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www.valuescentre.com 1
Coaching for Cultural Transformation
Who am I?
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Who am I? A Student
Age 5
Age14
Age 17
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Who am I? A World Traveler
Places I have lived Places I have worked
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Who am I? A Writer
1995 1998 2006
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Who am I? A Writer
2008
Chapter 15: Coaching for Cultural Transformation Using CTT
Psychometrics
in
Coaching
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Coaching for Cultural Transformation
What is Culture?
The Role of Coaching in the Cultural
Transformation of Organisations
The Role of Coaching in the CulturalTransformation of Organisations
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Culture and Values
The culture of an organisation or any group of individuals
is a reflection of the values, beliefs and behavioursof leaders of the group.
Beliefs may be conscious or subconscious.
The culture represents
the way things are done around here.
CULTURE
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Coaching for Cultural Transformation
What is
Transformation?
The Role of Coaching in the Cultural
Transformation of Organisations
The Role of Coaching in the CulturalTransformation of Organisations
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Change, Transformation, Evolution
CHANGE
TRANSFORMATION
EVOLUTION
Doing what we do now, but doing it differently - faster,
more agile, six sigma, re-engineering, restructuring, etc.
A new way of being that leads to a new way ofdoing a shift in awareness and
understanding that leads to a new level of
consciousness.
A constant state of change and transformation that allowsan organisation to survive and thrive in an uncertain world
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Change, Transformation, Evolution
Service
Making adifference
Internal
cohesion
Transformation
Self-esteem
Relationship
Survival
We change as we learn to
master a specific level ofconsciousness.
We transform when we
shift from one level of
consciousness to the next.
Evolution =
Change +
Transformation
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What is Transformation?
Service
Making adifference
Internalcohesion
Transformation
Self-esteem
Relationship
Survival
The significant
problems we facecannot be solved at the
same level of thinking
that created them.
Transformation
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The Role of the Coach
The role of the coach is to promotepersonal evolution.
The impact of the personal evolution ofa leader is the cultural evolution of the
organisation that the leader leads.
Therefore, the coach needs tounderstand the cultural context in
which the leader operates and theimpact that the personal evolution ofthe leader will have on the
organisation.
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Coaching for Cultural Transformation
The Barrett Model
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Growth Needs and Deficiency Needs
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
UnderstandAbraham Maslow
SelfActualization
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Richard Barrett
Maslows Needs to Barretts Consciousness
Know and
Understand
Physiological
Safety
Love & Belonging
Self-esteem
Self-Actualization
Abraham MaslowKnow and
Understand
Needs Consciousness
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Maslows Needs to Barretts Consciousness
Know and
Understand
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Needs Consciousness
1. Expansion of self-
actualization into multiple
levels.
2. Substitute states ofconsciousness for hierarchy of
needs.
3. Each state of consciousness
is defined by specific values
and behaviours.
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Seven stages of personal development
Service
External cohesion
Internal cohesion
Transformation
Self-esteem
Relationship
Survival Physical survival and safety
Belonging and feeling loved
Building a sense of self-worth
Personal growth/development
Finding personal meaning
Making a difference
Serving humanity and planet
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Stages in the Development of Personal Consciousness
ServiceSERVICE TO HUMANITY AND THE PLANETDevoting your life in self-less service toyour purpose and vision
Making a difference
COLLABORATING WITH PARTNERSWorking with others to make a positivedifference by actively implementing yourpurpose and vision
Internal cohesion
FINDING PERSONAL MEANINGUncovering your sense of purpose and
creating a vision for the future you want tocreate
Transformation
PERSONAL GROWTHUnderstanding your deepest motivationsand experiencing responsible freedom byletting go of your fears
Self-esteem
SIGNIFICANCEFeeling a positive sense of pride in self andability to manage
your life
Relationship
BELONGINGFeeling a personal sense of belonging,feeling loved by selfand others
Survival
FINANCIAL SECURITY & SAFETYCreating a safe secure environment for selfand significantothers
Positive Focus / Excessive Focus
Power, Status,
Being liked, Blame
Control, Greed
