1.Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 1 Creating a Sustainable Culture of High Performance Tor Eneroth, Barrett Values Centre Vincent Ho, aAdvantage Consulting 11 September 2013

2. Partnering clients in achieving impactful implementation and seamless transformation for sustainable growth From vision to results 3. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 3 Research & Insights Organisational Diagnostic Employee Engagement Survey Cultural Values Assessment Change Readiness Survey Customer Satisfaction Survey Customer Loyalty Survey Public Perception Survey Product & Concept Testing Business Facilitation Strategic Review Strategic Visioning Corporate Planning Balanced Scorecard Cascading Business Excellence Roadmapping Service Transformation Roadmapping HR & Leadership Employee Handbook Recruitment & Selection Compensation & Benefits Learning & Development Performance Management Leadership Development (Training & Coaching) Talent Audit Succession Planning Coaching & Mentoring Team Building & Development Signature Programmes (indoor or outdoor) customised to: Embed a Values-Based culture Communicate Service Excellence Build High Performance Intact Teams Incorporate Problem Solving & Role Clarification Business Excellence Singapore Quality Class/Award Service Class/Award Innovation Class/Award People Developer/Award Benchmarking Studies Process Improvements SMART Assessment (for SMEs) IMPACT Assessment (for SMEs) Business Excellence Training Change Enablement Organisational Readiness Assessment Stakeholder Impact Assessment Training & Development Strategies Communications Planning and Implementation Leading Change Personal Mastery Workshops Culture Development Organisation Culture Values Assessment National Values Assessment Mission, Vision & Values Review/Articulation Values Based Leadership Development Customer Experience Customer Experience Strategy Development Customer Touchpoint Experience Mapping Service Culture Transformation Service Blueprinting Customer Metrics Development Net Promoter Score Solutions and Mode of Interventions 4. What Singapore Residents Said Would Define their Desired Singapore Society I = Individual R = Relationship P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Level 7 6 5 4 3 2 1 IROS (P)=1-1-4-4 IROS (L)=0-0-0-0 1% 1% 1% 15% 9% 4% 26% 18% 9% 16% 0% 20% 40% 60% 1 2 3 4 5 6 7 Singapore Residents affordable housing 875 1(O) caring for the elderly 744 4(S) effective healthcare 650 1(O) caring for the disadvantaged 624 4(S) compassion 590 7(R) concern for future generations 579 7(S) quality of life 549 6(I) equal opportunities 538 4(O) social responsibility 517 4(S) employment opportunities 502 1(O) 5. How Singapore Residents Perceive the Singapore Society as it is Today 17% 7% 17% 14% 4% 6% 15% 6% 6% 8% 0% 20% 40% 60% 1 2 3 4 5 6 7 Level 7 6 5 4 3 2 1 IROS (P)=1-0-1-0 IROS (L)=4-3-1-0 Singapore Residents kiasu1 (L) 1154 1(I) competitive (L) 823 3(O) self-centred (L) 653 3(R) material needs 628 1(I) kiasi2 (L) 600 1(I) deteriorating values (L) 591 3(I) elitism (L) 573 3(R) blame (L) 494 2(R) uncertainty about the future (L) 470 1(I) security 440 1(O) Percentage of Potentially Limiting Values and Behaviours = 41%I = Individual R = Relationship P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal 6. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 6 How Singapore Residents Perceive the Singapore Society as it is Today Kiasu (L) Competitive (L) Self-centred (L) Material needs Elitism (L) 1. How do we measure success today? Does that drive these behaviours? Deteriorating values (L) Blame (L) 2. Are we experiencing a fall in moral and ethical standards? 3. Are we taking personal responsibility? Uncertainty about the future (L) Kiasi (L) 4. What about the future that we are uncertain about? 5. Will we be held back given our risk averseness Security 6. What makes us secure? 7. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 7 8. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 8 The Challenges How to attract and keep talented people How to increase profitability and shareholder value; meet the organisation mission and intended outcomes How to increase staff engagement How to increase innovation, creativity, agility, and customer satisfaction How to make sure ethics permeate the corporate culture and the company is in alignment with public opinion How do you build an organisation that can meet the challenges above? 9. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 9 New Principles of Business Cultural capital is the new frontier of competitive advantage. Principle 1 Who you are and what you stand for are just as important as the quality of the products and services that you offer. 10. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 10 The New Principles of Business Principle 2 Cultural transformation begins with personal transformation. Organisations dont transform. People do. 11. