building a high-performance values-driven school culture
TRANSCRIPT
Building a high-performance, values-driven school culture
Richard Barrett
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
2
Who am I?Chairman and Founder of the Barrett Values Centre(www.richardbarrett.net)
OUR MISSION
To support leaders in building positive values-driven organizations.
OUR VISION
To create a positive values-driven society.
My Books
1998 2006 2010 20111995
2012 2013 2014 2015 2016
Books about Personal Transformation
1995
2012
Books about Organizational Transformation
1998 2006
2013
Books about National Transformation
2011
2015
Books about Leadership
2010
2014
Books about Psychology
2012 2014 2016
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Organizational Transformation
“Richard Barrett’s frameworks for measuring culture and enabling whole system change are elegant. His reservoir of knowledge is vast and his connection to timeless wisdom is profound.”
Raj Sisodia, Co-founder and co-chairman of Conscious Capitalism Inc. and Professor of Global Business, Babson College, USA.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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BVC provides powerful metrics to support leaders in building values-driven organizations and values-
driven societies.
Barrett Values Centre does values assessments
Phil Clothier, CEO of Barrett Values Centre.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Key Stats:Founder: Richard BarrettSince: 1997Scale: Over 6000 organisations use CTT assessments in 94 countiesValues Assessments for:Individuals, Leaders (360°), Teams Corporations, Governments, NGOs, Schools, Communities and NationsGlobal Network: Over 5,000 Certified Practitioners and Consultants
Supporting Leaders in Building Values-Driven Organisations
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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THE SECTORS WE WORK IN:
• Agriculture / forestry / fishing• Banking / Financial Services• Central / Local Government• Chemical and pharma• Construction• Education / University• Fast Moving Consumer Goods• Food and drink• Healthcare• Hospitality / Entertainment /
Tourism• IT/ Telecoms/ Electronics • Manufacturing
• Media/Film/TV/Publishing• Military• NGO / Not for profit• Oil/gas/mining• Police & Justice• Professional Services• Retail and wholesale• Scientific / Technical /
Engineering• Scientific and technical• Social housing• Transportation
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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PERSONAL VALUESWhich of the following values/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.
How do you do a values assessment?
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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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
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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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
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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What does a values assessment look like?
United Arab Emirates: Overall Group (4096)
concern for future generations
1160 7(S)
respect 1041 2(R)
community pride 1032 3(I)
creativity 912 5(I)
family 899 2(R)
peace 897 7(S)
educational opportunities 861 3(O)
aesthetics 818 6(I)
loyalty 788 2(R)
affordable housing 768 1(O)
employment opportunities 1179 1(O)
concern for future generations
1051 7(S)
financial stability 973 1(I)
affordable housing 904 1(O)
creativity 895 5(I)
family 869 2(R)
respect 857 2(R)
honesty 770 5(I)
innovation 765 4(O)
community pride 753 3(I)
Values Plot November 19, 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 2CC - DC 6PV - DC 3
Health Index(PL)
PV - 9-1 CC-10-0 DC-10-0
family 1315 2(R)
respect 1301 2(R)
achievement 1210 3(I)
ambition 1095 3(I)
honesty 1078 5(I)
ethics 1070 7(I)
commitment 973 5(I)
caring 947 2(R)
being liked (L) 942 2(R)
cooperation 880 5(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7654321
IRS (P)=5-4-0 IRS (L)=0-1-0 IROS (P)=3-3-2-2 IROS (L)=0-0-0-0 IROS (P)=4-2-3-1 IROS (L)=0-0-0-0
concern for future generations
1160 7(S)
respect 1041 2(R)
community pride 1032 3(I)
creativity 912 5(I)
family 899 2(R)
peace 897 7(S)
educational opportunities 861 3(O)
aesthetics 818 6(I)
loyalty 788 2(R)
affordable housing 768 1(O)
employment opportunities 1179 1(O)
