Empowering Local Government Frontline Services - Mo Baines.pdf
Building a values driven organisation
1. THE ROLE OF THE
LEADER IN
BUILDING A
VALUES-DRIVEN
ORGANIZATION
Richard Barrett
Barrett Academy for the
Advancement of Human Values
(www.barrettacademy.com)
2. To create a values-driven world
where all people , organizations
and societies thrive.
Founder of the Barrett
Values Centre
3. President of the Academy
for the Advancement of
Human Values
To discover, incubate and develop ideas
and concepts that support the evolution
of human consciousness.
6. In the middle of the 20th century,
Abraham Maslow developed a theory
that linked well-being to the
satisfaction of needs. He postulated
that well-being comprises five
components.
Each component acts as a
foundation for the subsequent
component.
Origins of the Barrett Model
7. From Maslow to Barrett
Our basic well-being
arises from our
ability to meet what
Abraham Maslow
called our deficiency
needs - our survival,
safety and security
needs. Furthermore,
we must learn to
master our
deficiency needs
before we can focus
on our growth
needs.
Growth Needs
Deficiency
Needs
8. The Barrett Model differs from Maslow's model in three important ways; it gives
more definition to the process of self-actualization; it focuses on consciousness
rather than needs and it relabels the different levels of the model.
From Maslow to Barrett
9. The Seven Stages of
Organizational Development
Drive for Stability
Drive for Profitable
Growth
A Necessary Condition for
Evolution
10. Full-Spectrum Consciousness
The most successful
organizations are those that
develop Full-Spectrum
Consciousness - the ability to
overcome the challenges
associated with every level of
organizational consciousness.
Viability
Collaboration
Contribution
Alignment
Evolution
Performance
Relationships
11. Your company is profitable and
financially stable. It focuses on
long-term sustainability and not
on short-term results.
It provides safe and
comfortable working conditions
for its people.
VIABILITY
12. Without profits or access to a
continuing stream of funds,
organizations quickly perish.
Every organization needs to make
financial viability and stability a
primary concern.
13. People walk into the office each
day they smile and greet each
other warmly.
There is a healthy sense of
respect and customers feel
their needs are cared for.
RELATIONSHIPS
14. The critical issue at this stage of
development is to create a
sense of loyalty and belonging
among employees, and a sense
of caring and connection
between the organization and its
customers and suppliers.
15. The organization invests in high
performing systems.
It trains it’s people to be
excellent at doing their jobs and
the staff are proud to tell others
who they work for.
PERFORMANCE
16. At this stage of
development, the
organization is focused on
staying relevant to its
customers, pursuing
excellence by adopting best
practices, and constantly
implementing productivity
and efficiency
enhancements.
17. The organization moves
forward through innovation and
continuous improvement. It is
adaptable and resilient.
Employees feel empowered,
have the courage to ask tough
questions and it is OK to make
mistakes.
EVOLUTION
18. To fully respond to the
challenges of this level of
consciousness the
organization must
actively garner
employees’ ideas and
opinions.
For many leaders and managers, this is a new role requiring new skills.
Employees want to be accountable—not micro-managed and supervised
19. People feel inspired by the
vision and values.
There are high levels of trust
and a deep sense of purpose,
fun and team spirit.
ALIGNMENT
20. The key to success at this level of consciousness
is the establishment of a strong, positive, unique
cultural identity that differentiates the
organization from its competitors.
21. Strong focus on leadership
development means that
leaders are making a
sustainable difference inside
and outside the organization.
This is a collaborative working
environment for staff,
customers, suppliers and the
community, where people focus
on win-win for all concerned.
COLLABORATION
22. The organization should support employees
in becoming all they can become, both
professionally and personally.
Leadership development is given significant
emphasis at this stage of development.
23. For people in this organization,
ethics is not about compliance but
doing what they believe is right, in
their hearts.
By doing their jobs well, people
know they are serving society and
future generations.
CONTRIBUTION
24. To be successful at this level of
consciousness, organizations
must embrace the highest
ethical standards in all their
interactions with employees,
suppliers, customers, partners,
investors and the local
community.
25. The ENERGETIC DRIVERS of
our aspirations and
WHAT ARE
VALUES?
The ENERGETIC
DRIVERS of our
aspirations and
intentions.
26. WHY ARE VALUES
IMPORTANT?
The decisions we make are a
reflection of our values, and they
are always directed towards a
specific purpose—
the satisfaction of our
individual and
collective needs.
27. Whatever you need
is what you value.
YOUR VALUES
ARE AN
EXPRESSION
OF YOUR
NEEDS
31. The Leaders Must Change
Therefore if you want to change the culture:
or You Must Change the Leaders
32. According to Deloitte,
culture has become one
of the most important
business topics of 2016.
