Includes a survey of participants at the HR conference. Interesting data on issues in Brazilian companies.

1. A Organização dirigida par Valores
Richard Barrett

2. MY SPEECH TODAY
HOW TO BUILD, MEASURE AND MANAGE
A VALUES-DRIVEN CULTURE

3. WHY A VALUES-DRIVEN CULTURE?
BECAUSE VALUES-DRIVEN CULTURES ARE THE MOST
SUCCESSFUL ON THE PLANET

4. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
4
WHY ARE VALUES-DRIVEN CULTURES
THE MOST SUCCESSFUL?
BECAUSE THEY CARE ABOUT THE
NEEDS OF THEIR EMPLOYEES, AND …

5. … THEY ALSO CARE ABOUT THE NEEDS
OF ALL THEIR STAKEHOLDERS
Suppliers Community

6. VALUES-DRIVEN CULTURES
PRACTICE CONSCIOUS CAPITALISM
2007 2012 2014

7. THE TENETS OF CONSCIOUS CAPITALISM
PURPOSE
CULTURE
LEADERSHIP
STAKEHOLDER
CONSCIOUS
BUSINESS
Higher Purpose
Conscious Leadership
Stakeholder
Orientation
Conscious
Culture

8. Eighteen Firms of Endearment
Average
Annualized
Return
13.10%
Average
Annualized
Return
4.12%
$140m
$280m
$420m
$560m
S&P 500
PortfolioValue
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

9. Eighteen Firms of Endearment
*Amazon.com Inc.
*Best Buy Co Inc.
BMW
*CarMax Inc.
*Caterpillar Inc.
*Commerce Bankshares Inc.
Container Store
*Costco Wholesale Corporation
*eBay Inc.
*Google Inc. Class A.
*Harley-Davidson Inc.
*Honda Motor Co.
IDEO
IKEA
*Jet Blue
*Johnson & Johnson
Jordan’s Furniture
L.L. Bean
New Balance
Patagonia
Progressive Insurance
REI
*Southwest Airlines Co.
*Starbucks Corporation
*Timberland Inc.
*Toyota Motor Corp.
Trader Joe's
*UPS Inc.
Wegmans
*Whole Foods Markets, Inc.
* Firms of Endearment for which financial data were readily available for their
North America operations.

10. S&P 500
Average
Annualized
Return
16.39%
Average
Annualized
Return
4.12%
BCWF
The Best Companies to Work For engender high levels of employee engagement and commitment,
because the leaders of these organisations focus on meeting their employee’s needs.
The Top 40 Best Companies to Work For (USA)

11. The Top 40 Best Companies to Work For (USA)
Adobe Systems Inc.
Adobe Systems Inc.
Aflac Inc.
Amazon.com Inc.
American Express Co.
Autodesk Inc.
Build-A-Bear Workshop Inc.
Capital Trust Inc. Class A.
Chesapeake Energy Corp.
Devon Energy Corp.
Dreamworks Animation SKG
Inc.
EOG Resources
FactSet Research Systems Inc.
General Mills Inc.
Goldman Sachs Group Inc.
Goldman Sachs Group Inc.
Google Inc. Class A.
Hasbro, Inc.
Intel Corp.
Intuit Inc.
Marriott International Inc.
Mattel Inc.
Medical Properties Trust Inc.
Men’s Wearhouse
Microsoft Corp.
National Instruments Corp.
NetApp Inc.
Nordstrom Inc.
Novo Nordisk, A/S ADR
Novo Nordisk, A/S ADR
Nustar Energy, L.P.
Publix Super Mkts, Inc.
Qualcomm Inc.
Rackspace Hosting Inc.
Salesforce.com Inc.
Southern Michigan Bankcorp.
St Jude Medical, Inc.
Starbucks Corporation
Stryker Corporation
SVB Financial Group
Ultimate Software Group, Inc.
Umpqua Holdings Corporation
Whole Food Markets, Inc.