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Stages in the Development of Organisational Consciousness
Service
SERVICE TO HUMANITY AND THE PLANET
Social responsibility, future generations, long-term perspective, ethics, compassion, humility
External Cohesion
STRATEGIC ALLIANCES AND PARTNERSHIPSCollaboration, environmental awareness,community involvement, employee fulfillment,coaching/mentoring
Internal Cohesion
BUILDING CORPORATE COMMUNITYShared values, vision, commitment, integrity,
trust, passion, creativity, openness,transparency
Transformation
CONTINUOUS RENEWAL AND LEARNINGAccountability, adaptability, empowerment,delegation, teamwork, innovation, goalsorientation, personal growth
Self-Esteem
HIGH PERFORMANCESystems, processes, quality, best practices,pride inperformance,
Relationship
EMPLOYEE RECOGNITIONLoyalty, open communication, customersatisfaction,friendship,
Survival
FINANCIAL STABILITYShareholder value, profit, organisational growth,employee healthand safety
Positive Focus / Excessive Focus
Control, Corruption, Greed
Bureaucracy, Complacency
Manipulation, Blame
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Stages in the Development of Leadership Consciousness
Wisdom/VisionarySERVICE TO HUMANITY AND THE PLANETSocial responsibility, future generations,long-term perspective, ethics, compassion,humility
Partner/Mentor
COLLABORATION WITH PARTNERSStrategic alliances, community involvement,environmental stewardship, coaching,mentoring
Integrator/Inspirer
INTERNAL COHESIONShared values, vision, commitment,
integrity, trust, passion, creativity,openness, transparency
Facilitator/Influencer
CONTINUOUS RENWAL AND LEARNINGAccountability, adaptability, empowerment,teamwork, innovation, delegation, personalgrowth
Manager/Organiser
HIGH PERFORMANCESystems, processes, company pride, quality,best practices,
Communicator
RELATIONSHIPSEmployee recognition, employee andcustomer loyalty,conflict resolution
Financial Manager
FINANCIAL STABILITYProfit, compliance, shareholder value,employee healthand safety
Positive Focus / Excessive Focus
Power, Status,
Manipulation, Blame
Control, Greed
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Coaching for Cultural Transformation
The Cultural
TransformationTools
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CTT Sample of Corporate Clients
ABN AmroANZ Bank
AstraZeneca
Banque Populaire
Barclays Capital
BP Oil
Bridgestone FirestoneCampbells Food
Commonwealth Bank
Computer Associates
Corning
Campbells Food
Computer AssociatesDeutsche Bank
DHL
Ernst & Young
EricssonExxon
Ford Motor Company
IBM
IKEA
Ing Bank
Johnson & JohnsonKLM
Kraft
KPMG
Lloyds TSB
LOreal
Marsh McLennanMicrosoft
McDonalds
Motorola
NedBankNestle
Nortel
Petrobras
Pfizer
PWC
SEB BankSkandia
Smith & Nephew
Total Petroleum
Unilever
Vattenfall
VolvoWegmans
Wrigley
Xerox
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Cultural Transformation Tools
The most comprehensive cultural diagnostic value assessment
commercially available.
The survey form is customized for every organization.
The survey form is simple it takes only 15 minutes tocomplete.
The process is fast: 2-5 weeks from project initiation to report.
The system has been tried and testedby over 1000organizations.
Costs are the same for 100, 1000 or 10,000 employees.
The survey is availablein more than 18 languages and can becarried out in several languages at once.
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CVA: Demographics
26
Usually
anonymous
unless
working with
Senior Team
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CVA: Personal Values
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CVA: Current Culture Values
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CVA: Desired Culture Values
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Placement of values by level
30
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)
Service
External cohesion
Internal cohesion
Transformation
Self-esteem
Relationship
Survival
42 5
7
9
6
8
3
110
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Distribution of values by level
31
Current Culture
100 Employees
Service
External cohesion
Internal cohesion
Transformation
Self-esteem
Relationship
Survival
11%
CulturalEntropy
1
2
3
4
5
6
7
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Cultural Entropy Definition
CULTURAL ENTROPY
Cultural entropy is the amount of energy in anorganization that is consumed in unproductive work. It is
a measure of the friction, and pent-up frustration thatexists within an organization.
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Cultural Entropy
Cultural entropy represents the degree of dysfunction in a culture
Entropy Impact
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Signature Workshop
Full SpectrumConsciousness
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Full-spectrum Organisational Consciousness
Service
External cohesion
Internal cohesion
Transformation
Self-esteem
Relationship
Survival
Full-spectrumconsciousness occurswhen the top tenvalues in the currentculture of an
organisation, are allpositive anddistributed across alllevels ofconsciousness andthe overall
distribution of votesfor all values is welldistributed across alllevels.
