building a high-performance values-driven school culture

Building a high-performance, values-driven school culture

Richard Barrett

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

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Who am I?Chairman and Founder of the Barrett Values Centre(www.richardbarrett.net)

OUR MISSION

To support leaders in building positive values-driven organizations.

OUR VISION

To create a positive values-driven society.

My Books

1998 2006 2010 20111995

2012 2013 2014 2015 2016

Books about Personal Transformation

1995

2012

Books about Organizational Transformation

1998 2006

2013

Books about National Transformation

2011

2015

Books about Leadership

2010

2014

Books about Psychology

2012 2014 2016


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Organizational Transformation

“Richard Barrett’s frameworks for measuring culture and enabling whole system change are elegant. His reservoir of knowledge is vast and his connection to timeless wisdom is profound.”

Raj Sisodia, Co-founder and co-chairman of Conscious Capitalism Inc. and Professor of Global Business, Babson College, USA.


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BVC provides powerful metrics to support leaders in building values-driven organizations and values-

driven societies.

Barrett Values Centre does values assessments

Phil Clothier, CEO of Barrett Values Centre.


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Key Stats:Founder: Richard BarrettSince: 1997Scale: Over 6000 organisations use CTT assessments in 94 countiesValues Assessments for:Individuals, Leaders (360°), Teams Corporations, Governments, NGOs, Schools, Communities and NationsGlobal Network: Over 5,000 Certified Practitioners and Consultants

Supporting Leaders in Building Values-Driven Organisations


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THE SECTORS WE WORK IN:

• Agriculture / forestry / fishing• Banking / Financial Services• Central / Local Government• Chemical and pharma• Construction• Education / University• Fast Moving Consumer Goods• Food and drink• Healthcare• Hospitality / Entertainment /

Tourism• IT/ Telecoms/ Electronics • Manufacturing

• Media/Film/TV/Publishing• Military• NGO / Not for profit• Oil/gas/mining• Police & Justice• Professional Services• Retail and wholesale• Scientific / Technical /

Engineering• Scientific and technical• Social housing• Transportation


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PERSONAL VALUESWhich of the following values/behaviours most reflect who you are? Pick ten.

CURRENT CULTUREWhich of the following values/behaviours most reflect how your organisation currently operates? Pick ten.

DESIRED CULTUREWhich of the following values/behaviours most reflect how you would like your organisation to operate? Pick ten.

How do you do a values assessment?


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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

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival


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11%

1

2

3

4

5

6

7

Cultural Entropy

Placement of Values by Level (100 employees)

Current Culture

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival


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What does a values assessment look like?

United Arab Emirates: Overall Group (4096)

concern for future generations

1160 7(S)

respect 1041 2(R)

community pride 1032 3(I)

creativity 912 5(I)

family 899 2(R)

peace 897 7(S)

educational opportunities 861 3(O)

aesthetics 818 6(I)

loyalty 788 2(R)

affordable housing 768 1(O)

employment opportunities 1179 1(O)


1051 7(S)

financial stability 973 1(I)


creativity 895 5(I)

family 869 2(R)

respect 857 2(R)

honesty 770 5(I)

innovation 765 4(O)


Values Plot November 19, 2012Copyright 2012 Barrett Values Centre

I = IndividualR = Relationship

Black Underline = PV & CCOrange = PV, CC & DC

Orange = CC & DCBlue = PV & DC

P = PositiveL = Potentially Limiting (white circle)

O = OrganisationalS = Societal

Matches

PV - CC 2CC - DC 6PV - DC 3

Health Index(PL)

PV - 9-1 CC-10-0 DC-10-0

family 1315 2(R)

respect 1301 2(R)

achievement 1210 3(I)

ambition 1095 3(I)

honesty 1078 5(I)

ethics 1070 7(I)

commitment 973 5(I)

caring 947 2(R)

being liked (L) 942 2(R)

cooperation 880 5(R)

Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)

