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A Organização dirigida par ValoresRichard Barrett
MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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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
WHY A VALUES-DRIVEN CULTURE?
Values Alignment
Perf
orm
ance
BECAUSE VALUES-DRIVEN CULTURES ARE THE MOST SUCCESSFUL ON THE PLANET
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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WHY ARE VALUES-DRIVEN CULTURES THE MOST SUCCESSFUL?
BECAUSE THEY CARE ABOUT THE NEEDS OF THEIR EMPLOYEES, AND …
… THEY ALSO CARE ABOUT THE NEEDS OF ALL THEIR STAKEHOLDERS
Suppliers Community
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)
“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”
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.
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.
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
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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The Most Important Thing to Remember
What motivates employees is the
satisfaction of their needs.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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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.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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The Most Important Thing to Remember
1. We are motivated by the needs of the stage of psychological development we are at or the stages we have passed through where we have important or unmet needs.
2. We value what we need or what we consider to be important.
3. Therefore, our values are an reflection of the stages of psychological development we are operating from.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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What Employees Value
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
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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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
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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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.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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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
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Stages of Psychological Development
Surviving
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Stages of Psychological Development
INFANCY 0-2 Years Old
Staying alive!
Satisfying physiological and nutritional needs
Surviving
Stage Motivation
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Stages of Psychological Development
Conforming
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Stages of Psychological Development
Conforming
Stage Motivation
CHILDHOOD 3-7 Years Old
Feeling safe!
Satisfying need for love, and belonging.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Stages of Psychological Development
Differentiating
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Stages of Psychological Development
Differentiating
Stage Motivation
TEENAGER +8-24 Years Old
Feeling secure!
Satisfying need for respect and recognition.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Stages of Psychological Development
Individuating
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Stages of Psychological Development
Individuating
Stage Motivation
YOUNG ADULT25-39 Years Old
Releasing your fears!
Satisfying need for freedom and autonomy.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Stages of Psychological Development
Self-actualising
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Stages of Psychological Development
Self-actualising
Stage Motivation
ADULTHOOD40-49 Years Old
Becoming who you are!
Satisfying need to find meaning and purpose.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Stages of Psychological Development
Integrating
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Stages of Psychological Development
Integrating
Stage Motivation
MATURE ADULT50-59 Years Old
Aligning with others!
Satisfying need to make a difference in the world.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Stages of Psychological Development
Serving
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Stages of Psychological Development
ServingStage Motivation
SENIOR60+ Years Old
Finding fulfilment!
Satisfying your need to serve the greater good.
BUILDING A VALUES-DRIVEN CULTURE
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
The Seven Levels of Consciousness Model
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
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
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
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
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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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
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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SEPARATION AND ISOLATION COMMUNITY AND COHESION
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
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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The Culture Change Process
1. Cultural Values
Assessment
2. Share results and start dialogue
3. Prioritize values
4. Identify behaviours
5. Create culture development
plan
6. Implement changes and programmes
ENTROPY
PERFORMANCE
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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BUILDING A VALUES-DRIVEN ORGANSIATION
START WITH A VALUES SURVEY
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.
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
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
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
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
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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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.
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)
7
6
5
4
3
2
1
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 Distribution June 22, 2015Copyright 2015 Barrett Values Centre
Positive Values
Potentially Limiting Values
Current Culture Values
Desired Culture Values
C
T
S 2
1
3
4
5
6
7
C = Common GoodT = Transformation
S = 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%
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.
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.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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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?
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
59
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.
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
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
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
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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
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 Values
7
6
5
4
3
2
1
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 MatchP=PositiveL=Potentially Limiting (white circle)
I=IndividualR=RelationshipO=OrganisationalS=Societal
Entropy = 27%
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 Values
Potentially 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
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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BUILDING A VALUES-DRIVEN CULTURETHE JOURNEY
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%
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%
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.
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.
Cultural Entropy Evolution
Cultural entropy reduction led to improved performance through increased employee engagement, increased revenues, improved productivity, and increase in share price. 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
0%
5%
10%
15%
20%
25%
30%
25%
19%17%
14%13% 13%
11%10%
11%13%
Cutlural Entropy
Income Evolution
2005 2006 2007 2008 2009 2010 2011 2012 2013 20140
5000
10000
15000
20000
25000
30000
35000
40000
45000
0%
5%
10%
15%
20%
25%
30%
Income Cultural Entropy
Annual income
increases as cultural
entropy falls.
Global Economic Meltdown
2005 2006 2007 2008 2009 2010 2011 2012 2013 20140
200
400
600
800
1000
1200
1400
0%
5%
10%
15%
20%
25%
30%
Revenue per Capita Cultural Entropy
Income per capita
increases as cultural
entropy falls.
Productivity Evolution
Global Economic Meltdown
2005 2006 2007 2008 2009 2010 2011 2012 2013 20140
2000
4000
6000
8000
10000
12000
0%
5%
10%
15%
20%
25%
30%
Profit Cutlural Entropy
Profit increases as cultural
entropy falls.