12. “Culture eats strategy for breakfast.”
“No matter how far reaching the vision or how brilliant
the strategy, neither will be realized if it is not supported
by the organisational culture.” Luther Johnson
Peter Drucker

13. Richard Barrett has made
extraordinary contributions to our
understanding of organisational
values and culture. His frame-
works for measuring culture and
enabling whole system change are
elegant. His reservoir of know-
ledge is vast and his connection to
timeless wisdom is profound.
Raj Sisodia Co-founder and co-chairman of
Conscious Capitalism Inc. and Professor of
Marketing at Bentley University
Building a Values-driven Culture

14. Available in
July 2014
The Good
News

15. The Leader and the Values
Peters and Waterman, “In Search of Excellence:
Lessons from America’s best run companies”, 1983
Clarifying the value system
and breathing life into it are
the greatest contributions a
leader can make.

16. Why values are more important than beliefs
In a stable, non-evolving world,
where what happened in a previous
time period is a good predictor of
what will happen in the future, we
can happily use our beliefs to make
decisions.
But in a world where complexity is
increasing by the day, we need a
more solid basis for making
decisions.
Values-based decision-making is more suited to our complex modern world
because we make decisions based on what is important to us. What is
important to us (our values) is what motivates us.

17. AT ANY GIVEN MOMENT IN TIME, the
values that are most important to us are
a reflection of the needs of the stage of
psychological development we have
reached and the unmet needs of the
stages of psychological development we
have passed through but have not yet
mastered.
What motivates employees is the
satisfaction of their needs.
Our needs (what we value) have always been, and always will
be the principal drivers of our behaviors and actions.

18. Stages of Psychological Development
Surviving: Learning to stay alive by meeting your
basic physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure by
staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from
the crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and cult-
ural conditioning (beliefs) that no longer align with who you are.
Self-actualizing: Learning to become more fully who you are
by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share
the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and
serving the needs of humanity and/or the planet.
EvolutionofPersonalConsciousness
Needs/Primary Motivations

19. Stages of Psychological Development
Surviving: Learning to stay alive by meeting your
basic physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure by
staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from the
crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and cult-
ural conditioning (beliefs) that no longer align with who you are.
Self-actualizing: Learning to become more fully who you are
by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share
the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and
serving the needs of humanity and/or the planet.
0-2 years
Needs/Primary Motivations

20. Stages of Psychological Development
Surviving: Learning to stay alive by meeting your
basic physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure by
staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from the
crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and cult-
ural conditioning (beliefs) that no longer align with who you are.
Self-actualizing: Learning to become more fully who you are
by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share
the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and
serving the needs of humanity and/or the planet.
3-7 years
Needs/Primary Motivations

21. Stages of Psychological Development
Surviving: Learning to stay alive by meeting your
basic physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure by
staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from the
crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and cult-
ural conditioning (beliefs) that no longer align with who you are.
Self-actualizing: Learning to become more fully who you are
by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share
the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and
serving the needs of humanity and/or the planet.
8-29 years
Needs/Primary Motivations

22. Stages of Psychological Development
Surviving: Learning to stay alive by meeting your
basic physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure by
staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from
the crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and cult-
ural conditioning (beliefs) that no longer align with who you are.
Self-actualizing: Learning to become more fully who you are
by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share
the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and
serving the needs of humanity and/or the planet.
30-39 years
Needs/Primary Motivations

23. Stages of Psychological Development
Surviving: Learning to stay alive by meeting your
basic physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure by
staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from
the crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and cult-
ural conditioning (beliefs) that no longer align with who you are.
Self-actualizing: Learning to become more fully who you are
by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share
the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and
serving the needs of humanity and/or the planet.
40-49 years
Needs/Primary Motivations

24. Stages of Psychological Development
Surviving: Learning to stay alive by meeting your
basic physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure by
staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from
the crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and cult-
ural conditioning (beliefs) that no longer align with who you are.
Self-actualizing: Learning to become more fully who you are
by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share
the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and
serving the needs of humanity and/or the planet.
50-59 years
Needs/Primary Motivations

25. Stages of Psychological Development
Surviving: Learning to stay alive by meeting your
basic physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure by
staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from
the crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and cult-
ural conditioning (beliefs) that no longer align with who you are.
Self-actualizing: Learning to become more fully who you are
by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share
the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and
serving the needs of humanity and/or the planet.
60+ years
Needs/Primary Motivations

26. LEVELS OF CONSCIOUSNESS
WE GROW IN STAGES (OF PSYCHOLOGICAL
DEVELOPMENT) AND WE OPERATE AT LEVELS (OF
CONSCIOUSNESS). ALL THINGS BEING NORMAL, THE
LEVEL OF CONSCIOUSNESS WE OPERATE AT WILL
CORRESPOND TO THE STAGE OF PSYCHOLOGICAL
DEVELOPMENT WE HAVE REACHED.