concern for future generations
1051 7(S)
financial stability 973 1(I)
affordable housing 904 1(O)
creativity 895 5(I)
family 869 2(R)
respect 857 2(R)
honesty 770 5(I)
innovation 765 4(O)
community pride 753 3(I)
Values Plot November 19, 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 2CC - DC 6PV - DC 3
Health Index(PL)
PV - 9-1 CC-10-0 DC-10-0
family 1315 2(R)
respect 1301 2(R)
achievement 1210 3(I)
ambition 1095 3(I)
honesty 1078 5(I)
ethics 1070 7(I)
commitment 973 5(I)
caring 947 2(R)
being liked (L) 942 2(R)
cooperation 880 5(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7654321
IRS (P)=5-4-0 IRS (L)=0-1-0 IROS (P)=3-3-2-2 IROS (L)=0-0-0-0 IROS (P)=4-2-3-1 IROS (L)=0-0-0-0
United Arab Emirates: Overall Group (4096)
concern for future generations
1160 7(S)
respect 1041 2(R)
community pride 1032 3(I)
creativity 912 5(I)
family 899 2(R)
peace 897 7(S)
educational opportunities 861 3(O)
aesthetics 818 6(I)
loyalty 788 2(R)
affordable housing 768 1(O)
employment opportunities 1179 1(O)
concern for future generations
1051 7(S)
financial stability 973 1(I)
affordable housing 904 1(O)
creativity 895 5(I)
family 869 2(R)
respect 857 2(R)
honesty 770 5(I)
innovation 765 4(O)
community pride 753 3(I)
Values Plot November 19, 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 2CC - DC 6PV - DC 3
Health Index(PL)
PV - 9-1 CC-10-0 DC-10-0
family 1315 2(R)
respect 1301 2(R)
achievement 1210 3(I)
ambition 1095 3(I)
honesty 1078 5(I)
ethics 1070 7(I)
commitment 973 5(I)
caring 947 2(R)
being liked (L) 942 2(R)
cooperation 880 5(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7654321
IRS (P)=5-4-0 IRS (L)=0-1-0 IROS (P)=3-3-2-2 IROS (L)=0-0-0-0 IROS (P)=4-2-3-1 IROS (L)=0-0-0-0
United Arab Emirates: Overall Group (4096)
concern for future generations
1160 7(S)
respect 1041 2(R)
community pride 1032 3(I)
creativity 912 5(I)
family 899 2(R)
peace 897 7(S)
educational opportunities 861 3(O)
aesthetics 818 6(I)
loyalty 788 2(R)
affordable housing 768 1(O)
employment opportunities 1179 1(O)
concern for future generations
1051 7(S)
financial stability 973 1(I)
affordable housing 904 1(O)
creativity 895 5(I)
family 869 2(R)
respect 857 2(R)
honesty 770 5(I)
innovation 765 4(O)
community pride 753 3(I)
Values Plot November 19, 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 2CC - DC 6PV - DC 3
Health Index(PL)
PV - 9-1 CC-10-0 DC-10-0
family 1315 2(R)
respect 1301 2(R)
achievement 1210 3(I)
ambition 1095 3(I)
honesty 1078 5(I)
ethics 1070 7(I)
commitment 973 5(I)
caring 947 2(R)
being liked (L) 942 2(R)
cooperation 880 5(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7654321
IRS (P)=5-4-0 IRS (L)=0-1-0 IROS (P)=3-3-2-2 IROS (L)=0-0-0-0 IROS (P)=4-2-3-1 IROS (L)=0-0-0-0
United Arab Emirates: Overall Group (4096)
concern for future generations
1160 7(S)
respect 1041 2(R)
community pride 1032 3(I)
creativity 912 5(I)
family 899 2(R)
peace 897 7(S)
educational opportunities 861 3(O)
aesthetics 818 6(I)
loyalty 788 2(R)
affordable housing 768 1(O)
employment opportunities 1179 1(O)
concern for future generations
1051 7(S)
financial stability 973 1(I)
affordable housing 904 1(O)
creativity 895 5(I)
family 869 2(R)
respect 857 2(R)
honesty 770 5(I)
innovation 765 4(O)
community pride 753 3(I)
Values Plot November 19, 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 2CC - DC 6PV - DC 3
Health Index(PL)
PV - 9-1 CC-10-0 DC-10-0
family 1315 2(R)
respect 1301 2(R)
achievement 1210 3(I)
ambition 1095 3(I)
honesty 1078 5(I)
ethics 1070 7(I)
commitment 973 5(I)
caring 947 2(R)
being liked (L) 942 2(R)
cooperation 880 5(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7654321
IRS (P)=5-4-0 IRS (L)=0-1-0 IROS (P)=3-3-2-2 IROS (L)=0-0-0-0 IROS (P)=4-2-3-1 IROS (L)=0-0-0-0
United Arab Emirates: Overall Group (4096)
United Arab Emirates: Overall Group (4096)
CTS = 42-17-41Entropy = 6%
CTS = 44-16-40Entropy = 12%
Personal Values
CTS = 46-18-36Entropy = 8%
Values distribution November 19, 2012Copyright 2012 Barrett Values Centre
Positive ValuesPotentially Limiting Values
Current Culture Values
Desired Culture Values
C
T
S 2
1
3
4
5
6
7
C = Common GoodT = TransformationS = Self-Interest
1
2
3
4
5
6
7
0% 20% 40% 60%
2%
2%
2%
7%
14%
14%
17%
23%
7%
12%
1
2
3
4
5
6
7
0% 20% 40% 60%
5%
4%
3%
7%
11%
10%
16%
14%
15%
15%
1
2
3
4
5
6
7
0% 20% 40% 60%
3%
3%
2%
11%
9%
8%
18%
17%
15%
14%
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
23
HOW DO YOU BUILD A VALUES-DRIVEN NATION?
