1.Joanna Barclay Senior Consultant Groupe Intersol Group [email_address]

2. Introductions

Welcome

Name and role?

What attracted you most to attending this workshop?

Workshop objectives

3. Core Business Challenges

• How to attract, keep and engage top people;

• How to increase innovation, productivity and clientsatisfaction;

• How to ensure ethics permeate the organization.

4. Current Reality The significant problemswe face cannot be solvedat the same level ofthinking that created them. Pandemics ClimateChange GlobalEconomy Global Terrorism PovertyReduction FoodResilience NaturalDisasters Technology SpeciesExtinction Water Shortages 5. Evolution of Business ParadigmsManpower Agricultural Age1900 1800 Information AgeIntellectual Capital Industrial AgeQuality of Product Consciousness AgeCultural Capital 2000 6. Age of Consciousness

Terms comfortably used in mainstream business culture:affection ,love ,joy, authenticity, empathy, compassion, soulfulness, loyalty, trust;

Earn a share of employees heart and they will give a quantum leap in productivity and quality;

Aging population altering the course of humankind into a kinder, gentler society.

Share of Heart People want to know you care,Before they care how much you know. 7.

Tell us about some companies you love.

Not just like, butlove .

8. What Does High Performance Look Like? 9. Values- Driven Values are deeply held principles that people hold or adhere to when making decisions. Individuals express their values through their behaviors.Organizations express their values through their culture. 10. Culture Defined The way things are done around here The culture of an organization or any group of individuals isa reflection of their values, beliefs and behaviours. 11. Values Driven Organizations INFLUENCE

Values drive

culture.

Culture drives

employee

engagement.

Employee

engagement drives

customer/citizen

satisfaction.

Customer

satisfaction drives

shareholder &

stakeholder value.

12. Exercise: Values, Beliefs and Behaviors

Choose2 values that are important to you personally and enter them in the left hand column of the worksheet.

EXAMPLE:Humor

Write down your beliefs that support this value in the middle column.

EXAMPLE:I believe that people who enjoy their work are more productive.I believe laughter reduces stress and creates a good work environment. I think play promotes innovation.

Write down the behaviors you exhibit that support this value.

EXAMPLE:Youll find me quick to smile, laugh, and looking for the humor in things.

13.

