www.valuescentre.com 0 www.valuescentre.com Building a values-driven organisation: the challenge for leadership Georgia Parker Cascade Coaching and Training Ltd www.cascadecoachingandtraining.co.uk
Jul 12, 2015
www.valuescentre.com 0www.valuescentre.com
Building a values-driven organisation:the challenge for leadership
Georgia ParkerCascade Coaching and Training Ltd
www.cascadecoachingandtraining.co.uk
www.valuescentre.com
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Values, beliefs, behaviours
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Greenery
ReasonLogic
Roots
Spirit
Emotions
Vision, Strategy, Goals, Plans, Structures, Systems,Results
Habits, Patterns,Feelings, Fear, Values, Beliefs, Attitudes, Traditions,Prejudices
Human System
A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
Level of competenceBehaviour performance
LeadershipCo-workershipPersonal maturity
Guiding valuesAttitudes that limitShared strategic vision
Source: K Wilber – Integral Model “A Brief History of Everything”
Environment
Structures and systemsProducts and equipmentBottom line results
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Whole System Transformation Evolution
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
2 4
1 3
Mission
Alignment
Structural
Alignment
Values
Alignment
Personal
Alignment
CharacterActions and Behavioursof the Leaders
PersonalityValues and Beliefs of the Leaders
CultureValues and Beliefs of the Organisation
StructuresActions and Behaviours of the Organisation
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Human systems – Four quadrants
Personality
Individual values and beliefs
Character
Individual behaviors
Culture
Group values and beliefs
Social Structures
Group behaviors
Individual
Collective
Values Behaviors
Based on the work of Ken Wilber
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New theories of organisational success
Measurement matters. If you can measure it,
you can manage it.
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The Consciousness Model
Seven well-defined stages can be distinguished in the development of personal consciousness.
Each stage corresponds to a specific existential life theme that is inherent to the human condition.
Associated with each life theme are specific motivations.
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Derivation of Consciousness 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
SelfActualization
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Richard Barrett
Derivation of Consciousness Model
Know and Understand
Physiological
Safety
Love & Belonging
Self-esteem
Self-Actualization
Abraham Maslow Know and
Understand
Needs Consciousness
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Derivation of Consciousness Model
Know and Understand
Physiological
Safety
Love & Belonging
Self-esteem
Know and Understand
Needs Consciousness
1. Expanded self-actualization into multiple levels.
2. Changed “hierarchy of needs” to “states of consciousness”.
3. Each state of consciousness is defined by specific values and behaviours.
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Cultural Transformation Model
Know and Understand
Physiological
Safety
Love & Belonging
Self-esteem
A framework for understanding how individuals, teams and organisations develop and grow.
• Seven Levels of Personal Consciousness
• Seven Levels of Organisational Consciousness
• Seven Levels of Leadership Consciousness
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The Seven Levels of Consciousness
SpiritualService to humanity and the planet
Making A difference
Internal cohesion
MentalTransformation
EmotionalSelf-esteem
Relationship
PhysicalSurvival
Human Needs Human Motivations
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The Seven Levels of Organisational Consciousness
ServiceSERVICE TO HUMANITY AND THE PLANETSocial responsibility, future generations, long-term perspective, ethics, compassion, humility
External CohesionSTRATEGIC ALLIANCES AND PARTNERSHIPSCollaboration, environmental awareness, community involvement, employee fulfillment, coaching/mentoring
Internal CohesionBUILDING CORPORATE COMMUNITYShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency
Transformation
CONTINUOUS RENEWAL AND LEARNINGAccountability, adaptability, empowerment, delegation, teamwork, innovation, goals orientation, personal growth
Self-EsteemHIGH PERFORMANCESystems, processes, quality, best practices, pride in performance,
RelationshipEMPLOYEE RECOGNITIONLoyalty, open communication, customer satisfaction,friendship,
Survival
FINANCIAL STABILITYShareholder value, profit, organisational growth, employee health and safety
Positive Focus / Excessive Focus
Control, Corruption, Greed
Bureaucracy, Complacency
Manipulation, Blame
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Full-spectrum consciousness
Service
Makinga Difference
Internal Cohesion
Transformation
Self-Esteem
Relationship
Survival
Long-term viability
Collaboration
Shared vision
Continuous improvement
Best practices
Customer satisfaction
Financial stability
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Alignment of employee and organisational consciousness
Difficult to hire and keep people
who are here
IndividualConsciousness
When organisations are here…Corporate Consciousness
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Full-spectrum consciousness
Service
Makinga Difference
Internal Cohesion
Transformation
Self-Esteem
Relationship
Survival
“The significant problems we
face cannot be solved at the
same level of thinking that
created them.”~ Albert Einstein
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1) Personal ValuesPlease select ten of the following values/behaviours that most reflect who you are, not who you desire to become.
2) Current Organisational Culture ValuesPlease select ten of the following values/behaviours that most reflect how your organisation currently operates.
3) Desired Organisational Culture ValuesPlease select ten of the following values/behaviours that you would desire for your organisation to achieve it's highest performance.
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Your personal values assessment
• If you have gaps, are these blind spots, something
that is taken of or the next level for your personal
development?
• What beliefs do you hold about your values?
