to invest their discretionary effort to make

the company a success. They want the company to do the right thing. They want to feel pride in the way the company behaves.

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.

Cultural entropy is a function of the personal entropy of the current leaders of an organisation and institutional legacy of past leaders as embedded in the structures, systems, policies and procedures.

How Does Cultural Entropy Arise?

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 a lack of a person’s lack of personal mastery skills. Fear-driven energy arises from the

conscious and subconscious fear-based beliefs of the ego about meeting its deficiency needs.

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

Cultural Evolution Begins with Personal Evolution

Cultural Entropy 7%Personal Entropy 9%

Culture 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

Cultural Evolution Begins with Personal Evolution

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 ValuesLeader’s Values

The culture ofan organisationis a reflectionof leadership consciousness.


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BUILDING A VALUES-DRIVEN CULTURETHE JOURNEY

SA Bank: 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)


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)


9. being the best 2218 3(O)

10. cost-consciousness 2187 3(O)


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)


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

1%

0%

1%

5%

16%

16%

26%

4%

7%

24%

0% 20% 40%

1

2

3

4

5

6

7

3%

3%

5%

5%

11%

20%

13%

14%

6%

20%

0% 20% 40%

1

2

3

4

5

6

7

1%

0%

0%

5%

15%

16%

21%

12%

5%

25%

0% 20% 40%

1

2

3

4

5

6

7

SA Bank: Group (2011)

C

T

S

Values Distribution Copyright 2011 Barrett Values Centre April 2011

C = Common GoodT = TransformationS = Self-Interest

Positive ValuesPotentially Limiting Values

CTS = 37-24-39Entropy = 2%

CTS = 33-20-47Entropy = 11%

CTS = 38-25-37Entropy = 1%

Personal Values

Current Culture Values

Desired Culture Values

SA Bank: Evolution of Current Culture

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

3 Matches CC-DCEntropy 25%




SA Bank: Evolution of Current Culture

2009 2010 2011

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




Evolution of Number of Survey Participants

2005 2006 2007 2008 2009 2010 2011 20120%

10%

20%

30%

40%

50%

60%

70%

80%

90%

8%

25%

38%

51%

67%

73%77% 75%

Percentage of employees voluntarily participating in the values assessment grew significantly each year as people realized that the leaders of the organisation were paying attention to the results of the assessment.

Cultural Entropy Evolution

Cultural entropy reduction led to improved performance through increased employee engagement, increased revenues, improved productivity, and increase in share price. 2005 2006 2007 2008 2009 2010 2011 2012

0%

5%

10%

15%

20%

25%

30%

25%

19%17%

14%13% 13%

11%10%

Cutlural Entropy

Revenue Evolution

2005 2006 2007 2008 2009 2010 2011 20120

5000

10000

15000

20000

25000

30000

35000

0%

5%

10%

15%

20%

25%

30%

Revenue Cultural Entropy

Annual revenue

increases as cultural

entropy falls.

Global Economic Meltdown

2005 2006 2007 2008 2009 2010 2011 20120

200

400

600

800

1000

1200

0%

5%

10%

15%

20%

25%

30%

Revenue per Capita Cultural Entropy

Revenue per capita

increases as cultural

entropy falls.

Productivity Evolution


2005 2006 2007 2008 2009 2010 2011 20120

2000400060008000

100001200014000160001800020000

0%

5%

10%

15%

20%

25%

30%

Share Price Cutlural Entropy

Share price (cents) increases

as cultural entropy falls.

Share Price Evolution


THE NEW LEADERSHIP PARADIGM

“A first class summary of how to take the leap into a new paradigm of being and lead with grace, love and intuitive insight. This book builds on all the great leadership writers combining intelligent research, first hand results and spiritual depth of understanding.” – Kath Roberts

A Leadership Development Text Book for the 21st Century

Part 1: Fundamentals

Part 2: Leading Self

Part 3: Leading Others

Part 4: Leading an Organisation

Part 5: Leading in Society

THE NEW LEADERSHIP PARADIGM LEADERSHIP DEVELOPMENT

LEARNING PLATFORM

THE NEW LEADERSHIP PARADIGM FOOTPRINT

New Leadership Paradigm Learning System

Leading Self

Leading Others

Leading an Organisation Leading in Society

FeedbackLoops

FeedbackLoops

If you cannot lead/manage yourself,

you cannot lead a team

If you cannot lead a team, you cannot lead

an organisation

If you cannot lead an organisation, you cannot lead in society

The New Leadership Paradigm Learning Modules

A customisable internet-based learning platform for Organisations, Universities, Consultants and Coaches

Designed to facilitate Self-directed Learning, Facilitated Learning in an Open Group, and Facilitated Learning in a Team or Work Group

Affordable for large and small organisations

Available in English July/August 2014

The New Leadership Paradigm Learning Platform


76

For More Information

www.valuescentre.com

www.richardbarrett.net

To get a copy of this presentation go to:

http://www.slideshare.net/BarrettValues

http://www.valuescentre.com/

http://www.richardbarrett.net/



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