BY BUILDING VALUES-DRIVEN SCHOOLS
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Which of these schools would you choose?
I am going to show you the values assessments of two
schools. Based on the results, I want you to decide which school you would choose to
work in.
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25
InclusivenessEncouragement
KindnessParent involvement
SafetyCooperationFriendship
HealthTrust
Sense of community
CURRENT CULTURE of SCHOOL “A”
Bureaucracy (L)Hierarchy (L)
Community involvementBrand image
Goals orientationBlame (L)
Continuous improvementConfusion (L)
DiversityControlling (L)
CURRENT CULTURE of SCHOOL “B”
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Which of these schools would you choose?
InclusivenessEncouragement
KindnessParent involvement
SafetyCooperationFriendship
HealthTrust
Sense of community
CURRENT CULTURE of SCHOOL “A”
Bureaucracy (L)Hierarchy (L)
Community involvementBrand image
Goals orientationBlame (L)
Continuous improvementConfusion (L)
DiversityControlling (L)
CURRENT CULTURE of SCHOOL “B”
Cultural Entropy
= 12%
Cultural Entropy
= 34%
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27
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.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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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
Cultural Entropy and Employee Engagement
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Highly Engaged Teachers
Highly engaged teachers and staff identify with the school. They care passionately about the future of the school. They bring passion and purpose to their work. They are willing to invest their discretionary effort to make
the school a success. They want to feel pride in their school.
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A personal reflection from a teacher
• The light in the eyes of the students and teachers.• How they meet and greet in daily life at school and in the classroom.• How they celebrate the birthday of students and teachers.• How they celebrate the individual progress of every student.• How they follow up a short or longer absence of a student or teacher.• The students toilets are clean.
My personal conclusion after nine school values assessments in Belgium in 2007-2009 was: Six standards to measure the success of a values-driven school.
student centred continuous improvement encouragementover-scheduledaccountability conflict resolution professional growth adaptability bureaucracy
bureaucracycelebrationpeer group pressurebullyingopting-outshort-term focusmanipulationover-scheduledparent interferenceprofessional growth
bullyingteamworkco-operationrespectleadershipkindnesscelebrationcreativityfairnesscheating
Students Non-Teaching StaffTeachers
High School – Current Culture
Founder of Values-based education
“The key role of the head teacher is to release the creative dynamic of all who work in
the school.”
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Seaford High School, Australia
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Impact
Praslin Secondary School The Seychelles
Dr Neil Hawkes
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WHAT IS CULTURE?
“THE WAY THINGS ARE DONE AROUND HERE.” The culture of an
organisation or any group of individuals who share a common purpose is a reflection of the values, beliefs and behaviours of the current leaders of the group and the legacy of past leaders.
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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.”
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WHAT ARE VALUES?
A shorthand way of describing our individual and collective motivations and what is important to us.
A value is a principle that guides our thinking and behaviours.
Values are the energetic drivers of our aspirations
and intentions.
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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
POSITIVE OR POTENTIALLY LIMITING VALUES?
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40
Positive values, such as friendship, trust and creativity, help us to build relationships, connect with others and make a contribution to the world.
Potentially limiting values do just the opposite. They may help us meet our ego’s short-term needs, but in the long-term they are divisive. They are counterproductive to the desires of the soul; they suppress self-expression and prevent connection and contribution.
Potentially limiting values are sourced from the fears the ego has about getting its needs met. Potentially limiting values support the ego’s self-interest.