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 11 New Principles of Business Measurement matters. If you can measure it, you can manage it. Principle 3 Cultural Transformation Tools: Powerful metrics that enable leaders to actively measure and manage cultures. 12. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 12 1. client satisfaction 2. making a difference 3. integrity 4. teamwork 5. humour/fun 6. quality 7. ethics 8. financial stability 1. blame L 2. short term focus L 3. internal competition L 4. buck passing L 5. risk averse L 6. customer satisfaction 7. information hoarding L 8. profit Similar Organisations, Different Cultures Two organisations have similar profiles (market, portfolio, staff, strategy, structure). Staff from both organisations chose the values and behaviours that reflect their current culture. The values chosen by the first organisation suggest a healthy and high performing culture. The second organisation shows a current culture that is dominated by fear. 13. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 13 Current Culture Profit Cost consciousness Financial stability 14. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 14 Current Culture Teamwork Open communication Care 15. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 15 Current Culture Long hours Short-term focus Confusion 16. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 16 Current Culture Bureaucracy Blame Control 17. Interactive Activity 1: Current Culture Bureaucracy Blame Control Long hours Short-term focus Confusion Teamwork Open communication Care Profit Cost consciousness Financial stability Company 1 Company 2 Company 4 Company 3 18. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 18 Your Task: 1. What would you see in an organisation with such a culture? What are the tell-tale signs/stories that describe them? Suggest some of the words you would constantly hear in this organisation? 2. What impacts (positive and / or negative) are there on Business results / ability to meet organisation outcomes The way people behave within the organisation; why? 19. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 19 20. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 20 Aligned Strategy Structure Culture = High Performance Direction vision, mission, strategy and objectives STRATEGY STRUCTURE CULTURE Capacity organisational design, systems, management processes, talent, competencies Climate mindset, attitudes, beliefs, values A L I G N M E N T 21. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 22 strategy/structure/culture customer-centered positive/energetic fast/responsive flexible/adaptable team-based high accountable procedure-centered unhappy/negative energy slow/bureaucractic resistant to change territorial blaming/not my job Culture Same strategy Low cost, point-to-point service Same structure One size plane, focused organisation Source: senn delaney 22. Volvo IT 23 Culture - 2010 Organisation 2010 23. Volvo IT 24 Culture - 2010 The decisive factor is and will remain corporate culture. September 2003 The key to our competitiveness lies in our corporate culture. December 2006 Volvo Group CEOs view 24. Volvo Culture - Tor Eneroth, 2010 Human Systems A whole system approach calls for actions in all four dimensions at the same time. COLLECTIVEINDIVIDUAL OBJECTIVE SUBJECTIVE Level of competence Behaviour performance Structures and system Products, equipment etc Bottom line results Leadership Co-workership Personal maturity Guiding values Attitudes that limit Shared strategic vision Source: K Wilber Environment 25. Volvo IT Culture - 2010 Impact of Volvo IT Culture 2000 - 2010 Improved more than 30% Customer Satisfaction ESI 90% last 5 years Employee Satisfaction From 55 to 90% Delivery Precision Best in branch (IT) Attractive employer 26. Volvo IT Culture - 2010 The Volvo IT Culture Journey so far! 2000 2004 2008 2010 Grow ONE Company the Volvo IT Identity Grow Customer Focus applying values in operations Ensure Resilience Culture in Downturn - Build a company with one culture, uniting people with different backgrounds - Build awareness & understanding of culture - Apply our values in our work with customers, make sure we live our values - Build awareness & understanding of culture - Work with trust to decrease loss of faith and commitment in turbulent times - Maintain customer/ delivery focus - Build awareness & understanding of culture Realise Strategy Culture as an Enabler - Emphasize the connection to our new strategy and the requirements it poses on our culture and brand - Focus on making culture an enabler for expected business benefits - Build awareness & understanding of culture 27. Investments in our Culture pays back! >500 Culture