27. What We Value at Each Level of Consciousness
Financial stability, wealth, employment
opportunities, health and safety.
Open communication, friendship, loyalty,
caring, recognition, tradition, rituals.
Pride, productivity, efficiency, quality,
professional growth, confidence, excellence.
Independence, adaptability, continuous
learning, personal growth, balance, adventure,
courage.
Trust, fairness, honesty, integrity, openness,
transparency, enthusiasm, commitment.
Collaboration, alliances, environmental
awareness, personal fulfilment, empathy.
Social responsibility, social justice, wisdom,
compassion, humility, forgiveness, ecology.
Surviving: Learning to stay alive by meeting your basic
physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure
by staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from
the crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and
cultural conditioning that no longer align with who you are.
Self-actualizing: Learning to become more fully who you
are by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share
the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and
serving the needs of humanity and/or the planet.

28. TO BUILD A VALUES-DRIVEN CULTURE
WE NEED UNDERSTAND WHAT LEVELS OF
CONSCIOUSNESS EMPLOYEES ARE OPERATING
FROM AND TO WHAT EXTENT THE CULTURE
SUPPORTS THEIR NEEDS

29. 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 it, 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 Leading Self
Measure and Map the Values

30. The Seven Levels of Consciousness Model

31. 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

32. Need s Con s ciou s n es s
Self-Actualization
Richard Barrett
Safety
Love & Belonging
Self-esteem
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Abraham Maslow
Maslow’s Needs to Barrett’s Consciousness

33. Maslow’s Needs to Barrett’s Consciousness
Need s Con s ciou s n es 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.
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

34. Stages in the Development of Personal Consciousness
Positive Focus / Excessive Focus
Service
Makingadifference
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
Understandingyourdeepestmotivations,experiencingresponsible
freedombylettinggoofyourfears
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

35. Positive Focus / Excessive Focus
Financial Stability
Shareholdervalue,organisationalgrowth,
employeehealth,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 Organizational Consciousness
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

36. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
45
FULL SPECTRUM CONSCIOUSNESS EXERCISE
PLEASE STAND UP

37. Financial viability and employee safety
Employee and customer satisfaction
High performance, quality, excellence
Employee participation, learning
Sense of purpose and shared values
Community involvement, partnerships
Human rights, future generations
Sit down if your organisation does not focus on …
Stand up if your organisation does focus on …
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

38. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
47
BUILDING A VALUES-DRIVEN ORGANSIATION
START WITH A VALUES SURVEY

39. The Values Survey
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.

40. Placement of Values by Level (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
42 5
7
9
6
8
3
110
Current Culture
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

41. 11%
1
2
3
4
5
6
7
Cultural
Entropy
Placement of Values by Level (100 employees)
Current Culture
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

42. Cultural Entropy and Engagement
Cultural entropy
significantly
impacts
employee
engagement.
25%
35%
45%
55%
65%
75%
85%
0% 5% 10% 15% 20% 25% 30%
Cultural Entropy
EmployeeEngagement
Research carried out in 163 organisations in Australia by Hewitt Associates
and the Barrett Values Centre in 2008.
Low Entropy =
High Engagement
High Entropy =
Low Engagement

43. Entropy and Engagement
Cultural Entropy Most employees
are ….
10% or less Highly Engaged
11% to 20% Engaged
21% to 30% Becoming Disengaged
31% to 40% Disengaged
41% or more Highly Disengaged

44. Five Levels of Employee Engagement
Highly Engaged Employees bring passion, purpose and discretionary energy
to their work. They are emotionally attached and committed
to the organisation and want to do the right thing.
Engaged Employees are willing to go the extra mile to support the
company in achieving its goals and objectives as long as they
can also satisfy their own goals and objectives.
Becoming
Disengaged
Employees are becoming frustrated, anxious and fearful
about not being able to satisfy their needs.
Disengaged Employees do what they have to do to get through the day,
but are unwilling to put in any extra effort to meet deadlines
or support their colleagues in difficult times.
Highly
Disengaged
Employees are unhappy at their work and act out their
unhappiness by actively undermining the company, and
denigrating those who want to succeed.

