leadership and culture spring singapore sharing 5th nov
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Copyright © aAdvantage Consulting 2014. All Intellectual Property Reserved. 1
Building a High Performance Culture
5 November 2014
www.aadvantage-consulting.com
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Partnering
clients in achieving
impactful implementation and
seamless transformation for
sustainable growth
From vision to results
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Single point-of-contact solution partnerSingle point-of-contact solution partner
• Strategic
• Implementation-focused
• Results-driven
• Sustainable
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Our Clients across Sectors
Private Sector Public Sector
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Our Experience in Business Excellence and Culture Transformation
Strategic Partners for a Seamless Transformation
With 30 years in business transformationworking with cross functional teams, theirpassion lies in developing leaders,facilitating active participation fororganizational change, developingresourceful teams and aligning strategicobjectives. Their goal is to helporganizations achieve their full potential,where people take ownership, buildcommitment and bridge communicationgaps.
aAdvantage Consulting together with Culture Leadership Group partner organisationsto ensure successful transformation from concept through to implementation.
Established in 2002, the founders arebonded by the belief that consultantsneed to get more involved inimplementation work. With key solutionssuch as Research, Team Building &Development, Culture Transformation,and HR Transformation, the firm helpsorganisations and its people to achieveimpactful and sustainableimplementation.
www.aadvantage-consulting.com www.CultureLeadershipGroup.com
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01 Conscious Culture
www.aadvantage-consulting.com
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Joanna BarclayCorporate Leadership Consultant
www.CultureLeadershipGroup.com
How to build a high performing workplacethrough values, ethics, and leadership
Conscious Culture
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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
What are the stressors impacting these challenges?
What is the value of transforming culture?
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”Winds”
Reason, Logic
”Currents”
Spirit,
Emotions
Plans, Vision,Strategy, Goals,
Structure, Systems
Habits,Attitudes, Traditions,Prejudices,
Patterns,Feelings,
Fear,Values,Beliefs
“Culture eats strategy for breakfast”
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All power and effectiveness come from
knowing the how and acting
appropriately.
Tao Te Ching of Leadership
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Knowing the HOW…and
doing the right thing
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High Performance Cultures are…..
• Client Focused
• Team Approach
• Values Driven
• Innovative
• Sound Strategy
• Clear Direction
• Total Alignment
• Financially Viable
• Agile
• Responsive
• Adaptive
• Resilient
Talent Sustainability Excellence Ethics Resilience
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Culture and Strategy
Full Spectrum Leadership
Compelling VisionInspiring Mission
High Performance
Strong CulturePersonal Alignment
Group CohesionStructural Alignment
Good StrategyClear Goals
Measurable Objectives Key Performance Indicators
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Evolution of Business Paradigms
Manpower
Agricultural Age
19001800
Information Age Intellectual Capital
Industrial Age Quality of Product
Consciousness Age Cultural Capital
2000
A flood of literature on importance of Culture… what does it all mean?
Cultural Capital is the
new competitive
advantage
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Cultural Capital – “Share of Heart”
How do leaders behave?
Earn share of heart
Large investment in culture
‘WOW’ factor
“Doing good for all” centered visions
Alignment of all stakeholder needs
Firms of Endearment (FoE) outperformed the S&P500 by 1649% over a 15 yr period?
Loyalty, Respect, Integrity, Trust, Joy, Authenticity, Empathy, Compassion
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Effects of Change… Disengagement
- Fearful
- Depressed
- Anxious
- Exhausted
- Angry
- Defeated
- Defensive
- Apathetic
- Resentful
- Sad
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North America 26-30%
Engaged
Disengaged
Southeast Asia 6-12%
Engaged
Disengaged
Employee Engagement – Gallup Research
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Doing the same thing over and overand expecting different results is... insanity.
- Albert Einstein
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Maintaining the same leadership, management style, and behaviors while expecting your employees to embrace new habits and greater collaboration is …
Cultural insanity!
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02 Leading Culture
www.aadvantage-consulting.com
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Case Study - PWGSCBackground
• In 2010, Public Works and Government Services Canada (PWGSC) was
dealing with complex, unprecedented change
• Stretching systems and people beyond anything they had ever
experienced.