7654321

IRS (P)=5-4-0 IRS (L)=0-1-0 IROS (P)=3-3-2-2 IROS (L)=0-0-0-0 IROS (P)=4-2-3-1 IROS (L)=0-0-0-0


1160 7(S)

respect 1041 2(R)


creativity 912 5(I)

family 899 2(R)

peace 897 7(S)

educational opportunities 861 3(O)

aesthetics 818 6(I)

loyalty 788 2(R)


employment opportunities 1179 1(O)


1051 7(S)

financial stability 973 1(I)


creativity 895 5(I)

family 869 2(R)

respect 857 2(R)

honesty 770 5(I)

innovation 765 4(O)


Values Plot November 19, 2012Copyright 2012 Barrett Values Centre

I = IndividualR = Relationship

Black Underline = PV & CCOrange = PV, CC & DC

Orange = CC & DCBlue = PV & DC

P = PositiveL = Potentially Limiting (white circle)

O = OrganisationalS = Societal

Matches

PV - CC 2CC - DC 6PV - DC 3

Health Index(PL)

PV - 9-1 CC-10-0 DC-10-0

family 1315 2(R)

respect 1301 2(R)

achievement 1210 3(I)

ambition 1095 3(I)

honesty 1078 5(I)

ethics 1070 7(I)

commitment 973 5(I)

caring 947 2(R)

being liked (L) 942 2(R)

cooperation 880 5(R)

Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)

7654321

IRS (P)=5-4-0 IRS (L)=0-1-0 IROS (P)=3-3-2-2 IROS (L)=0-0-0-0 IROS (P)=4-2-3-1 IROS (L)=0-0-0-0



CTS = 42-17-41Entropy = 6%

CTS = 44-16-40Entropy = 12%

Personal Values

CTS = 46-18-36Entropy = 8%

Values distribution November 19, 2012Copyright 2012 Barrett Values Centre

Positive ValuesPotentially Limiting Values

Current Culture Values

Desired Culture Values

C

T

S 2

1

3

4

5

6

7

C = Common GoodT = TransformationS = Self-Interest

1

2

3

4

5

6

7

0% 20% 40% 60%

2%

2%

2%

7%

14%

14%

17%

23%

7%

12%

1

2

3

4

5

6

7

0% 20% 40% 60%

5%

4%

3%

7%

11%

10%

16%

14%

15%

15%

1

2

3

4

5

6

7

0% 20% 40% 60%

3%

3%

2%

11%

9%

8%

18%

17%

15%

14%


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HOW DO YOU BUILD A VALUES-DRIVEN NATION?

BY BUILDING VALUES-DRIVEN SCHOOLS


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Which of these schools would you choose?

I am going to show you the values assessments of two

schools. Based on the results, I want you to decide which school you would choose to

work in.


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InclusivenessEncouragement

KindnessParent involvement

SafetyCooperationFriendship

HealthTrust

Sense of community

CURRENT CULTURE of SCHOOL “A”

Bureaucracy (L)Hierarchy (L)

Community involvementBrand image

Goals orientationBlame (L)

Continuous improvementConfusion (L)

DiversityControlling (L)

CURRENT CULTURE of SCHOOL “B”


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Which of these schools would you choose?

InclusivenessEncouragement

KindnessParent involvement

SafetyCooperationFriendship

HealthTrust

Sense of community

CURRENT CULTURE of SCHOOL “A”

Bureaucracy (L)Hierarchy (L)

Community involvementBrand image

Goals orientationBlame (L)

Continuous improvementConfusion (L)

DiversityControlling (L)

CURRENT CULTURE of SCHOOL “B”

Cultural Entropy

= 12%

Cultural Entropy

= 34%


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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.


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Cultural entropy significantly

impacts employee

engagement.

0% 5% 10% 15% 20% 25% 30%25%

35%

45%

55%

65%

75%

85%

Cultural Entropy

Empl

oyee

Eng

agem

ent

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

Cultural Entropy and Employee Engagement


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Highly Engaged Teachers

Highly engaged teachers and staff identify with the school. They care passionately about the future of the school. They bring passion and purpose to their work. They are willing to invest their discretionary effort to make

the school a success. They want to feel pride in their school.


