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

Employee Value(s) Proposition

phil@valuescentre.com – January 2011

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Values – The building blocks of culture

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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

What is culture?

Talent Financial viability

Excellence Ethics Resilience

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Employee Value Proposition

1. long hours (L)2. being the best3. cost reduction (L)4. poor communication (L)5. client collaboration6. bureaucracy (L)7. confusion (L)8. arrogance (L)9. hierarchy (L)10. silo mentality (L)

Cultural Entropy 37%

1. accountability2. customer satisfaction 3. being the best 4. commitment 5. compassion 6. continuous improvement 7. integrity8. teamwork 9. cost effectiveness10. respect

Cultural Entropy 9%

Core Valuesclient collaborationteamworkdeliverymeritocracyintegrity

Core values (I-Care)integritycompassionaccountabilityrespectexcellence

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Values impact on career choice & fulfilment?

BVC Research in Conjunction with AACN & HHNA - 2001

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Organisational transformation starts

with the personal transformation of the

leaders

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Cultural Evolution Begins with Personal Evolution

The culture ofan organisationis a reflectionof the leadership consciousness.

power (L) 11 Level 3

blame (L) 10 Level 2

demanding (L) 10 Level 2

manipulative (L) 10 Level 2

experience 9 Level 3

controlling (L) 8 Level 1

arrogant (L) 7 Level 3

authoritarian (L) 6 Level 1

exploitative (L) 6 Level 1

ruthless (L) 6 Level 1

1. short-term focus (L) 13 Level 1

2. blame (L) 11 Level 2

3. manipulation (L) 10 Level 2

4. caution (L) 7 Level 1

5. cynicism (L) 7 Level 3

6. bureaucracy (L) 6 Level 3

7. control (L) 6 Level 1

8. cost reduction 5 Level 1

9. empire building (L) 5 Level 2

10. image (L) 5 Level 3

11. long hours (L) 5 Level 3

LV A Feedback 14 Assessors

PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0

CVA Current Culture

PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0

Cultural Entropy 38% Personal Entropy 64%

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The culture ofan organisationis a reflectionof the leadership consciousness.

continuous learning 11 Level 4

generosity 11 Level 5

commitment 10 Level 5

positive attitude 10 Level 5

vision 10 Level 7

ambitious 9 Level 3

making a difference 8 Level 6

results orientation 8 Level 3

honesty 7 Level 5

integrity 7 Level 5

intuition 7 Level 6

leadership developer 7 Level 6

1. customer satisfaction 16 Level 2

2. commitment 11 Level 5

3. continuous learning 11 Level 4

4. making a difference 11 Level 6

5. global perspective 9 Level 3

6. mentoring 9 Level 6

7. enthusiasm 8 Level 5

8. leadership development 8 Level 6

9. integrity 7 Level 5

10. open communication 7 Level 2

11. optimism 7 Level 5

12. shared values 7 Level 5

CVA Current Culture

PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0

LV A Feedback 27 Assessors

PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0

Cultural Evolution Begins with Personal Evolution

Cultural Entropy 7% Personal Entropy 9%

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Maslow’s Needs to Barrett’s Consciousness

Know and Understand

Physiological

Safety

Love & Belonging

Self-esteemAbraham Maslow

Know and Understand

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

Self-Actualization

Richard Barrett

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Story of a full spectrum organisation

• Level 7 – Ethical behaviour; doing things because it is the right thing to do. Long term perspective and serving the greater good.

• Level 6 – Collaborative working environment, win-win outcomes. Focus on leadership development that makes a difference. Sustainability and environmental awareness.

• Level 5 – Clear vision and the values are lived and demonstrated by the senior team in their decision making. High levels of trust and honesty.

• Level 4 – Staff feeling engaged and empowered. Business is continually improving and developing.

• Level 3 – High performing systems. e.g. fast mortgage decisions and accurate statements. People feel a sense of pride when they tell others who they work for.

• Level 2 – Satisfied customers and staff. Respectful and open communication.

• Level 1 – Profitable, financially stable, fair prices and pay? Good working conditions.

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7 Levels of Organisational Consciousness

Positive Focus / Excessive Focus

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Relationship

SurvivalFinancial StabilityShareholder value, organisational growth, employee health, safety. Control, corruption, greed

Employee RecognitionLoyalty, 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 Internal CommunityShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency

Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfilment, coaching/mentoring

Service To Humanity and the PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humility

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Survey Questions

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

2) Current Culture ValuesPlease select ten of the following values/behaviours that most reflect how your organisation currently operates.

3) Desired Culture ValuesPlease select ten of the following values/behaviours that you would desire for your organisation to achieve it's highest performance.