• Tough fiscal restraint—with a deficit reduction of $4 billion, 5 to 10% of
departmental budgets were being cut
• Increasing the pressure on staff to do more with less.
• Retirements were seriously reducing the number of staff while there were
changing demographics to serve, and
• New technologies were raising service expectations at a time when their
client service was already considered too slow.
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Case Study - PWGSCObjectives of Client Service Committee
• Senior leadership committee was formed to deliver on the Client Service
Strategy.
• Cultural transformation to change the values and behaviors of the leaders
and staff was seen as a key driver to support the strategic initiatives.
• The directors-general from each branch were selected who would be
instrumental in transforming the client service culture
• With client service reported at a 50% satisfaction senior leadership
recognized that how they were doing business needed to change
significantly.
• The change would entail a transformation from rigid accountability to
stewardship (having control of $14 billion in government spending)
balanced by speed and agility.
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Case Study - PWGSCCommittee Challenges within 1 year
• A leadership problem emerged within a year of starting the project.
• Discussion around the boardroom table was missing key voices of the senior leaders
• Engagement and commitment should have been high.
• Initiative was very strategic and had the deputy minister’s and assistant deputy minister’s attention.
• Directors-general were sending their directors, who were sending their managers to replace them, unprepared and with no authority.
• Needed to diagnose the reasons for the malaise affecting committee members.
• Time to make the intangible tangible and assess the committee’s performance by mapping and measuring its culture
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Case Study - PWGSCProcess and Solution
• Cultural Values Assessment from Barrett’s Values Centre Cultural Transformation Tools (CTT)
• The diagnosis was a misalignment of personal values with the values being experienced in the current culture of the committee.
• Ethics, Excellence and Leadership were personal values for seven out of the thirteen DGs.
• These values had also been selected by the DGs as desired cultural values, which meant the DGs considered them important going forward to achieve their goals.
• What was the problem? Why weren’t these values showing up in the current culture? What was happening to prevent them?
• Selected 5 key values and behaviours to align leadership team and build internal cohesion
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1. integrity 7 5(I)2. respect 7 2(R)3. balance (home/work) 6 4(I)4. honesty 6 5(I)
5. leadership 6 6(I)6. achievement 5 3(I)7. ethics 5 7(I)8. making a difference 5 6(S)
9. positive attitude 5 5(I)10. excellence 4 3(I)11. family 4 2(R)12. humour/ fun 4 5(I)
Votes Level
PWGSC Client Service Committee (13)
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1. integrity 7 5(I)2. respect 7 2(R)3. balance (home/work) 6 4(I)4. honesty 6 5(I)5. leadership 6 6(I)6. achievement 5 3(I)7. ethics 5 7(I)8. making a difference 5 6(S)
9. positive attitude 5 5(I)10. excellence 4 3(I)11. family 4 2(R)12. humour/ fun 4 5(I)
Votes Level
1. achievement 7 3(I)
2. cooperation 6 5(R)
3. information sharing 6 4(O)
4. teamwork 6 4(R)
5. goals orientation 5 4(O)
6. respect 5 2(R)
7. adaptability 4 4(I)
8. commitment 4 5(I)
9. customer satisfaction 4 2(O)
10. open communication 4 2(R)
11. professionalism 4 3(O)
Votes Level
PWGSC Client Service Committee (13)
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1. integrity 7 5(I)2. respect 7 2(R)3. balance (home/work)
6 4(I)
4. honesty 6 5(I)5. leadership 6 6(I)6. achievement 5 3(I)7. ethics 5 7(I)8. making a difference
5 6(S)
9. positive attitude 5 5(I)10. excellence 4 3(I)11. family 4 2(R)12. humour/ fun 4 5(I)
Votes Level
1. achievement 7 3(I)
2. cooperation 6 5(R)
3. information sharing
6 4(O)
4. teamwork 6 4(R)
5. goals orientation 5 4(O)
6. respect 5 2(R)
7. adaptability 4 4(I)
8. commitment 4 5(I)
9. customer satisfaction
4 2(O)
10. open communication
4 2(R)
11. professionalism 4 3(O)
Votes Level
1. accountability 6 4(R)
2. ethics 5 7(O)
3. excellence 5 3(I)
4. leadership 5 6(O)
5. clarity 4 5(O)
6. commitment 4 5(I)
7. continuous learning 4 4(O)
8. inclusiveness 4 4(R)
9. information sharing 4 4(O)
10. mission focus 4 4(O)
11. teamwork 4 4(R)
12. trust 4 5(R)
Client Service Committee (13)
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Personal Values Level Current Culture Values Level Desired Culture Values Level
Ethics 7 Cooperation 5 Ethics 7
