Measuring Conscious Cultures And Conscious Leadership

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www.valuescentre.com 1 www.valuescentre.com www.valuescentre.com Conscious Capitalism Conference Measuring Conscious Cultures and Conscious Leadership Richard Barrett May 2012

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The amazing Full Spectrum Leader Richard Barrett brings yet another outstanding perspective on consciousness.

Transcript of Measuring Conscious Cultures And Conscious Leadership

Page 1: Measuring Conscious Cultures And Conscious Leadership

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

Conscious Capitalism Conference

Measuring Conscious Cultures

and Conscious Leadership

Richard Barrett

May 2012

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The Tenets of Conscious Capitalism

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Why Conscious Capitalism?

Business is a wholly owned subsidiary of society, and society

is wholly owned subsidiary of the environment.

If we lose our environment and our life-support systems,

our society will perish.

If we lose our society, we will lose our economy and our businesses will perish too.

We need to recognise that:

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A New Leadership Paradigm

• A shift from “I” to “we”

• A shift from “what’s in it for me” to “what’s best

for the common good”

• A shift from being the “best in the world” to the

“best for the world”

Conscious Capitalism is based on a New Leadership Paradigm

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The Four Tenets of Conscious Capitalism

Values

Stakeholder

Integration

Higher

Purpose

Conscious

Leadership

Conscious

Culture

Conscious Capitalism is

Values-Driven

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Leadership and Values

Tom Peters, “In Search of Excellence: Lessons from America’s best run companies”, 1983

The real role of the leader is to manage the values of the corporation.

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1. Measure the Consciousness of the Leaders

How do you know if you are being successful

at living the tenets of Conscious Capitalism?

You need to:

2. Measure the Consciousness of the Organization as perceived by employees

3. Measure the Consciousness of the Organization as perceived by customers

and society

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Measuring Consciousness by Mapping Values

Values

Stakeholder

Integration

Higher

Purpose

Conscious

Leadership

Conscious

Culture

Cultural Transformation Tools

We can measure this

with a Cultural

Values Assessment

(CVA)

We can measure this

with a Leadership

Values Assessment

(LVA)

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Measuring the Cultures of Organisations and Mapping the Values of Leaders

1998 2006 2011

Values-Driven

Cultures

Values-Driven

Leadership

Cultural Transformation Tools (CTT)

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Barrett Values Centre World-wide Activities

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The Three Mantras of Organisational Performance

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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 consciousness,

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 Self Leadership

Measure and Map the Values

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Measuring Organizational Consciousness

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Origins of the Cultural Transformation Tools

Growth Needs When these needs are fulfilled they do not go away, they engender deeper levels of motivation and commitment.

Deficiency Needs An 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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Maslow’s Needs to Barrett’s Consciousness

Know and

Understand

Physiological

Safety

Love & Belonging

Self-esteem Abraham 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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Maslow’s Needs to Barrett’s Consciousness

Know and

Understand

Physiological

Safety

Love & Belonging

Self-esteem

Know and Understand

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.

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Stages in the Development of Personal Consciousness

Positive Focus / Excessive Focus

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival Financial Security & Safety Creating a safe secure environment for self and significant others. Control, greed

Belonging Feeling 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 Growth Understanding your deepest motivations, experiencing responsible freedom by letting go of your fears

Finding Personal Meaning Uncovering your sense of purpose and creating a vision for the future you want to create

Collaborating with Partners Working with others to make a positive difference by actively implementing your purpose and vision

Service to Humanity and the Planet Devoting your life in self-less service to your purpose and vision

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Positive Focus / Excessive Focus

Financial Stability Shareholder value, organisational growth, employee health, safety. Control, corruption, greed

Belonging Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame

High Performance Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency

Continuous Renewal and Learning Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth

Building Corporate Community Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency

Strategic Alliances and Partnerships Environmental awareness, community involvement, employee fulfillment, coaching/mentoring

Service To Humanity And The Planet Social responsibility, future generations, long-term perspective, ethics, compassion, humility

Stages in the Development of Organisational Consciousness

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

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Placement of Values by Level

Current Culture 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

4 2 5

7

9

6

8

3

1 10

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

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Cultural Entropy

Distribution of Values by Level

Current Culture 100 Employees

11%

1

2

3

4

5

6

7 Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

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The Values Survey

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Three Questions:

PERSONAL VALUES

Which of the following values and behaviours most reflect who you

are? Pick ten.

