the values of values september 2015 v4
TRANSCRIPT
![Page 1: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/1.jpg)
The Value of ValuesRichard Barrett
![Page 2: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/2.jpg)
MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
![Page 3: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/3.jpg)
MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
BUT FIRST LET’S TALK ABOUT VALUES
WHAT ARE THEY?WHY ARE THEY IMPORTANT?
![Page 4: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/4.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
4
What are Values?
A shorthand way of describing our individual and collective motivations and what is important to us.
They are the energetic drivers of our aspirations and intentions.
![Page 5: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/5.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
5
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
![Page 6: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/6.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
6
Where do our Values come from?
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.
![Page 7: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/7.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
7
PRIMARY MOTIVATION
THE NEEDS OF THE STAGE OF PSYCYHOLOGICAL DEVELOPMENT YOU ARE AT
![Page 8: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/8.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
8
SECONDARY MOTIVATION
THE UNMET NEEDS OF THE STAGES OF PSYCYHOLOGICAL DEVELOPMENT YOU HAVE PASSED THROUGH
The needs you have failed to master.
![Page 9: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/9.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
9
Facilitating human potential
This is not a book about coaching per se, it is about the framework of human development that coaches need to be familiar with to facilitate the full emergence of their client’s potential.
![Page 10: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/10.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
10
A personal journeyEvery client you coach is on an evolutionary journey of psychological development.
Surviving
Conforming
Differentiating
Individuating
Self-actualizing
Integrating
Serving
![Page 11: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/11.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
11
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
![Page 12: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/12.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
12
Levels of Consciousness
All things being normal, the level of consciousness we operate from will
correspond to the stage of psychological development we have reached.
![Page 13: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/13.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
13
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
![Page 14: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/14.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
14
Stages of Psychological Development
Surviving
![Page 15: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/15.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
15
Stages of Psychological Development
INFANCY 0-2 Years Old
Staying alive!
Satisfying physiological and nutritional needs
Surviving
Stage Motivation
![Page 16: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/16.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
16
Stages of Psychological Development
Conforming
![Page 17: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/17.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
17
Stages of Psychological Development
Conforming
Stage Motivation
CHILDHOOD 3-7 Years Old
Feeling safe!
Satisfying need for love, and belonging.
![Page 18: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/18.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
18
Stages of Psychological Development
Differentiating
![Page 19: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/19.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
19
Stages of Psychological Development
Differentiating
Stage Motivation
TEENAGER +8-24 Years Old
Feeling secure!
Satisfying need for respect and recognition.
![Page 20: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/20.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
20
Stages of Psychological Development
Individuating
![Page 21: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/21.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
21
Stages of Psychological Development
Individuating
Stage Motivation
YOUNG ADULT25-39 Years Old
Releasing your fears!
Satisfying need for freedom and autonomy.
![Page 22: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/22.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
22
Stages of Psychological Development
Self-actualising
![Page 23: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/23.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
23
Stages of Psychological Development
Self-actualising
Stage Motivation
ADULTHOOD40-49 Years Old
Becoming who you are!
Satisfying need to find meaning and purpose.
![Page 24: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/24.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
24
Stages of Psychological Development
Integrating
![Page 25: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/25.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
25
Stages of Psychological Development
Integrating
Stage Motivation
MATURE ADULT50-59 Years Old
Aligning with others!
Satisfying need to make a difference in the world.
![Page 26: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/26.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
26
Stages of Psychological Development
Serving
![Page 27: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/27.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
27
Stages of Psychological Development
ServingStage Motivation
SENIOR60+ Years Old
Finding fulfilment!
Satisfying your need to serve the greater good.
![Page 28: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/28.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
28
What motivates employees is the
satisfaction of their needs.
![Page 29: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/29.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
29
![Page 30: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/30.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
30
![Page 31: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/31.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
31
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.
![Page 32: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/32.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
32
What Employees Value at different levels of consciousness
A safe working environment and pay and ben-efits that are sufficient to take care of family
Opportunities to work in a congenial atmos-phere where people care and respect each other
Opportunities to grow professionally with support, feedback and coaching
Opportunities and challenges by being made accountable for projects and processes
Opportunities for personal growth and develop-ment to support you in living your life purpose
Opportunities to leverage your contribution by collaborating with other like-minded individuals
Opportunities to serve others and care for the well-being of the Earth’s life support systems
Surviving
Relationship
Self-esteem
Transformation
Internal cohesion
Making a difference
Service
Levels of Consciousness Primary Motivations
![Page 33: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/33.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
33
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
![Page 34: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/34.jpg)
WHY A VALUES-DRIVEN CULTURE?