Making a Difference 6 Commitment 5 Leadership 6
Leadership 6 Information Sharing 4 Clarity 5
Integrity 5 Teamwork 4 Commitment 5
Honesty 5 Goal Orientation 4 Trust 5
Positive Attitude 5 Adaptability 4 Accountability 4
Humour /Fun 5 Achievement 3 Continuous Learning 4
Balance (Home/Work) 4 Professionalism 3 Inclusiveness 4
Achievement 3 Respect 2 Information Sharing 4
Excellence 3 Customer Satisfaction 2 Mission Focus 4
Family 2 Open Communication 2 Teamwork 4
Respect 2 Excellence 3
Voting process to select valuesCreated 3 measureable behaviours for each valueDevelop an action plan to support implementation of the behaviours
Selecting Values and Behaviour
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Case Study - PWGSCOutcomes – 3 years later - AMAZING RESULTS!
• Developed and launched the PWGSC Client Barometer; 90%+
• Nineteen signed Departmental Service Agreements
• Standard and Performance Indicators—Published “Our Services Standards
and Results”
• Launched the “One Knock” approach with a single point of contact
• Developed a departmental Client Engagement Framework
• PWGSC client service course and client service awards, client service
competency,
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Bringing Your Values To Work
“Bringing your values to work”
Values, Beliefs and Behaviours
Choose 1 value that is important in your
life.
Why do you believe this value is
important to you?
Recall a moment in your life when you
really lived this value. What
behaviours did you exhibit that support
this value?
How might you react if this value was not being honoured by
other? Describe your feelings, thoughts,
and actions.
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Exercise Debrief
Objective: To demonstrate the connection of values to
engagement, retention and high performance
1. How do you feel when you are able to live your values at
work?
2. How do they impact your performance?
3. What would happen if you were not able to bring these
values to work? How would you feel?
4. Would you want to continue working there?
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Source of Personal Excellence
Enlivening Personal Values => Engagement
Engagement => Positive Mental Attitude
Positive Mental Attitude x Ability = Performance
Fundamental Law of Individual Success
Ability Level Mental State Performance
10 100% Focus 10
10 80% Focus 8
10 60% Focus 6
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Case Study – PIJAC CanadaBackground
• PIJAC Canada represents the Canadian pet industry with $6.5 billion in
revenue.
• 2012 Executive Director of PIJAC Canada, decided they needed a change in
leadership and management style
• Engagement and participation of board members were non existent
• The association was viewed poorly by its stakeholders – Community groups,
veterinarians, animal shelters, city councils, legislative policy makers.
• Declining association membership
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Case Study – PIJAC CanadaStrategic Objectives
• Engage pet industry and connect with stakeholders
• To be more proactive and have better balance through efficient use of
resources.
• To provide a higher level of service to the membership and create more
business opportunities
• Higher engagement of board members, contributions and maximizing their
potential
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Case Study – PIJAC CanadaChallenges
• Adversarial relationships with key stakeholders – community groups, city
councils, animal shelters
• Animal activists didn’t believe they should make $$$ off the backs of
animals
• Board members were not participating and contributing to board decision
making process
• Internal competition for resources – no collaboration
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Case Study – PIJAC CanadaProcess & Solution
• 1 day facilitated participatory strategic planning session
– Opportunity for their ideas to be heard
– Being given decision-making responsibility
• Achievements:
– Explored challenges and opportunities, 3 strategic initiatives with action plans
– Agreement on 4 key values – Excellence, Collaboration, Leadership, Responsibility
– Discovered limiting beliefs that would reduce performance
• Conducted an environmental scan with key stakeholders through 5 on-line engagement sessions
– Perception of stakeholders gave PIJAC a new view of the world and their untapped potential
• Realigned mission and purpose of association with new tag line
• Cultural transformation through focus on four values
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Case Study – PIJAC CanadaOutcomes of Cultural Transformation
• Stronger board, more united in providing guidance to the association members,
• Commitment to the strategic plan.
