evolutionary coaching v2

A MASTERCLASS IN EVOLUTIONARY COACHINGA Values-based Approach to Unleashing Human Potential

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

2

My Journey

1998

2006

2010

2011

2012

Learning Modules:Leading SelfLeading a TeamLeading an OrganisationLeading in Society

Update and new research

2013


3

Evolutionary Coaching

2010

2012

2013

2014


4


Questions I want to address in this workshop:

1. What is Evolutionary Coaching?

2. How is Evolutionary Coaching different from normal coaching?

3. What resources and tools can I call on to learn about, and practice, evolutionary coaching?


5


“This is a book for coaches: but it is not a book about the skills and techniques of coaching. It is a book about the framework of human development that coaches need to be familiar with in order to facilitate the full emergence of their client’s potential.”

2014


6

Chapter HeadingsPart I: The theory of evolutionary coachingChapter 1: IntroductionChapter 2: Understanding evolutionChapter 3: Understanding psychological developmentChapter 4: Understanding the evolution of consciousnessChapter 5: Understanding the evolution of the human mind/brainChapter 6: Understanding cultural evolutionChapter 7: Understanding the evolution of decision-making Part II: The practice of evolutionary coaching—ExercisesChapter 8: Introduction to the exercisesChapter 9: Identifying primary motivationsChapter 10: Identifying secondary motivationsChapter 11: Assessing Cultural Compatibility Part III: The practice of evolutionary coaching—MasteryChapter 12: Introduction to masteryChapter 13: Mastering the individuating stage of psychological developmentChapter 14: Mastering the self-actualising stage of psychological developmentChapter 15: Mastering the integrating stage of psychological developmentChapter 16: Mastering the serving stage of psychological development


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Performance vs. Evolutionary Coaching

Performance coaching is about helping people meet the goals they have at the level of psychological development they have reached. This is performance with a little “p”.

Evolutionary coaching is also about performance; but performance with a big “P”.

Performance with a big “P” is about human emergence; not just helping people become more proficient at what they do, but becoming more proficient at life—actively participating in evolution.


8

Physical Evolution

The Evolution of Human Consciousness

Survival

Relationship

Self-esteem

Transformation

Internal cohesion

Making a difference

ServiceWith the emergence of Homo

Sapiens, evolution shifted from physical evolution to consciousness evolution

Evol

ution

of P

erso

nal C

onsc

ious

ness


9

Consciousness

Consciousness is awareness with a purpose and the purpose is always to establish and maintain internal stability and external equilibrium at the stage of psychological development you have reached and the stages of psychological development you have passed through—satisfy your needs.


10


No matter what type of coach you are, it is important to recognize that every individual you are working with is on evolutionary journey—a natural journey of psychological development that is common to every member of the human race.


11


Evolutionary coaching helps people understand what stage they have reached in their develop-mental journey, what stages remain, and what stages they have passed through.


12

Stages of Psychological Development

Every goal your clients are trying to achieve, every challenge they are facing, and every choice they have to make is in some way influenced by or related to the needs of the stage of psychological development they have reached or the stages of psychological development they have already passed through but have not yet mastered.


13


Surviving: Staying alive and healthy in the best possible conditions.

Conforming: Keeping safe and secure by staying loyal to your family, kin and culture.

Differentiating: Distinguishing yourself from the crowd by honing your skills and talents.

Individuating: Letting go of the aspects of your parental and cultural conditioning that no longer serve you.

Self-actualizing: Becoming more fully who you are by leading a values- and purpose-driven life.

Integrating: Aligning with others who share the same values and purpose to create a better world.

Serving: Fulfilling your destiny by caring for the well-being of humanity and/or the planet.

Evol

ution

of P

erso

nal C

onsc

ious

ness


14

Basic Needs and Growth Needs








Growth Needs

Basic Needs

Evol

ution

of P

erso

nal C

onsc

ious

ness


15

What We Value at Each Stage








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.


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A Map of the Territory

If you are taking people to a place they have never been before, you need the best map of the territory you can find: it also helps if you have explored the territory yourself.


17

Where are You on this Journey?

Understanding where you are (the coach) on this journey is just as important as under-standing where your clients are. If you know where you are, then you will know how far you can take your clients before you enter unknown territory.


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AT ANY GIVEN MOMENT IN TIME, the values that are most important to us are a reflection of the stage of psychological development we have reached and the unmet needs of the stages of psychological development we have passed through but haven not yet mastered.