14www.valuescentre.com

CBT Staff (154)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Personal Values Current Culture Values Desired Culture Values

PL= 10-0 | IRS (P)= 7-3-0 | IRS (L)= 0-0-0 PL= 4-6 | IROS (P)= 0-0-4-0 | IROS (L)= 1-0-5-0 PL= 10-0 | IROS (P)= 1-2-7-0 | IROS (L)= 0-0-0-0

Matches

PV - CC 0CC - DC 1PV - DC 1

1. honesty 61 Level 5

2. commitment 60 Level 5

3. humor/fun 53 Level 5

4. reliability 51 Level 3

5. enthusiasm 44 Level 5

6. adaptability 43 Level 4

7. family 37 Level 2

8. integrity 34 Level 5

9. trust 34 Level 5

10. balance (home/work) 32 Level 4

Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational

Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal

1. cost reduction 76 Level 1

2. bureaucracy (L) 66 Level 3

3. confusion (L) 61 Level 3

4. profit 54 Level 1

5. information hoarding (L)

47 Level 3

6. short-term focus (L) 47 Level 1

7. hierarchical (L) 45 Level 3

8. results orientation 39 Level 3

9. client focus 38 Level 2

10. empire building (L) 36 Level 2

1. client satisfaction 66 Level 2

2. employee fulfillment 65 Level 6

3. continuous improvement 58 Level 4

4. effective communication 56 Level 2

5. teamwork 50 Level 4

6. financial stability 44 Level 1

7. adaptability 42 Level 4

8. client focus 38 Level 2

9. professionalism 35 Level 3

10. vision 35 Level 7

Values Plot Copyright 2008 Barrett Values Centre August 2008

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Cost of Limiting Values

• Short-term Focus£3,489,818

• Confusion£3,178,636

• Bureaucracy (unnecessary)£1,799,618

• Empire Building£1,764,682

• Information Hoarding£1,634,045

• Sickness and Leavers £834,225

• Hierarchical £624,327

• Long Hours £187,909

• Total Entropy (potential business value) £13,504,261

Based on staff’s perception of lost productivity and opportunity. Annual income £33,000,000 and loss of £500,000 in 2000.

Investment Leadership – Jim Ware’s book contains data showing the comparison between healthy and unhealthy cultures and bottom line performance.

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Cost of Limiting Values

1. over-engineering (L)

2. bureaucracy (L)

3. complacency (L)

4. job security (L)

5. inefficiency (L)

6. inflexibility (L)

7. risk-averse (L)

8. hierarchical (L)

9. tradition (L)

10. control (L)

11. cynicism (L)

12. short-term orientation (L)

13. turfism (L)

Exec Team Estimate of Costs

€5.4bn per year

(€7bn income - €235,000 profit)

European Corp Current Culture250,000 employees

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Values Beliefs & Behaviours

AccountabilityAchievementBalance (home/work)CommitmentCompassionCompetenceContinuous learningCooperationCourageCreativityEnthusiasmEfficiencyEthics

ExcellenceFairnessFamilyFinancial gainFriendshipsFuture generationsHealthHonestyHumor/funIndependenceIntegrityInitiativeIntuition

Making a differenceOpen communicationOpennessPersonal fulfillmentPersonal growthPowerRespectResponsibilityRisk-takingSelf-disciplineSuccessTrustWisdom

1) Choose three values that are important to you in your life2) What are your beliefs that support these values3) What behaviours do you exhibit that support these values

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Cultural Evolution – Whole System Change

PersonalityIndividual values and beliefs

CharacterIndividual behaviors

CultureGroup values and beliefs

Social StructuresGroup behaviors

Values Behaviors

Personal Alignment

Structural Alignment

Values Alignment

Mission Alignment

Individual

Collective

Thank you Ken Wilber

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2006

Democratising Leadership

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Leadership Development Learning System

The Book

The Web Site

The Journals and Workbooks

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Full Spectrum Leadership (Self Assessment)

http://www.valuescentre.com/resources/?sec=exercises

The purpose of our lives is to be happy Dalai

Lama

Happiness is the extent to which you live in love, as opposed to living in fear. Phil

Clothier

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To Get More Information – Phil Clothier

For this presentation:

o http://www.slideshare.net/PhilClothier

For Stories of Social Measurement and Change:

o http://www.bit.ly/eL9zQF

For information on Barrett Values Centre:

o http://www.valuescentre.com

For the New Leadership Paradigm Learning System:

o http://www.newleadershipparadigm.com

For the On-line Values Journal:

o http://www.valuesjournal.com

For my Blog:

o http://philclothier.posterous.com/

For Twitter:

o http://www.twitter.com/philclothier