45. Highly Engaged Employees
 Highly engaged employees identify with the company.
 They care passionately about the future of the company.
 They bring passion and purpose to their work.
 They are willing to invest their discretionary effort to make
the company a success.
 They want the company to do the right thing.
 They want to feel pride in the way the company behaves.

46. What is Cultural Entropy?
The amount of energy that is consumed in an organisation
doing unnecessary or unproductive work that does not
add value.
It is a measure of the conflict, friction and frustration that
employees encounter in their day-to-day activities that
prevent the organisation from operating at peak
performance.

47. Cultural entropy is a function of the personal
entropy of the current leaders of an
organisation and institutional legacy of past
leaders as embedded in the structures,
systems, policies and procedures.
How Does Cultural Entropy Arise?

48. What is Personal Entropy?
Personal entropy is the amount of fear-driven
energy that a person expresses in his or her day-
to-day interactions with other people.
It is a measure of a lack of a person’s lack of personal
mastery skills. Fear-driven energy arises from the
conscious and subconscious fear-based beliefs of the ego
about meeting its deficiency needs.

49. 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
Cultural Evolution Begins with Personal Evolution
Cultural Entropy 7%Personal Entropy 9%
Culture ValuesLeader’s Values
The culture of
an organisation
is a reflection
of leadership
consciousness.
CVA Current Culture
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0
Internal
Cohesion
LVA Feedback 27 Assessors
PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0
Internal
Cohesion

50. Cultural Evolution Begins with Personal Evolution
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 ValuesLeader’s Values
The culture of
an organisation
is a reflection
of leadership
consciousness.

51. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
60
BUILDING A VALUES-DRIVEN CULTURE
THE JOURNEY

52. SA Bank: Evolution of Current Culture
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
3 Matches CC-DC
Entropy 25%
4 Matches CC-DC
Entropy 19%
4 Matches CC-DC
Entropy 17%
5 Matches CC-DC
Entropy 14%

53. SA Bank: Evolution of Current Culture
2009 2010 2011
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
6 Matches CC-DC
Entropy 13%
6 Matches CC-DC
Entropy 13%
6 Matches CC-DC
Entropy 11%

54. Evolution of Number of Survey Participants
8%
25%
38%
51%
67%
73%
77%
75%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
2005 2006 2007 2008 2009 2010 2011 2012
Percentage of
employees voluntarily
participating in the
values assessment grew
significantly each year as
people realized that the
leaders of the
organisation were
paying attention to the
results of the
assessment.

55. Cultural Entropy Evolution
Cultural entropy
reduction led to
improved performance
through increased
employee
engagement, increased
revenues, improved
productivity, and
increase in share price.
25%
19%
17%
14%
13% 13%
11%
10%
0%
5%
10%
15%
20%
25%
30%
2005 2006 2007 2008 2009 2010 2011 2012
Cutlural Entropy

56. Revenue Evolution
0%
5%
10%
15%
20%
25%
30%
0
5000
10000
15000
20000
25000
30000
35000
2005 2006 2007 2008 2009 2010 2011 2012
Revenue Cultural Entropy
Annual
revenue
increases as
cultural
entropy falls.
Global Economic
Meltdown

57. 0%
5%
10%
15%
20%
25%
30%
0
200
400
600
800
1000
1200
2005 2006 2007 2008 2009 2010 2011 2012
Revenue per Capita Cultural Entropy
Revenue per
capita
increases as
cultural
entropy falls.
Productivity Evolution
Global Economic
Meltdown