Ambassadors to facilitate and support Dedicated and persistent work with our wanted culture is one of our most critical success factors Visible Results Customer Satisfaction 60 to 90% Employee Satisfaction ~90% Owners Trust Low to High! Delivery Precision 55 to 90% Attractive Employer Best in Class! Systematic Approach >100 tools and methods for active dialogues and reinforcement Consistently Shared Mission, Vision Values 28. Volvo IT Culture - 2010 Many Transformation Tools Exercises The Volvo Way (new) Fortune Magazine Vision 2015 Magnitude of Change The Purpose of Our Team Core Motivation & 4 Whys Personal Values Exercise Wanted Fingerprints Mapping Personal and Core Values 4 Key Consistency Questions Personal Audit We Are Going on Record Our Culture Build up Journey Complaints We love them! Raving Fans Daily walk the talk ValueMaker Values in Projects Values in Customer Relations Values and Ai Trust GlobeSmart Intro Approaches (How to make value based...) Decision making Recruitment Introduction of employees Appraisal Discussion Salary Setting Methods Skilful Discussion Effective Feedback Conflict Resolution Learning Style Creative Mind Individual/Team Reflection Measurement and Follow up Denison Culture Survey Our Walk the Talk Assessment Customer Satisfaction Surveys Culture Values Assessment Volvo Attitude Survey/Team Barometer Strategic Behaviour Quiz Intercultural Communication GlobeSmart TM Recognition, Rewards and Celebration Golden Touch Award 1001 ways of R&R Reinforcement Material Pocket books Pocket cards Posters Support Books Articles Videos Web sites Slides Consultants Culture Ambassador TeamPlace 29. Volvo IT 31 Culture - 2010 How to Make Value-Based Decisions 1 Evaluate information available. 2 Consider how your decisions might affect stakeholders. 3 Consider what values/behaviors are relevant to the situation. 4 Determine the best course of action that takes into account relevant values and stakeholders interests. Make sure your decisions leave the right mental fingerprints in the minds of your stakeholders. 30. Volvo IT 32 Culture - 2010 Appraisal Discussion Living the values Make sure you align to wanted culture and behaviour in the performance reviews 31. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 33 Fear and Distrust Block our Full Potential 1. bureaucracy (L) 2. caution (L) 3. customer collaboration 4. experience 5. short-term focus (L) 6. hierarchy (L) 7. internal competition (L) 8. results orientation 9. customer satisfaction 10. cost-consciousness 11. information hoarding (L) 1. honesty 2. respect 3. adaptability 4. humour/fun 5. co-operation 6. reliability 7. accountability 8. compassion 9. family 10. fairness Personal Values Current Culture Values 32. Whole Human System A whole system approach calls for actions in all four dimensions at the same time COLLECTIVEINDIVIDUAL OBJECTIVE SUBJECTIVE Level of competence Behaviour performance Leadership Co-workership Personal maturity Guiding values Attitudes that limit Shared strategic vision Source: K Wilber Integral Model A Brief History of Everything Environment Structures and system Products, equipment etc Bottom line results Personal DesiredCurrent 33. Review of Potentially Limiting Values - Description Potentially Limiting Values Definition How do WE define this value? Culture How does it look like/appear in our daily work situations? Preventive actions What actions can we* take to take out this limiting value? *) ME personally, WE as a group and the COMPANY/Management? Caution No risk taking No stretch Both a personal- and a team behavior Lean organizational set up not overspending regarding resources Not stating how good we are or someone is low profile. If we are not 100% sure, we would not do it. Too self critical, which hinders you from taking action. Afraid of making mistakes. Avoid conflicts. Dont dare to say what you see and think or feel. We dont always share the problems, so I dont bring my problems to the team and vs. If I bring up my problem I have to follow it up, so I dont bring up. Slow in taking action on decisions taken. We dont stretch our budgets we want to make sure we can reach our targets. (ME) Bring your problems to the team and use the team to solve them, and follow it up. Bring your possibilities and opportunities to the team as well. (COMPANY) Our defined responsibilities is to too individual and not shared within the team. We need to define our shared team responsibilities by clear targets. Not only as a target as a sum of all sites. (ME/WE) Every member of the team should feel responsible for the problem that are brought to the team. (WE) Make our team profile more clear to our stakeholders. (ME) Be more challenging (in our team and outside the team?) (ME) Talk and share what we are good at more (proven by benchmarks) and be proud of it!! (ME/COMPANY) Be