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Coaching for Cultural Transformation
Examples of
Cultural ValuesAssessments
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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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Flexlite (53)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values
PL= 10-0 | IRS (P)= 5-5-0 | IRS (L)= 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
Values Plot Copyright 2008 Barrett Values Centre August 2008
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Flexlite (53)
Current Culture Values
PL= 4-7 | IROS (P)= 0-0-4-0 | IROS (L)= 0-4-3-0
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
Values Plot Copyright 2008 Barrett Values Centre August 2008
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Flexlite (53)
Desired Culture Values
PL= 11-0 | IROS (P)= 1-5-5-0 | IROS (L)= 0-0-0-0
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. 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
August 2008
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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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3%
1%
0%
4%
11%
16%
31%
5%
6%
24%
0% 20% 40%
1
2
3
4
5
6
7
11%
11%
19%
11%
6%
13%
8%
3%
2%
17%
0% 20% 40%
1
2
3
4
5
6
7
1%
0%
0%
6%
18%
14%
19%
8%
6%
27%
0% 20% 40%
1
2
3
4
5
6
7
Flexlite (53)
C
T
S
Values Distribution Copyright 2008 Barrett Values Centre August 2008
C = Common Good
T = Transformation
S = Self-Interest
Positive Values
Potentially Limiting
Values
CTS = 42-24-34Entropy = 4%
CTS = 13-17-70Entropy = 41%
CTS = 33-27-40Entropy = 0%
PersonalValues
Current CultureValues
Desired CultureValues
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4%
11%
16%
24%
31%
5%6%
11%
6%
13%
17%
8%
3%2%
6%
18%
14%
27%
19%
8%
6%
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7
Personal Current Culture Desired Culture
Flexlite (53)
Positive Values Distribution Copyright 2008 Barrett Values Centre August 2008
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4%
41%
1%
30%
29%
39%
24%
17%
27%
42%
13%
33%
Flexlite (53)
Common Good
Transformation
Self-Interest
Cultural Entropy
CTS Copyright 2008 Barrett Values Centre August 2008
PersonalValues
Current CultureValues
Desired CultureValues
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Flexlite (53)
Current Culture Values Desired Culture Values
Finance Finance
FitnessClient
Relations
Evolution Culture
Societal
ContributionSocietal
Contribution
CurrentCulture
DesiredCulture
Financecost reduction
profit
Fitness
bureaucracy (L)
long hours (L)
productivity
accountability
quality
Client
Relations
customer
satisfaction
Evolution
continuous
improvement
short-term focus
(L)
continuous
improvement
Culture
blame (L)
control (L)
manipulation (L)
power (L)
cooperation
employee
fulfillment
employee
recognition
respect
teamwork
SocietalContribution
Business Needs Copyright 2008 Barrett Values Centre August 2008
C hi f C lt l T f ti
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Coaching for Cultural Transformation
CTT
CoachingTools
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CTT Coaching Tools
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CTT Coaching Tools
The Leadership Values Assessment is a
feedback instrument that compares peoples
perception of the values they believe best
describe their management/operational style with
their colleagues perception of their
management/operational style. The instrument
also compares leaders perception of their own
strengths, and the behaviours that they believe
they need to improve or stop, with the assessors
perceptions.
