Values driven leadership

www.valuescentre.com 1www.valuescentre.comwww.valuescentre.com

Values-driven Leadership

Richard BarrettMay 2011

2

What is Culture?

3

What is Culture?

“The way things are done around here”

The culture of an organisation or any group of individuals is a reflection of the values, beliefs and behaviours of leaders of the group and the legacy of past leaders.

4

What are Values?

5

What are Values?

Values - A shorthand method of describing our individual and collective motivations and what is important to us.

Values can be positive or potentially limiting.

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

Potentially Limiting Values: power, blame, greed, status, being liked

6

Values in Organisations

Tom Boardman Former CEO of Nedbank, South Africa

7

The Leader and the Values

The excellent companies developed cultures that incorporated the values and practices of their great leaders, and those shared values can be seen to survive for decades.

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

Leadership values and excellence

8

The Leader and the Values

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

The real role of the leader is to manage the values of the corporation.

9

The Importance of Values Alignment

Yes No0

0.2

0.4

0.6

0.8

1

10%

90%

If you had the choice, would you work in an organisation where the company values do not match your own values?

Based on Survey of Leaders for Change

10

Culture and Strategy

11


Strong Culture Good Strategy

High Performance

12


Full Spectrum Leadership

Compelling VisionInspiring Mission

High Performance

Strong CulturePersonal Alignment

Group CohesionStructural Alignment

Good StrategyClear Goals

Measurable Objectives Key Performance

Indicators

13

Both Culture and Strategy are Important

In firms with strong corporate cultures, managers tend to march energetically in the same direction. The alignment, motivation, organisation, and control can help performance, but only if the

resulting actions fit an intelligent business strategy for the specific environment in which the firm operates.

John P. Kotter and James L. Heskett, “Corporate Culture and Performance”, 1992

14

Culture and Brand

15

Culture and Brand

Employee Perspective Customer Perspective

CULTURE BRAND

The Culture

Vision Mission Values Behaviours

Who you are on the inside, looks a lot like who you are on the outside

Do you consciously create your culture, or do you have a default,

unconscious culture?

16

Building a High-Performance Organisation

17

How do you Build a High-Performance Organisation?

By creating an adaptable, vision-guided, values-driven culture that focuses on all stake holder needs and in particular

the employee and customer experience.

18

3 Years 5 Years 10 Years0%

200%

400%

600%

800%

1000%

1200%

S&P 500 Good to Great

Firms of Endearment

Firms of Endearment*

Investor returns over 3, 5 and 10 years comparing S&P 500, Good to Great and Firms of Endearment.

“... the distinguishing feature of “firms of endearment” is that they treat all stakeholders—employees, customers, investors, partners, and society—equally. In addition, they fully recognize that they are a part of an economic ecosystem with many interdependent participants. They are committed to exemplary citizenship, and they embrace the concept of servant leadership.

* Rajendra S. Sisodia, David B. Wolfe, and Jagdish N. Seth, Firms of Endearment: The Pursuit of Purpose and Profit (Upper Saddle River, N.J.: Wharton School of Publishing, 2007).

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Firms of Endearment

“FoEs share five primary elements in their corporate visions.

• A broader purpose than wealth generation• Dedication to servant leadership • Emotionally intelligent leadership• Commitment to exemplary citizenship• Recognition that they are part of an economic ecosystem with many interdependent participants”

Firms of Endearment: How World-Class Companies Profit from Passion and Purpose, David Wolfe, 2006

20

Better returns

A portfolio of the top twenty publicly listed best companies to work for in the USA in 2008 would have returned an average annualized return of 16.74% over the past ten years – compared to 2.83% for the S&P 500.

Fortune’s Best Companies to Work For

S&P 500

21

Best Employers have Lowest Entropy

Staff Engagement Cultural Entropy

Tier 1 (Best) 89% 5%

Tier 2 76% 8%

Tier 3 55% 15%

Tier 4 (Worst) 40% 21%

Cultural Entropy The degree of dysfunction in the culture – bureaucracy, internal competition, etc.