CURRENT CULTURE

Which of the following values/behaviours most reflect how your

organisation currently operates? Pick ten.

DESIRED CULTURE

Which of the following values/behaviours most reflect how you

would like your organisation to operate? Pick ten.

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Engineering and Projects Company (339)

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)= 0-2-5-0 | IROS (L)= 1-1-1-0 IROS (P)= 1-3-6-0 | IROS (L)= 0-0-0-0

Matches

PV - CC 1 CC - DC 4 PV - DC 2

Health Index (PL)

PV: 10-0 CC: 7-3

DC: 10-0

1. honesty 169 5(I)

2. accountability 165 4(R)

3. commitment 150 5(I)

4. continuous learning 92 4(I)

5. balance (home/work) 91 4(I)

6. family 91 2(R)

7. self-discipline 91 1(I)

8. responsibility 89 4(I)

9. respect 81 2(R)

10. open communication 76 2(R)

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. continuous improvement

111 4(O)

2. customer satisfaction

111 2(O)

3. safety conscious 102 1(O)

4. cost reduction 88 1(O)

5. job insecurity (L) 77 1(O)

6. inconsistent (L) 75 3(I)

7. teamwork 74 4(R)

8. accountability 71 4(R)

9. blame (L) 71 2(R)

10. corporate image 64 3(O)

1. accountability 180 4(R)

2. customer satisfaction

147 2(O)

3. continuous improvement

143 4(O)

4. employee development 111 4(O)

5. employee recognition 96 2(R)

6. commitment 95 5(I)

7. inspirational leadership 95 6(O)

8. employee fulfilment 94 6(O)

9. teamwork 90 4(R)

10. professionalism 80 3(O)

Values Plot Copyright 2011 Barrett Values Centre February 2011

The values that are important to

employees in their personal

lives.

How employees experience the company - What is working well? What is undermining the sustainability

of the company.

What employees believe is necessary

for the company to achieve

its full potential

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Engineering and Projects Company (339)

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)= 0-2-5-0 | IROS (L)= 1-1-1-0 IROS (P)= 1-3-6-0 | IROS (L)= 0-0-0-0

Matches

PV - CC 1 CC - DC 4 PV - DC 2

Health Index (PL)

PV: 10-0 CC: 7-3

DC: 10-0

1. honesty 169 5(I)

2. accountability 165 4(R)

3. commitment 150 5(I)

4. continuous learning 92 4(I)

5. balance (home/work) 91 4(I)

6. family 91 2(R)

7. self-discipline 91 1(I)

8. responsibility 89 4(I)

9. respect 81 2(R)

10. open communication 76 2(R)

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. continuous improvement

111 4(O)

2. customer satisfaction

111 2(O)

3. safety conscious 102 1(O)

4. cost reduction 88 1(O)

5. job insecurity (L) 77 1(O)

6. inconsistent (L) 75 3(I)

7. teamwork 74 4(R)

8. accountability 71 4(R)

9. blame (L) 71 2(R)

10. corporate image 64 3(O)

1. accountability 180 4(R)

2. customer satisfaction

147 2(O)

3. continuous improvement

143 4(O)

4. employee development 111 4(O)

5. employee recognition 96 2(R)

6. commitment 95 5(I)

7. inspirational leadership 95 6(O)

8. employee fulfilment 94 6(O)

9. teamwork 90 4(R)

10. professionalism 80 3(O)

Values Plot Copyright 2011 Barrett Values Centre February 2011

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1%

1%

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9%

12%

17%

24%

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6%

21%

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Engineering and Projects Company (339)

