1/13/2015 Using Valuesbased Leadership to Drive Performance | Ideas for Leaders https://www.ideasforleaders.com/ideas/usingvaluesbasedleadershiptodriveperformance 1/4 SEARCH tel. +44 (0)203 031 2900 CHALLENGE US PINNED ACCOUNT LOG OUT HOME ABOUT IDEAS LIBRARY IDEAS BY INSTITUTIONS Home Ideas Library Using Values-based Leadership to Drive Performance 10.13007/472 Ideas for Leaders #472 Using Values-based Leadership to Drive Performance Key Concept Values-based leadership can drive the performance of organizations, and managing those values is the key to unlocking increased performance. Richard Barrett’s model maps values for individuals, groups, organizations and nations. It can identify the gaps between observed and desired values and the negative values that create dysfunction, and can be used to show where change needs to occur to create higher performance. Idea Summary Richard Barrett’s Seven Levels of Consciousness model, founded on the principles of values-based leadership, is a guide to achieving exceptional performance in organizations. Barrett’s framework based on his extensive research across organizations and increasingly whole countries is an extension of Maslow’s Hierarchy of Needs. Maslow’s Hierarchy of Needs is a well-explored, but frequently misrepresented, theory on human motivation. Although Maslow did not originate the hierarchy as a pyramid that is how it has come to be depicted. However, the pyramid structure is misleading in that higher levels can be achieved while lower levels are incomplete, and elements of all levels are interconnected. It is not like a video game where simple progression to the next level is achieved when the previous level is completed. Level 5: Self-actualization (realizing personal potential, self- fulfilment, growth) Level 4: Esteem needs (independence, achievement, status, self- respect) Level 3: Social needs (belongingness, affection – friends, family, work) Level 2: Safety needs (freedom from fear – security, stability, order) Level 1: Physiological needs (food, shelter, sleep, sex) Authors Barrett, Richard Institutions The Barrett Values Centre Source The Barrett Values Centre Idea conceived January 2010 Idea posted January 2015 DOI number Subject Values Leadership Performance Management
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1/13/2015 Using Valuesbased Leadership to Drive Performance | Ideas for Leaders
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10.13007/472
Ideas for Leaders #472
Using Values-based Leadership to DrivePerformance
Key Concept
Values-based leadership can drive the performance oforganizations, and managing those values is the key tounlocking increased performance. Richard Barrett’smodel maps values for individuals, groups,organizations and nations. It can identify the gapsbetween observed and desired values and thenegative values that create dysfunction, and can beused to show where change needs to occur to createhigher performance.
Idea Summary
Richard Barrett’s Seven Levels of Consciousness model,founded on the principles of values-based leadership,is a guide to achieving exceptional performance inorganizations. Barrett’s framework based on hisextensive research across organizations andincreasingly whole countries is an extension ofMaslow’s Hierarchy of Needs.
Maslow’s Hierarchy of Needs is a well-explored, butfrequently misrepresented, theory on humanmotivation. Although Maslow did not originate thehierarchy as a pyramid that is how it has come to bedepicted. However, the pyramid structure ismisleading in that higher levels can be achieved whilelower levels are incomplete, and elements of all levelsare interconnected. It is not like a video game wheresimple progression to the next level is achieved whenthe previous level is completed.
Level 5: Self-actualization (realizing personal potential, self-fulfilment, growth)
Level 4: Esteem needs (independence, achievement, status, self-respect)
Level 3: Social needs (belongingness, affection – friends, family,work)
Level 2: Safety needs (freedom from fear – security, stability, order)
Level 1: Physiological needs (food, shelter, sleep, sex)
Authors
Barrett, Richard
Institutions
The Barrett Values Centre
Source
The Barrett Values Centre
Idea conceived
January 2010
Idea posted
January 2015
DOI number
Subject
ValuesLeadershipPerformance Management
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The model has been expanded since with additionallevels:
Level 6: Transcendence (helping others to achieve self-actualization)
Level 4b: Aesthetic needs (beauty, design, balance)
Level 4a: Cognitive needs (knowledge, meaning)
Richard Barrett has developed his Seven Levels ofConsciousness model so that each of his levels relate toMaslow’s levels as below, though Barrett had adaptedMaslow’s levels a little. Maslow’s 1 and 2 are combinedinto Barrett’s ‘physical’; 4a and 4b above become‘transformational’; and 5 and 6 are divided into‘internal cohesion’, ‘making a difference’ and ‘service’.
The critical change is the move from need toconsciousness – Barrett’s contention is that where anindividual still has a need, though it is unconscious,they are limited from progressing to a higher state ofmotivation.
“It was evident to me that when people haveunderlying anxieties or subconscious fears about oneof their lower order deficiency needs, theirsubconscious remains focused on that need…. Forexample, there are people who are never satisfiedwith the amount of money they earn. Even thoughthey may be very rich, for them, that need remainsunfulfilled. No matter how much they earn, they arealways left wanting more. Such people remainsubconsciously focused at the Survival level ofconsciousness even though they may have masteredseveral of the other higher levels of consciousness.”
Business Application
Barrett had developed the model alongside hisCultural Transformation Tools (CTT) for a variety ofdifferent scenarios, at the most general, the sevenlevels can be applied individually and also toorganizations. So where an individual’s base Survivalneed may be for food, shelter, stability etc., for anorganization it would be Financial Stability, includingshareholder value, cashflow, profits etc.
The model is predicated on the concept that highperforming organizations need to align their actualand desired values. Organizations that havedissonance between their actual and desired (orperceived) values cannot operate at the highest levels,
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nor can those with high levels of negative values or‘cultural entropy’.
To measure the presence of the values, both positiveand negative, individuals within an organization areasked to select from a list of around 80 prescribedterms:
10 values that represent who you are [personal values]
10 values that represent how your organization operates [Currentculture]
10 values that represent how you would like your organization tooperate [Desired culture]
These are then mapped and aggregated. Each valueterm selected has a place on the egg-timer framework,‘honesty’ for instance is a ‘positive’ Level 5 value;‘hierarchical’ is a ‘negative’ Level 3 value. Negativevalues are ones that are limiting to growth andperformance.
The aggregated total of all the values gives theorganization (or individual or nation) their ‘culturalentropy’ score. Between 0-10% is healthy; 11-20%indicates minor issues; above 20% significant issues;over 40% indicates in crisis.
Barrett’s research shows a high inverse correlationbetween entropy scores and employee engagement.(High entropy = low engagement). It also shows a highcorrelation between leaders’ scores and those of theorganization.
Organizations that can lower their leaders’ entropyscores see simultaneous improvement inorganizational performance.
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Further Reading
Barrett’s Seven Levels of Consciousness Model.Barrett Values Centre (2009).
Video on Barrett’s Seven Levels of ConsciousnessModel and Cultural Transformation Tools. BarrettValue Centre (2012).
Liberating the Corporate Soul. RichardBarrett. Butterworth-Heinemann (1998).
Building a Values-Driven Organization: A WholeSystem Approach to Cultural Transformation.Richard Barrett. Routledge (2006).
Further Relevant Resources
Richard Barrett’s profile at the Barrett Values Centre
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