This research of 163 organisations in Australia was carried out by Hewitt Associates and the Barrett Values Centre in 2008

22

Low Entropy Leads to High Financial Returns

Entropy Level 3 Year Revenue Growth %

<10% 32.87%

10% – 19% 24.90%

20% – 29% 11.39%

>29% 11.07%

This research of 163 organisations in Australia was carried out by Hewitt Associates and the Barrett Values Centre in 2008

Cultural Entropy

The degree of dysfunction in the culture – bureaucracy, internal competition, etc.

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The distinguishing feature of the best employers was their focus on employee needs and the employees’ experience.

The values that were present in the top ten current culture values of the best companies, that were not present in the worst companies.

Best employers focus on …

Employee needs and employee experience

Employee recognition

Coaching/mentoring

TeamworkBalance (home/work)

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The Three Mantras of Culture Change

25

The Three Mantras of Culture Change

Cultural Capital is the new frontier of competitive advantage.

Organisational transformation begins with the personal transformation of the leaders.

Measurement matters. If you can measure it you can manage it.

26

From Leader’s Values to Shareholder Value

Corporate Sector

Leader’s Values/ Behaviours

Corporate Culture

CompetitiveAdvantage &Resilience

Performance & Shareholder

Value

27

From Leadership to Customer Satisfaction

Public Sector

Leader’s values/ behaviours

OrganisationalCulture

Mission Assurance

CustomerSatisfaction

28

Measuring Culture by Mapping Values

29

The Model and Cultural Transformation Tools

Pages: 55-101 Pages: 19-67

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Growth Needs and Deficiency Needs

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

31

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

32

Maslow’s Needs to Barrett’s Consciousness

Know and Understand

Physiological

Safety

Love & Belonging

Self-esteem

Know and Understand

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.

33

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

34

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 Organisational Consciousness

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

35

Placement of Values by Level

Current Culture 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

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

36

Cultural Entropy

Distribution of Values by Level

Current Culture 100 Employees

11%

1

2

3

4

5

6

7Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

37

Your Results (Based on Feedback from Leaders for Change)

38

Leaders 4 Change: Employed by an organization (95)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Personal Values Current Culture Values Desired Culture Values

IRS (P)= 8-2-0 | IRS (L)= 0-0-0 IROS (P)= 1-1-5-0 | IROS (L)= 0-1-4-0 IROS (P)= 1-3-6-0 | IROS (L)= 0-0-0-0

Matches

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

Health Index (PL)

PV: 10-0CC: 7-5

DC: 10-0

1. commitment 42 5(I)

2. continuous learning 36 4(I)

3. respect 36 2(R)

4. responsibility 35 4(I)

5. coaching/ mentoring 33 6(R)

6. integrity 33 5(I)

7. positive attitude 28 5(I)

8. enthusiasm 26 5(I)

9. creativity 25 5(I)

10. vision 25 7(I)

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. cost reduction (L) 34 1(O)

2. customer satisfaction 32 2(O)

3. results orientation 31 3(O)

4. continuous improvement

29 4(O)

5. bureaucracy (L) 25 3(O)

6. quality 25 3(O)

7. control (L) 23 1(R)

8. hierarchy (L) 23 3(O)

9. financial stability 22 1(O)

10. achievement 19 3(I)

11. respect 19 2(R)

12. short-term focus (L) 19 1(O)

1. continuous improvement

38 4(O)

2. leadership development 38 6(O)

3. innovation 34 4(I)

4. coaching/ mentoring 31 6(R)

5. continuous learning 27 4(O)

6. efficiency 27 3(O)

7. customer satisfaction 26 2(O)

8. empowerment 24 4(R)

9. long-term perspective 22 7(O)

10. teamwork 22 4(R)

Values Plot Copyright 2011 Barrett Values Centre May 2011

The values that are important in your personal

lives.

How you experience your company - What is working well? What is undermining the performance

of your company.