C

T

S

Values Distribution Copyright 2011 Barrett Values Centre February 2011

C = Common Good T = Transformation

S = Self-Interest

Positive Values

Potentially Limiting

Values

CTS = 38-21-41 Entropy = 3%

CTS = 25-20-55 Entropy = 23%

CTS = 37-27-36 Entropy = 2%

Personal Values

Current Culture Values

Desired Culture Values

Total number of votes for all

values at each level

Cultural Entropy % of Votes for Limiting Values

Common Good

Transformation

Self Interest

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Barrett Values Centre: Group (18)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Personal Values Current Culture Values Desired Culture Values

IRS (P)= 9-2-1 | IRS (L)= 0-0-0 IROS (P)= 1-0-8-1 | IROS (L)= 0-0-0-0 IROS (P)= 2-3-5-1 | IROS (L)= 0-0-0-0

Matches

PV - CC 4 CC - DC 6 PV - DC 4

Health Index (PL)

PV: 12-0 CC: 10-0 DC: 11-0

1. making a difference 9 6(S)

2. accountability 8 4(R)

3. commitment 8 5(I)

4. humor/ fun 8 5(I)

5. integrity 8 5(I)

6. continuous learning 7 4(I)

7. well-being (physical/ emotional/ mental/ spiritual)

7 6(I)

8. balance (home/work) 6 4(I)

9. family 6 2(R)

10. efficiency 5 3(I)

11. excellence 5 3(I)

12. honesty 5 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. commitment 13 5(I)

2. humor/ fun 13 5(O)

3. making a difference 12 6(S)

4. balance (home/work) 11 4(O)

5. customer satisfaction 11 2(O)

6. continuous improvement

10 4(O)

7. employee fulfillment 10 6(O)

8. financial stability 8 1(O)

9. information sharing 6 4(O)

10. shared vision 6 5(O)

1. commitment 10 5(I)

2. customer collaboration 10 6(O)

3. teamwork 10 4(R)

4. employee fulfillment 9 6(O)

5. continuous improvement

8 4(O)

6. accountability 7 4(R)

7. humor/ fun 7 5(O)

8. innovation 7 4(I)

9. making a difference 7 6(S)

10. shared vision 7 5(O)

11. trust 7 5(R)

Values Plot Copyright 2011 Barrett Values Centre December 2011

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0%

0%

0%

3%

10%

11%

29%

14%

10%

23%

0% 20% 40%

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Barrett Values Centre: Group (18)

C

T

S

Values Distribution Copyright 2011 Barrett Values Centre December 2011

C = Common Good T = Transformation

S = Self-Interest

Positive Values

Potentially Limiting

Values

CTS = 53-23-24 Entropy = 0%

CTS = 50-26-24

Entropy = 3% CTS = 53-28-19 Entropy = 1%

Personal Values

Current Culture Values

Desired Culture Values

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Barrett Values Centre: Group (18)

Current Culture Values Desired Culture Values

Finance Finance

Fitness Client

Relations

Evolution Culture

Societal

Contribution

Societal

Contribution

Current Culture Desired Culture

Finance financial stability

Fitness accountability

Client Relations

customer

satisfaction

customer

collaboration

Evolution continuous

improvement

continuous

improvement

innovation

Culture

humor/ fun

balance

(home/work)

employee

fulfillment

shared vision

teamwork

employee

fulfillment

humor/ fun

shared vision

trust

Societal Contribution

making a

difference

making a

difference

Business Needs Copyright 2011 Barrett Values Centre December 2011

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Barrett Values Centre: Group (18)

Values Jumps Table Copyright 2011 Barrett Values Centre December 2011

Value Current Culture Votes

Desired Culture Votes

Jump

teamwork 4 10 6

customer collaboration 5 10 5

accountability 2 7 5

innovation 2 7 5

strategic alliances 0 5 5

adaptability 1 5 4

trust 4 7 3

coaching/ mentoring 1 4 3

leadership development 0 3 3

professional growth 1 3 2

employee recognition 0 2 2

passion 0 2 2

Values Jumps

A value jump occurs when there are more votes for a value in the Desired Culture

than in the Current Culture. Listed below are the values with the largest increase in

votes. The values in bold are represented in the Desired Culture.