58. 0%
5%
10%
15%
20%
25%
30%
0
5000
10000
15000
20000
2005 2006 2007 2008 2009 2010 2011 2012
Share Price Cutlural Entropy
Share price
(cents)
increases as
cultural entropy
falls.
Share Price Evolution
Global Economic
Meltdown

59. SA Bank: 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

60. 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
SA Bank: 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

61. ABRH VALUES SURVEY—RESULTS

62. ABRH-Rio values survey: Overall Group (330)
achievement 135 3(I)
bureaucracy (L) 103 3(O)
cost reduction (L) 101 1(O)
organisational growth 97 1(O)
results orientation 86 3(O)
profit 78 1(O)
strategic alliances 75 6(O)
brand image 71 3(O)
customer collaboration 70 6(O)
customer satisfaction 69 2(O)
leadership development 112 6(O)
strategic alliances 106 6(O)
continuous learning 103 4(O)
open communication 96 2(R)
achievement 85 3(I)
employee engagement 84 5(O)
employee recognition 84 2(R)
continuous improvement 82 4(O)
innovation 80 4(O)
results orientation 79 3(O)
Values Plot May 14, 2014Copyright 2014 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 3
PV - DC 2
Cultural Entropy:
Current Culture
26%
commitment 196 5(I)
continuous learning 148 4(I)
ethics 138 7(I)
honesty 107 5(I)
achievement 101 3(I)
influence 101 4(R)
adaptability 100 4(I)
positive attitude 100 5(I)
decisiveness 97 3(I)
family 90 2(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=8-2-0 IRS (L)=0-0-0 IROS (P)=1-0-7-0 IROS (L)=0-0-2-0 IROS (P)=1-2-7-0 IROS (L)=0-0-0-0

63. ABRH-Rio values survey: Overall Group (330)
atingir metas 135 3(I)
burocracia (L) 103 3(O)
redução de custos (L) 101 1(O)
crescimento da organização 97 1(O)
orientado para resultados 86 3(O)
lucro 78 1(O)
alianças estratégicas 75 6(O)
imagem da marca 71 3(O)
colaboração com o cliente 70 6(O)
satisfação do cliente 69 2(O)
desenvolvimento da
liderança
112 6(O)
alianças estratégicas 106 6(O)
aprendizagem contínua 103 4(O)
comunicação aberta 96 2(R)
atingir metas 85 3(I)
engajamento dos
funcionários
84 5(O)
reconhecimento dos
funcionários
84 2(R)
melhoria contínua 82 4(O)
inovação 80 4(O)
orientado para
resultados
79 3(O)
Values Plot May 14, 2014Copyright 2014 Barrett Values Centre
I = Indivíduo
R = Relacionamento
Preto Sublinhado = VP & CA
Laranja = VP, CA & CD
Laranja = CA & CD
Azul = VP & CD
P = Positivo
L = Potencialmente Limitador (círculo branco)
O = Organizacional
S = Social
Correspondências
VP - CA 1
CA - CD 3
VP - CD 2
Entropia Cultural:
Cultura Atual
26%
comprometimento 196 5(I)
aprendizagem contínua 148 4(I)
ética 138 7(I)
honestidade 107 5(I)
atingir metas 101 3(I)
capacidade de influenciar 101 4(R)
adaptabilidade 100 4(I)
atitude positiva 100 5(I)
capacidade de decidir 97 3(I)
família 90 2(R)
Nível Valores Pessoais (VP) Valores da Cultura Atual (CA) Valores da Cultura Desejada (CD)
7
6
5
4
3
2
1
IRS (P)=8-2-0 IRS (L)=0-0-0 IROS (P)=1-0-7-0 IROS (L)=0-0-2-0 IROS (P)=1-2-7-0 IROS (L)=0-0-0-0

64. ABRH-Rio values survey: Overall Group (330)
Cultural Entropy = 26%
Personal Values
Values Distribution May 14, 2014Copyright 2014 Barrett Values Centre
Positive Values
Potentially Limiting Values
Current Culture
Values
Desired Culture
Values
C
T
S 2
1
3
4
5
6
7
C = Common Good
T = Transformation
S = Self-Interest
2%
1%
1%
4%
11%
13%
25%
26%
8%
9%
0% 20% 40% 60%
1
2
3
4
5
6
7
9%
5%
12%
7%
6%
17%
17%
12%
9%
6%
0% 20% 40% 60%
1
2
3
4
5
6
7
2%
0%
0%
4%
10%
15%
26%
21%
15%
7%
0% 20% 40% 60%
1
2
3
4
5
6
7