prepared to take risks. Bring up specific situations regarding potential risks in the RMT. 34. Culture - Tor Eneroth, 2011 35. Free our Full Potential The Korea Story 1. open communication 2. professional growth 3. customer satisfaction 4. balance (home/work) 5. leadership development 6. conflict resolution 7. efficiency 8. reliability 9. teamwork 10. co-operation 11. employee fulfillment 12. global perspective 13. shared values 1. family 2. enthusiasm 3. personal growth 4. responsibility 5. performance 6. health 7. open communication 8. efficiency 9. financial stability 10. balance (home/work) Personal Values Desired Culture Values PLAN 36. Culture Development Plan 37. VOLVO IT Korea Culture Transformation Story PL= 10-0 | IROS (P)= 2-2-7-0 | IROS (L)= 0-0-1-0 PL= 12-0 | IROS (P)= 0-4-8-0 | IROS (L)= 0-0-0-0 PL= 13-0 | IROS (P)= 0-6-7-0 | IROS (L)= 0-0-0-0 1. global perspective 2. customer satisfaction 3. open communication 4. cost-consciousness 5. diversity 6. goal orientation 7. long hours (L) 8. result orientation 9. shared values 10. customer collaboration 11. experience 12. responsibility 1. open communication 2. global perspective 3. customer satisfaction 4. information sharing 5. balance home/work) 6. organisational growth 7. cost-consciousness 8. continuous learning 9. co-operation 10. professional growth 11. reliability 12. teamwork 1. open communication 2. professional growth 3. customer satisfaction 4. balance (home/work) 5. leadership development 6. conflict resolution 7. efficiency 8. reliability 9. teamwork 10. co-operation 11. employee fulfilment 12. global perspective 13. shared values Current 2007 Current 2008 Desired 2007 PLAN Matches 7 Current and Desired Volvo IT Korea Transformation Journey Matches 4 Current and Desired 38. From CVA to Action 1 2 34 5 6 Values Assessment Share results and start dialogue Prioritize key focus values Explore key values and behaviours Create Culture Development Plan Live the values and grow the desired culture 39. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 42 Five areas to Get Connected Our REALITY the big picture www.valuescentre.com/getconnected ME my passion and values Our AMBITIONS our goals US our values and behaviours Our LEARNING how to grow and develop www.lulu.com search: get connected 40. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 43 Critical Success Factors to a desired cultural transformation 1. Start from your Strategy then align your Culture! 2. Invest in leaders ability to lead culture create critical mass 3. Involve all employees in a co-creative dialogue 4. Act on unacceptable behavior and performance 5. Be persistent Transformation Takes Time! 41. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 44 42. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 45 Barrett Values Centre Vision, Mission & Values 43. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 48 wwww.valuescentre.com/pva 44. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 49 45. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 50 46. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 51 My 3 personal values 1. Choose your 3 most important values 2. Why are they important for you? 3. Are they seen in your behaviour? 4. Share with a friend 47. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 52 Our values reflect our focus Values show our energies and is the base for our decisions! Inclusiveness Positive Potentially limiting (L) Individual (I) Relationship (R) Organisational (O) Societal (S) Common good Transformation Self interest Service to humanity Making a difference Internal Cohesion Transformation Self-Esteem Relationship Survival Finance External Relations Fitness Culture Societal Contribution Evolution Spiritual Mental Emotional Physical 48. 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 49. Maslows Needs to Barretts Consciousness 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 50. Seven Levels of Consciousness Selfless service Being your purpose. Compassion, humility, forgiveness. Caring for humanity and the planet. Service to humanity and societal contribution Social responsibility, long-term perspective, ethics, compassion and humility. Global sustainability Human rights, long-term perspective, ecological resilience, peace, focus on future generations. Global perspective. Making a positive difference in the world Living your purpose. Empathy, alliances, intuition, mentoring and focus on wellbeing (physical, emotional, mental, spiritual). Internal/External collaboration, community involvement Environmental awareness, employee fulfilment, coaching/mentoring and caring for the local community. Strategic alliances and regional partnerships Regional collaboration, environmental awareness, quality of life, community involvement and sustainability. Caring for nature. Finding meaning