creating a sustainable culture of high performancev8

Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 1

Creating a Sustainable Culture of High PerformanceSeptember 10th, 2013

www.aadvantage-consulting.com

Partnering

clients in achieving

impactful implementation and

seamless transformation for

sustainable growth

From vision to results


Research & InsightsOrganisational Diagnostic

Employee Engagement SurveyCultural Values AssessmentChange Readiness Survey

Customer Satisfaction SurveyCustomer Loyalty SurveyPublic Perception Survey

Product & Concept Testing

Business FacilitationStrategic Review

Strategic Visioning Corporate Planning

Balanced Scorecard CascadingBusiness Excellence

RoadmappingService Transformation

Roadmapping

HR & LeadershipEmployee Handbook

Recruitment & SelectionCompensation & BenefitsLearning & Development

Performance ManagementLeadership Development

(Training & Coaching) Talent Audit

Succession PlanningCoaching & Mentoring

Team Building & Development

Signature Programmes (indoor or outdoor)

customised to:Embed a Values-Based culture

Communicate Service Excellence

Build High Performance Intact Teams

Incorporate Problem Solving & Role Clarification

Business ExcellenceSingapore Quality

Class/AwardService Class/Award

Innovation Class/AwardPeople Developer/Award

Benchmarking StudiesProcess Improvements

SMART Assessment (for SMEs) IMPACT Assessment (for

SMEs)Business Excellence Training

-

Change EnablementOrganisational Readiness

AssessmentStakeholder Impact

AssessmentTraining & Development

StrategiesCommunications Planning and

ImplementationLeading Change

Personal Mastery Workshops

Culture Development

Organisation Culture Values Assessment

National Values AssessmentMission, Vision & Values

Review/ArticulationValues Based Leadership

Development

Customer Experience

Customer Experience Strategy Development

Customer Touchpoint Experience Mapping

Service Culture Transformation

Service BlueprintingCustomer Metrics

DevelopmentNet Promoter Score®

Solutions and Mode of Interventions


Agenda

Introduction

Understand Culture

Case studies

Measure Culture

Leadership Impact

What Singapore Residents Said Would Define their Desired Singapore Society

I = IndividualR = Relationship

P = PositiveL = Potentially Limiting (white circle)

O = OrganisationalS = Societal

Level7654321

IROS (P)=1-1-4-4 IROS (L)=0-0-0-0

1

2

3

4

5

6

7

0% 20% 40% 60%

1%

1%

1%

15%

9%

4%

26%

18%

9%

16%Singapore Residents

affordable housing 875 1(O)

caring for the elderly 744 4(S)

effective healthcare 650 1(O)

caring for the disadvantaged 624 4(S)

compassion 590 7(R)

concern for future generations 579 7(S)

quality of life 549 6(I)

equal opportunities 538 4(O)

social responsibility 517 4(S)

employment opportunities 502 1(O)

How Singapore Residents Perceive the Singapore Society as it is Today

1

2

3

4

5

6

7

0% 20% 40% 60%

17%

7%

17%

14%

4%

6%

15%

6%

6%

8%Level

7654321

IROS (P)=1-0-1-0 IROS (L)=4-3-1-0

Singapore Residents

kiasu1 (L) 1154 1(I)

competitive (L) 823 3(O)

self-centred (L) 653 3(R)

material needs 628 1(I)

kiasi2 (L) 600 1(I)

deteriorating values (L) 591 3(I)

elitism (L) 573 3(R)

blame (L) 494 2(R)

uncertainty about the future (L) 470 1(I)

security 440 1(O) Percentage of Potentially Limiting Values and Behaviours = 41%I = Individual

R = RelationshipP = PositiveL = Potentially Limiting (white circle)

O = OrganisationalS = Societal


How Singapore Residents Perceive the Singapore Society as it is Today• Kiasu (L)• Competitive (L)• Self-centred (L)• Material needs• Elitism (L)

1. How do we measure success today? Does that drive these behaviours?

• Deteriorating values (L)• Blame (L)

2. Are we experiencing a fall in moral and ethical standards?

3. Are we taking personal responsibility?

• Uncertainty about the future (L)• Kiasi (L)

4. What about the future that we are uncertain about?

5. Will we be held back given our risk averseness

• Security 6. What makes us secure?


