Transforming and Building a High Performance Culture To drive Organisational Growth 3 Stakeholder demands Finances Organisation Politics Operations âChangeâ is the journey outside of us â âTransformationâ is the inner journey we go through in order to take on the outer change. Source: Tor Eneroth Difference between Change and Transformation Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 4 Important Questions ⢠What are you feeling right now? ⢠If any what are your âmajor energyâ leaks today? ⢠What is your most important question now? (Related to your motivation to come today) Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 5 Tangible vs Intangible Assets Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 6 Leaders Understand the Importance of Culture Deloitte Human Capital Trends 2016 Duke University and Columbia University 2015 research PWC 2013 Culture and Change Management Survey Culture as an important or very important issue. Culture is important to their firms. Culture is critical to their organisationâs success. Understand their organisationâs culture. Are excellent at effectively driving the desired culture. Corporate culture exactly where it needed to be. Culture needs a major overhaul. 86% 28% 12% 91% 5% 84% 51% Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 7 The Top 40 Best Companies to Work For (USA) 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 employeeâs basic needs and satisfying their growth needs: they focus on helping their employees feel happy and fulfilled. How much does culture matter? materialistic short-term focus educational opportunities uncertainty about the future corruption elitism material needs wasted resources gender discrimination blame accountability family employment opportunities financial stability optimism dependable public services honesty social responsibility human rights poverty reduction Iceland National Assessment 2008 family honesty responsibility accountability financial stability trust friendship positive attitude humour/fun adaptability respect Personal Values Desired CultureCurrent Culture Cultural Entropy 53% Iceland Iceland 1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability 12 Culture eats strategy for breakfast 13 What you can measure, you can manage 14 Human Leadership 15 Cultural Evolution Begins with Personal Evolution The culture of an organisation is a reflection of the leadership consciousness. power (L) 11 3 (R) blame (L) 10 2 (R) demanding (L) 10 2 (R) manipulative (L) 10 2 (R) experience 9 3 (I) controlling (L) 8 1 (R) arrogant (L) 7 3 (R) authoritarian (L) 6 1 (R) exploitative (L) 6 1 (R) ruthless (L) 6 1 (R) 1. short-term focus (L) 13 1 (O) 2. blame (L) 11 2 (R) 3. manipulation (L) 10 2 (R) 4. caution (L) 7 1 (I) 5. cynicism (L) 7 3 (I) 6. bureaucracy (L) 6 3 (O) 7. control (L) 6 1 (R) 8. cost reduction (L) 5 1 (O) 9. empire building (L) 5 2 (O) 10. image (L) 5 3 (R) 11. long hours (L) 5 3 (O) CVA Current Culture IRS (P)=0-0-0-0 IRS (L)=2-4-5-0 Cultural Entropy 38% Personal Entropy 64% LVA Feedback 14 Assessors IRS (P)=1-0-0-0 IRS (L)=0-9-0-0 16 Cultural Evolution Begins with Personal Evolution The culture of an organisation is a reflection of the leadership consciousness. continuous learning 11 4 (O) generosity 11 5 (I) commitment 10 5 (I) positive attitude 10 5 (I) vision 10 7 (I) ambitious 9 3 (I) making a difference 8 6 (R) results orientation 8 3 (O) honesty 7 5 (I) integrity 7 5 (I) intuition 7 6 (I) leadership developer 7 6 (O) 1. customer satisfaction 16 2 (R) 2. commitment 11 5 (I) 3. continuous learning 11 4 (O) 4. making a difference 11 6 (O) 5. global perspective 9 3 (S) 6. mentoring 9 6 (R) 7. enthusiasm 8 5 (I) 8. leadership development 8 6 (O) 9. integrity 7 5 (I) 10. open communication 7 2 (O) 11. optimism 7 5 (I) 12. shared values 7 5 (O) Cultural Entropy 7% Personal Entropy 9% CVA Current Culture IRS (P)=4-2-5-1 IRS (L)=0-0-0-0 LVA Feedback 27 Assessors IRS (P)=8-1-3-0 IRS (L)=0-0-0-0 17 Dialogue is key & Transformation takes time Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 18 Which values are most important to you? Accountability Achievement Balance (home/work) Commitment Compassion Competence Continuous learning Cooperation Courage Creativity Enthusiasm Efficiency Ethics Excellence Fairness Family Financial gain Friendships Future generations Health Honesty Humor/fun Independence Integrity Initiative Intuition Making a difference Open communication Openness Personal fulfillment Personal growth Power Respect Responsibility Risk-taking Self-discipline Success Trust Wisdom 