in existence Finding your purpose. Integrity, honesty, authenticity, passion, enthusiasm, creativity, and humour & fun. Sense of purpose and strong internal community Shared vision and values. Commitment, creativity, enthusiasm, integrity, honesty, generosity, fairness, openness, transparency and trust. Strong cohesive culture Shared vision and values. Fairness, transparency, trust, honesty and social cohesion. Positive collective spirit. Letting go of fears Finding the courage to grow and develop. Adaptability, life long learning, continuous renewal and personal growth. On-going improvement and employee participation Adaptability, accountability, empowerment, teamwork, goals orientation and continuous improvement. Democratic processes and continuous renewal Freedom, equality, empowerment, accountability, adaptability, entrepreneurship and consensus. Feeling a sense of self-worth Confidence, competence, self-reliance. Fear: I am not enough. Leads to need for power, authority or status seeking. High performance systems and processes Reliability, quality, efficiency, productivity and excellence. Bureaucracy, hierarchy, confusion, and complacency. Institutional effectiveness Law abiding, community/national pride, governmental efficiency and high quality public services. Bureaucracy, central control, elitism, complacency and apathy. Feeling protected and loved Family, friendship, loyalty, respect. Fear: I am not loved enough. Leads to jealousy, blame and discrimination. Positive relationships that support organisation needs Loyalty, open communication, customer satisfaction. Manipulation, blame, favouritism and internal competition. Sense of belonging and social stability Neighbourliness, conflict resolution, racial harmony and a focus on family and friendships. Inequality, discrimination, intolerance, hatred, loneliness/isolation. Satisfying physiological and survival needs Health, security, financial stability. Fear: I do not have enough. Leads to control, domination and caution. Financial viability and people safety Financial performance, organisational growth, and employee health and safety. Control, greed, exploitation and micro- management. Economic stability and citizen security Prosperity, health care, employment, emergency services/defence and social safety nets. Corruption, violence, poverty, environmental pollution and greed. Personal Organisational Community/Society SelfinterestCommonGood Survival Relationship Self-esteem Transformation Internal Cohesion Making a difference Service Positive Focus/ Excessive Focuswww.valuescentre.com 51. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 56 Make the invisible visible! 1. Please select ten of the following values/behaviours that most reflect who you are, not who you desire to become. 2. Please select ten of the following values/behaviours that most reflect how your organisation currently operates. 3. Please select ten of the following values/behaviours that, in your opinion, are essential for your organisation to be a high performance one. Three Questions: ~80 personal values (tailored) ~90 organization al values (tailored) 52. Placement of Values by Level 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 100 Employees Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship Survival 53. Volvo IT SMM Fourth Step 27 May 2010 58 Volvo IT Senior Managers (104) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal Values Current Culture Values Desired Culture Values IRS (P)= 5-5-0 | IRS (L)= 0-0-0 IROS (P)= 1-1-8-0 | IROS (L)= 0-0-0-0 IROS (P)= 2-3-5-0 | IROS (L)= 0-0-0-0 Matches PV - CC 2 CC - DC 4 PV - DC 5 Health Index (PL) PV: 10-0 CC: 10-0 DC: 10-0 1. commitment 61 5(I) 2. trust 48 5(R) 3. honesty 43 5(I) 4. cooperation 42 5(R) 5. respect 42 2(R) 6. humour/fun 41 5(I) 7. accountability 32 4(R) 8. integrity 32 5(I) 9. openness 30 5(R) 10. courage 29 4(I) 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 1. global perspective 48 3(O) 2. cost-consciousness 43 3(O) 3. customer collaboration 38 6(O) 4. commitment 36 5(I) 5. customer satisfaction 32 2(O) 6. challenge 31 4(O) 7. professionalism 29 3(O) 8. cooperation 28 5(R) 9. results orientation 26 3(O) 10. financial stability 24 1(O) 1. global perspective 38 3(O) 2. customer collaboration 37 6(O) 3. trust 36 5(R) 4. commitment 34 5(I) 5. professionalism 33 3(O) 6. accountability 32 4(R) 7. continuous improvement 32 4(O) 8. humour/fun 32 5(O) 9. respect 28 2(R) 10. innovation 26 4(I) Values Plot Copyright 2010 Barrett Values Centre May 2010 54. Volvo IT Senior Managers (104) Current Culture Values Desired Culture Values Finance Finance Fitness Client Relations Evolution Culture Societal Contribution Societal Contribution Current Culture Desired Culture Finance cost- consciousness financial stability Fitness professionalism results orientation professionalism accountability Client Relations customer collaboration customer satisfaction customer collaboration Evolution challenge continuous improvement innovation Culture cooperation trust humour/fun respect Societal Contribution Business Needs Copyright 2010 Barrett Values Centre May 2010 55. Volvo IT Volvo IT Strategic Focus Areas 2010 - 2012 Current Culture Values Desired Culture Values Finance Finance Fitness Client Relations Evolution Culture Societal Contribution Societal Contribution Volvo IT Management May2010 56. Distribution of Values by Level Current Culture 100 Employees 11% 1 2 3 4 5 6 7 Cultural Entropy Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship Survival 57. 