01 Understanding Culture



The Challenges

• How to attract and keep talented people

• How to increase profitability and shareholder value; meet the organisation mission and intended outcomes

• How to increase staff engagement

• How to increase innovation, creativity, agility, and customer satisfaction

• How to make sure ethics permeate the corporate culture and the company is in alignment with public opinion

How do you build an organisation that can meet the challenges above?


New Principles of Business

Cultural capital is the new frontier of competitive advantage.

Principle 1

Who you are and what you stand for are just as important as the quality of the products and services that you offer.


The New Principles of Business

Principle 2

Cultural transformation begins with personal transformation.

Organisations don’t transform.People do.


New Principles of Business

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

Principle 3

Cultural Transformation Tools: Powerful metrics that enable leaders to actively measure and manage cultures.


1. client satisfaction 2. making a difference3. integrity 4. teamwork 5. humour/fun 6. quality 7. ethics8. financial stability

1. blame L2. short term focus L3. internal competition L4. buck passing L5. risk averse L6. customer satisfaction 7. information hoarding L8. profit

Similar Organisations, Different Cultures

• Two organisations have similar profiles (market, portfolio, staff, strategy, structure).

• Staff from both organisations chose the values and behaviours that reflect their current culture.

• The values chosen by the first organisation suggest a healthy and high performing culture.

• The second organisation shows a current culture that is dominated by fear.


Current Culture

Profit

Cost consciousness

Financial stability


Current Culture

Teamwork

Open communication

Care


Current Culture

Long hours

Short-term focus

Confusion


Current Culture

Bureaucracy

Blame

Control

Interactive Activity 1: Current Culture

Bureaucracy

Blame

Control

Long hours

Short-term focus

Confusion

Teamwork

Open communication

Care

Profit

Cost consciousness

Financial stability

Company 1

Company 2 Company 4

Company 3


Your Task:

1. What would you see in an organisation with such a culture? What are the tell-tale signs/“stories” that describe them? Suggest some of the words you would constantly hear in this organisation?

2. What impacts (positive and / or negative) are there on • Business results / ability to meet organisation outcomes• The way people behave within the organisation; why?


02 Building a High Performance

CultureCase Studies



Aligned Strategy – Structure – Culture = High Performance

Directionvision, mission, strategy and objectives

STRATEGY

STRUCTURE

CULTURE

Capacityorganisational design, systems, management processes, talent, competencies

Climatemindset, attitudes, beliefs, values

ALIGNMENT


strategy/structure/culture

customer-centered

positive/energetic

fast/responsive

flexible/adaptable

team-based

high accountable

procedure-centered

unhappy/negative energy

slow/bureaucractic

resistant to change

territorial

blaming/”not my job”

Culture

Same strategy Low cost, point-to-point service

Same structure One size plane, focused organisation

Source: senn delaney

Volvo IT

25Culture - 2010

Organisation 2010

Volvo IT

26Culture - 2010

“…The decisive factor is and will remain corporate culture.”

September 2003

“…The key to our competitiveness lies in our corporate culture.”

December 2006

Volvo Group CEO’s view

VolvoCulture - Tor Eneroth, 2010

Human Systems

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

COLLECTIVEINDIVIDUAL

OBJECTIVE

SUBJECTIVE

Level of competenceBehaviour performance

Structures and systemProducts, equipment etc

Bottom line results

LeadershipCo-workership

Personal maturity

Guiding valuesAttitudes that limit

Shared strategic vision

Source: K Wilber

Environment

DI A L O G

UE

Volvo ITCulture - 2010

Impact of Volvo IT Culture 2000 - 2010

Improved more than 30%

Customer Satisfaction

ESI 90% last 5 yearsEmployee Satisfaction

From 55 to 90% Delivery Precision

Best in branch (IT)Attractive employer


The Volvo IT Culture Journey… so far!