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Impact of Cultural Entropy

Cultural entropy represents the degree of dysfunction in a culture

Entropy Impact

0 -10% Healthy: This is a low and healthy level of cultural entropy.

11-20% Minor Issues: This level of cultural entropy reflects issues requiring cultural or structural adjustment.

21-30% Significant Issues: This level of cultural entropy reflects significant issues requiring cultural and structural transformation and leadership coaching.

31-40% Serious Issues: This level of entropy reflects serious problems requiring cultural and structural transformation, leadership development and coaching.

41%+ Critical Issues: This level of cultural entropy reflects critical problems requiring cultural and structural transformation, selective changes in leadership, leadership development and coaching.

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Average Entropy in Organisations (2007-2011)

Total CVAs: 1,011

Industries: 40

Countries: 36

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Values Alignment vs. Entropy Band

0

1

2

3

4

5

0-10% 11-20% 21-30% 31-40% >40% Entropy

Number of

matching

top ten

Current

and

Desired

Culture

Values

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Low

entropy

High

entropy

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Customer Values Assessments

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Barrett Values Centre: Customer Feedback(100)

making a difference 54 6(S)

continuous improvement 50 4(O)

customer collaboration 44 6(O)

commitment 34 5(I)

information sharing 34 4(O)

future generations 30 7(S)

professionalism 27 3(O)

customer satisfaction 24 2(O)

shared values 24 5(O)

shared vision 24 5(O)

customer collaboration 54 6(O)

strategic alliances 43 6(O)

innovation 42 4(I)

making a difference 41 6(S)

continuous improvement 39 4(O)

partnerships 35 6(O)

information sharing 33 4(O)

shared vision 31 5(O)

coaching/ mentoring 27 6(R)

continuous learning 25 4(O)

transparency 25 5(R)

Values Plot May 1, 2012 Copyright 2012 Barrett Values Centre

I = Individual R = Relationship

Black Underline = PV & CC Orange = PV, CC & DC

Orange = CC & DC Blue = PV & DC

P = Positive L = Potentially Limiting (white circle)

O = Organisational S = Societal

Matches

PV - CC 1 CC - DC 5 PV - DC 3

Health Index (PL)

PV-10-0 CC-10-0 DC - 11-0

making a difference 63 6(S)

coaching/ mentoring 39 6(R)

continuous learning 37 4(I)

well-being (physical/ emotional/ mental/ spiritual)

37 6(I)

humour/ fun 36 5(I)

integrity 33 5(I)

family 32 2(R)

vision 28 7(I)

accountability 26 4(R)

creativity 26 5(I)

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

7

6

5

4

3

2

1

IRS (P)=6-3-1 IRS (L)=0-0-0 IROS (P)=1-0-7-2 IROS (L)=0-0-0-0 IROS (P)=1-2-7-1 IROS (L)=0-0-0-0

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Barrett Values Centre: Customer Feedback (100)

VALUE Current Culture Votes Desired Culture Votes Jump

innovation 15 42 27

strategic alliances 17 43 26

excellence 4 22 18

partnerships 22 35 13

coaching/ mentoring 15 27 12

transparency 14 25 11

creativity 3 14 11

customer collaboration 44 54 10

entrepreneurial 9 19 10

wisdom 7 17 10

A value jump occurs when there are more votes for a value in the Desired Culture than in the Current

Culture. Listed below are the values with the largest increase in votes. The values in bold are

represented in the Desired Culture.

Values Jumps Table May 1, 2012 Copyright 2012 Barrett Values Centre

VALUES JUMPS

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Leadership Values Assessments

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The Leadership Values Assessment is a feedback instrument that compares a leader’s perception of the values he or she believes best describe his or her management/operational style with their colleagues’ perception of their management/operational style. The instrument also compares leader’s perception of their own strengths, and the behaviours that they believe they need to improve or stop, with the assessors’ perceptions and measures personal entropy.