Our needs (what we value) have always been, and always will be the principal drivers of our behaviors and actions.

What motivates us is the satisfaction of our needs


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Values, Needs and Motivations

Therefore, if you know what your values are then you know what stage of psychological development you are operating from and what stages you have passed through where you still have unmet needs.


20

What We Value at Each Stage












Trust, fairness, honesty, integrity, openness, transparency, enthusiasm, commitment.

Collaboration, alliances, environmental awareness, personal fulfilment, empathy.

Social responsibility, social justice, wisdom, compassion, humility, forgiveness, ecology.


21

SPD/LC Overview of task

Need requirements

Values

Serving/Service

Fulfilling your destiny by caring for the well-being of humanity and/or the planet.

Satisfying your need to lead a life of selfless service for the well-being of the disadvantaged and the Earth’s life support systems.

Social responsibility, social justice, future generations, compassion, humility, forgiveness, wisdom, long-term perspective, ecology.

Integrating/Making a difference

Aligning with others who share the same values and purpose to create a better world.

Satisfying your need to make a difference in the world by actualizing your purpose.

Collaboration, alliances and partnerships, environmental awareness, personal fulfillment, empathy.

Self-actualizing/ Internal cohesion

Becoming more fully who you are by leading a values- and purpose-driven life.

Satisfying your need to find meaning through activities or work you are passionate about.

Trust, fairness, honesty, integrity, openness, transparency, enthusiasm, commitment, authenticity.

Individuating/Transformation

Letting go of the aspects of your conditioning that no longer serve you.

Satisfying your need for freedom, and independence by becoming accountable for your life.


Differentiating/ Self-esteem

Distinguishing yourself from the crowd by honing your skills and talents.

Satisfying your need for recognition and acknowledge-ment for your skills and talents.


Conforming/ Relationship

Keeping safe and secure by staying loyal to your family, kin and culture.

Satisfying your need for love, respect and belonging at home and work.


Surviving/ Survival

Staying alive and healthy in the best conditions possible.

Satisfying your physiological and nutritional needs.



22

Parental Programming and Cultural Conditioning

We come into life with our own unique preferences, qualities and talents.

By the time we become young adults, who we are is a complex mixture of our unique self overlaid by layers of parental programming and cultural conditioning.

What happens to most of us is our unique self—the person we were born to become—gets pushed into the background.


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Parental Programming and Cultural Conditioning

By the time we reach physical maturity we are the prisoners of our parental programming and cultural conditioning.

The persona we display to the world is not our unique self, but our false self: a self with a socialized mind.

If the gap between our persona and our unique self is wide, we will feel uncomfortable—a sense of unease about who we are and what we are supposed to do. We may even feel lost and get depressed.


24

Cultural Context

Every person you have as a client is embedded in multiple cultural contexts: a family context, an organisational context, a community context, a societal context and perhaps a religious context.

The level of psychological development of the cultures your client are embedded in will either support or hinder their psychological develop-ment.


25

Cultural Evolution-World Views

SURVIVAL: Hunter gatherers

TRIBAL: Agricultural and pastoral farming

POWER: Empire builders the big boss

AUTHORITY: Religious and royal hierarchies

STATUS: Knowledge and wealth creators

PEOPLE: Democracy and shared values

INTEGRATIVE: Systemic/pragmatic approach

HOLISTIC: Everything is connected

Evol

ution

of S

ocia

l Con

scio

usne

ss

For more information see Spiral Dynamics


26

Universal Stages of Evolution


World Views Examples

CooperatingServing Holistic Global thought leaders

Integrating Integrative Conscious business leaders

Bonding Self-actualizing

PeopleIceland, Norway, Sweden, Finland, Denmark, CanadaIndividuating

Becoming viable and independent

Differentiating

Status Australia, UK, USA, Germany, France, Italy

Authority Iran, Iraq, Saudi Arabia

Power China, Syria, North Korea

Conforming Tribal Sub-Saharan Africa

Surviving Survival Remote Jungle bands


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Your job as an evolutionary coach is to help your clients break down the bars of the prisons they have constructed for themselves (parental programming and cultural conditioning) so they can unmask their false selves, discover their true selves and grow and develop the inborn gifts and talents of their unique selves. This is how you help your clients reach full human emergence.