• What behaviours demonstrate your values?
• How is your leadership impacted by your values?
• What would your team say about your values and
how you show them?
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Beliefs Divide
Values UniteBeliefs Divide
Values Unite
Beliefs divide . . .
Values unite
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economic growthcaring for elderlyaffordable housingconcern for future generationsjob securitysocial justicecaring for the disadvantagedenvironmental awarenesshuman rightsmaterial wealth
caring for elderlyeconomic growthconcern for future generationsjob securityenvironmental awarenesscaring for the disadvantagedaffordable housingeducationhonestyprosperity
Latvian Desired Culture
Russian Desired Culture
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familycaringhonestyresponsibilityhumor/ funaccountabilityrespectpositive attitudeintegrityfriendship
caringfamilyhumor/ funhonestyfriendshipresponsibilitycompassionrespectaccountabilitypositive attitude
Democrat Personal Values
RepublicanPersonal Values
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1200 Citizens + 300 Government + 500 VolunteersThemes: Education, Economy, Equal rights, Family,
Environment, Public administration, Welfare, Sustainability
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materialisticshort-term focuseducational opportunitiesuncertainty about the futurecorruptionelitismmaterial needswasted resourcesgender discriminationblame
accountabilityfamilyemployment opportunitiesfinancial stabilityoptimismdependable public serviceshonestysocial responsibilityhuman rightspoverty reduction
Iceland National Assessment 2008
familyhonestyresponsibilityaccountabilityfinancial stabilitytrustfriendshippositive attitudehumour/funadaptabilityrespect
Personal Values Desired CultureCurrent Culture
Cultural Entropy 53%
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1. client satisfaction 2. client collaboration 3. integrity 4. teamwork 5. humour/fun 6. quality 7. balance (home/work) 8. financial stability
A tale of two cultures
1. blame (L)2. short term focus (L)3. internal competition (L)4. buck passing (L)5. risk averse (L)6. customer satisfaction7. information hoarding (L)8. profit
Smooth Sailing Sinking Ship
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Cultural Performance
3 year results Smooth Sailing Sinking Ship
Assets under management +26% -80%
Staff turnover 0% >50%
Performance Top quartile Bottom quartile
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Are your company core values lived?
1. long hours (L)2. being the best3. cost reduction (L)4. poor communication (L)5. client collaboration6. bureaucracy (L)7. confusion (L)8. arrogance (L)9. hierarchy (L)10. silo mentality (L)
1. accountability2. customer satisfaction 3. being the best 4. commitment 5. compassion 6. continuous improvement 7. integrity8. teamwork 9. cost effectiveness10. respect
Core Valuesclient collaborationteamworkdeliverymeritocracyintegrity
Core Values (I-Care)integritycompassionaccountabilityrespectexcellence
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Entropy levels (represented by hollow dots)
10% or less – Prime: healthy functioning
11- 19% - Minor issues: requiring cultural and structural adjustments
20 – 29% - Significant issues: requiring cultural and structural transformation and leadership coaching
30 – 39% - Serious issues: requiring cultural and structural transformation, leadership mentoring,/coaching and development
40 – 49% - Critical issues: requiring cultural and structural transformation, selective changes in leadership, leadership coaching/ mentoring and development
More than 50% - Cultural Crisis: For private sector or corporations, high risk of bankruptcy, takeover or implosion
Flexlite (53)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
PL= 10-0 | IRS (P)= 5-5-0 | IRS (L)= 0-0-0 PL= 4-7 | IROS (P)= 0-0-4-0 | IROS (L)= 0-4-3-0 PL= 11-0 | IROS (P)= 1-5-5-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 0CC - DC 1PV - DC 2
1. honesty 27 Level 5
2. commitment 24 Level 5
3. accountability 20 Level 4
4. adaptability 18 Level 4
5. reliability 18 Level 3
6. responsibility 18 Level 4
7. trust 17 Level 5
8. fairness 16 Level 5
9. caring 15 Level 2
10. humor/fun 15 Level 5
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. blame (L) 27 Level 2
2. long hours (L) 24 Level 3
3. profit 23 Level 1
4. bureaucracy (L) 22 Level 3
5. control (L) 21 Level 1
6. cost reduction 20 Level 1
7. productivity 20 Level 3
8. short-term focus (L) 18 Level 1
9. manipulation (L) 15 Level 2
10. continuous improvement 14 Level 4
11. power (L) 14 Level 3
1. customer satisfaction 31 Level 2
2. accountability 26 Level 4
3. continuous improvement 24 Level 4
4. commitment 20 Level 5
5. quality 15 Level 3
6. teamwork 15 Level 4
7. cooperation 14 Level 5
8. employee fulfillment 14 Level 6
9. employee recognition 14 Level 2
10. information sharing 13 Level 4
11. respect 13 Level 2
Values Plot Copyright 2008 Barrett Values Centre August 2008
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Questions for leaders
• How much are your organisational values lived?
• How does this manifest in terms of behaviour?
• What is the role of leaders in modelling values to create culture?
• How are your board leading with values?
• What is perceived externally compared to experienced internally?
• What may cause cultural entropy in your organisation?
• How might this impact on performance, results and financial viability?
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