65. ABRH-Rio values survey: Overall Group (330)
This depicts the number of potentially limiting values per level in the Current Culture that were chosen by the survey
participants. These represent all the potentially limiting values that were chosen and so may not be included in the top ten
values on the Values Plot. Potentially limiting values are found only at levels 1, 2 and 3. This is a reflection of the degree of
disorder within a system.
Level Potentially Limiting Values (Votes) Cultural Entropy %
3
bureaucracy (103)
confusion (66)
hierarchy (65)
long hours (58)
silo mentality (48)
information hoarding (34)
power (29)
12% of total votes
2
internal competition (52)
empire building (40)
blame (35)
manipulation (25)
5% of total votes
1
cost reduction (101)
short-term focus (65)
control (53)
job insecurity (33)
caution (27)
exploitation (22)
9% of total votes
Total 856 out of 3300 26% of total votes
Cultural Entropy Table May 14, 2014Copyright 2014 Barrett Values Centre
Cultural Entropy Report

66. ABRH-Rio values survey: Overall Group (330)
Current Culture Votes Desired Culture Votes Jump
leadership development 35 112 77
open communication 34 96 62
employee recognition 24 84 60
employee engagement 28 84 56
continuous learning 59 103 44
information sharing 29 72 43
coaching/ mentoring 17 58 41
long-term perspective 26 63 37
transparency 20 57 37
clarity 6 42 36
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 14, 2014Copyright 2014 Barrett Values Centre
Values Jumps

67. ABRH-Rio values survey: Overall Group (330)
Current Culture
Finance
cost reduction (L)
organisational growth
profit
Fitness
achievement
bureaucracy (L)
results orientation
External Stakeholder
Relations
strategic alliances
brand image
customer collaboration
customer satisfaction
Evolution
Culture
Trust/
Engagement
Direction/
Communication
Supportive
Environment
Societal Contribution
Current Culture Values
Finance
Fitness
Evolution
External Stakeholder
Relations
Trust/ Engagement
Direction/ Communication
Supportive Environment
Culture
Societal
Contribution
All the top ten values of the Current
Culture are in the top half of the
Business Needs Scorecard

68. ABRH-Rio values survey: Overall Group (330)
Current Culture Desired Culture
Finance
cost reduction (L)
organisational growth
profit
Fitness
achievement
bureaucracy (L)
results orientation
achievement
results orientation
External Stakeholder
Relations
strategic alliances
brand image
customer collaboration
customer satisfaction
strategic alliances
Evolution
leadership development
continuous learning
continuous improvement
innovation
Culture
Trust/
Engagement
employee engagement
Direction/
Communication
open communication
Supportive
Environment
employee recognition
Societal Contribution
Desired Culture Values
Current Culture Values
Finance
Fitness
Evolution
External Stakeholder Relations
Trust/ Engagement
Societal
Contribution
Fitness
Evolution
External Stakeholder Relations
Direction/ Communication
Supportive Environment
Culture
Societal
Contribution
Finance
Trust/ Engagement
Direction/ Communication
Supportive Environment
Culture
Most of the top ten values of the
Desired Culture are in the
bottom half of the Business
Needs Scorecard

69. ABRH-Rio values survey: Age (330)
29 or less 30-39 40-49 50 or more
Entropy 28% 29% 25% 22%
Value Jumps Employee
engagement
Open
communication
Employee
recognition
Continuous
improvement
Leadership
development
Employee
recognition
Open
communication
Transparency
Leadership
development
Open
communication
Continuous
learning
Trust
Leadership
development
Strategic
alliances
Continuous
learning
Innovation
What People Want by Age Group