2000 2004 2008 2010

Grow ONE Company – the Volvo IT Identity

Grow Customer Focus – applying values in operations

Ensure Resilience – Culture in Downturn

- Build a company with one culture, uniting people with different backgrounds- Build awareness & understanding of culture

- Apply our values in our work with customers, make sure we live our values- Build awareness & understanding of culture

- Work with trust to decrease loss of faith and commitment in turbulent times- Maintain customer/ delivery focus- Build awareness & understanding of culture

Realise Strategy – Culture as an Enabler

- Emphasize the connection to our new strategy and the requirements it poses on our culture and brand- Focus on making culture an enabler for expected business benefits- Build awareness & understanding of culture

Investments in our Culture pays back!

>500 Culture Ambassadors to facilitate and support

“Dedicated and persistent work

with our wanted

culture is one of

our most critical

success factors”

Visible ResultsCustomer Satisfaction 60 to 90%

Employee Satisfaction ~90%

Owners Trust Low to High!

Delivery Precision 55 to 90%

Attractive Employer Best in Class!

Systematic Approach

>100 tools and methods for active dialogues and reinforcement

>100 tools and methods for active dialogues and reinforcement

Consistently Shared

Mission,

Vision

Values


Many Transformation “Tools”Exercises· The Volvo Way (new)· Fortune Magazine· Vision 2015 – Magnitude of Change· The Purpose of Our Team · Core Motivation & 4 Why’s· Personal Values Exercise· Wanted “Fingerprints” · Mapping Personal and Core Values· 4 Key Consistency Questions · Personal Audit· We Are Going on Record · Our Culture Build up Journey· Complaints –We love them!· Raving Fans· Daily walk the talk· ValueMaker· Values in Projects· Values in Customer Relations· Values and Ai· Trust· GlobeSmart IntroApproaches (How to make value based...) · Decision making· Recruitment· Introduction of employees· Appraisal Discussion· Salary SettingMethods· Skilful Discussion· Effective Feedback · Conflict Resolution · Learning Style · Creative Mind

Individual/Team Reflection

Measurement and Follow up• Denison Culture Survey• Our Walk the Talk Assessment• Customer Satisfaction Surveys• Culture Values Assessment• Volvo Attitude Survey/Team Barometer• Strategic Behaviour Quiz

Intercultural Communication• GlobeSmart TM

Recognition, Rewards and Celebration• Golden Touch Award• 1001 ways of R&R

Reinforcement Material• Pocket books• Pocket cards • Posters

Support• Books• Articles• Videos• Web sites• Slides• Consultants• Culture Ambassador TeamPlace

Volvo IT

33Culture - 2010

How to MakeValue-Based Decisions

1 Evaluate information available.

2 Consider how your decisions might affect stakeholders.

3 Consider what values/behaviors are relevant to the situation.

4 Determine the best course of action that takes into account relevant values and stakeholders’ interests.

Make sure your decisions leave the right “mental fingerprints” in the minds of your stakeholders.

Volvo IT

34Culture - 2010

Appraisal Discussion – “Living the values”

Make sure you align to wanted culture and behaviour in the performance reviews

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

35

Fear and Distrust Block our Full Potential

1. bureaucracy (L)

2. caution (L)

3. customer collaboration

4. experience

5. short-term focus (L)

6. hierarchy (L)

7. internal competition (L)

8. results orientation9. customer satisfaction

10. cost-consciousness11. information hoarding (L)

1. honesty

2. respect

3. adaptability

4. humour/fun 5. co-operation

6. reliability

7. accountability

8. compassion

9. family

10. fairness

Personal Values Current Culture Values

Whole Human System

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


OBJECTIVE

SUBJECTIVE

Level of competenceBehaviour performance

LeadershipCo-workership

Personal maturity

Guiding valuesAttitudes that limit

Shared strategic vision

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

Environment

Structures and systemProducts, equipment etc

Bottom line results

Personal Desired

DI A

L

O G U E

Current

Review of Potentially Limiting Values - Description

Potentially Limiting Values

DefinitionHow do WE define this value?

CultureHow does it look like/appear in our daily work situations?

Preventive actionsWhat actions can we* take to take out this limiting value?

*) ME personally, WE as a group and the COMPANY/Management?