POTENTIALLY LIMITING VALUES
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41
When a person has a fear-based belief about not having enough of what they need to survive, no matter how much money they earn they will always want more; they will subconsciously stay focused at the survival level of consciousness until they can release the fear-based belief that they don’t have enough.
The same is true for the relationship and self-esteem levels of consciousness. When you have a fear-based belief about not being loved or not being recognized, your conscious or subconscious awareness will remain focused at the relationship or self-esteem levels of consciousness until you release those fears.
POTENTIALLY LIMITING VALUES
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1. Write down two values that are important to you:
EXAMPLE: Friendship and Clarity
2. Write down your beliefs that support this value:
EXAMPLE: Clarity bring focus to decision making
3. Write down the behaviours that support this value:
EXAMPLE: Seek many opinions, synthesize multiple data points to understand the big picture
EXERCISE: VALUES BELIEFS AND BEHAVIOURS
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EXERCISE: VALUES BELIEFS AND BEHAVIOURS
AccountabilityAchievementBalance (home/work)Clarity CommitmentCompassionContinuous learningCooperationCourageCreativityEnthusiasmEfficiencyEthics
ExcellenceFairnessFamilyFinancial gainFriendshipsFuture generationsHealthHonestyHumor/funIndependenceIntegrityInitiativeIntuition
Making a differenceOpen communicationOpennessPersonal fulfillmentPersonal growthPowerRespectResponsibilityRisk-takingSelf-disciplineSuccessTrustWisdom
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Our values are a reflection of our needs. (What ever we need we value.)
We have two sets of needs:
• The needs of the stage of psychological development we are currently operating from.
• The needs of the stages of psychological development we have passed through where we still have unmet needs.
WHERE DO OUR VALUES COME FROM?
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OUR PRIMARY MOTIVATION
THE NEEDS OF THE STAGE OF PSYCYHOLOGICAL DEVELOPMENT YOU ARE AT
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OUR SECONDARY MOTIVATIONS
THE UNMET NEEDS OF THE STAGES OF PSYCYHOLOGICAL DEVELOPMENT YOU HAVE PASSED THROUGH
The needs you have failed to master.
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A personal journeyEvery person is on an evolutionary journey of psychological development.
Surviving
Conforming
Differentiating
Individuating
Self-actualizing
Integrating
Serving
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Stages, Levels and World Views
We grow in stages of psychological development
We operate at levels of consciousness
We live inside (are embedded in) cultural world views
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Levels of Consciousness
All things being normal, the level of consciousness you operate from will
correspond to the stage of psychological development you have reached.
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Stages and Levels
Stages Levels of ConsciousnessServing SERVICE
Integrating MAKING A DIFFERENCE
Self-actualising INTERNAL COHESION
Individuating TRANSFORMATION
Differentiating SELF-ESTEEM
Conforming RELATIONSHIP
Surviving SURVIVAL Evol
ution
of P
erso
nal C
onsc
ious
ness
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Stages of Psychological Development
Surviving
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Stages of Psychological Development
INFANCY 0-2 Years Old
Staying alive! COMPETENCY
Ability to meet basic physiological needs.
Surviving
Stage Motivation
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Stages of Psychological Development
Conforming
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Stages of Psychological Development
Conforming
Stage Motivation
CHILDHOOD 3-7 Years Old
Keeping safe and secure!BEING LOVED
Ability to feel accepted and sense of belonging.
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Stages of Psychological Development
Differentiating
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Stages of Psychological Development
Differentiating
Stage Motivation
TEENAGER +8-24Years Old
Distinguishing yourself!CONFIDENCE
Ability to feel respected and recognized by others.
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Stages of Psychological Development
INDIVIDUATING
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Stages of Psychological Development
INDIVIDUATING
Stage Motivation
YOUNG ADULT25-39 Years Old
Releasing your fears!ACCOUNTABILITY
Finding freedom and autonomy to understand
who you really are.
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Stages of Psychological Development
SELF-ACTUALIZING
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Stages of Psychological Development
SELF-ACTUALIZING
Stage Motivation
ADULTHOOD40-49 Years Old
Becoming who you are!SELF-EXPRESSION
Ability to satisfy your desire for meaning
and purpose.
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Stages of Psychological Development
INTEGRATING
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Stages of Psychological Development
INTEGRATING
Stage Motivation
MATURE ADULT50-59 Years OldAligning with others!
CONNECTIONAbility to satisfy the desire
to make a difference in your world.