Leadership ValuesAssessment
CTT Coaching Tools
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CTT Coaching Tools
Leadership Values
Assessment
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Leaders survey: Part 2
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Leader s survey: Part 2
1. What would you consider to be your strengths (at least 3 items)?
2. Describe three things you want to improve or stop
3. What, if anything, are you doing to change this?
Assessors survey: Part 1
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Assessor s survey: Part 1
Assessors survey: Part 2
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Assessor s survey: Part 2
1. Writ out what you consider to be this persons strengths (at least 3 items)
2. What three things would you like this person to stop or improve?
3. What feedback would you like this person to have?
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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 communitybuilder
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 = IndividualL = Potentially Limiting R = Relationship(white circle) O = Organizational
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
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0%
0%
0%
0%
10%
0%
40%
30%
10%
10%
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
Jeff Vader
C
T
S
C = Common Good
T = Transformation
S = Self-Interest
Positive Values
Potentially Limiting
Values
CTS = 80-10-10Entropy = 0%
CTS = 72-9-19Entropy = 0%
Jeff'sValues
Assessors'Values
Leadership Distribution Copyright 2008 Barrett Values Centre August 2008
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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
organizational growth Level 1
perseverance Level 4
respect Level 2
results orientation Level 3team player Level 4
trustworthy Level 5
Orange= Values match P = Positive I = IndividualL = Potentially Limiting R = Relationship(white circle) O = Organizational
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
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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 = 20-40-40Entropy = 0%
CTS = 72-9-19Entropy = 0%
Jim'sValues
Assessors'Values
Leadership Distribution Copyright 2008 Barrett Values Centre August 2008
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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 = 60-10-30Entropy = 0%
CTS = 0-27-73Entropy = 36%
Darth'sValues
Assessors'Values
Leadership Distribution Copyright 2008 Barrett Values Centre August 2008
Personal Entropy
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Personal Entropy
Entropy Impact
20% Critical Issues: The leader is significantlycompromising his or her personal integrity and theability of those around him or her to achieve highstandards and levels of performance
Underlying fears that drive deficiency needs
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Underlying fears that drive deficiency needs
LEVEL 2I do not have enough love, caring,attention, etc, to satisfy my need
for belonging
LEVEL 3I do not have enough power,
authority or respect to satisfy myneed for self-esteem
LEVEL 1
I do not have enough money, safety,protection, health, food, etc, to
satisfy my need for survival
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IVA: Personal Values
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IVA: Personal Values
IVA: Current Culture Values
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IVA: Current Culture Values
IVA: Desired Culture Values
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IVA: Desired Culture Values
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John Smith Individual Values Assessment
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
PL= 11-0 | IRS (P)= 7-4-0 | IRS (L)= 0-0-0 PL= 7-4 | IROS (P)= 0-0-6-1 | IROS (L)= 0-2-2-0 PL= 11-0 | IROS (P)= 2-4-5-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 0CC - DC 1PV - DC 5
1. accountability Level 4
2. balance (home/work) Level 4
3. commitment Level 5
4. ethics Level 7
5. family Level 2
6. honesty Level 5
7. humor/fun Level 5
8. integrity Level 5
9. respect Level 2
10. responsibility Level 4
11. trust 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. being the best Level 3
2. brand image Level 3
3. bureaucracy (L) Level 3
4. client partnerships Level 6
5. community service Level 6
6. control (L) Level 1
7. corporate growth Level 1
8. internal competition (L) Level 2
9. market focus Level 3
10. profit Level 1
11. short-term focus (L) Level 1
1. accountability Level 4
2. balance (home/work) Level 4
3. client partnerships Level 6
4. commitment Level 5
5. customer focus Level 6
6. customer satisfaction Level 2
7. employee fulfillment Level 6
8. integrity Level 5
9. open communication Level 2
10. teamwork Level 4
11. trust Level 5
Values Plot Copyright 2008 Barrett Values Centre August 2008
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John Smith Individual Values Assessment
Current Culture Values Desired Culture Values
Finance Finance
FitnessClient
Relations
Evolution Culture
Societal
Contribution
Societal
Contribution
Current Culture Desired Culture
Finance
corporate growth
profit
Fitness
being the best
bureaucracy (L)