Values Alignment
Perfo
rman
ce
BECAUSE VALUES-DRIVEN CULTURES ARE THE MOST SUCCESSFUL ON THE PLANET
![Page 35: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/35.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
35
WHY ARE VALUES-DRIVEN CULTURES THE MOST SUCCESSFUL?
BECAUSE THEY CARE ABOUT THE NEEDS OF THEIR EMPLOYEES, AND …
![Page 36: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/36.jpg)
… THEY ALSO CARE ABOUT THE NEEDS OF ALL THEIR STAKEHOLDERS
Suppliers Community
![Page 37: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/37.jpg)
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)
![Page 38: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/38.jpg)
“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
“CULTURE EATS STRATEGY FOR BREAKFAST”
![Page 39: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/39.jpg)
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.
![Page 40: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/40.jpg)
BUILDING A VALUES-DRIVEN CULTURE
![Page 41: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/41.jpg)
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
![Page 42: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/42.jpg)
The Seven Levels of Consciousness Model
![Page 43: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/43.jpg)
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
![Page 44: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/44.jpg)
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
![Page 45: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/45.jpg)
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
![Page 46: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/46.jpg)
Stages in the Development of Personal Consciousness
Positive Focus / Excessive Focus
Financial 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
Service
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Making a difference
![Page 47: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/47.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
48
The Shift from “I” to “We”
Service
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
COMMON GOOD AND CONTRIBUTION (WE)
SELF INTEREST AND PERFORMANCE (I)
TRANSFORMATION
Evol
ution
of P
erso
nal C
onsc
ious
ness
Making a difference
![Page 48: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/48.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
49
SEPARATION AND ISOLATION COMMUNITY AND COHESION
![Page 49: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/49.jpg)
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
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Making a difference
![Page 50: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/50.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
51
The Culture Change Process
1. Cultural Values
Assessment2. Share
results and start dialogue
3. Prioritize values
4. Identify behaviours
5. Create culture development
plan
6. Implement changes and programmes
ENTROPY
PERFORMANCE
![Page 51: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/51.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
52
BUILDING A VALUES-DRIVEN ORGANSIATION
START WITH A VALUES SURVEY
![Page 52: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/52.jpg)
The Values Survey
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.
![Page 53: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/53.jpg)
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
![Page 54: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/54.jpg)
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
![Page 55: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/55.jpg)
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
![Page 56: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/56.jpg)
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
![Page 57: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/57.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
58
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.
![Page 58: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/58.jpg)
Highly Engaged Team (19)
customer satisfaction 13 2(O)
making a difference 13 6(S)
commitment 10 5(I)
employee fulfilment 10 6(O)
continuous improvement 9 4(O)
humour/ fun 9 5(O)
shared vision 9 5(O)
customer collaboration 8 6(O)
balance (home/work) 6 4(O)
financial stability 6 1(O)
teamwork 6 4(R)
customer satisfaction 12 2(O)
continuous improvement 10 4(O)
employee fulfilment 10 6(O)
making a difference 9 6(S)
shared vision 9 5(O)
continuous learning 8 4(O)
accountability 6 4(R)
innovation 6 4(O)
teamwork 6 4(R)
trust 6 5(R)
Values Plot June 22, 2015Copyright 2015 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 4CC - DC 6
PV - DC 4
Cultural Entropy:Current Culture
7%
family 15 2(R)
making a difference 13 6(S)
humour/ fun 11 5(I)
well-being (physical/ emotional/ mental/ spiritual)
11 6(I)
continuous learning 10 4(I)
commitment 8 5(I)
accountability 7 4(R)
financial stability 7 1(I)
trust 7 5(R)
compassion 6 7(R)
integrity 6 5(I)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7654321
IRS (P)=6-4-1 IRS (L)=0-0-0 IROS (P)=1-1-8-1 IROS (L)=0-0-0-0 IROS (P)=0-3-6-1 IROS (L)=0-0-0-0
![Page 59: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/59.jpg)
Highly Engaged Team (19)
Personal Values
Values Distribution June 22, 2015Copyright 2015 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%
0%
0%
0%
5%
14%
9%
21%
25%
17%
9%
1
2
3
4
5
6
7
0% 20% 40% 60%
2%
0%
5%
6%
10%
4%
20%
28%
24%
1%
1
2
3
4
5
6
7
0% 20% 40% 60%
0%
0%
0%
5%
9%
10%
27%
23%
22%
4%
CTS = 51-21-28 CTS = 53-20-27 CTS = 49-27-24Cultural Entropy = 0%
Cultural Entropy = 7%Cultural Entropy = 0%
Low level of Cultural Entropy = High level of
Employee Engagement
High level of Values
Alignment
26%
46%
28%
25%
48%
27%
26%
50%
24%
![Page 60: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/60.jpg)
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.