Leadership Values Assessment

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Cultural Evolution Begins with Personal Evolution

The culture of an organisation is a reflection of 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%

Culture Values Leader’s Values

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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%

Culture Values Leader’s Values

The culture of an organisation is a reflection of the leadership consciousness.

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Personal Alignment of the Leaders

1

3

2

4

Wilber’s Four Quadrants

Organisational transformation begins with the personal transformation of the leaders. Organisations don’t transform. People do.

When leaders change their beliefs and values (1), their behaviours change (2). This influences the culture of the group (3), which in turn changes the behaviours of the group (4).

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Analysis of 100 Leaders from Australia, Belgium, Brazil, Canada, Czech Republic, France, Germany, India, The

Netherlands, Norway, Peru, Poland, South Africa, Sweden, Trinidad & Tobago, Turkey, UK, USA, and Venezuela.

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Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Jeff's Values

Assessors' Top 11 Values

Matches 5

Jeff Vader

balance (home/work) Level 4

balance (physical/emotional/mental/spiritual)

Level 6

empathy Level 6

fairness Level 5

internal community builder

Level 5

nurturing Level 6

personal relationships Level 2

positive attitude Level 5

trustworthy Level 5

wisdom Level 7

Orange = Values match P = Positive I = Individual L = Potentially Limiting R = Relationship (white circle) O = organisational

Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008

balance (physical/emotional/mental/spiritual)

Level 6

compassion Level 7

empathy Level 6

employee development Level 4

forgiveness Level 7

humor/fun Level 5

listener Level 2

mentoring Level 6

nurturing Level 6

personal relationships Level 2

positive attitude Level 5

PL = 10-0 | IRO (P) = 4-5-1 | IRO (L) = 0-0-0 PL = 11-0 | IRO (P) = 3-7-1 | IRO (L) = 0-0-0

How Jeff sees

himself

How Others see Jeff

Matching Values

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Jeff Vader

C

T

S

C = Common Good T = Transformation

S = Self-Interest

Positive Values

Potentially Limiting

Values

CTS = 80-10-10 Entropy = 0%

CTS = 72-9-19 Entropy = 0%

Jeff's Values

Assessors' Values

Leadership Distribution Copyright 2008 Barrett Values Centre August 2008

Level of Personal Entropy

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Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Jim's Values

Assessors' Top 11 Values

Matches 3

Jim Vader

balance (physical/emotional/mental/spiritual)

Level 6

goals orientation Level 4

listener Level 2

mission focus Level 4

organisational growth Level 1

perseverance Level 4

respect Level 2

results orientation Level 3

team player Level 4

trustworthy Level 5

Orange = Values match P = Positive I = Individual L = Potentially Limiting R = Relationship (white circle) O = organisational

Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008

balance (physical/emotional/mental/spiritual)

Level 6

compassion Level 7

employee fulfillment Level 6

humor/fun Level 5

listener Level 2

mentoring Level 6

personal relationships Level 2

positive attitude Level 5

strategic alliances Level 6

team player Level 4

vision Level 7

PL = 10-0 | IRO (P) = 3-4-3 | IRO (L) = 0-0-0 PL = 11-0 | IRO (P) = 4-5-2 | IRO (L) = 0-0-0

How Jim sees

himself

How Others see Jim

Matching Values

Page 45: Measuring Conscious Cultures And Conscious Leadership

0%

0%

0%

10%

20%

10%

10%

10%

0%

40%

0% 20% 40% 60%

1

2

3

4

5

6

7

0%

0%

0%

0%

18%

0%

18%

36%

18%

9%

0% 20% 40% 60%

1

2

3

4

5

6

7

Jim Vader

C

T

S

C = Common Good T = Transformation

S = Self-Interest

Positive Values

Potentially Limiting

Values

CTS = 20-40-40 Entropy = 0%

CTS = 72-9-19 Entropy = 0%

Jim's Values

Assessors' Values

Leadership Distribution Copyright 2008 Barrett Values Centre August 2008

Level of Personal Entropy

Page 46: Measuring Conscious Cultures And Conscious Leadership

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Darth's Values

Assessors' Top 11 Values

Matches 2

Darth Vader

ambitious Level 3

courage Level 4

creativity Level 5

excellence Level 3

integrity Level 5

long-term perspective Level 7

passion Level 5

results orientation Level 3

strategic alliances Level 6

vision Level 7

Orange = Values match P = Positive I = Individual L = Potentially Limiting R = Relationship (white circle) O = organisational

Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008

achievement Level 3

authoritarian (L) Level 1

being the best Level 3

competitive (L) Level 2

demanding (L) Level 2

determination Level 4

excellence Level 3

knowledge Level 4

power (L) Level 3

results orientation Level 3

risk-taking Level 4

PL = 10-0 | IRO (P) = 7-0-3 | IRO (L) = 0-0-0 PL = 7-4 | IRO (P) = 6-0-1 | IRO (L) = 0-4-0

How Darth sees

himself

How Others

see Darth

Matching Values

Page 47: Measuring Conscious Cultures And Conscious Leadership

0%

0%

0%

0%

0%

30%

30%

10%

20%

10%

0% 20% 40% 60%

1

2

3

4

5

6

7

9%

18%

9%

0%

0%

36%

0%

0%

0%

27%

0% 20% 40% 60%

1

2

3

4

5

6

7

Darth Vader

C

T

S

C = Common Good T = Transformation

S = Self-Interest

Positive Values

Potentially Limiting

Values

CTS = 60-10-30 Entropy = 0%

CTS = 0-27-73 Entropy = 36%

Darth's Values

Assessors' Values

Leadership Distribution Copyright 2008 Barrett Values Centre August 2008

Level of Personal Entropy

Page 48: Measuring Conscious Cultures And Conscious Leadership

48

Impact of Personal Entropy

Personal entropy represents the degree of dysfunction of an individual

Entropy Impact

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

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

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

16-20% Serious Issues: Requiring leaders to examine how their behaviours may be compromising relationships with peers and subordinates, and negatively impacting their goals.

21%+ Critical Issues: Requiring leaders to examine how their behaviours might be compromising their personal integrity and their ability to inspire and lead the people around them.

Page 49: Measuring Conscious Cultures And Conscious Leadership

49

Whole System Change

Page 50: Measuring Conscious Cultures And Conscious Leadership

50

Based on the Four Quadrants of Ken Wilber

Whole System Transformation (Evolution)

Interior Exterior

Individual

Collective

Personality

Values and Beliefs of the

Leaders

Character

Actions and Behaviours

of the Leaders

Culture

Values and Beliefs of the Organization

Society

Actions and Behaviours of the

Organization

Page 51: Measuring Conscious Cultures And Conscious Leadership

51

Whole System Transformation (Evolution)

Interior Exterior

Individual

Collective

1

3

2

4

When the leaders values

change

The leaders behaviours

change

Thevalues of the organization

change

Behaviours of organization

change

Page 52: Measuring Conscious Cultures And Conscious Leadership

52

Four Conditions for Whole System Change

Interior Exterior

Individual

Collective

Personality:

Values and Beliefs of an Individual

Culture:

Values and Beliefs of a Group

Social Structures:

Actions and Behaviours of a Group

Character:

Actions and Behaviours

of an Individual

Mis

sio

n A

lign

men

t Valu

es A

lig

nm

en

t

Structural Alignment

Personal Alignment

The Four Conditions for Whole System Change

Page 53: Measuring Conscious Cultures And Conscious Leadership

53

Four Conditions for Whole System Change Measuring Entropy, Alignment and Resonance

Valu

es A

lignm

ent

Mis

sio

n A

lignm

ent

Whole System Transformation

Personal Alignment

Structural Alignment

Cultural Entropy Lack of personal alignment

and structural alignment

creates personal entropy and

cultural entropy

1

Values Alignment creates internal

cohesion

2

Mission Alignment and shared purpose

creates resonance

3

Employee

Engagement

Entropy is the degree of dysfunction in a system (lack of cohesion, order, and

structure). The amount of energy that is unavailable for useful work.