Caution

· No risk taking

· No stretch

· Both a personal- and a team behavior

· Lean organizational set up – not overspending regarding resources

· Not stating how good we are or someone is – low profile.

· If we are not 100% sure, we would not do it.

· Too self critical, which hinders you from taking action.

· Afraid of making mistakes.

· Avoid conflicts.

· Don’t dare to say what you see and think or feel.

· We don’t always share the problems, so I don’t bring my problems to the team and vs.

· If I bring up my problem I have to follow it up, so I don’t bring up.

· Slow in taking action on decisions taken.

· We don’t stretch our budgets – we want to make sure we can reach our targets.

· (ME) Bring your problems to the team and use the team to solve them, and follow it up. Bring your possibilities and opportunities to the team as well.

· (COMPANY) Our defined responsibilities is to too individual and not shared within the team. We need to define our shared team responsibilities by clear targets. Not only as a target as a sum of all sites.

· (ME/WE) Every member of the team should feel responsible for the problem that are brought to the team.

· (WE) Make our team profile more clear to our stakeholders.

· (ME) Be more challenging (in our team and outside the team?)

· (ME) Talk and share what we are good at more (proven by benchmarks) and be proud of it!!

· (ME/COMPANY) Be prepared to take risks. Bring up specific situations regarding potential risks in the RMT.

EXAMPLE

Culture - Tor Eneroth, 2011

Free our Full Potential – The Korea Story

1. open communication2. professional growth3. customer satisfaction4. balance (home/work)5. leadership development6. conflict resolution7. efficiency8. reliability9. teamwork10. co-operation11. employee fulfillment12. global perspective13. shared values

1. family2. enthusiasm3. personal growth4. responsibility5. performance6. health7. open communication8. efficiency9. financial stability10. balance (home/work)

Personal Values Desired Culture Values

PL

AN

Culture Development Plan

EXAMPLE

VOLVO IT Korea Culture Transformation Story

PL= 10-0 | IROS (P)= 2-2-7-0 | IROS (L)= 0-0-1-0 PL= 12-0 | IROS (P)= 0-4-8-0 | IROS (L)= 0-0-0-0 PL= 13-0 | IROS (P)= 0-6-7-0 | IROS (L)= 0-0-0-0

1. global perspective

2. customer satisfaction

3. open communication

4. cost-consciousness

5. diversity

6. goal orientation

7. long hours (L)

8. result orientation

9. shared values


11. experience

12. responsibility




4. information sharing

5. balance home/work)

6. organisational growth

7. cost-consciousness

8. continuous learning

9. co-operation

10. professional growth

11. reliability

12. teamwork


2. professional growth


4. balance (home/work)

5. leadership development

6. conflict resolution

7. efficiency

8. reliability

9. teamwork

10. co-operation

11. employee fulfilment


13. shared values

Current 2007 Current 2008 Desired 2007

PL

AN

Matches 7Current and Desired

Volvo IT Korea Transformation Journey

Matches 4Current and Desired

From CVA to Action

1

2

34

5

6 Values Assessment

Share results and start dialogue

Prioritize key focus values

Explore key values and behaviours

Create Culture Development Plan

Live the values and grow the desired culture


Five areas to Get Connected

Our REALITY – the big picture…

www.valuescentre.com/getconnected

ME – my passion and values…

Our AMBITIONS – our goals…

US – our values and behaviours…

Our LEARNING – how to grow and develop…

www.lulu.com “search: get connected”

http://www.valuescentre.com/getconnected

http://www.lulu.com/


Critical Success Factorsto a desired cultural transformation

1. Start from your Strategy – then align your Culture!

2. Invest in leaders ability to lead culture – create critical mass

3. Involve all employees in a co-creative dialogue

4. Act on unacceptable behavior and performance

5. Be persistent – Transformation Takes Time!

46

Majlis Ugama Islam Singapura(Islamic Religious Council of Singapore)

Majlis Ugama Islam Singapura (Muis)

Established in 1968 under AMLA(Administration of Muslim Law Act)

A Statutory Board of the Ministry of Culture,

Community and Youth (MCCY)