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A personal reflection from a teacher

• The light in the eyes of the students and teachers.• How they meet and greet in daily life at school and in the classroom.• How they celebrate the birthday of students and teachers.• How they celebrate the individual progress of every student.• How they follow up a short or longer absence of a student or teacher.• The students toilets are clean.

My personal conclusion after nine school values assessments in Belgium in 2007-2009 was: Six standards to measure the success of a values-driven school.

student centred continuous improvement encouragementover-scheduledaccountability conflict resolution professional growth adaptability bureaucracy

bureaucracycelebrationpeer group pressurebullyingopting-outshort-term focusmanipulationover-scheduledparent interferenceprofessional growth

bullyingteamworkco-operationrespectleadershipkindnesscelebrationcreativityfairnesscheating

Students Non-Teaching StaffTeachers

High School – Current Culture

Founder of Values-based education

“The key role of the head teacher is to release the creative dynamic of all who work in

the school.”


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Seaford High School, Australia


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Impact

Praslin Secondary School The Seychelles

Dr Neil Hawkes


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WHAT IS CULTURE?

“THE WAY THINGS ARE DONE AROUND HERE.” The culture of an

organisation or any group of individuals who share a common purpose is a reflection of the values, beliefs and behaviours of the current leaders of the group and the legacy of past leaders.


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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.”


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WHAT ARE VALUES?

A shorthand way of describing our individual and collective motivations and what is important to us.

A value is a principle that guides our thinking and behaviours.

Values are the energetic drivers of our aspirations

and intentions.


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Values can be positive or potentially limiting.

Positive Values: Trust, creativity, passion, honesty, integrity, clarity

Potentially Limiting Values: Bureaucracy, power, blame, greed, hierarchy, status-seeking

POSITIVE OR POTENTIALLY LIMITING VALUES?


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Positive values, such as friendship, trust and creativity, help us to build relationships, connect with others and make a contribution to the world.

Potentially limiting values do just the opposite. They may help us meet our ego’s short-term needs, but in the long-term they are divisive. They are counterproductive to the desires of the soul; they suppress self-expression and prevent connection and contribution.

Potentially limiting values are sourced from the fears the ego has about getting its needs met. Potentially limiting values support the ego’s self-interest.

POTENTIALLY LIMITING VALUES


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When a person has a fear-based belief about not having enough of what they need to survive, no matter how much money they earn they will always want more; they will subconsciously stay focused at the survival level of consciousness until they can release the fear-based belief that they don’t have enough.

The same is true for the relationship and self-esteem levels of consciousness. When you have a fear-based belief about not being loved or not being recognized, your conscious or subconscious awareness will remain focused at the relationship or self-esteem levels of consciousness until you release those fears.

POTENTIALLY LIMITING VALUES


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1. Write down two values that are important to you:

EXAMPLE: Friendship and Clarity

2. Write down your beliefs that support this value:

EXAMPLE: Clarity bring focus to decision making

3. Write down the behaviours that support this value:

EXAMPLE: Seek many opinions, synthesize multiple data points to understand the big picture

EXERCISE: VALUES BELIEFS AND BEHAVIOURS


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EXERCISE: VALUES BELIEFS AND BEHAVIOURS

AccountabilityAchievementBalance (home/work)Clarity CommitmentCompassionContinuous learningCooperationCourageCreativityEnthusiasmEfficiencyEthics

ExcellenceFairnessFamilyFinancial gainFriendshipsFuture generationsHealthHonestyHumor/funIndependenceIntegrityInitiativeIntuition

Making a differenceOpen communicationOpennessPersonal fulfillmentPersonal growthPowerRespectResponsibilityRisk-takingSelf-disciplineSuccessTrustWisdom


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Our values are a reflection of our needs. (What ever we need we value.)