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Evolutionary coaching is about helping people find out who they really are and become all they can become—helping them to individuate and fully self-actualize—so they can be truly independent.

The Seven Levels of Consciousness Model

Origins of the Cultural Transformation Tools

Growth NeedsWhen these needs are fulfilled they do not go away, they engender deeper levels of motivation and commitment.

Deficiency NeedsAn 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

N e e d s C o n s c i o u s n e s 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

Maslow’s Needs to Barrett’s Consciousness

N e e d s C o n s c i o u s n e s 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.

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

SurvivalPhysiological

Safety

Love & Belonging

Self-esteem

Know and Understand

Stages in the Development of Personal Consciousness

Positive Focus / Excessive Focus

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

SurvivalFinancial Security & SafetyCreating a safe secure environment for self and significant others. Control, greed , …

BelongingFeeling 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 GrowthUnderstanding your deepest motivations, experiencing responsible freedom by letting go of your fears

Finding Personal MeaningUncovering your sense of purpose and creating a vision for the future you want to create

Collaborating with PartnersWorking with others to make a positive difference by actively implementing your purpose and vision

Service to Humanity and the PlanetDevoting your life in self-less service to your purpose and vision

Positive Focus / Excessive Focus

Financial StabilityShareholder value, organisational growth, employee health, safety. Control, corruption, greed, …

BelongingLoyalty, open communication, customer satisfaction, friendship. Manipulation, blame, …

High PerformanceSystems, processes, quality, best practices, pride in performance. Bureaucracy, complacency, …

Continuous Renewal and LearningAccountability, adaptability, empowerment, teamwork, goals orientation, personal growth

Building Corporate CommunityShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency

Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfillment, coaching/mentoring

Service To Humanity And The PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humility

Stages in the Development of Organizational Consciousness

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

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

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

Distribution of Values by LevelCurrent Culture 100 Employees

11%

1

2

3

4

5

6

7

Cultural Entropy

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival


37

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.


38

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?

Does my organisation fit me?

Personal Values

Pick ten values/behaviours that most reflect who you are, not who you desired to become.

Current Culture Values

Pick ten values/behaviours that most reflect how your organisation currently operates.

Desired Culture Values

Pick ten values/behaviours that, in your opinion, are essential for your organisation to achieve

its highest performance.


43

Examples of Individual Values Assessments

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

7

6

5

4

3

2

1

IRS (P)=6-4-0 IRS (L)=0-0-0 IROS (P)=3-4-2-1 IROS (L)=0-0-0-0 IROS (P)=2-4-4-0 IROS (L)=0-0-0-0

John Doe

Values Plot October 23, 2013Copyright 2013 Barrett Values Centre

Matches

PV - CC 5CC - DC 8PV - DC 4

I = IndividualR = Relationship

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

Orange = CC & DCBlue = PV & DC

P = PositiveL = Potentially Limiting (white circle)

O = OrganisationalS = Societal

accountability 4(R)

achievement 3(I)

adaptability 4(I)

commitment 5(I)

family 2(R)

initiative 4(I)

integrity 5(I)

respect 2(R)

trust 5(R)

vision 7(I)

accountability 4(R)

achievement 3(I)

adaptability 4(I)

community involvement 6(S)

customer collaboration 6(O)

empowerment 4(R)

integrity 5(I)

respect 2(R)

results orientation 3(O)

teamwork 4(R)

accountability 4(R)

adaptability 4(I)

continuous improvement 4(O)

customer collaboration 6(O)

empowerment 4(R)

financial stability 1(O)

integrity 5(I)

respect 2(R)

results orientation 3(O)

teamwork 4(R)

John Doe

Business Needs ScorecardCopyright 2013 Barrett Values CentreOctober 23, 2013

Current Culture Desired Culture

Finance financial stability

Fitnessachievement

results orientationresults orientation

External Stakeholder Relations

customer collaboration customer collaboration

Evolution adaptabilityadaptability

continuous improvement

Culture

Trust/ Engagement

accountability

empowerment

teamwork

accountability

empowerment

teamwork

Direction/ Communication

integrity integrity

Supportive Environment

respect respect

Societal Contribution community involvement



Finance

Fitness

Evolution


Trust/ Engagement

Societal Contribution

Fitness

Evolution




Culture


Finance

Trust/ Engagement



Culture

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

7

6

5

4

3

2

1

IRS (P)=5-4-1 IRS (L)=0-0-0 IROS (P)=0-0-0-0 IROS (L)=0-4-6-0 IROS (P)=2-5-3-0 IROS (L)=0-0-0-0

Fred Doe

Values Plot September 9, 2013Copyright 2013 Barrett Values Centre

Matches

PV - CC 0CC - DC 0PV - DC 4

I = IndividualR = Relationship

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

Orange = CC & DCBlue = PV & DC

P = PositiveL = Potentially Limiting (white circle)