Building Strong Social

Trust

Shaping Progressive

Religious Life

Empowering the Poor & Needy for

Self-Reliance

Managing Community’s

Assets

A Gracious Muslim Community of Excellence That Inspires And Radiates Blessings To AllVISION

To work with the community in developing a profound religious life and dynamic institutionsMISSION Integrity Consultative & Inclusive Transformational

VALUES

Vision, Mission, Values & Strategic Priority

Results & Progress

• Improve team collaboration and cohesiveness• Better demonstration of desired behaviours by staff

and management• Better resource allocation reducing workload• Holistic interventions programmes• L.O.V.E – increase common language• Development of Competency Framework

Thank You


03 Culture Transformation Tools (“CTT”)



51

Barrett Values Centre – Vision, Mission & Values


54

wwww.valuescentre.com/pva


55


56


57

My 3 personal values

1. Choose your 3 most important values…

2. Why are they important for you?

3. Are they seen in your behaviour?

4. Share with a friend…


58

Our values reflect our focus Values show our energies and is the base for our decisions!

Inclusiveness

PositivePotentially limiting (L)

Individual (I)Relationship (R)Organisational (O)Societal (S)

Common goodTransformationSelf interest

Service to humanityMaking a differenceInternal CohesionTransformationSelf-EsteemRelationshipSurvival

FinanceExternal RelationsFitnessCultureSocietal ContributionEvolution

SpiritualMentalEmotionalPhysical

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

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

Self-Actualization

Richard Barrett

Safety

Love & Belonging

Self-esteem

Physiological

Safety

Love & Belonging

Self-esteem

Know and Understand

Abraham Maslow

Seven Levels of Consciousness©

Selfless serviceBeing your purpose. Compassion, humility, forgiveness. Caring for humanity and the planet.

Service to humanity and societal contributionSocial responsibility, long-term perspective, ethics, compassion and humility.

Global sustainabilityHuman rights, long-term perspective, ecological resilience, peace, focus on future generations. Global perspective.

Making a positive difference in the worldLiving your purpose. Empathy, alliances, intuition, mentoring and focus on wellbeing (physical, emotional, mental, spiritual).

Internal/External collaboration, community involvementEnvironmental awareness, employee fulfilment, coaching/mentoring and caring for the local community.

Strategic alliances and regional partnershipsRegional collaboration, environmental awareness, quality of life, community involvement and sustainability. Caring for nature.

Finding meaning in existenceFinding your purpose. Integrity, honesty, authenticity, passion, enthusiasm, creativity, and humour & fun.

Sense of purpose and strong internal communityShared vision and values. Commitment, creativity, enthusiasm, integrity, honesty, generosity, fairness, openness, transparency and trust.

Strong cohesive cultureShared vision and values. Fairness, transparency, trust, honesty and social cohesion. Positive collective spirit.

Letting go of fearsFinding the courage to grow and develop. Adaptability, life long learning, continuous renewal and personal growth.

On-going improvement and employee participationAdaptability, accountability, empowerment, teamwork, goals orientation and continuous improvement.

Democratic processes and continuous renewalFreedom, equality, empowerment, accountability, adaptability, entrepreneurship and consensus.

Feeling a sense of self-worthConfidence, competence, self-reliance.Fear: I am not enough.Leads to need for power, authority or status seeking.

High performance systems and processesReliability, quality, efficiency, productivity and excellence. Bureaucracy, hierarchy, confusion, and complacency.

Institutional effectivenessLaw abiding, community/national pride, governmental efficiency and high quality public services. Bureaucracy, central control, elitism, complacency and apathy.

Feeling protected and lovedFamily, friendship, loyalty, respect.Fear: I am not loved enough. Leads to jealousy, blame and discrimination.

Positive relationships that support organisation needsLoyalty, open communication, customer satisfaction. Manipulation, blame, favouritism and internal competition.

Sense of belonging and social stabilityNeighbourliness, conflict resolution, racial harmony and a focus on family and friendships. Inequality, discrimination, intolerance, hatred, loneliness/isolation.

Satisfying physiological and survival needsHealth, security, financial stability.Fear: I do not have enough.Leads to control, domination and caution.