The values you believe

are necessary for your

company to achieve

its full potential

1%

1%

0%

2%

11%

12%

29%

12%

8%

24%

0% 20% 40%

1

2

3

4

5

6

7

10%

3%

9%

6%

8%

17%

12%

9%

5%

21%

0% 20% 40%

1

2

3

4

5

6

7

1%

0%

0%

3%

10%

14%

21%

15%

6%

30%

0% 20% 40%

1

2

3

4

5

6

7

C

T

S

Values Distribution Copyright 2011 Barrett Values Centre May 2011

C = Common GoodT = TransformationS = Self-Interest

Positive ValuesPotentially Limiting Values

CTS = 49-24-27Entropy = 2%

CTS = 26-21-53Entropy = 22%

CTS = 42-30-28Entropy = 1%

Personal Values

Current Culture Values

Desired Culture Values

Total number of votes for all

values at each level

Cultural Entropy % of Votes for Limiting Values


40

Cultural entropy represents the degree of dysfunction in a culture

Cultural Entropy

Entropy Impact

<10% Prime: Healthy Functioning

11-19% Minor Issues: Requiring cultural and/or structural adjustment

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 leadership development

40-49% Critical Issues: Requiring cultural and structural transformation, selective changes in leadership, leadership mentoring/coachingand leadership development

Values Jumps Table Copyright 2011 Barrett Values Centre May 2011

ValueCurrent

Culture VotesDesired

Culture VotesJump

leadership development 17 38 21

innovation 13 34 21

coaching/ mentoring 11 31 20

empowerment 8 24 16

employee recognition 2 17 15

long-term perspective 9 22 13

adaptability 3 16 13

open communication 5 17 12

continuous learning 16 27 11

efficiency 16 27 11

cooperation 8 19 11

trust 6 17 11

shared vision 4 15 11

Values Jumps

A value jump occurs when there are more votes for a value in the Desired Culture than in the Current Culture. Listed below are the values with the largest increase in votes. The values in bold are represented in the Desired Culture.


42

The New Leadership ParadigmLearning System

More than a Book...

A Leadership Development Learning System for the 21st Century Leader

And also ...

A Manual for Evolutionary Coaching

43

The New Leadership Paradigm

44

Components of the New Leadership Paradigm Learning System

The Book

The Multi-media

Web site The Workbooks

and Journals

45

The Book

A Leadership Development Text Book

for the 21st Century Leader

(530 pages)

Part 1: FundamentalsPart 2: Leading SelfPart 3: Leading OthersPart 4: Leading an OrganisationPart 5: Leading in SocietyPart 6: AnnexesAnnex 1: The Learning SystemAnnex 2: Cultural Transformation ToolsAnnex 3: The Seven Levels of Consciousness

46

The Web Site

A State-of-the-Art, Multi-media, Web site that is

constantly updated based on the feedback of users and as

new articles, videos, books

and other materials become

available www.newleadershipparadigm.com

http://www.newleadershipparadigm.com/

47

The Journals/Workbooks

Leading Self (43 Exercises)

Leading a Team (28 Exercises)

Leading an Organisation (33 Exercises)

Leading in Society (30 Exercises)

48

Leading Yourself

If you can’t lead yourself, then you will not be able to lead others

If you can’t lead others, then you will not be able to lead an organisation

If you can’t lead an organisation, then you will not be able to lead a

community or a nation

49

Who Will Be Using the Learning System?

• Consultants and Coaches who are supporting the next generation of leaders

• Change agents and OD practitioners who are looking for new, cost effective ways to make leadership training available to large numbers of people in their organisations

• Universities and Business Schools searching for cutting-

edge training materials to support their undergraduate and mature students

• Individuals who want to grow, develop and become all they can become

50

Nedbank, South Africa: An Example of Cultural Evolution

52

Vision and Values

Tom Boardman Former CEO of Nedbank, South Africa

53

Entropy 13%Entropy 25% Entropy 19% Entropy 17% Entropy 14%

Nedbank: Current Culture Evolution

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

2009

1. accountability2. client-driven 3. client satisfaction 4. cost-consciousness5. community involvement 6. achievement7. teamwork 8. employee recognition 9. being the best10. performance driven

5 matches4 matches4 matches3 matches 6 matches

54

25%

19%17%

14%13%

0%

5%

10%

15%

20%

25%

2005 2006 2007 2008 2009

Nedbank: Cultural Evolution

Entropy reduction leads to improved performance—increased revenues, profits and share price. Working toward entropy of <10% will result in healthy functioning of the organisation and improvement of staff morale.

