Nuremberg: Culture and values in project work April 2016

Culture and Values in Project WorkRichard Barrett

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

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MY SPEECH TODAY

HOW TO CREATE A VALUES-DRIVEN CULTURE

MY TALK THIS MORNINGCULTURE AND VALUES IN PROJECT

WORK

BUT FIRST WHO AM I?


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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.


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Organizational Transformation

“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 Global Business, Babson College, USA.


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2014 2016

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


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… powerful metrics to support leaders in building values-

driven organizations and values-driven

societies.

Barrett Values Centre provides …

Phil Clothier, CEO of Barrett Values Centre.

Cultural Transformation Tools

MEASUREMENT TOOLS FOR INDIVIDUALS

Personal Values AssessmentIndividual Values AssessmentLeadership Development ReportLeadership Values Assessment

MEASUREMENT TOOLS FOR HUMAN GROUP STRUCTURES

Cultural Values AssessmentCultural Evolution ReportEspoused Values AnalysisSmall Group AssessmentMerger/Compatibility ReportCustomer Values AssessmentCommunity Values AssessmentNational Values Assessment


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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


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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

MY SPEECH TODAY


THE FIRST QUESTION WE MUST ASK IS

WHAT IS PROJECT WORK?


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Project work involves …

A group of people working together over a fixed period of time to complete a piece of work.

• They may or may not know each other.• They may or may not be from different professions.• They may or may not be from different countries.• They may or may not be from different companies.


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Project work involves …

A diverse team of people who share the same goal.


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A successful team is …

… a group of many hands with one goal and one mind.


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Building the one mind is the hard part…

Defining the one goal is usually the easy part …


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The Four Quadrants

The way I am “My values”

My contribution to the project

INTERNAL EXTERNAL

INDIVIDUAL

TEAM The way we are“Team values”

Our contribution to the project


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The Four Quadrants

The way I am “My values”

My contribution to the team

MIND ALIGNMENT

VISION AND GOAL ALIGNMENT

INTERNAL EXTERNAL

INDIVIDUAL

TEAM


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SEPARATION AND ISOLATION COMMUNITY AND COHESION

The key to building the one mind:

Engineering the shift from “I” to “We”


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I am going to show you values assessments of two teams.

Based on the results, I want you to decide which team you would

choose to work in.


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Customer satisfactionMaking a difference

CommitmentEmployee fulfilment

Continuous improvementHumour/funShared vision

Customer collaborationBalance (home/work)

Teamwork

CURRENT CULTURE of TEAM “A”

Long hours(L)Confusion (L)

Short-term focus (L)Blame (L)

Information hoarding (L)

Manipulation (L)Hierarchy (L)

Results orientationBureaucracy (L)

Quality

CURRENT CULTURE of TEAM “B”


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Which of these teams do you think is the most successful?

Customer satisfactionMaking a difference

CommitmentEmployee fulfilment

Continuous improvementHumour/funShared vision

Customer collaborationBalance (home/work)

Teamwork

Long hours(L)Confusion (L)

Short-term focus (L)Blame (L)

Information hoarding (L)Manipulation (L)

Hierarchy (L)Results orientation

Bureaucracy (L)Quality

CURRENT CULTURE of TEAM “A”

CURRENT CULTURE of TEAM “B”


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Creating the One Mind …

MISSION ALIGNMENT VALUES ALIGNMENT

• Clarity on goal• Clarity on purpose• Clarity on intention

• Clarity on values• Clarity on behaviours• Clarity on consequences

of failing to observe agreed values and behaviours


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STEP 1: MISSION ALIGNMENT

• Clarity on goal—What we want to achieve together or deliver.

• Clarity on purpose—The impact we want the project to have on the beneficiaries of the project.

• Clarity on intention—The mental state or mind set we need to develop to help us deliver the project on time and within budget.


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STEP 2: VALUES ALIGNMENT

• Clarity on values—The values we agree upon that will determine how we work together, and the priority we give to our values in making decisions.

• Clarity on behaviours—Descriptions of the behaviours that allow us to determine if we are living our values.

• Clarity on consequences—The accountability we have to one another if any individual fails to live up to the agreed values and behaviours.