We have two sets of needs:

• The needs of the stage of psychological development we are currently operating from.

• The needs of the stages of psychological development we have passed through where we still have unmet needs.

WHERE DO OUR VALUES COME FROM?


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OUR PRIMARY MOTIVATION

THE NEEDS OF THE STAGE OF PSYCYHOLOGICAL DEVELOPMENT YOU ARE AT


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OUR SECONDARY MOTIVATIONS

THE UNMET NEEDS OF THE STAGES OF PSYCYHOLOGICAL DEVELOPMENT YOU HAVE PASSED THROUGH

The needs you have failed to master.


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A personal journeyEvery person is on an evolutionary journey of psychological development.

Surviving

Conforming

Differentiating

Individuating

Self-actualizing

Integrating

Serving


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Stages, Levels and World Views

We grow in stages of psychological development

We operate at levels of consciousness

We live inside (are embedded in) cultural world views


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Levels of Consciousness

All things being normal, the level of consciousness you operate from will

correspond to the stage of psychological development you have reached.


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Stages and Levels

Stages Levels of ConsciousnessServing SERVICE

Integrating MAKING A DIFFERENCE

Self-actualising INTERNAL COHESION

Individuating TRANSFORMATION

Differentiating SELF-ESTEEM

Conforming RELATIONSHIP

Surviving SURVIVAL Evol

ution

of P

erso

nal C

onsc

ious

ness


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Stages of Psychological Development

Surviving


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INFANCY 0-2 Years Old

Staying alive! COMPETENCY

Ability to meet basic physiological needs.

Surviving

Stage Motivation


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Conforming


54


Conforming

Stage Motivation

CHILDHOOD 3-7 Years Old

Keeping safe and secure!BEING LOVED

Ability to feel accepted and sense of belonging.


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Differentiating


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Differentiating

Stage Motivation

TEENAGER +8-24Years Old

Distinguishing yourself!CONFIDENCE

Ability to feel respected and recognized by others.


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INDIVIDUATING


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INDIVIDUATING

Stage Motivation

YOUNG ADULT25-39 Years Old

Releasing your fears!ACCOUNTABILITY

Finding freedom and autonomy to understand

who you really are.


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SELF-ACTUALIZING


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SELF-ACTUALIZING

Stage Motivation

ADULTHOOD40-49 Years Old

Becoming who you are!SELF-EXPRESSION

Ability to satisfy your desire for meaning

and purpose.


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INTEGRATING


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INTEGRATING

Stage Motivation

MATURE ADULT50-59 Years OldAligning with others!

CONNECTIONAbility to satisfy the desire

to make a difference in your world.


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SERVING


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SERVINGStage Motivation

SENIOR60+ Years Old

Finding fulfilment! CONTRIBUTION

Ability to satisfy your desire to serve the

greater good.


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What motivates children, teachers and staff is the

satisfaction of their needs.


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1. What is your primary motivation at work?

2. What is your primary motivation outside work?

3. Are you able to get your motivations met at your current place of work?

4. Discuss with a partner.


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WHY ARE VALUES-DRIVEN CULTURES IMPORTANT?

Values Alignment

Perfo

rman

ce

BECAUSE VALUES-DRIVEN CULTURES ARE THE MOST SUCCESSFUL ON THE PLANET


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WHY ARE VALUES-DRIVEN CULTURES THE MOST SUCCESSFUL?

BECAUSE THEY CARE ABOUT THE NEEDS OF THEIR EMPLOYEES, AND …


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… THEY ALSO CARE ABOUT THE NEEDS OF ALL THEIR STAKEHOLDERS

Suppliers Community


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Chapman and Sisodia, “Everybody Matters” 2015.

Everyone wants to do better. Trust them. Leaders are everywhere. People achieve good things, big and small, every day. Celebrate them. Everybody matters. Show

them.

The Extraordinary Power of Caring for your People like your Family


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Bob Chapman, CEO of the $1.7 billion company Barry-Wehmiller.

