1. Barrett Values Centre
Seven Levels of Consciousness
and the Cultural Transformation Tools

2. www.valuescentre.com
Powerful metrics that enable leaders to measure and manage cultures. 2

3. Values-based Culture Initiatives
www.valuescentre.com
Powerful metrics that enable leaders to measure and manage cultures. 3

4. Key Numbers
Core Barrett
Team - 19
Over 6250 Assessments
and 1.49m responses since
2007
3946 consultants and
change agents in over 80
countries
4

5. CTT National Assessments – Status Jan 2013
North America Europe Asia
USA *2011 Denmark Belgium Bhutan
2009, 2010, 2011 2008 2010 2008
Sweden *2012 Switzerland
Canada 2009, 2010, 2011, 20
Singapore
2011 2012
2010 12
Trinidad Iceland France India
Tobago 2008, 2010 2012 T.B.D.
2012
United Arab
Finland UK
Bahamas 2010, 2011 2012 Emirates
T.B.D. T.B.D.
Latvia Macedonia Qatar
2007 (Skopje) 2009 T.B.D.
Hungary Spain
2012 (Test) (Extremadura) 2010
Oceania
South America
Italy Australia
Brazil Slovakia 2009
2012 2012 (Test).
2010
New Zeeland
Argentina Africa T.B.D.
2001**
South Africa Egypt
Venezuela 2011 T.B.D.
2010 **
Nigeria
2012
www.valuescentre.com * Community Assessments ** Not statistically valid 5

6. A Tale of Two Companies
Organisation A Organisation B
Service
Making a Difference
Internal Cohesion
Transformation
Self-Esteem
Relationship
Survival
Value Level Value Level
client satisfaction 2 blame 2
making a difference 6 short term focus 1
integrity 5 internal competition 2
teamwork 4 buck passing 3
humor/fun 5 risk averse 1
quality 3 customer satisfaction 2
ethics 7 information hoarding 2
financial stability 1 profit 1
6

7. A Tale of Two Companies
Organisation A Organisation B
Service
Making a Difference
Internal Cohesion
Transformation
Self-Esteem
Relationship
Survival
People Financial Excellence Ethics Resilience
viability
7

8. Cultural Entropy
Cultural Entropy measures that percentage of
fear, dysfunction, negative and destructive
energy in the organisation
40% = Crisis
10% = Healthy
8

9. Are your company core values lived?
Core Values (I-Care) Core Values
integrity client collaboration
compassion teamwork
accountability delivery
respect meritocracy
excellence integrity
accountability long hours (L)
customer satisfaction being the best
being the best cost reduction (L)
commitment poor communication (L)
compassion client collaboration
continuous improvement bureaucracy (L)
integrity confusion (L)
teamwork arrogance (L)
cost effectiveness hierarchy (L)
respect silo mentality (L)
9

10. Executive & Employee View – Same Organisation
Executive Team Employees
Current Culture Current Culture
being the best long hours (L)
accountability being the best
client satisfaction cost reduction
honesty poor communication (L)
teamwork client collaboration
achievement bureaucracy (L)
brand image confusion (L)
excellence arrogance (L)
staff engagement hierarchy (L)
trust results orientation
silo mentality (L) 10

11. Maslow’s Needs to Barrett’s Consciousness
Self-Actualization
Know and
Know and
Understand
Understand
Abraham Maslow
Self-esteem Richard Barrett
Love & Belonging
Safety
Physiological
Needs Consciousness
11

12. 7 Levels of Organisational Consciousness
Positive Focus / Excessive Focus
Service To Humanity and the Planet
Service Social responsibility, future generations, long-term
perspective, ethics, compassion, humility
Strategic Alliances and Partnerships
Making a Environmental awareness, community
Difference involvement, employee
fulfilment, coaching/mentoring
Building Internal Community
Internal Cohesion Shared values, vision, commitment, integrity,
trust, passion, creativity, openness, transparency
Continuous Renewal and Learning
Transformation Accountability, adaptability, empowerment, teamwor
k, goals orientation, personal growth
High Performance
Self-esteem Systems, processes, quality, best practices,
pride in performance. Bureaucracy, complacency
Employee Recognition
Relationship Loyalty, open communication, customer
satisfaction, friendship. Manipulation, blame
Financial Stability
Survival Shareholder value, organisational growth,
employee health, safety. Control, corruption, greed
12

13. Seven Levels of…….
13

14. Full Spectrum Sustainability
Service People
Making a
Difference Planet
Internal Cohesion Cultural Alignment
Transformation Continuous renewal
Self-esteem Organisational effectiveness
Relationship Harmonious relationships
Survival Profit
14