High entropy leads to low employee engagement. Low entropy leads to high

employee engagement.

Page 54: Measuring Conscious Cultures And Conscious Leadership

54

National and Regional Values Assessments

Page 55: Measuring Conscious Cultures And Conscious Leadership

55

National/Regional Values Assessments

Australia

Belgium

Bhutan

Brazil

Canada

Denmark

Finland

Iceland

Macedonia (r)

France

Latvia

South Africa

Spain (r)

Sweden

Switzerland

United Kingdom (r)

USA

Argentina

Venezuela

Not statistically valid

(r) = Region

Requests from United Arab Emirates

Trinidad

Singapore

New Zealand

Israel

Hungary

Romania

Slovakia

Norway

Puerto Rico

Costa Rica

Columbia

As at Feb 2012

Page 56: Measuring Conscious Cultures And Conscious Leadership

56

Love, Fear and the Destiny of Nations

Volume 1:

The Impact of the Evolution of

Consciousness on World Affairs

Volume 2:

Building Successful Nations

and Communities

May 2012 2013

Page 57: Measuring Conscious Cultures And Conscious Leadership

57

Cultural Entropy in Nations

6%

21%

26%

32% 34%

43% 44% 47% 48%

51% 53% 54%

56%

63%

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

Cultural entropy is a measure of the dysfunction,

anxiety and fear in a social system

Page 58: Measuring Conscious Cultures And Conscious Leadership

58

Nedbank, South Africa: An Example of Cultural Evolution

Page 59: Measuring Conscious Cultures And Conscious Leadership

59

Nedbank and CTT

Page 60: Measuring Conscious Cultures And Conscious Leadership

60

Entropy 14% Entropy 25% Entropy 19% Entropy 17%

Nedbank: Current Culture Evolution

1. cost-consciousness 2. profit 3. accountability 4. community involvement 5. client-driven 6. process-driven 7. bureaucracy (L) 8. results orientation 9. client satisfaction 10. silo mentality (L)

2005

1. cost-consciousness 2. accountability 3. client-driven 4. client satisfaction 5. results orientation 6. performance driven 7. profit 8. bureaucracy (L) 9. teamwork 10. community involvement

2006

1. client-driven 2. accountability 3. client satisfaction 4. cost-consciousness 5. community involvement 6. performance driven 7. profit 8. achievement 9. being the best 10. results orientation

2007 2008

1. accountability 2. client-driven 3. client satisfaction 4. community involvement 5. achievement 6. cost-consciousness 7. teamwork 8. performance driven 9. being the best 10. delivery

4 matches 4 matches 3 matches 5 matches

Page 61: Measuring Conscious Cultures And Conscious Leadership

61

Entropy 13% Entropy 13% Entropy 11%

Nedbank: Current Culture Evolution

2009 2010 2011

6 matches 6 matches 6 matches

1. accountability 2. client-driven 3. client satisfaction 4. cost-consciousness 5. community involvement 6. achievement 7. teamwork 8. employee recognition 9. being the best 10. performance driven

1. accountability 2. client satisfaction 3. client-driven 4. teamwork 5. brand reputation 6. being the best 7. achievement 8. commitment 9. community involvement 10. cost-consciousness

1. accountability 2. client-driven 3. client satisfaction 4. brand reputation 5. achievement 6. teamwork 7. environmental awareness 8. commitment 9. being the best 10. cost-consciousness

Page 62: Measuring Conscious Cultures And Conscious Leadership

62

Nedbank: Group (2011)

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)= 2-2-5-1 | IROS (L)= 0-0-0-0 IROS (P)= 3-3-4-0 | IROS (L)= 0-0-0-0

Matches

PV - CC 2 CC - DC 6 PV - DC 4

Health Index (PL)

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

1. accountability 8576 4(R)

2. honesty 6133 5(I)