Financial viability and people safetyFinancial performance, organisational growth, and employee health and safety. Control, greed, exploitation and micro-management.

Economic stability and citizen securityProsperity, health care, employment, emergency services/defence and social safety nets. Corruption, violence, poverty, environmental pollution and greed.

Personal Organisational Community/Society

Sel

f in

tere

stC

om

mo

n G

oo

d

Survival

Relationship

Self-esteem

Transformation

Internal Cohesion

Making adifference

Service

Positive Focus/ Excessive Focuswww.valuescentre.com


63

Make the invisible visible!

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

2. Please select ten of the following values/behaviours that most reflect how your organisation currently operates.

3. Please select ten of the following values/behaviours that, in your opinion, are essential for your organisation to be a high performance one.

Three Questions:~80

personal values

(tailored)

~90 organization

alvalues

(tailored)

Placement of Values by Level

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 100 Employees

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

Volvo ITSMM Fourth Step – 27 May 201065

Volvo IT Senior Managers (104)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Personal Values Current Culture Values Desired Culture Values

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

Matches

PV - CC 2CC - DC 4PV - DC 5

Health Index (PL)

PV: 10-0CC: 10-0DC: 10-0

1. commitment 61 5(I)

2. trust 48 5(R)

3. honesty 43 5(I)

4. cooperation 42 5(R)

5. respect 42 2(R)

6. humour/fun 41 5(I)

7. accountability 32 4(R)

8. integrity 32 5(I)

9. openness 30 5(R)

10. courage 29 4(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. global perspective 48 3(O)

2. cost-consciousness 43 3(O)


38 6(O)


5. customer satisfaction 32 2(O)

6. challenge 31 4(O)

7. professionalism 29 3(O)

8. cooperation 28 5(R)

9. results orientation 26 3(O)

10. financial stability 24 1(O)

1. global perspective 38 3(O)


37 6(O)

3. trust 36 5(R)


5. professionalism 33 3(O)

6. accountability 32 4(R)

7. continuous improvement

32 4(O)

8. humour/fun 32 5(O)

9. respect 28 2(R)

10. innovation 26 4(I)

Values Plot Copyright 2010 Barrett Values Centre May 2010

Volvo IT Senior Managers (104)

Current Culture Values Desired Culture Values

Finance Finance

Fitness Client Relations

Evolution Culture

Societal Contribution


Current Culture

Desired Culture

Finance

cost-consciousness

financial stability

Fitness

professionalism

results orientation

professionalism

accountability

Client Relations

customer collaboration

customer satisfaction

customer collaboration

Evolution challenge

continuous improvement

innovation

Culture cooperation

trust

humour/fun

respect


Business Needs Copyright 2010 Barrett Values Centre May 2010

Volvo IT

Volvo IT Strategic Focus Areas 2010 - 2012

Current Culture Values Desired Culture Values

Finance Finance

Fitness Client Relations

Evolution Culture



Volvo IT Management May2010

Distribution of Values by LevelCurrent Culture 100 Employees

11%

1

2

3

4

5

6

7

Cultural Entropy

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

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 Values Leader’s Values

The culture ofan organisationis a reflectionof leadership consciousness.


71

The Impact on Performance

0% 5% 10% 15% 20% 25% 30%25%

35%

45%

55%

65%

75%

85%

Cultural Entropy

Empl

oyee

Eng

agem

ent

Source: Hewitt and Barrett Values Centre – 163 organisations in Australia and New Zealand 2008


72

Low Cultural 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%

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


73

13%

5%

13%

12%

6%

15%Level 3

Level 2

Level 1

EntropyProfitAlignment

A reduction in entropy and increased values alignment lead to improved

financial performance.

PV CC DC

Impact of Cultural Evolution


04 Leadership Transformation



Seven Levels of Leadership Consciousness

Service

Making a Difference

Internal Cohesion

Transformation

Self-Esteem

Relationship

Survival

Wisdom/Visionary

Mentor/Partner

Motivator/Inspirer

Faciliator/Influencer

Manager/Organiser

Relationship Manager

Crisis Director


Who would you like to have as your leader?