1) Choose three values that is important to you 2) What are your beliefs that support these values 3) What behaviours do you exhibit that support these values Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 19 A Tale of Two Companies Organisation A Organisation BValue client satisfaction making a difference integrity teamwork humor/fun quality ethics financial stability Level 2 6 5 4 5 3 7 1 Value blame short term focus internal competition buck passing risk averse customer satisfaction information hoarding profit Level 2 1 2 3 1 2 2 1 Service Making a Difference Internal Cohesion Transformation Self-Esteem Relationship Survival Employee Engagement Innovation & Creativity Customer Satisfaction Organisational Resilience Finance Maslowâs Needs to Barrettâs Consciousness Abraham Maslow Know and Understand Physiological Safety Love & Belonging Self-esteem Know and Understand N e e d s C o n s c i o u s n e s s Self-Actualization Richard Barrett Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 21 Story of a full spectrum organisation Service to humanity and societal contribution External collaboration, community involvement Sense of purpose & strong internal community Ongoing improvement and employee participation High performance systems, high quality output Positive relationships that support organisation needs Financial viability and employee safety Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 22 Level 1 - Survival 22 Imagine a company that fair in the way it sets prices and pay. Because it has moved beyond fear-driven greed, it is profitable, growing sustainably and creates a good shareholder return. It also provides safe and comfortable working conditions for its people. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 23 Level 2 - Relationship 23 When people walk into the office each day they smile and greet each other warmly. There is a healthy sense of respect and customers feel well looked after. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 24 Level 3 â Self Esteem 24 The organisation invests in high performing systems. It trains its people to be excellent at doing their jobs and the staff are proud to tell others who they work for. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 25 Level 4 - Transformation 25 The organisation moves forward through innovation and continuous improvement. It has the adaptability and resilience to weather tough times. People feel empowered, have the courage to ask tough questions and it is OK to make mistakes. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 26 Level 5 â Internal Cohesion 26 People feel inspired by the vision and values and work well together to achieve the desired outcomes. There are high levels of trust and a deep sense of purpose, fun and team spirit. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 27 Level 6 â Making a difference 27 This is a collaborative working environment for staff, customers, suppliers and the community, where people focus on win-win for all concerned. The investment in leadership development means that leaders are making a sustainable difference inside and outside the organisation. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 28 Level 7 - Service 28 For people in this organisation, ethics is not about compliance but doing what they believe is right, in their hearts. There is a knowing that by doing their jobs, people are serving society and future generations. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 29 Seven Levels of Organisational Consciousness Positive Focus/ Excessive Focus Service Service to Humanity and the Planet Social responsibility, future generations, long-term perspective, ethics, compassion, humility Making a Difference Strategic Alliances and Partnerships Environmental awareness, community involvement, employee fulfilment, coaching/mentoring Internal Cohesion Building Internal Community Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency Transformation Continuous Renewal and Learning Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth Self Esteem High Performance Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency Relationship Employee Recognition Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame Survival Financial Stability Shareholder value, organisational growth, employee health, safety. Control, corruption, greed Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 30 CBT Technology cost reduction bureaucracy confusion profit information hoarding short term focus hierarchical results orientation client satisfaction empire