Profit Evolution
Global Economic Meltdown
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
74
Books in Portuguese in Brazil
Brazil National Assessment: Group (2544)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 0-0-0-0 | IROS (L)= 3-2-5-0 IROS (P)= 1-1-5-3 | IROS (L)= 0-0-0-0
Matches
PV - CC
0CC - DC
0PV - DC
2
Health Index (PL)
PV: 10-0CC: 0-10DC: 10-0
1. friendship 1295 2(R)
2. family 1132 2(R)
3. honesty 1005 5(I)
4. respect 951 2(R)
5. humility 885 7(I)
6. humour/fun 876 5(I)
7. health 741 1(I)
8. fairness 678 5(R)
9. hope 677 4(I)
10. patience 659 5(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. corruption (L) 1382 1(O)
2. poverty (L) 1329 1(I)
3. crime/violence (L) 1316 1(R)
4. unemployment (L) 1229 1(O)
5. illiteracy (L) 963 3(I)
6. environmental pollution (L)
898 1(O)
7. bureaucracy (L) 743 3(O)
8. conflict/aggression (L) 709 2(R)
9. uncertainty about the future (L)
683 1(I)
10. wasted resources (L) 600 3(O)
1. peace 1031 7(S)
2. fairness 718 5(O)
3. poverty reduction 698 1(O)
4. affordable housing 674 1(O)
5. caring for the elderly 673 4(S)
6. employment opportunities
658 1(O)
7. effective healthcare 653 1(O)
8. respect 623 2(R)
9. quality of life 622 6(I)
10. social justice 602 4(S)
Values Plot Copyright 2010 Barrett Values Centre September 2010
3%
1%
1%
7%
16%
9%
25%
7%
14%
17%
0% 20% 40%
1
2
3
4
5
6
7
29%
11%
11%
8%
3%
5%
7%
7%
7%
12%
0% 20% 40%
1
2
3
4
5
6
7
2%
2%
2%
15%
6%
8%
16%
14%
15%
20%
0% 20% 40%
1
2
3
4
5
6
7
Brazil National Assessment: Group (2544)
C
T
S
Values Distribution Copyright 2010 Barrett Values Centre September 2010
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 46-17-37Entropy = 5%
CTS = 21-12-67Entropy = 51%
CTS = 45-20-35Entropy = 6%
Personal Values
Current Culture Values
Desired Culture Values
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
77
For More Information
www.valuescentre.com
www.richardbarrett.net
To get a copy of this presentation go to:
http://www.slideshare.net/BarrettValues
Exercício• Identifique uma situação profissional que esteja gerando
estresse, conflito ou frustração.
• Descreva esta situação:
– Qual é o fato?
– Alguém mais está envolvido?
– Como você tem lidado/reagido a esta situação até o momento?
– Qual é o resultado?
Exercício• Em seguida, escolha 1 valor (da lista seguinte) que pode
ajuda-lo na resolução (ou diminuição) deste estresse, conflito ou frustração.
Lista de Valores
Sinta-se livre para escolher valores que não aparecem nesta lista.
Ambição Envolvimento comunidade Intuição Amizade Equilíbrio (trabalho/pessoal) Lógica Aprendizagem contínua Escutar Lucro Assumir riscos Ética Perdão Autoconfiança Excelência Perseverança Autodisciplina Família Poder Compaixão Fazer a diferença Qualidade Competência Foco na missão Resolução de conflitos Comprometimento Franqueza Respeito Comunicação aberta Futuras gerações Responsabilidade Confiança Generosidade Retorno financeiro Consciência ambiental Honestidade Sabedoria Cooperação Humildade Satisfação pessoal Coragem Humor/alegria Saúde Crescimento pessoal Imparcialidade Segurança Criatividade Independência Segurança no trabalho Cumprir o prometido Iniciativa Sucesso Eficiência Integridade Transparência Empatia Entusiasmo
Visão
Exercício• Valor _______________________
• Crença – o que ele significa para você?
• ________________________________________________
• Comportamentos
• ________________________________________________
• ________________________________________________
• ________________________________________________
Exercício• Agora, imagine-se colocando em prática este valor – a partir
dos 3 comportamentos – na situação que você identificou como estressante.
– O que poderia mudar na sua maneira de lidar com a situação?
– Qual seria o impacto?
– Qual a sua conclusão?
Exercício• Agora que você identificou o valor (comportamentos) que
pode ser útil nesta situação ...
• Identifique qual o comportamento/atitude que você estava utilizando na situação original e que estava criando ou contribuindo para aumentar o nível de estresse ou conflito.
• Comportamento ____________________________________
Exercício• Identifique o medo subjacente em deixar de usar este
comportamento.
– Se eu deixar de __________________________________________ eu vou/a situação vai ___________________________________
Exercício• Agora traduza a afirmação de medo em uma crença
limitante.
• Eu acredito que ____________________________________
Exercício• Crença ____________________________________
• Isso é uma verdade?
• Você pode ter absoluta certeza de que isso é uma verdade?
• Qual a sua reação/emoção quando acredita nesta crença?
• Como fica o seu relacionamento com outras pessoas quando acredita nesta
crença?
• Como fica o seu relacionamento consigo mesmo quando acredita nesta crença?
• Quem você seria/como seria sua vida se você não pudesse acreditar nesta crença?
• Reverta a crença.
– Dê três exemplos.