• Board members participating in roles and have taken on more responsibilities.
• The values have given them confidence and energy, providing valuable
momentum in moving forward and making it easier to follow the plan.
• Positive relationships with community groups
• Legislators seeking their advise on policy
• Increase in pet show attendance and revenue
• Maintaining association members at a time when other associations are looking
membership
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When Leaders Transform the Organisation Transforms
A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
CharacterActions and
Behaviours
of the Leaders
PersonalityValues and Beliefs
of the Leaders
CultureValues and Beliefs
of the Organization
Source: K Wilber – Integral Model “A Brief History of Everything”
Environment
StructuresActions and Behaviours
of the Organization
2 4
1 3
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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
CharacterActions and
Behaviours
of the Leaders
PersonalityValues and Beliefs
of the Leaders
CultureValues and Beliefs
of the Organization
StructuresActions and Behaviours
of the Organization
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How are you as a leader consciously
creating your culture, or do you have a default,
unconscious culture?
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Who would you like to have as your leader?What the best leaders focus on: Values that create internal cohesion
1. commitment2. control (L)
3. ambition4. result oriented5. demanding (L)
6. experience7. goal oriented8. authoritarian (L)
9. humor/fun10. power (L)
1. commitment2. positive attitude3. accessible4. teamwork5. trust6. integrity7. accountability8. customer satisfaction9. enthusiasm10. fair
How Maria sees herself? How do others see Maria?
Internal Cohesion
Self-Esteem
High entropy
Leaders (21% +)
Low entropy
Leaders (0-6%)
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Organisational transformation begins with
the personal transformation of the leaders.
Organisations don’t transform. People do.
New Theories of Organisational Success
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The Leader and their Values
Leadership style accounts for 70% of emotional tone which determines 30% of business performance
FoE* Leadership knows that extraordinary confidence in employees causes them to perform extraordinarily – to rise above, surpass, exceed and excel.
FoE* - Firms of Endearment, How World Class Companies Profit from Passion and Purpose, 2007
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Leadership Values AssessmentValues, beliefs and behaviours
360 ° Assessment
The Leadership Values Assessment
supports CEO's and senior executives in
broadening and strengthening their
leadership skills.
The assessment highlights the issues that
an individual needs to address in order
achieve their potential and/or grow as a
leader.
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03 Organisational Alignment
www.aadvantage-consulting.com
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ABCs of High Performance
• Awareness through measurement
If you can measure it you can manage it
• Belongingness through engagement
Connecting the head and heart, intellect and emotions
• Commitment through alignment
Creating a shared vision and values
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Where are we now? How do we know?
Measurement matters. If you can measure it,
you can manage it.
All power and effectiveness come from Knowing the how and acting appropriately.
Tao Te Ching of Leadership
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Cultural Transformation Tools
Step 1: Cultural Values Assessment Powerful metrics which enable leaders to actively measure and manage culture.
They make the intangible, tangible. They link performance to culture.
Step 2:Leadership Values Assessment
Supports CEO's and senior executives in broadening
and strengthening their leadership skills.
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Richard Barrett
Derivation of Consciousness Model
Know and
Understand
Physiological
Safety
Love & Belonging
Self-esteem
Self-Actualization
Abraham MaslowKnow and
Understand
Needs Consciousness
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Measuring the Existing Culture
• Which of the following values and behaviours most represent who you are?
• Which of the following values and behaviours most represent how your organization operates?
• Which of the following values and behaviours most represent how you would like your organization to operate?
Three questions:
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Alignment of Employee and Organizational Consciousness
Difficult to hire and keep people who are here
IndividualConsciousness
When organizations are here…Corporate Consciousness
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Cultural Entropy
Cultural entropy is the amount of energy in an organization that is consumed in unproductive work.
It is a measure of the friction and pent-up frustration that exists within an organization.
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Cultural Entropy
Productive work
Lack of productivity or destructive behaviour
What does 41% entropy look like?