internal competition (L)
accountability
Client Relationsbrand image
client partnerships
client partnerships
customer focus
customer satisfaction
Evolution short-term focus (L)
Culture control (L)
balance (home/work)
employee fulfillment
open communication
teamwork
trust
SocietalContribution
community service
Business Needs Copyright 2008 Barrett Values Centre August 2008
Coaching for Cultural Transformation
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oa g o u u a a o a o
Impact of
LeadershipCoaching
Impact of leadership coaching - MK
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p p g
LVA Feedback 13 Assessors
empowerment 8 Level 4
high standards 8 Level 3
balance(home/work)
7 Level 4
honesty 6 Level 5
accountability 5 Level 4
being the best 5 Level 3
continuousimprovement
5 Level 4
integrity 5 Level 5
mentoring 5 Level 6
passion 5 Level 5
respect 5 Level 2
trust 5 Level 5
PL = 12-0 | IRO (P) = 5-5-2 | IRO (L) = 0-0-0
LVA Feedback 14 Assessors
high standards 11 Level 3
empowerment 10 Level 4
caring 9 Level 5
mentoring 7 Level 6
listener 6 Level 2
passion 6 Level 5
respect 6 Level 2
balance (home/work) 5 Level 4
compassion 5 Level 7
making a difference 5 Level 6
PL = 10-0 | IRO (P) = 3-6-1 | IRO (L) = 0-0-0
2004 2008
Shift towards
full-spectrum
Impact of leadership coaching - MK
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p p g
PL = 10-0 | IRO (P) = 3-6-1 | IRO (L) = 0-0-0
2004 2008
0%
1%
0%
4%
14%
13%
26%
11%
10%
21%
0% 20% 40% 60%
1
2
3
4
5
6
7
CTS = 47-21-32Entropy = 1%
Feedback 14Assessors
0%
1%
0%
2%
13%
14%
26%
10%
7%
28%
0% 20% 40% 60%
1
2
3
4
5
6
7
CTS = 43-28-29Entropy = 1%
Feedback 13Assessors
Shift towards
full-spectrum
Impact of leadership coaching - KR
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p p g
2005 2008
Shift towards
full-spectrum
LVA Feedback 12 Assessors
high standards 8 Level 3
accountability 7 Level 4
balance(home/work)
7 Level 4
customer service 6 Level 2
passion 6 Level 5
commitment 5 Level 5
continuousimprovement
5 Level 4
empowerment 5 Level 4
dependable 4 Level 3
employee recognition 4 Level 2
information sharer 4 Level 4
PL = 11-0 | IRO (P) = 3-5-3 | IRO (L) = 0-0-0
LVA Feedback 14 Assessors
high standards 11 Level 3
passion 8 Level 5
commitment 7 Level 5
humor/fun 7 Level 5
being the best 6 Level 3
caring 6 Level 5
customer service 6 Level 2
balance (home/work) 5 Level 4dependable 5 Level 3
empowerment 5 Level 4
respect 5 Level 2
PL = 11-0 | IRO (P) = 5-4-2 | IRO (L) = 0-0-0
Impact of leadership coaching - KR
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PL = 10-0 | IRO (P) = 3-6-1 | IRO (L) = 0-0-0
2005 2008 Feedback 14Assessors
Feedback 12Assessors
Shift towards
full-spectrum
p p g
0%
1%
1%
2%
14%
19%
20%
7%
3%
33%
0% 20% 40% 60%
1
2
3
4
5
6
7
CTS = 30-33-37Entropy = 2%
2%
2%
2%
1%
13%
20%
32%
5%
6%
17%
0% 20% 40% 60%
1
2
3
4
5
6
7
CTS = 43-17-40Entropy = 6%
Video
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Using the LeadershipValues Assessment
Coaching for Cultural Transformation
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g
Understanding the
Role of theCultural TransformationTools in Cultural
Evolution
Human Systems Four Quadrants
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Personality
Individual valuesand beliefs
Character
Individualbehaviors
Culture
Group values
and beliefs
SocialStructures
Group behaviors
Individual
Collective
Values Behaviors
Based on the work of Ken Wilber
Barrett
Values Centre
Cultural Evolution
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Personality
Individual values and beliefs
Character
Individual behaviors
Culture
Group values and beliefs
Social Structures
Group behaviors
Values Behaviors
Group Cohesion Capacity for Collective Action
Personal Alignment
Structural Alignment
Values
AlignmentMission
Alignment
Individual
Collective
Barrett
Values Centre
Impact of Cultural Transformation Tools
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Personality
Individual values and beliefs
Character
Individual behaviors
Culture
Group values and beliefs
Social Structures
Group behaviors
Individual
Collective
Values Behaviors
Group Cohesion Capacity for Collective Action
Barrett
Values Centre
LVA
CVA
Personal behaviourchange of leaders
Group behaviourchange
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Using IVA for Values and Mission Alignment
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Personality
Individual values and beliefs
Character
Individual behaviors
Culture
Group values and beliefs
Social Structures
Group behaviors
Individual
Collective
Values Behaviors
Group Cohesion Capacity for Collective Action
Barrett
Values Centre
IVA
Values
AlignmentMission
Alignment
PV CC DC
When leaders transform the organisation transforms
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g
Wilbers four quadrants
21
3 4
When leaders changetheir beliefs and values,their behaviors change.
This influences the
culture of the group,which in turn changesthe behaviors of thegroup.
Organisational transformation begins with the personal transformation
of the leaders. Organisations dont transform. People do.
Coaching for Cultural Transformation
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For more information:
www.valuescentre.com