O = OrganizationalS = Societal

accountability 4(R)

achievement 3(I)

adaptability 4(I)

coaching/ mentoring 6(R)

community involvement 6(S)

competence 3(I)

innovation 4(I)

interdependence 6(R)

positive attitude 5(I)

trust 5(R)

blame (L) 2(R)

bureaucracy (L) 3(O)

confusion (L) 3(O)

control (L) 1(R)

cost reduction (L) 1(O)

empire building (L) 2(R)

internal competition (L) 2(R)

job insecurity (L) 1(O)

long hours (L) 3(O)

silo mentality (L) 3(O)

accountability 4(R)

action 4(I)

customer satisfaction 2(O)

empowerment 4(R)

fairness 5(R)

honesty 5(I)

information sharing 4(O)

innovation 4(O)

interdependence 6(R)

trust 5(R)

Fred Doe

Business Needs ScorecardCopyright 2013 Barrett Values CentreSeptember 9, 2013


Finance cost reduction (L)

Fitness

bureaucracy (L)

empire building (L)

internal competition (L)

long hours (L)

action


customer satisfaction

Evolution innovation

Culture

Trust/ Engagement

blame (L)

control (L)

silo mentality (L)

accountability

empowerment

interdependence

trust


confusion (L)honesty

information sharing


job insecurity (L) fairness




Finance

Fitness

Evolution


Trust/ Engagement


Fitness

Evolution




Culture


Finance

Trust/ Engagement



Culture

Ruby Doe

Business Needs ScorecardCopyright 2013 Barrett Values CentreNovember 15, 2013


Finance organisational growth

Fitness

achievement

bureaucracy (L)

empire building (L)

efficiency


Evolution

caution (L)


innovation

short-term focus (L)

coaching/ mentoring


leadership development

long-term perspective

Culture

Trust/ Engagement

accountability

empowerment

teamwork


confusion (L)

humour/ fun

humour/ fun

open communication





Finance

Fitness

Evolution


Trust/ Engagement


Fitness

Evolution




Culture


Finance

Trust/ Engagement



Culture


49

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.

Do I fit my organisation?


51

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.

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Darth's Values Assessors' Top 11 Values

Matches 2

Darth Vader

ambitious Level 3

courage Level 4

creativity Level 5

excellence Level 3

integrity Level 5

long-term perspective Level 7

passion Level 5

results orientation Level 3

strategic alliances Level 6

vision Level 7

Orange = Values match P = Positive I = IndividualL = Potentially Limiting R = Relationship

(white circle) O = organisational

Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008

achievement Level 3

authoritarian (L) Level 1

being the best Level 3

competitive (L) Level 2

demanding (L) Level 2

determination Level 4

excellence Level 3

knowledge Level 4

power (L) Level 3

results orientation Level 3

risk-taking Level 4

PL = 10-0 | IRO (P) = 7-0-3 | IRO (L) = 0-0-0 PL = 7-4 | IRO (P) = 6-0-1 | IRO (L) = 0-4-0

How Darth sees

himself

How Others see

Darth

Matching Values

0%

0%

0%

0%

0%

30%

30%

10%

20%

10%

0% 20% 40% 60%

1

2

3

4

5

6

7

9%

18%

9%

0%

0%

36%

0%

0%

0%

27%

0% 20% 40% 60%

1

2

3

4

5

6

7

Darth Vader

C

T

S

C = Common GoodT = TransformationS = Self-Interest

Positive ValuesPotentially Limiting Values

CTS = 60-10-30Entropy = 0%

CTS = 0-27-73Entropy = 36%

Darth's Values

Assessors' Values

Leadership Distribution Copyright 2008 Barrett Values Centre August 2008

Level of Personal Entropy

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 Leader’s Values

The culture ofan organisationis a reflectionof leadership consciousness.

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

CVA Current Culture

PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0

LVA Feedback 27 Assessors

PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0

Cultural Evolution Begins with Personal Evolution

Cultural Entropy 7% Personal Entropy 9%

Culture Values Leader’s Values

The culture ofan organisationis a reflectionof leadership consciousness.