3. commitment 5221 5(I)

4. respect 4420 2(R)

5. family 4057 2(R)

6. integrity 4023 5(I)

7. caring 3568 2(R)

8. balance (home/work) 3526 4(I)

9. responsibility 3279 4(I)

10. efficiency 3085 3(I)

1. accountability 5464 4(R)

2. client-driven 4571 6(O)

3. client satisfaction 3486 2(O)

4. brand reputation 2740 3(O)

5. achievement 2491 3(I)

6. teamwork 2408 4(R)

7. environmental awareness

2372 6(S)

8. commitment 2263 5(I)

9. being the best 2218 3(O)

10. cost-consciousness 2187 3(O)

1. accountability 6987 4(R)

2. balance (home/work) 4183 4(O)

3. client-driven 3864 6(O)

4. client satisfaction 3742 2(O)

5. employee recognition 3297 2(R)

6. honesty 3053 5(I)

7. commitment 2953 5(I)

8. achievement 2809 3(I)

9. teamwork 2744 4(R)

10. employee satisfaction 2687 2(O)

Values Plot Copyright 2011 Barrett Values Centre April 2011

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

Page 63: Measuring Conscious Cultures And Conscious Leadership

63

1%

0%

1%

5%

16%

16%

26%

4%

7%

24%

0% 20% 40%

1

2

3

4

5

6

7

3%

3%

5%

5%

11%

20%

13%

14%

6%

20%

0% 20% 40%

1

2

3

4

5

6

7

1%

0%

0%

5%

15%

16%

21%

12%

5%

25%

0% 20% 40%

1

2

3

4

5

6

7

Nedbank: Group (2011)

C

T

S

Values Distribution Copyright 2011 Barrett Values Centre April 2011

C = Common Good T = Transformation

S = Self-Interest

Positive Values

Potentially Limiting

Values

CTS = 37-24-39 Entropy = 2%

CTS = 33-20-47

Entropy = 11% CTS = 38-25-37 Entropy = 1%

Personal Values

Current Culture Values

Desired Culture Values

Page 64: Measuring Conscious Cultures And Conscious Leadership

64

25%

19%17%

14% 13% 13%11%

0%

5%

10%

15%

20%

25%

2005 2006 2007 2008 2009 2010 2011

Nedbank: Cultural Evolution

Entropy reduction leads to improved performance—increased revenues, profits and share price. Working toward entropy of <10% will result in healthy functioning of the organisation and improvement of staff morale.

Entropy Scores

Entropy risk bands

0 -10% Healthy functioning

11-20% Some problems

21-30% Significant problems

31-40% Serious situation

41%+ Critical situation

Page 65: Measuring Conscious Cultures And Conscious Leadership

65

Nedbank: Response Rate to Values Survey

1827

6083

10155

14091

1820620184

22102

0

4000

8000

12000

16000

20000

24000

2005 2006 2007 2008 2009 2010 2011

28,898 employees in 2009

Responses

nu

mb

er o

f p

arti

cip

an

ts

Page 66: Measuring Conscious Cultures And Conscious Leadership

66

Nedbank: Staff Engagement

Nedbank Staff Survey Scores

59.6% 66.3%71.5% 75.1% 79%

67%71%

0%

20%

40%

60%

80%

100%

2005 2006 2007 2008 2009 2010 2011

Page 67: Measuring Conscious Cultures And Conscious Leadership

67

Nedbank: Financial Impact of Cultural Evolution

78

100

134 136

96

124 130

0

20

40

60

80

100

120

140

160

2004 2005 2006 2007 2008 2009 2010

Closing share price (Rand)

Nedbank: Impact on Financial Performance

Page 68: Measuring Conscious Cultures And Conscious Leadership

68

Nedbank: Financial Impact of Cultural Evolution

1402715809

18948

22428 22077 2157023630

0

5000

10000

15000

20000

25000

2004 2005 2006 2007 2008 2009 2010

Revenue Rm (operating income)

Nedbank: Impact on Financial Performance