Entropy Scores

Entropy risk bands

<10% Healthy functioning10-19% Some problems requiring careful monitoring20-29% Significant problems requiring attention30-39% Crisis situation requiring immediate change40%> Impending risk of implosion, bankruptcy or failure

55

Cultural entropy represents the degree of dysfunction in a culture

Cultural Entropy

Entropy Impact

<10% Prime: Healthy Functioning

11-19% Minor Issues: Requiring cultural and/or structural adjustment

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 leadership development

40-49% Critical Issues: Requiring cultural and structural transformation, selective changes in leadership, leadership mentoring/coachingand leadership development

56

Nedbank: Response Rate to Values Survey

1827

6083

10155

14091

18206

0

4000

8000

12000

16000

20000

2005 2006 2007 2008 2009

63.0%

50.4%

28.0%

35.5%

20.2%

28,898 employees in 2009

Response rate

nu

mb

er

of

pa

rtic

ipa

nts

57

Nedbank: Cultural Evolution

Nedbank Staff Survey Scores

59.6% 66.3%71.5% 75.1% 78.8%

0.0%20.0%40.0%60.0%80.0%

100.0%

2005 2006 2007 2008 2009

58

Revenue grew on average 16.9% (CAGR) per year from 2004 to 2007

Share Price grewon average 20.4% (CAGR) per year from 2004 to 2007

Nedbank: Financial Impact of Cultural Evolution

78

100

134 136

96

0

20

40

60

80

100

120

140

160

2004 2005 2006 2007 2008

Closing share price (Rand)

1402715809

18948

22428 22077

0

5000

10000

15000

20000

25000

2004 2005 2006 2007 2008

Revenue Rm (operating income)

CAGR : Compound Annual Growth Rate

59

Whole System Change

60

The Concept of Whole System Change

Pages: 119-157 Pages: 370-379

61

Four Conditions for Whole System Change

Interior Exterior

Individual

Collective

Personality: Values and Beliefs of an Individual

Culture: Values and Beliefs of a Group

Social Structures:

Actions and Behaviours

of a Group

Character: Actions and

Behavioursof an

Individual

Based on the Four Quadrants of Ken Wilber

The Four Quadrants

62

Four Conditions for Whole System Change

Interior Exterior

Individual

Collective

Personality: Values and Beliefs of an Individual

Culture: Values and Beliefs of a Group

Social Structures:

Actions and Behaviours

of a Group

Character: Actions and

Behavioursof an

IndividualMis

sio

n A

lign

men

tValu

es A

lig

nm

en

t

Structural Alignment

Personal Alignment

The Four Conditions for Whole System Change

63

4. Define core values & behaviours of the organisation

3. Revisit the Vision and Mission of the Organisation

1. Commitment from leadership team to personal transformation

2. Baseline measurement of the culture and key performance indicators. Create scorecard.

How do we build a high-performance culture

How do we become and remain agile and adaptable?

How can we position ourselves for the future?

How can we build our long-term resilience?

5. Develop compelling

reasons for change

Whole System Change: Nine Step Process

64

Why?

Whole System Change: Implementation Phase

6. Personal Alignment

Begin with the leadership team and then expand to the larger leadership group including managers and supervisors (Leading Self and Leading a Team)

7. Structural Alignment

Set up incentives to make the espoused values and behaviours pervasive

• New employee/ Executive selection

• New employee/ Executive orientation

• Employee/executive performance evaluation

• Employee/executive promotion criteria

• Talent selection and development programme

• Management development programme

• Leadership development

programme

8. Values Alignment

Inculcate espoused values and behaviours into the executive and employee population. Explore personal values.

9. Mission Alignment

Integrate the vision and mission of the organisation into the executive and employee population. Explore personal motivations.

Whole System Change: Nine Step Process

65

Begin with the Leadership Team

• Personal Alignment of Leaders • Internal Cohesion in the Leadership Team

66

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 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 Values Leader’s Values

67

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%

Culture Values Leader’s Values

68

Personal Alignment of the Leaders

1

3

2

4

Wilber’s Four Quadrants

Organisational transformation begins with the personal transformation of the leaders. Organisations don’t transform. People do.