1. commitment2. control (L)

3. ambition4. result oriented5. demanding (L)

6. experience7. goal oriented8. authoritarian (L)

9. humor/fun

10. power (L)

1. commitment2. positive attitude3. accessible

4. teamwork5. trust6. integrity7. accountability8. customer satisfaction9. enthusiasm10. fair

Maria Carole

Based on 3600 Leadership Values Feedback

carried out on 100 leaders from 19 countries (2008-2010)

Low Entropy Leaders (0-6%)

High Entropy Leaders (21%+)

What the best leaders focus on: Values that create internal cohesion …

Internal Cohesion

Self- Esteem

The level of entropy represents the degree of potential challenges that may prevent a leader from achieving the organisation’s success outcomes

Entropy Impact

0-6% Healthy: Authentic individual. Decision-making is not driven by subconscious fears.

7-10% Minor Issues: Requiring leaders to examine how their fear-based behaviours and actions are affecting people around them and/ or their degree of work/life balance.

11-15% Moderate Issues: Requiring leaders to examine how their fear-based behaviours may be compromising relationships with peers and subordinates, and negatively impacting their professional goals.

16-20% Significant Issues: Requiring leaders to examine how their fear-based behaviours may be undermining their personal integrity and trustworthiness, and negatively impacting their professional and personal goals.

21%+ Critical Issues: Requiring leaders to examine how their fear-based behaviours are compromising their ability to inspire and support their subordinates and collaborate effectively with their peers.


Tracking Our ProgressS/N Item Timeline

1 Employee Engagement Survey Overall engagement of staff

On-going

2 2-Days Leadership Development Programme Alignment on what it means to be a Leader at XYZ Living and leading the XYZ core values Leadership skills

Completed

3 Monthly check-in (“Senior Management Huddles”) on how we are doing and areas for follow-up (for next 6 months) Gather feedback from Staff (Across Levels) – 4 interviews monthly (“dipstick”) 1-hour follow up with Senior Management (interview) – every 8 weeks Mini-dialogue and huddle with senior management team - every 6-8 weeks

Jan, March and June 2013 Sessions

Completed

On-going4 Leadership Values Assessment

360 degree assessment on leadership performance of ManagementIncludes one 3-hour feedback and action planning session for Management

On-going (10 have completed)

5 Focus Group Session with Staff Leadership performance

Sep 2013

6 Management Team Assessment through Small Group Assessment Tool (1 year)Trending and identifying shifts towards desired management cultureMeasuring entropy

Oct 2013


• There is observable commitment to the Rules of Engagement• Atmosphere in management meetings is now less tense because Directors are

generally more open and “professional” in their conduct. There is genuine effort by all to listen more these day; more objective.

• It is encouraging to see management trying to support and elevate one another (e.g. “that’s a good idea” / “I agree with you”)

• It is visible that there are attempts to reach out. The Directors are communicating more among themselves. MD walks around more often to engage staff and actively seeks feedback from ground.

• Directors are more positive with their behaviour in front of their teams, and appear less emotional and exercise more restraint.

• There is less talk on the ground of in-fighting within the management team.• There is a general perception on the ground that relationships within the

management team have improved.• Directors appear to have taken steps to trust and empower staff• More cross department participation (in terms of social gatherings)

Feedback Gathered from Staff InterviewsOn Senior Management Team


When Leaders Transform the Organisation Transforms



OBJECTIVE

SUBJECTIVE

Character Actions and Behaviours

of the Leaders

PersonalityValues and Beliefs

of the Leaders

Culture Values and Beliefs of the Organization


Environment

StructuresActions and Behaviours

of the Organization

22 44

11 33


Whole System Transformation Evolution



OBJECTIVE

SUBJECTIVE


Environment

22 44

11 33

Mission

Alignment

Structural

Alignment

Values

Alignment

Personal

Alignment

Character Actions and Behaviours

of the Leaders

PersonalityValues and Beliefs

of the Leaders

Culture Values and Beliefs of the Organization

StructuresActions and Behaviours

of the Organization

creating a sustainable culture of high performancev8

Business

red89 green89

buck passing

risk averse

workershippersonal

intellectual

limitshared

system approach

wilber integral