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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.


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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


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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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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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Let’s explore our 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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PERSONAL VALUES ASSESSMENT

www.valuescentre.com/pva


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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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MY SPEECH TODAY


STAGES OF PSYCHOLOGICAL DEVELOPMENT

WHAT ARE THEY?WHY ARE THEY IMPORTANT?


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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 we operate from will

correspond to the stage of psychological development we 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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INFANCY 0-2 Years Old

Staying alive! COMPETENCY

Ability to meet basic physiological needs.

Surviving

Stage Motivation


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Conforming


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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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Differentiating


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Differentiating

Stage Motivation

TEENAGER +8-24Years Old

Distinguishing yourself!CONFIDENCE

Ability to feel respected and recognized by others.


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INDIVIDUATING


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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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SELF-ACTUALIZING


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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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INTEGRATING


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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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SERVING


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SERVINGStage Motivation

SENIOR60+ Years Old

Finding fulfilment! CONTRIBUTION

Ability to satisfy your desire to serve the

greater good.


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What motivates employees is the

satisfaction of their needs.


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What Employees Value at different levels of consciousness

A safe working environment and pay and benefits that are sufficient to take care of family

Opportunities to work in a congenial atmosphere 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


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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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DONALD

TRUMP


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DONALD TRUMP

In the Introduction to The New Leadership

Paradigm I plotted the values of several

leaders based on the books they had written

about leadership.


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DONALD TRUMP

DisciplinedGiving backImage (L)LoyaltyPassionProfitReciprocityRevenge (L)Ruthless (L)Winning

A toxic mixture of

values

2010

Unmet needs


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MY SPEECH TODAY


SEVEN LEVELS OF CONSCIOUSNESS MODEL

ORIGINS AND APPLICATIONS?


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Origins of the Seven Levels Model

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


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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


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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


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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

Seven Levels of Personal ConsciousnessPositive Focus/ Excessive Focus

Service Service to Humanity and the PlanetCompassion, Humility, Future Generations.

Making a DifferenceMaking a Difference in the CommunityActualising Meaning, Collaboration, Intuition, Mentoring, Empathy.

Internal CohesionFinding Meaning in ExistenceIntegrity, Alignment, Authenticity, Creativity, Passion, Honesty, Trust.

TransformationContinuous Growth and DevelopmentAdaptability, Continuous Improvement, Courage, Team Player.

Self-esteemBuilding a Sense of Self WorthPride in Self, Self-Reliant, Self-discipline, Positive Self Image. Arrogance, Status, Power, Glamour, Rigidity.

RelationshipHarmonious RelationshipsFamily, Friendship, Belonging, Open Communication, Ritual. Blame, Jealously, Judgment, Conflict, Gossip.

SurvivalPhysical Survival and SafetyHealth, Nutrition, Financial Stability, Self-Defence.Violence, Greed, Corruption, Territorial.

Seven Levels of Organisational ConsciousnessPositive Focus/ Excessive Focus

ServiceService to Humanity and the PlanetSocial Responsibility, Future Generations, Long-Term Perspective, Ethics, Compassion, Humility.

Making a DifferenceStrategic Alliances and PartnershipsEnvironmental Awareness, Community Involvement, Employee Fulfilment, Coaching/Mentoring.

Internal CohesionBuilding Internal CommunityShared Values, Vision, Commitment, Integrity, Trust, Passion, Creativity, Openness, Transparency.

TransformationContinuous Renewal and LearningAccountability, Adaptability, Empowerment, Teamwork, Goals Orientation, Personal Growth.

Self-esteemHigh PerformanceSystems, Processes, Quality, Best Practices, Pride in Performance. Bureaucracy, Complacency.

RelationshipHarmonious RelationshipsLoyalty, Open Communication, Customer Satisfaction, Friendship. Manipulation, Blame.

SurvivalFinancial StabilityShareholder Value, Organisational Growth, Employee Health, Safety. Control, Corruption, Greed.


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BUILDING A VALUES-DRIVEN TEAM

START WITH A VALUES SURVEY


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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.


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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


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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


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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.


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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


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Cultural Entropy and Employee 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


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Five Levels of Employee EngagementHighly EngagedEntropy 10% or less

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.