building client satisfaction employee fulfilment continuous improvement effective communication teamwork financial stability adaptability trust professionalism vision Personal Values Desired CultureCurrent Culture honesty commitment humour/fun reliability enthusiasm adaptability family integrity trust balance home/work Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 31 Growing your desired culture Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 32 Leadership Commitment ⢠Role of the CEO ⢠Board Commitment ⢠Compelling shared reason ⢠Personal Awareness ⢠Walking your talk ⢠Involvement and commitment from all managers Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 33 How to define and grow your culture ⢠Shared vision and mission (purpose) ⢠Culture Measurement ⢠Define wanted behaviours and actions ⢠Handle dysfunction ⢠Align Culture and strategy ⢠Continuous dialogue Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 34 Structural Alignment ⢠Decision making processes ⢠HR Processes and structures ⢠Leadership development and management training ⢠Organisation wide values awareness Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 35 Roles for supporting culture ⢠Culture Manager ⢠Culture Ambassador Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 36 Checklist ⢠If yes, score 2 ⢠If partial, score 1 ⢠If not al all, score 0 ⢠In pairs please share what this checklist has made you aware off? What do you notice you are doing well? What areas might you like to develop What questions or actions have come out of this for you? Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 37 Getting stuck & Common mistakes ⢠Lack of commitment ⢠Lack of knowledge ⢠Lack of courage Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 38 To lead people through change To grow a shared culture To plan and lead cultural transformation Checklist and overview Free resources www.valuescentre.com Navigating Uncertainty- Culture Workshops: Singapore 2017 Group plot (62) teamwork 23 4(R) continuous improvement 19 4(O) customer satisfaction 18 2(O) employee engagement 17 5(O) cost reduction (L) 15 1(O) integrity 15 5(I) open communication 15 2(R) results orientation 15 3(O) accountability 14 4(R) profit 14 1(O) employee engagement 28 5(O) continuous improvement 26 4(O) teamwork 24 4(R) customer satisfaction 19 2(O) shared values 17 5(O) accountability 16 4(R) cross group collaboration 16 6(O) innovation 16 4(O) leadership development 16 6(O) open communication 14 2(R) results orientation 14 3(O) Values Plot February 28, 2017Copyright 2017 Barrett Values Centre Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) I = Individual R = Relationship O = Organisational S = Societal continuous learning 32 4(I) integrity 28 5(I) positive attitude 25 5(I) accountability 24 4(R) making a difference 23 6(S) commitment 18 5(I) balance (home/work) 15 4(I) adaptability 14 4(I) coaching/ mentoring 14 6(R) well-being (physical/ emotional/ mental/ spiritual) 14 6(I) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=7-2-1 IRS (L)=0-0-0 IROS (P)=1-3-5-0 IROS (L)=0-0-1-0 IROS (P)=0-3-8-0 IROS (L)=0-0-0-0 Matches PV - CC 2 CC - DC 7 PV - DC 0 new requests Cultural Entropy: Current Culture 13% When you care about people, people care about you? Overdue Invoices Hi Thank you, we know you care. We love you too..... Phil RE: Feedback on invoices and payments made Thanks for this uniquely Phil/BVC reply - we don't have many suppliers who express love for us! I'm sure my super-diligent, gives-her-all colleague Rita really appreciates YOUR care! John RE: Feedback on invoices and payments made Dearest Phil I waited especially to follow up on each and every invoice and make sure we bring ourselves up to date, before I responded to you! You see my first reactions stemmed from my ego (defensiveness, anger, embarrassment, taking total responsibility and blame, and so on and yet so much was beyond my control - fear based beliefs). I took responsibility and worked to fix it immediately but I need to tell you that your mail made a world of difference to me! I was no longer driven by the default behaviour....instead I felt so moved, respected and appreciated that I persevered because I truly do care - about both our commitment and service to a higher purpose â our connecting soul values. May your every endeavour be blessed. Lots of love Rita Re: YOU MAKE A DIFFERENCE......... Wow! Values and love at work! Thanks to both of you for a bright shiny light interlude! John Re: YOU MAKE A DIFFERENCE.........
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