CEOs and HR leaders
now recognize that
culture drives people’s
behaviour, innovation,
and customer service
of Deloitte’s survey
respondents believe
that “culture is a
potential competitive
advantage.”
82%
33. of leaders believe that
culture is critical to their
organization’s success.
84%
According to PwC,
60%think culture is more
important than their
strategy or their
operating model.
34. of the FTSE 350
companies have seen a
10% increase in operating
profits driven by their
investment in culture.
55%
According to E&Y,
92%of the Board Members of
these companies said
that a focus on culture
has improved their
financial performance.
Overall,
37. Deliberately
Developmental
Organisation
“A deliberately developmental organisation is built
around the simple but radical conviction that an
organisation will best prosper when it is more
deeply aligned with people’s strongest motive,
which is to grow.
“This means building an organisational culture where
supporting people’s development is woven into the
fabric of working life—the regular operations, daily
routines and conversations.”
- Kegan and Lahey -
39. They bring
passion and
purpose to
their work.
They care
passionately
about the future
of the company.
Highly engaged
employees
identify with the
company.
They want the
company to do
the right thing.
They are willing
to invest their
discretionary
effort to make
the company a
success.
HIGHLY
ENGAGED
EMPLOYEESThey want to
feel pride in the
way the
company
behaves.
They are
committed and
loyal.
42. PERSONAL
VALUES
CURRENT
CULTURE
DESIRED
CULTURE
MEASURING THE CULTURE
BY MAPPING THE VALUES
Which of the
following
values/behaviours
most reflect who
you are?
Pick ten.
Which of the
following
values/behaviours
most reflect how
your organisation
currently
operates?
Pick ten.
Which of the
following
values/behaviours
most reflect how
you would like
your organisation
to operate? Pick
ten.
43. PLACEMENT OF VALUES BY LEVEL
(100 EMPLOYEES)
Current Culture
10
42 5
7
9
6
8
3
110
1
Tradition (L)
(59)
2 Diversity (54)
3Control (L) (53)
5Knowledge (43)
7Productivity (37)
9Profit (36)
4
Goals
orientation (46)
6 Creativity (42)
8 Image (L) (36)
10
Open
Communication
(31)
Top Ten Values
Service
Making a
difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
44. PLACEMENT OF VALUES BY LEVEL
(100 EMPLOYEES)
Current Culture
Service
Making a
difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival 1
2
3
4
5
6
7
4%
10%
20%
19%
16%
9%
10%
0%
0%
0%
0%
7%
2%
2%
0% 10% 20% 30% 40%
7
6
5
4
3
2
1
11%
Cultural
Entropy
47. that employees encounter in
their day-to-day activities
that prevent the organisation
from operating at peak
performance and cause
employees to experience
stress and prevent them from
getting their needs met.
It is a measure of the
CONFLICT, FRICTION
AND FRUSTRATION
48. Cultural entropy
significantly impacts
employee engagement
25%
39%
53%
66%
80%
94%
0% 8% 15% 23% 30%
Cultural Entropy
EmployeeEngagement
Research carried out in 163 organisations in Australia by Hewitt Associates
55. Personal entropy is a measure of
your lack of internal alignment.
Personal entropy arises from
subconscious fear-based beliefs
learned when we were young about
meeting our survival, safety and
security needs.
58. In the face of
turbulence and
change, culture and
values become the
major source of
continuity and
coherence, of renewal
and sustainability.
Rosabeth Moss Kanter,
Chair of the Harvard University
Advanced Leadership Initiative
Clarifying the
value system and
breathing life into
it are the greatest
contributions
a leader can
make.
Peters and Waterman, “In Search of Excellence:
Lessons from America’s best run companies”, 1983
and the Values
61. REDUCING THE
PERSONAL ENTROPY
OF THE LEADER:
Carry out a
LEADERSHIP
VALUES
ASSESSMENT of the
leaders to measure
their level of
PERSONAL
ENTROPY..
Use the results of
the Leadership
Values Assessment
to carry out a 2-3
hour coaching
session.
62. How to measure
Personal Entropy
ASSESSOR’S OBSERVED
VALUES OF INDIVIDUAL
Which of the following
values/behaviours most reflect how
individual “X” operates? Pick ten.
LEADERSHIP VALUES ASSESSMENT
LEADERSHIP DEVELOPMENT REPORT
INDIVIDUAL DEVELOPMENT REPORT
INDIVIDUAL’S VALUES
Which of the following
values/behaviours most reflect how
you operate? Pick ten.
http://www.valuescentre.com/our-products/products-
leaders/leadership-values-assessment-lva
63. Level Personal Values (PV) Current Culture Values (CC)
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
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)
Matches
2
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)
High Personal Entropy Individual (20 Assessors)