The Extraordinary Power of Caring for your People like your Family

Raj Sisodia, Professor of Global Business, Babson College, USA.


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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)


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Intangible Assets make up most of market value

1975 1985 1995 2005 20150%

20%

40%

60%

80%

100%

17%32%

68%80% 84%

83%68%

32%20% 16%

Intangible Assets Tangible Assets

Source: Ocean Tomo LLC, January 2015

Components of S&P 500


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BUILDING A VALUES-DRIVEN CULTURETHE JOURNEY

Large Financial Institution: Evolution of Current Culture

1. cost-consciousness2. profit 3. accountability 4. community involvement 5. client-driven 6. process-driven7. bureaucracy (L)8. results orientation 9. client satisfaction10. silo mentality (L)

2005

1. cost-consciousness2. accountability 3. client-driven 4. client satisfaction 5. results orientation 6. performance driven7. profit8. bureaucracy (L)9. teamwork 10. community involvement

2006

1. client-driven 2. accountability 3. client satisfaction 4. cost-consciousness5. community involvement6. performance driven 7. profit8. achievement9. being the best 10. results orientation

2007 2008

1. accountability2. client-driven 3. client satisfaction 4. community involvement 5. achievement6. cost-consciousness7. teamwork8. performance driven9. being the best 10. delivery

3 Matches CC-DCEntropy 25%




2009 2010 2011

1. accountability2. client-driven 3. client satisfaction 4. cost-consciousness5. community involvement 6. achievement7. teamwork 8. employee recognition 9. being the best10. performance driven

1. accountability2. client satisfaction 3. client-driven 4. teamwork5. brand reputation6. being the best7. achievement8. commitment9. community involvement10. cost-consciousness

1. accountability2. client-driven 3. client satisfaction4. brand reputation5. achievement6. teamwork7. environmental awareness8. commitment9. being the best10. cost-consciousness




2012

1. accountability2. client satisfaction 3. client-driven4. brand reputation5. teamwork6. employee recognition7. environmental awareness8. performance driven9. community involvement10. people-centred



2013 2014



1. accountability2. client satisfaction3. client-driven4. brand reputation5. employee recognition6. performance driven7. teamwork8. achievement9. integrity10. community involvement

1. accountability2. client satisfaction 3. client-driven 4. brand reputation5. employee recognition6. teamwork7. performance driven8. environmental awareness9. community involvement10. commitment

Despite a slight rise in cultural entropy,

profitability and productivity

continue to increase year on year.


Cultural Entropy Evolution

Cultural entropy reduction led to improved performance through increased employee engagement, increased revenues, improved productivity, and increase in share price. 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

0%

5%

10%

15%

20%

25%

30%

25%

19%17%

14%13% 13%

11%10%

11%13%

Cutlural Entropy

Income Evolution

2005 2006 2007 2008 2009 2010 2011 2012 2013 20140

50001000015000200002500030000350004000045000

0%

5%

10%

15%

20%

25%

30%

Income Cultural Entropy

Annual income

increases as cultural

entropy falls.

Global Economic Meltdown

2005 2006 2007 2008 2009 2010 2011 2012 2013 20140

200

400

600

800

1000

1200

1400

0%

5%

10%

15%

20%

25%

30%

Revenue per Capita Cultural Entropy

Income per capita

increases as cultural

entropy falls.

Productivity Evolution


2005 2006 2007 2008 2009 2010 2011 2012 2013 20140

2000

4000

6000

8000

10000

12000

0%

5%

10%

15%

20%

25%

30%

Profit Cutlural Entropy

Profit increases as cultural

entropy falls.

Profit Evolution



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Free materials from BVC

To grow a shared culture

To lead people through change

Available on www.valuescentre.com

To plan and lead cultural transformation

Checklist and overview

http://www.valuescentre.com/

For more informationand get a copy of this presentation

go to:

www.richardbarrett.net

http://www.richardbarrett.net/