15. Survey Questions
1) Personal Values
Please select ten of the following values/behaviours that most
reflect who you are, not who you desire to become.
2) Current Culture Values
Please select ten of the following values/behaviours that most
reflect how your organisation currently operates.
3) Desired Culture Values
Please select ten of the following values/behaviours that you
would desire for your organisation to achieve it's highest
performance.
15

16. Values Assessment Screen
16

17. CBT Technology (154)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=7-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-1-6-0 IROS (P)=1-3-6-0 IROS (L)=0-0-0-0
honesty 61 5(I) cost reduction (L) 76 1(O) client satisfaction 66 2(O)
Matches commitment 60 5(I) bureaucracy (L) 66 3(O) employee fulfilment 65 6(O)
PV - CC 0 humour/fun 53 5(I) confusion (L) 61 3(O) continuous improvement 58 4(O)
CC - DC 1
PV - DC 2 reliability 51 3(R) profit 54 1(O) effective communication 56 2(R)
enthusiasm 44 5(I) information hoarding (L) 47 3(O) teamwork 50 4(R)
Health Index adaptability 43 4(I) short term focus (L) 47 1(O) financial stability 44 1(O)
(PL)
family 37 2(R) hierarchical (L) 45 3(O) adaptability 42 4(I)
PV-10-0
CC - 3-7 integrity 34 5(I) results orientation 39 3(O) trust 38 5(R)
DC - 10-0
trust 34 5(R) client satisfaction 38 2(O) professionalism 35 3(O)
balance home/work 32 4(I) empire building (L) 36 2(R)
vision 35 7(O)
Black Underline = PV & CC Orange = CC & DC P = Positive I = Individual O = Organisational
Orange = PV, CC & DC Blue = PV & DC L = Potentially Limiting (white circle) R = Relationship S = Societal
Values Plot Copyright 2012 Barrett Values Centre May 1, 2012

18. 18

19. Cost of Limiting Values
• Short-term Focus £3,489,818
• Confusion £3,178,636
• Bureaucracy (unnecessary) £1,799,618
• Empire Building £1,764,682
• Information Hoarding £1,634,045
• Sickness and Leavers £834,225
• Hierarchical £624,327
• Long Hours £187,909
• Total Entropy (potential business value) £13,504,261
Based on staff’s perception of lost productivity and opportunity.
Annual income £33,000,000 and loss of £500,000 in 2000.
Investment Leadership – Jim Ware’s book contains data showing the comparison
between healthy and unhealthy cultures and bottom line performance.
19

20. Individual Assessments
Leadership Values
Personal Values Assessment (LVA)
Assessment (PVA)
-Free to all-
Leadership
Individual Values Development Report
Assessment (IVA) (LDR)
20

21. Group Assessments
Cultural Values National Values
Assessment (CVA) Assessment (NVA)
-Corporates, NGOs,
Governments-
Community Values
Assessment
Small Organisation School Values
Assessment (SOA) Assessment (SVA)
21

22. 22

23. Leadership Transformation

24. Organisational
transformation starts
with the personal
transformation of the
leaders
24

25. Seven Levels of Leadership
Positive Focus/ Excessive Focus
SERVICE TO HUMANITY
Wisdom/ Visionary Long –term perspective. Future generations.
Ethics.
COLLABORATION WITH CUSTOMERS AND
LOCAL COMMUNITY
Mentor/ Partner Strategic alliances. Employee fulfilment. Environmental
stewardship.
DEVELOPMENT OF CORPORATE COMMUNITY
Integrator/ Inspirer Positive, creative corporate culture. Shared vision and values.
CONTINUOUS RENEWAL
Facilitator/ Influencer Promotes learning and innovation. Team builder. Empowers
others.
BEING THE BEST, BEST PRACTICE
Manager/ Organiser Productivity. Efficiency. Quality. Systems and processes.
Bureaucracy. Complacency.
RELATIONSHIPS SUPPORTING CORPORATE NEEDS
Relationship Manager Good communication between employees, customers and
suppliers.
Manipulation. Blame.
PURSUIT OF PROFIT & SHAREHOLDER VALUE
Crisis Director Able to manage adversity. Directive. Willing to take
charge.
Exploitation. Over-control.
25