When leaders change their beliefs and values (1), their behaviours change (2).

This influences the culture of the group (3), which in turn changes the behaviours of the group (4).

69

The Leadership Values Assessment is a feedback instrument that compares a leader’s perception of the values he or she believes best describe his or her management/operational style with their colleagues’ perception of their management/operational style.

The instrument also compares leader’s perception of their own strengths, and the behaviours that they believe they need to improve or stop, with the assessors’ perceptions and measures personal entropy.

Leadership Values Assessment

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Jeff's Values Assessors' Top 11 Values

Matches 5

Jeff Vader

balance (home/work) Level 4

balance (physical/emotional/mental/spiritual)

Level 6

empathy Level 6

fairness Level 5

internal community builder

Level 5

nurturing Level 6

personal relationships Level 2

positive attitude Level 5

trustworthy Level 5

wisdom Level 7

Orange = Values match P = Positive I = IndividualL = Potentially Limiting R = Relationship

(white circle) O = organisational

Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008


Level 6

compassion Level 7

empathy Level 6

employee development Level 4

forgiveness Level 7

humor/fun Level 5

listener Level 2

mentoring Level 6

nurturing Level 6



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

How Jeff sees

himself

How Others see Jeff

Matching Values

0%

0%

0%

0%

10%

0%

40%

30%

10%

10%

0% 20% 40% 60%

1

2

3

4

5

6

7

0%

0%

0%

0%

18%

0%

18%

36%

18%

9%

0% 20% 40% 60%

1

2

3

4

5

6

7

Jeff Vader

C

T

S



CTS = 80-10-10Entropy = 0%

CTS = 72-9-19Entropy = 0%

Jeff's Values

Assessors' Values

Leadership Distribution Copyright 2008 Barrett Values Centre August 2008

Level of Personal Entropy

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Jim's Values Assessors' Top 11 Values

Matches 3

Jim Vader


Level 6

goals orientation Level 4

listener Level 2

mission focus Level 4

organisational growth Level 1

perseverance Level 4

respect Level 2

results orientation Level 3

team player Level 4

trustworthy Level 5





Level 6

compassion Level 7

employee fulfillment Level 6

humor/fun Level 5

listener Level 2

mentoring Level 6



strategic alliances Level 6

team player Level 4

vision Level 7


How Jim sees

himself

How Others see Jim

Matching Values

0%

0%

0%

10%

20%

10%

10%

10%

0%

40%

0% 20% 40% 60%

1

2

3

4

5

6

7

0%

0%

0%

0%

18%

0%

18%

36%

18%

9%

0% 20% 40% 60%

1

2

3

4

5

6

7

Jim Vader

C

T

S



CTS = 20-40-40Entropy = 0%

CTS = 72-9-19Entropy = 0%

Jim's Values

Assessors' Values



Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Darth's Values Assessors' Top 11 Values

Matches 2

Darth Vader

ambitious Level 3

courage Level 4

creativity Level 5

excellence Level 3

integrity Level 5

long-term perspective Level 7

passion Level 5


strategic alliances Level 6

vision Level 7




achievement Level 3

authoritarian (L) Level 1

being the best Level 3

competitive (L) Level 2

demanding (L) Level 2

determination Level 4

excellence Level 3

knowledge Level 4

power (L) Level 3


risk-taking Level 4


How Darth sees

himself

How Others

see Darth

Matching Values

0%

0%

0%

0%

0%

30%

30%

10%

20%

10%

0% 20% 40% 60%

1

2

3

4

5

6

7

9%

18%

9%

0%

0%

36%

0%

0%

0%

27%

0% 20% 40% 60%

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Darth Vader

C

T

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CTS = 60-10-30Entropy = 0%

CTS = 0-27-73Entropy = 36%

Darth's Values

Assessors' Values



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Darth Vader Video

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To get a copy of this presentation:

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http://www.richardbarrett.net/

http://www.newleadershiparadigm.com/

http://www.valuesjournal.com/

http://www.valuescentre.com/

Values driven leadership

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