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 Values Leaders Values The culture of an organisation is a reflection of leadership consciousness. 58. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 63 The Impact on Performance 25% 35% 45% 55% 65% 75% 85% 0% 5% 10% 15% 20% 25% 30% Cultural Entropy EmployeeEngagement Source: Hewitt and Barrett Values Centre 163 organisations in Australia and New Zealand 2008 59. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 64 Low Cultural Entropy Leads to High Financial Returns Entropy Level 3 Year Revenue Growth % 29% 11.07% Research carried out in 163 organisations in Australia by Hewitt Associates and the Barrett Values Centre in 2008. 60. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 65 13% 5% 13% 12% 6% 15% Level 3 Level 2 Level 1 Entropy ProfitAlignment A reduction in entropy and increased values alignment lead to improved financial performance. PV CC DC Impact of Cultural Evolution 61. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 66 62. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 67 Seven Levels of Leadership Consciousness Service Making a Difference Internal Cohesion Transformation Self-Esteem Relationship Survival Wisdom/Visionary Mentor/Partner Motivator/Inspirer Faciliator/Influencer Manager/Organiser Relationship Manager Crisis Director 63. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 68 Who would you like to have as your leader? 1. commitment 2. control (L) 3. ambition 4. result oriented 5. demanding (L) 6. experience 7. goal oriented 8. authoritarian (L) 9. humor/fun 10. power (L) 1. commitment 2. positive attitude 3. accessible 4. teamwork 5. trust 6. integrity 7. accountability 8. customer satisfaction 9. enthusiasm 10. fair Maria Carole Based on 3600 Leadership Values Feedback carried out on 100 leaders from 19 countries (2008-2010) Low Entropy Leaders (0-6%) High Entropy Leaders (21%+) What the best leaders focus on: Values that create internal cohesion Internal Cohesion Self- Esteem 64. The level of entropy represents the degree of potential challenges that may prevent a leader from achieving the organisations success outcomes Entropy Impact 0-6% Healthy: Authentic individual. Decision-making is not driven by subconscious fears. 7-10% Minor Issues: Requiring leaders to examine how their fear-based behaviours and actions are affecting people around them and/ or their degree of work/life balance. 11-15% Moderate Issues: Requiring leaders to examine how their fear-based behaviours may be compromising relationships with peers and subordinates, and negatively impacting their professional goals. 16-20% Significant Issues: Requiring leaders to examine how their fear-based behaviours may be undermining their personal integrity and trustworthiness, and negatively impacting their professional and personal goals. 21%+ Critical Issues: Requiring leaders to examine how their fear-based behaviours are compromising their ability to inspire and support their subordinates and collaborate effectively with their peers. 65. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 70 When Leaders Transform the Organisation Transforms A whole system approach calls for actions in all four dimensions at the same time COLLECTIVEINDIVIDUAL OBJECTIVE SUBJECTIVE Character Actions and Behaviours of the Leaders Personality Values and Beliefs of the Leaders Culture Values and Beliefs of the Organization Source: K Wilber Integral Model A Brief History of Everything Environment Structures Actions and Behaviours of the Organization 2 4 1 3 66. Copyright aAdvantage Consulting 2013. All Intellectual Property Reserved. 71 Whole System Transformation Evolution A whole system approach calls for actions in all four dimensions at the same time COLLECTIVEINDIVIDUAL OBJECTIVE SUBJECTIVE Source: K Wilber Integral Model A Brief History of Everything Environment 2 4 1 3 Mission Alignment Structural Alignment Values Alignment Personal Alignment Character Actions and Behaviours of the Leaders Personality Values and Beliefs of the Leaders Culture Values and Beliefs of the Organization Structures Actions and Behaviours of the Organization