EngagedEntropy 11-20%

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 DisengagedEntropy 21-30%

Employees are becoming frustrated, anxious and fearful about not being able to satisfy their needs.

DisengagedEntropy 31-40%

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 DisengagedEntropy 41% +

Employees are unhappy at their work and act out their unhappiness by actively undermining the company, and denigrating those who want to succeed.

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)

teamwork 6 4 (R)



employee fulfilment 10 6(O)


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 PlotCopyright 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)


humour/ fun 11 5(I)

well-being 11 6(I)

continuous learning 10 4(I)

commitment 8 5(I)


financial stability 7 1(I)

trust 7 5(R)

compassion 6 7(R)

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

Highly Engaged Team (19)

Personal Values

Values DistributionCopyright 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

26%

46%

28%

25%

48%

27%

26%

50%

24%

Highly Disengaged Team (24)

confusion (L) 15 3(O)

long hours (L) 12 3(O)

short-term focus (L) 11 1(O)

blame (L) 10 2(R)

information hoarding (L) 9 3(R)

manipulation (L) 8 2(R)

hierarchy (L) 8 3(O)

results orientation 7 3(O)

bureaucracy (L) 6 3(O)

quality 6 3(O)


information sharing 10 4(O)

quality 9 3(O)


teamwork 8 4(R)


professionalism 7 3(O)

efficiency 6 3(O)

balance (home/work) 6 4(O)

continuous learning 6 4(O)

Values PlotCopyright 2016 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 0CC - DC 1

PV - DC 2

Cultural Entropy:Current Culture

47%

commitment 26 5(I)

honesty 12 5(I)

integrity 9 5(I)

adaptability 8 4(I)

continuous learning 8 4(I)

responsibility 8 4(I)

cooperation 8 5(R)

efficiency 7 3(I)

family 6 2(R)

humour/ fun 6 5(I)

Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)

7654321

IRS (P)=9-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-3-5-0 IROS (P)=0-3-8-0 IROS (L)=0-0-0-0

Highly Disengaged Team (24)

Personal Values

Values DistributionCopyright 2016 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%

0%

0%

6%

10%

13%

21%

36%

7%

5%

1

2

3

4

5

6

7

0% 20% 40% 60%

11%

11%

25%

6%

6%

11%

16%

7%

5%

2%

1

2

3

4

5

6

7

0% 20% 40% 60%

2%

0%

0%

3%

10%

18%

32%

23%

9%

3%

CTS = 48-21-31 CTS = 14-16-70 CTS = 35-32-33Cultural Entropy = 2% Cultural Entropy = 2%

Cultural Entropy = 47%

High level of Cultural Entropy

= Low level of Employee

Engagement


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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.


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A QUICK EXERCISE

1. Split up into groups of three.2. You have 5 minutes to agree on a project

that would require a team, and a client for the project.

3. You have 10 minutes to:• Decide on your goal.• Decide on your purpose.• Decide on your intention.

PART 1


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• Clarity on intention—The mental state or mind set we need to develop as an internally cohesive team to help us deliver the project on time and within budget.

A QUICK EXERCISEPART 1


90


STEP 1: MISSION ALIGNMENT



• Clarity on intention—The mental state or mind set we need to develop to help us deliver the project on time and within budget.


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A QUICK EXERCISE

4. You have 10 minutes to:

• Decide on your top four values.

• Decide on your behaviours that support values.

• Decide on your consequences.

PART 2


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STEP 2: VALUES ALIGNMENT

• Clarity on values—The values we agree upon that will determine how we work together, and the priority we give to our values in making decisions.

• Clarity on behaviours—Descriptions of the behaviours that allow us to determine if we are living our values.

• Clarity on consequences—The accountability we have to one another if any individual fails to live up to the agreed values and behaviours.


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Free material on Change & Transformation

To grow a shared culture

To lead people through change

Available on www.valuescentre.com

To plan and lead cultural transformation

Checklist and overview

http://www.valuescentre.com/

For more informationand get a copy of this presentation

go to:

www.richardbarrett.net&

www.valuescentre.com

http://www.richardbarrett.net/

http://www.valuescentre.com/

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