![Page 61: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/61.jpg)
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.
![Page 62: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/62.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
63
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?
![Page 63: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/63.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
64
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.
![Page 64: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/64.jpg)
continuous learning 11 Level 4generosity 11 Level 5commitment 10 Level 5positive attitude 10 Level 5vision 10 Level 7ambitious 9 Level 3making a difference 8 Level 6results orientation 8 Level 3honesty 7 Level 5integrity 7 Level 5intuition 7 Level 6leadership developer 7 Level 6
1. customer satisfaction 16 Level 22. commitment 11 Level 53. continuous learning 11 Level 44. making a difference 11 Level 65. global perspective 9 Level 36. mentoring 9 Level 67. enthusiasm 8 Level 58. leadership development 8 Level 69. integrity 7 Level 510. open communication 7 Level 211. optimism 7 Level 512. 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
![Page 65: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/65.jpg)
The culture ofan organisationis a reflectionof leadership consciousness.
LV A Feedback 14 Assessors
PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0
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
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
![Page 66: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/66.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
67
How to Measure Personal Entropy?
LEADER’S VALUESWhich of the following values/behaviours most reflect how you operate? Pick ten.
ASSESSOR’S OBSERVED VALUES OF LEADERWhich of the following values/behaviours most reflect how Leader “X” operates? Pick ten.
http://www.valuescentre.com/our-products/products-leaders/leadership-values-assessment-lva
LEADERSHIP VALUES ASSESSMENT
![Page 67: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/67.jpg)
long hours (L) 16 3(I)
quality conscious 13 3(O)
drive and determination 12 4(I)
analytical 10 3(I)
commitment 10 5(I)
cautious (L) 8 1(I)
reliable 8 3(R)
achievement 7 3(I)
demanding (L) 7 2(R)
internally competitive (L) 6 2(R)
strategic thinker 6 4(I)
High Entropy Leader (20 Assessors)
Matches 3
adaptability 4(I)
connecting with stakeholders 6(R)
drive and determination 4(I)
goals orientation 4(O)
innovative 4(I)
long hours (L) 3(I)
making a difference 6(O)
strategic thinker 4(I)
vision 7(I)
win-win partnerships 6(O)
Level Leader Observed Values7654321
PL= 9-1 | IROS (P)=5-1-3-0 | IROS (L)=1-0-0-0 PL= 7-4 | IROS (P)=5-1-1-0 | IROS (L)=2-2-0-0
Orange=Values Match P=PositiveL=Potentially Limiting (white circle)
I=IndividualR=RelationshipO=OrganisationalS=Societal
Entropy = 27%
![Page 68: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/68.jpg)
1
2
3
4
5
6
7
0% 20% 40% 60%
10%
50%
30%
10%
CTS = 40-50-10Entropy = 10%
CTS = 20-20-60
Entropy = 27%
Leader
High Entropy Leader (20 Assessors)
Positive ValuesPotentially Limiting Values
Observed Values
C
T
S
C=Common GoodT=TransformationS=Self-Interest
1
2
3
4
5
6
7
0% 20% 40% 60%
9%
8%
10%
1%
7%
25%
20%
12%
5%
3%
1
2
3
4
5
6
7
![Page 69: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/69.jpg)
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
70
BUILDING A VALUES-DRIVEN CULTURETHE JOURNEY
![Page 70: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/70.jpg)
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%
4 Matches CC-DCEntropy 19%
4 Matches CC-DCEntropy 17%
5 Matches CC-DCEntropy 14%
![Page 71: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/71.jpg)
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
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%
![Page 72: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/72.jpg)
SA Bank: 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.
![Page 73: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/73.jpg)
Evolution of Number of Survey Participants
20052006200720082009201020112012201320140%
10%
20%
30%
40%
50%
60%
70%
80%
90%
8%
25%
38%
51%
67%73%
77% 75% 74% 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.
![Page 74: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/74.jpg)
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
![Page 75: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/75.jpg)
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
![Page 76: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/76.jpg)
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
![Page 77: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/77.jpg)
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
![Page 78: The values of values september 2015 v4](https://reader035.vdocuments.net/reader035/viewer/2022062412/587b5f511a28ab38258b53f5/html5/thumbnails/78.jpg)
Books by Richard Barrett
1998 2006 2010 20111995
2012 2013 2014 2015 2016 Forthcoming