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Best Employers have Lowest Entropy
Cultural Entropy
Employee Engagement
Tier 1 (Best) 5% 89%
Tier 2 8% 76%
Tier 3 15% 55%
Tier 4 (Worst) 21% 40%
This research of 163 organizations was carried out by Hewitt Associates and the Barrett Values Centre in 2008
CIO Directorate, Management Team & Chiefs (39)
client service 19 6(O)
bureaucracy (L) 17 3(O)
accountability 14 4(R)
achievement 12 3(I)
control (L) 12 1(R)
employee recognition 12 2(R)
hierarchy (L) 12 3(O)
teamwork 12 4(R)
information sharing 11 4(O)
commitment 10 5(I)
long hours (L) 10 3(O)
professionalism 10 3(O)
client service 20 6(O)
balance (home/work) 18 4(O)
information sharing 17 4(O)
employee engagement 13 5(O)
efficiency 12 3(O)
innovation 12 4(O)
open communication 12 2(R)
continuous improvement 11 4(O)
professionalism 11 3(O)
adaptability 10 4(I)
cooperation 10 5(R)
respect 10 2(R)
teamwork 10 4(R)
Values Plot August 19, 2014Copyright 2014 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 4PV - DC 4
Cultural Entropy:Current Culture
27%
respect 22 2(R)
cooperation 19 5(R)
integrity 17 5(I)
honesty 15 5(I)
leadership 15 6(I)
commitment 14 5(I)
balance (home/work) 13 4(I)
efficiency 13 3(I)
positive attitude 13 5(I)
accountability 11 4(R)
initiative 11 4(I)
trust 11 5(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=8-4-0 IRS (L)=0-0-0 IROS (P)=2-3-3-0 IROS (L)=0-1-3-0 IROS (P)=1-4-8-0 IROS (L)=0-0-0-0
TTTTTTTTT
CIO Directorate, Management Team & Chiefs (39)
client service 19 6(O)
bureaucracy (L) 17 3(O)
accountability 14 4(R)
achievement 12 3(I)
control (L) 12 1(R)
employee recognition 12 2(R)
hierarchy (L) 12 3(O)
teamwork 12 4(R)
information sharing 11 4(O)
commitment 10 5(I)
long hours (L) 10 3(O)
professionalism 10 3(O)
client service 20 6(O)
balance (home/work) 18 4(O)
information sharing 17 4(O)
employee engagement 13 5(O)
efficiency 12 3(O)
innovation 12 4(O)
open communication 12 2(R)
continuous improvement 11 4(O)
professionalism 11 3(O)
adaptability 10 4(I)
cooperation 10 5(R)
respect 10 2(R)
teamwork 10 4(R)
Values Plot August 19, 2014Copyright 2014 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 4PV - DC 4
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=8-4-0 IRS (L)=0-0-0 IROS (P)=2-3-3-0 IROS (L)=0-1-3-0 IROS (P)=1-4-8-0 IROS (L)=0-0-0-0
TTTTTTTTT
respect 22 2(R)
cooperation 19 5(R)
integrity 17 5(I)
honesty 15 5(I)
leadership 15 6(I)
commitment 14 5(I)
balance (home/work) 13 4(I)
efficiency 13 3(I)
positive attitude 13 5(I)
accountability 11 4(R)
initiative 11 4(I)
trust 11 5(R)
Cultural Entropy:Current Culture
27%
CIO Directorate, Management Team & Chiefs (39)
client service 19 6(O)
bureaucracy (L) 17 3(O)
accountability 14 4(R)
achievement 12 3(I)
control (L) 12 1(R)
employee recognition 12 2(R)
hierarchy (L) 12 3(O)
teamwork 12 4(R)
information sharing 11 4(O)
commitment 10 5(I)
long hours (L) 10 3(O)
professionalism 10 3(O)
client service 20 6(O)
balance (home/work) 18 4(O)
information sharing 17 4(O)
employee engagement 13 5(O)
efficiency 12 3(O)
innovation 12 4(O)
open communication 12 2(R)
continuous improvement 11 4(O)
professionalism 11 3(O)
adaptability 10 4(I)
cooperation 10 5(R)
respect 10 2(R)
teamwork 10 4(R)
Values Plot August 19, 2014Copyright 2014 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 4PV - DC 4
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=8-4-0 IRS (L)=0-0-0 IROS (P)=2-3-3-0 IROS (L)=0-1-3-0 IROS (P)=1-4-8-0 IROS (L)=0-0-0-0
Cultural Entropy:Current Culture
27%
respect 22 2(R)
cooperation 19 5(R)
integrity 17 5(I)
honesty 15 5(I)
leadership 15 6(I)
commitment 14 5(I)
balance (home/work) 13 4(I)
efficiency 13 3(I)
positive attitude 13 5(I)
accountability 11 4(R)
initiative 11 4(I)
trust 11 5(R)
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What’s Next After CVA - From Measurement to Action
1
2
34
5
6
Values Assessment
Share results and start dialogue
Prioritize key focus values