70. ABRH-Rio values survey: Age (330)
Large Medium Small Tiny
Entropy 33% 28% 10% 9%
Value Jumps Leadership
development
Employee
recognition
Open
communication
Employee
engagement
Open
communication
Leadership
development
Employee
engagement
Continuous
learning
Strategic
alliances
Leadership
development
Employee
recognition
Information
sharing
Holistic thinking
Creativity
Group
collaboration
Leading by
example
Differences by Size of Company

71. LEADERSHIP DEVELOPMENT
THE NEW LEADERSHIP PARADIGM
Available
now at this
Conference
More Good
News

72. THE NEW LEADERSHIP PARADIGM
“A first class summary of how to
take the leap into a new
paradigm of being and lead with
grace, love and intuitive insight.
This book builds on all the great
leadership writers combining
intelligent research, first hand
results and spiritual depth of
understanding.” – Kath Roberts

73. THE NEW LEADERSHIP PARADIGM
A Leadership Development Text
Book for the 21st Century
Part 1: Fundamentals
Part 2: Leading Self
Part 3: Leading Others
Part 4: Leading an Organisation
Part 5: Leading in Society

74. ANNOUNCING
THE NEW LEADERSHIP PARADIGM
LEARNING PLATFORM
Available in English in June/July 2014.
Word document version in English, Spanish, French and Swedish
available for download now
http://www.valuescentre.com/resources/?sec=books__learning_modules

75. THE NEW LEADERSHIP PARADIGM FOOTPRINT

76. New Leadership Paradigm Learning System

77. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
86
New Leadership Paradigm Learning System
Leading Self
If you cannot lead
yourself you cannot
lead a team

78. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
87
New Leadership Paradigm Learning System
Leading a Team
If you cannot lead a
team you cannot lead
an organisation

79. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
88
New Leadership Paradigm Learning System
Leading an Organisation
If you cannot lead an
organisation you cannot
lead in society

80. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
89
New Leadership Paradigm Learning System
Leading in Society

81. Leading Self Module
The Purpose
The purpose of the Leading Self component
of the New Leadership Paradigm learning
system is to increase your self-awareness
and overcome the challenges you face in
expressing your authentic self in your
personal and professional life.

82. Leading Self Module
Stage 1: The Journey
The Journey explores the past to the
present: where have you been and where
are you now on your leadership journey. The
objective is to uncover and understand the
events that have defined who you are today
and what is important in your life.

83. Leading Self Module
Stage 2: The Potential
The Potential helps you to understand and
celebrate who you are. The objective is to
uncover your talents and gifts, explore your
potential, and help you envision who you
can become and where you want to go.

84. Leading Self Module
Stage 3: The Challenges
The Challenges explores the reality of where
you are now and the hurdles you have to
overcome to embrace your authentic self.
The objective is to help you master the
conscious and sub-conscious motivations
that could sabotage your future.

85. Leading Self Module
Stage 4: The Mastery
The Mastery helps you to overcome the
conscious and sub-conscious motivations
that could sabotage your future by teaching
you how to question your feelings, thoughts
and beliefs, identify your fears, and get in
touch with your real needs.

86. Leading Self Module
Stage 5: The Evolution
The Evolution invites you to explore your
progress by seeking feedback from others
about your personal and professional
performance so you can make the changes
you need to make to consciously evolve and
become all you can become.

87. Leading Self Module
Stage 6: Self-Coaching
Self-coaching supports your evolutionary
progress by providing a checklist of actions
you can take when confronted by issues in
your personal or professional life that cause
anxiety, upsets, anger, frustration or
impatience.

88. Leading Self Module
Stage 7: Reflection
Reflection offers you the opportunity to
review your leadership learning journey by
providing you with tools, techniques and
methods to engage in mindfulness and
activate your own self-witness.

89. A customisable internet-based learning platform for
Organisations, Universities, Consultants and Coaches
Designed to facilitate Self-directed Learning, Facilitated
Learning in an Open Group, and Facilitated Learning in a Team
or Work Group
Affordable for large and small organisations
Internet version of Leading Self Module
in English available in July/August 2014
The New Leadership Paradigm Learning Platform
Word document version in English, Spanish, French and
Swedish available for download now.

90. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
100
For More Information
www.valuescentre.com
www.richardbarrett.net
To get a copy of this presentation go to:
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