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Stages of Psychological Development
SERVING
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Stages of Psychological Development
SERVINGStage Motivation
SENIOR60+ Years Old
Finding fulfilment! CONTRIBUTION
Ability to satisfy your desire to serve the
greater good.
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What motivates children, teachers and staff is the
satisfaction of their needs.
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1. What is your primary motivation at work?
2. What is your primary motivation outside work?
3. Are you able to get your motivations met at your current place of work?
4. Discuss with a partner.
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WHY ARE VALUES-DRIVEN CULTURES IMPORTANT?
Values Alignment
Perfo
rman
ce
BECAUSE VALUES-DRIVEN CULTURES ARE THE MOST SUCCESSFUL ON THE PLANET
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WHY ARE VALUES-DRIVEN CULTURES THE MOST SUCCESSFUL?
BECAUSE THEY CARE ABOUT THE NEEDS OF THEIR EMPLOYEES, AND …
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… THEY ALSO CARE ABOUT THE NEEDS OF ALL THEIR STAKEHOLDERS
Suppliers Community
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Chapman and Sisodia, “Everybody Matters” 2015.
Everyone wants to do better. Trust them. Leaders are everywhere. People achieve good things, big and small, every day. Celebrate them. Everybody matters. Show
them.
The Extraordinary Power of Caring for your People like your Family
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Bob Chapman, CEO of the $1.7 billion company Barry-Wehmiller.
The Extraordinary Power of Caring for your People like your Family
Raj Sisodia, Professor of Global Business, Babson College, USA.
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S&P 500
Average Annualized Return 16.39%
Average Annualized Return 4.12%
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)
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Intangible Assets make up most of market value
1975 1985 1995 2005 20150%
20%
40%
60%
80%
100%
17%32%
68%80% 84%
83%68%
32%20% 16%
Intangible Assets Tangible Assets
Source: Ocean Tomo LLC, January 2015
Components of S&P 500
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BUILDING A VALUES-DRIVEN CULTURETHE JOURNEY
Large Financial Institution: 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%
4 Matches CC-DCEntropy 19%
4 Matches CC-DCEntropy 17%
5 Matches CC-DCEntropy 14%
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
6 Matches CC-DCEntropy 13%
6 Matches CC-DCEntropy 13%
6 Matches CC-DCEntropy 11%
2012
1. accountability2. client satisfaction 3. client-driven4. brand reputation5. teamwork6. employee recognition7. environmental awareness8. performance driven9. community involvement10. people-centred
5 Matches CC-DCEntropy 10%
Large Financial Institution: Evolution of Current Culture
2013 2014
5 Matches CC-DCEntropy 11%
6 Matches CC-DCEntropy 13%
1. accountability2. client satisfaction3. client-driven4. brand reputation5. employee recognition6. performance driven7. teamwork8. achievement9. integrity10. community involvement
1. accountability2. client satisfaction 3. client-driven 4. brand reputation5. employee recognition6. teamwork7. performance driven8. environmental awareness9. community involvement10. commitment
Despite a slight rise in cultural entropy,
profitability and productivity
continue to increase year on year.
Large Financial Institution: Evolution of Current Culture
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 2013 2014
0%
5%
10%
15%
20%
25%
30%
25%
19%17%
14%13% 13%
11%10%
11%13%
Cutlural Entropy
Income Evolution
2005 2006 2007 2008 2009 2010 2011 2012 2013 20140
50001000015000200002500030000350004000045000
0%
5%
10%
15%
20%
25%
30%
Income Cultural Entropy
Annual income
increases as cultural
entropy falls.
Global Economic Meltdown
2005 2006 2007 2008 2009 2010 2011 2012 2013 20140
200
400
600
800
1000
1200
1400
0%
5%
10%
15%
20%
25%
30%
Revenue per Capita Cultural Entropy
Income per capita
increases as cultural
entropy falls.
Productivity Evolution
Global Economic Meltdown
2005 2006 2007 2008 2009 2010 2011 2012 2013 20140
2000
4000
6000
8000
10000
12000
0%
5%
10%
15%
20%
25%
30%
Profit Cutlural Entropy
Profit increases as cultural
entropy falls.
Profit Evolution
Global Economic Meltdown
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Free materials from BVC
To grow a shared culture
To lead people through change
Available on www.valuescentre.com
To plan and lead cultural transformation
Checklist and overview
For more informationand get a copy of this presentation
go to:
www.richardbarrett.net