Internal Cohesion

Internal Cohesion


56

What Low Entropy Leaders Focus on …

Based on 3600 Leadership Values Feedback carried out on 100 leaders from 19 countries (2008-2010).

Commitment *Controlling (L)Ambitious Results orientationDemanding (L)ExperienceGoals orientationAuthoritarian (L)Humor/fun * Power (L)

Commitment *Positive attitude * Accessible Teamwork Trustworthy * Integrity *AccountabilityCustomer satisfactionEnthusiasm *Fairness *

Low Entropy Leaders (0-6%)

High Entropy Leaders (21%+)

Values that address employees needs and create internal cohesion

Internal Cohesion*

Self- Esteem


57

Examples of Leadership Values Assessments

blame (L) 8 2(R)

cautious (L) 8 1(I)

controlling (L) 7 1(R)

authoritarian (L) 6 1(R)

celebrating together 6 5(O)

lack of confidence (L) 6 3(I)

power (L) 6 3(R)

short-term focus (L) 6 1(I)

accessible 5 2(R)

internally competitive (L) 5 2(R)

over-managing (L) 5 1(R)

Anna - (16 Assessors)

Matches 1

Leadership Values Plot July 18, 2013Copyright 2013 Barrett Values Centre

attention to detail 3(I)

building trust 5(R)

celebrating together 5(O)

connecting with customers 6(O)

fairness 5(R)

passionate 5(I)

positive attitude 5(I)

supportive 2(R)

team builder 4(R)

unconventional 4(I)

Level Alya Observed Values

7

6

5

4

3

2

1

PL= 10-0 | IROS (P)=4-4-2-0 | IROS (L)=0-0-0-0 PL= 2-9 | IROS (P)=0-1-1-0 | IROS (L)=3-6-0-0

Orange=Values MatchP=PositiveL=Potentially Limiting (white circle)

I=IndividualR=RelationshipO=OrganisationalS=Societal

1

2

3

4

5

6

7

0% 20% 40% 60%

0%

0%

0%

0%

10%

10%

20%

50%

10%

0%

CTS = 60-20-20Entropy = 0%

CTS = 21-14-65Entropy = 46%

Anna

Anna - (16 Assessors)

Leadership distribution July 18, 2013Copyright 2013 Barrett Values Centre

Positive Values

Potentially Limiting Values

Observed 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%

20%

16%

10%

1%

14%

4%

14%

11%

8%

2%

1

2

3

4

5

6

7

organised 12 3(I)

analytical 9 3(I)

commitment 7 5(I)

drive and determination 7 4(I)

accountability 6 4(R)

controlling (L) 6 1(R)

fairness 6 5(R)

reliable 6 3(R)

attention to detail 5 3(I)

solution focus 5 3(O)

Anabelle - (15 Assessors)

Matches 7

Leadership Values Plot March 21, 2013Copyright 2013 Barrett Values Centre

accountability 4(R)

analytical 3(I)

attention to detail 3(I)

commitment 5(I)

controlling (L) 1(R)

demanding (L) 2(R)

goals orientation 4(O)

organised 3(I)

reliable 3(R)

team builder 4(R)

Level Annick Observed Values

7

6

5

4

3

2

1

PL= 8-2 | IROS (P)=4-3-1-0 | IROS (L)=0-2-0-0 PL= 9-1 | IROS (P)=5-3-1-0 | IROS (L)=0-1-0-0

Orange=Values MatchP=PositiveL=Potentially Limiting (white circle)

I=IndividualR=RelationshipO=OrganisationalS=Societal

1

2

3

4

5

6

7

0% 20% 40% 60%

10%

10%

0%

0%

0%

40%

30%

10%

0%

0%

CTS = 10-30-60Entropy = 20%

CTS = 21-23-56Entropy = 16%

Anabelle

Anabelle - (15 Assessors)

Leadership distribution March 21, 2013Copyright 2013 Barrett Values Centre

Positive Values

Potentially Limiting Values

Observed Values

C=Common GoodT=TransformationS=Self-Interest

1

2

3

4

5

6

7

0% 20% 40% 60%

9%

4%

3%

1%

7%

32%

23%

17%

3%

1%

C

T

S 2

1

3

4

5

6

7

1

2

3

4

5

6

7