Explore key values and behaviours
Live the values and grow the desired culture
Create Culture Development Plan
Benefits of CTT: A Clear Roadmap
A collective view of your values
• Shifts the dialogue from us/them to we
A shared vision for moving forward
Identifies strengths of your organization
• Allows you to build on and foster the positives
A quantitative health index - % entropy
• Names what is causing waste and energy drain
• Antidote is provided
Identifies alignment/misalignment
• Points to what you need to do to create the desired culture
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Culture Leadership Group Client List
• Public Works and Government Services Canada
• Transport Canada
• Environment Canada
• Astellas
• Valent
• SAP
• Canadian Heritage
• City of Ottawa Fire Fighters Association
• Chelsea Foundation
• Royal College of Physicians and Surgeons
• Industry Canada
• Public Health Agency of Canada
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04 Leadership Transformation
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A Sample List of Clients That We Have Conducted Cultural Values Assessments For
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Who would you like to have as a leader?What the best leaders focus on: Values that create internal cohesion
1. commitment2. control (L)
3. ambition4. result oriented5. demanding (L)
6. experience7. goal oriented8. authoritarian (L)
9. humor/fun10. power (L)
1. commitment2. positive attitude3. accessible4. teamwork5. trust6. integrity7. accountability8. customer satisfaction9. enthusiasm10. fair
How Maria sees herself? How do others see Maria?
Internal Cohesion
Self-Esteem
High entropy
Leaders (21% +)
Low entropy
Leaders (0-6%)
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The level of entropy represents the degree of potential challenges that may prevent a leader from achieving the organisation’s 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.
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Entropy Impact
10% or less Healthy functioning.
11-19% Minor Issues: Requiring cultural and structural adjustments.
20-29% Significant Issues: Requiring cultural and structural transformation and leadership coaching.
30-39% Serious Issues: Requiring cultural and structural transformation, leadership mentoring / coaching, and leadership development.
40-49% Critical Issues: Requiring cultural and structuraltransformation, selective changes in leadership, leadership mentoring / coaching, and leadership development.
More than 50%: Cultural Crisis: For private sector or corporations, high risk of bankruptcy, takeover or implosion.
Organisation Cultural Entropy Levels
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Whole System Change
Leadership / People
(Team) Alignment and
Engagement
Structure/Process
Alignment
Systems Alignment
Leadership Commitment
to Transformation
Define Desired Culture & Identify GapsTo support the achievement of Organisation and Success
Outcomes
Management Alignment:Vision and Mission
Strategies and Strategic OutcomesManagement Team Climate
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Recap on the Organisation XYZ Culture Building Journey
1.Management
Retreat
•Management
commitment to
staff
•Leadership
Promise
Staff
EE
Survey &
Focus
Groups
Discussi
on
2. Series of
Organisation
Interventions
• Senior Management
Huddles
• Leadership
Development Prog
• Leadership Values
Assessment
• XYZ Values Challenge
• Values Roll-out eg
Values Champion;
Passion Stories; Values
Awareness campaign
Culture Survey
(1st)
3.Organisa
tion-wide
Culture
Survey
4. Next Steps
• Management
Huddles 2014;
• Organisation
Restructuring
• Process Review
• Systems
Enhancements
Culture Survey
(2nd)
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Getting Started . . .
http://www.valuescentre.com/pva/
For your free Personal Values Assessment
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From vision to results