26. Cultural Evolution Begins with Personal Evolution
LV A Feedback 14 Assessors CVA Current Culture
The culture of
an organisation
is a reflection
of the leadership
consciousness.
PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0 PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0
Personal Entropy 64% Cultural Entropy 38%
power (L) 11 Level 3 1. short-term focus (L) 13 Level 1
blame (L) 10 Level 2 2. blame (L) 11 Level 2
demanding (L) 10 Level 2 3. manipulation (L) 10 Level 2
manipulative (L) 10 Level 2 4. caution (L) 7 Level 1
experience 9 Level 3
5. cynicism (L) 7 Level 3
controlling (L) 8 Level 1
6. bureaucracy (L) 6 Level 3
arrogant (L) 7 Level 3
7. control (L) 6 Level 1
authoritarian (L) 6 Level 1
8. cost reduction (L) 5 Level 1
exploitative (L) 6 Level 1
9. empire building (L) 5 Level 2
ruthless (L) 6 Level 1
10. image (L) 5 Level 3
11. long hours (L) 5 Level 3
26

27. Cultural Evolution Begins with Personal Evolution
LV A Feedback 27 Assessors CVA Current Culture
The culture of
an organisation
is a reflection
of the leadership
consciousness.
PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0 PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0
Personal Entropy 9% Cultural Entropy 7%
continuous learning 11 Level 4 1. customer satisfaction 16 Level 2
generosity 11 Level 5 2. commitment 11 Level 5
commitment 10 Level 5 3. continuous learning 11 Level 4
positive attitude 10 Level 5 4. making a difference 11 Level 6
vision 10 Level 7 5. global perspective 9 Level 3
ambitious 9 Level 3 6. mentoring 9 Level 6
making a difference 8 Level 6 7. enthusiasm 8 Level 5
results orientation 8 Level 3 8. leadership development 8 Level 6
honesty 7 Level 5 9. integrity 7 Level 5
integrity 7 Level 5 10. open communication 7 Level 2
intuition 7 Level 6 11. optimism 7 Level 5
leadership developer 7 Level 6 12. shared values 7 Level 5
27

28. Underlying Fears that Drive Deficiency Needs
Level 3 – I am not enough
I do not have enough power, authority or
respect to satisfy my need for self-esteem
Level 2 – I am not loved enough
I do not have enough love, caring, attention,
etc, to satisfy my need for belonging
Level 1 – I don’t have enough
I do not have enough money, safety, protection,
health, food, etc, to satisfy my need for survival
28

29. Whole Systems Change

30. Cultural Evolution – Whole System Change
Values Behaviors
Personality Character
Individual
Individual values and beliefs Individual behaviors
Personal Alignment
Values Mission
Alignment Alignment
Collective
Structural Alignment
Culture Social Structures
Group values and beliefs Group behaviors
30
Thank you Ken Wilber

31. Whole System Change
Interior Exterior
Character Personality
Individual Leaders’ Values Change
Collective Society Changes
Culture Society
www.valuescentre.com
Powerful metrics that enable leaders to measure and manage cultures. 31

32. From CVA to Action
Live the values and grow the desired culture
6 1 Values Assessment
5 2
Share results and start dialogue
Create Culture Development Plan
4 3
Prioritize
key focus
values
Explore key values and behaviours

33. Nothing changes
without dialogue
33

34. Nedbank Case Study
• Cultural Entropy from 25% 2005 to 11% in 2011
• Employee engagement up 26%
• Hit key targets 20% ROE and 55% Cost to Income Ratio
• Nedbank are making a real difference for in the Environment and Communities
• Key sponsor of the South Africa National Values Assessment
34

35. Unilever Brazil Case Study
• Entropy fell from 37% in 2008 to 19% in 2010
• Revenue grew by 3% in 2008, 7% in 2009 and into the double digits by the
second quarter in 2010.
• Revenue growth was driven by increases in market share
• Much happier staff!!
35

36. Blackhawk Case Study
• Cultural Entropy from 56% in 2007 to 14% in 2010
• Gross revenue grew from $4 million a year in 2007 to approximately $20 million
a year in 2010
• Opened two new community clinics
• Increased staff, including well-respected doctors
• Upgraded equipment and facilities, including new MRI and Bone Densitometry
machines and remodelled patient rooms
• Increased patient census
• Significantly improved employee satisfaction and productivity
• Community involvement with several philanthropic endeavours
36

37. The Impact of Employee Engagement
on Performance
Top 40 Best Companies to work for in the USA Average
Annualized
Return
16.39%
S&P 500 Average
Annualized
Return
4..12%
Financial Returns
www.valuescentre.com
Powerful metrics that enable leaders to measure and manage cultures. 37

38. 38

39. 1995
1998
2006
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2012
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2013
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