YouTube video

Bringing your values to Work

http://www.youtube.com/watch?v=cnwKEkWYug0

Richard Barrett 14. 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 15. Culture and Brand Employee Perspective Customer Perspective Culture Values, Beliefs, Behaviors Who you are on the inside,looks a lot like who you are on the outside Do youconsciously create your culture, or do you have a default, unconscious culture? Culture Brand 16. New theories of organizational success Measurement matters.If you can measure it, you can manage it. 17. Cultural Capital So understanding the current culture matters.If you can name it, measure it, and understand it, you can manage it and align it. 18. Cultural Transformation Tools Cultural Transformation Tools (CTT) Powerful metrics which enable leadersto actively measure and manage cultures. They make the intangible, tangible.They link performance to culture. 19. Derivation of Consciousness Model Richard Barrett Know and Understand PhysiologicalSafetyLove & Belonging Self-esteem Self-Actualization Abraham Maslow Know and Understand Needs Consciousness 20. Alignment of employeeand organizational consciousness Difficult to hire and keep people who are here Individual Consciousness When organizations are here CorporateConsciousness 21. Cultural Transformation Model Know and Understand PhysiologicalSafetyLove & Belonging Self-esteem Key Attributes: Makes it possible to translate qualitative data into quantitative data Provides a base-line measurement instrument for monitoring changes in the organizational culture Provides a method for measuring cultural capital 22. Seven Levels of Organizational Development Positive Focus /Excessive Focus Barrett Model Cultural Transformation Tools Financial Stability Shareholder value, organizational growth,employee health, safety.Control, corruption, greed Employee Recognition Loyalty, open communication, customer satisfaction, friendship.Manipulation, blame High Performance Systems, processes, quality, best practices,pride in performance .Bureaucracy, complacency Continuous Renewal and Learning Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth Building Corporate Community Shared values, vision, commitment, integrity,trust, passion, creativity, openness, transparencyStrategic Alliances and Partnerships Environmental awareness, community involvement, employee fulfillment, coaching/mentoring Service To Humanity and the Planet Social responsibility, future generations, long-term perspective, ethics, compassion, humility Service Making a Difference Internal Cohesion Transformation Self-Esteem Relationship Survival 23. 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: 24. Placement of top ten Current Culture values OrganizationABC - 100 Employees Top Ten Values 1. tradition (L) (59) 2. diversity (54) 3. control (L) (53) 4. goals orientation (46) 5. knowledge (43) 6. creativity (42) 7. productivity (37) 8. image (L) (36)9. profit (36) 10. open communication (31) Service External cohesion Internal cohesion Transformation Self-esteem Relationship Survival 4 2 5 7 9 6 8 3 1 10 25. 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. 26. Cultural Entropy Energy available for productive work Non-productive or destructive energy What does41%entropy look like? 27. Best Employers have Lowest Entropy This research of 163 organizations was carried outby Hewitt Associates and the Barrett Values Centre in 2008 Cultural Entropy EmployeeEngagement Tier 1 (Best) 5%89% Tier 2 8%76% Tier 3 15%55% Tier 4 (Worst) 21%40% 28. Local and Central Government ExampleGroup(2990) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal Values Current Culture Values Desired Culture Values IRS (P)= 4-4-0 | IRS (L)= 1-0-0 IROS (P)= 0-0-3-1 | IROS (L)= 0-3-3-0 IROS (P)= 1-4-5-0 | IROS (L)= 0-0-0-0 Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially LimitingI = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal Values Plot Copyright Barrett Values Centre T T T T T T T T T T T T T T T T T T T T T T T T T T 1.honesty 1484 5(I) 2.reliability 1160 3(R) 3.family 1062 2(R) 4.commitment 1029 5(I) 5.humor/fun 1006 5(I) 6.fairness 978 5(R) 7.adaptability 919 4(I) 8.caring 914 2(R) 9.job security(L) 817 1(I) 10.balance (work/ non-work) 767 4(O) 1.bureaucracy(L) 1690 3(O) 2.target focus 1617 3(O) 3.hierarchy(L) 1063 3(O) 4.client focus 1036 2(O) 5.blame(L) 1013 2(R) 6.control(L) 1003 1(R) 7.short-term focus(L) 991 1(O) 8.productivity 924 3(O) 9.making a difference 798 6(S) 10.manipulation(L) 794 2(R) 1.client focus 1686 2(O) 2.accountability 1584 4(R) 3.delivery of promises 1261 3(O) 4.continuousimprovement 1084 4(O) 5.staff recognition 1023 2(R) 6. informationsharing 971 4(O) 7.open and honest 950 5(R) 8.professionalism 859 3(O) 9.fairness 855 5(R) 10.commitment 851 5(I) 29. Local and Central Government ExampleGroup(2990) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal Values Current Culture Values Desired Culture Values IRS (P)= 4-4-0 | IRS (L)= 1-0-0 IROS (P)= 0-0-3-1 | IROS (L)= 0-3-3-0 IROS (P)= 1-4-5-0 | IROS (L)= 0-0-0-0 Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially LimitingI = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal Values Plot Copyright Barrett Values Centre T T T T T T T T T T T T T T T T Matches CC - DC 3 CC - DC 5 CC - DC 7 1.honesty 1484 5(I) 2.reliability 1160 3(R) 3.family 1062 2(R) 4.commitment 1029 5(I) 5.humor/fun 1006 5(I) 6.fairness 978 5(R) 7.adaptability 919 4(I) 8.caring 914 2(R) 9.job security(L) 817 1(I) 10.balance (work/ non-work) 767 4(O) 1.bureaucracy(L) 1690 3(O) 2.target focus 1617 3(O) 3.hierarchy(L) 1063 3(O) 4.client focus 1036 2(O) 5.blame(L) 1013 2(R) 6.control(L) 1003 1(R) 7.short-term focus(L) 991 1(O) 8.productivity 924 3(O) 9.making a difference 798 6(S) 10.manipulation(L) 794 2(R) 1.client focus 1686 2(O) 2.accountability 1584 4(R) 3.delivery of promises 1261 3(O) 4.continuousimprovement 1084 4(O) 5.staff recognition 1023 2(R) 6. informationsharing 971 4(O) 7.open and honest 950 5(R) 8.professionalism 859 3(O) 9.fairness 855 5(R) 10.commitment 851 5(I) 30. Local and Central Government ExampleGroup(2990) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal Values Current Culture Values Desired Culture Values IRS (P)= 4-4-0 | IRS (L)= 1-0-0 IROS (P)= 0-0-3-1 | IROS (L)= 0-3-3-0 IROS (P)= 1-4-5-0 | IROS (L)= 0-0-0-0 Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially LimitingI = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal Values Plot Copyright Barrett Values Centre T T T T T T T T T T T T T T T T Matches CC - DC 3 CC - DC 5 CC - DC 7 1.honesty 1484 5(I) 2.reliability 1160 3(R) 3.family 1062 2(R) 4.commitment 1029 5(I) 5.humor/fun 1006 5(I) 6.fairness 978 5(R) 7.adaptability 919 4(I) 8.caring 914 2(R) 9.job security(L) 817 1(I) 10.balance (work/ non-work) 767 4(O) 1.bureaucracy(L) 1690 3(O) 2.target focus 1617 3(O) 3.hierarchy(L) 1063 3(O) 4.client focus 1036 2(O) 5.blame(L) 1013 2(R) 6.control(L) 1003 1(R) 7.short-term focus(L) 991 1(O) 8.productivity 924 3(O) 9.making a difference 798 6(S) 10.manipulation(L) 794 2(R) 1.client focus 1686 2(O) 2.accountability 1584 4(R) 3.delivery of promises 1261 3(O) 4.continuousimprovement 1084 4(O) 5.staff recognition 1023 2(R) 6. informationsharing 971 4(O) 7.open and honest 950 5(R) 8.professionalism 859 3(O) 9.fairness 855 5(R) 10.commitment 851 5(I) 31. Local and Central Government ExampleGroup(2990) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal Values Current Culture Values Desired Culture Values IRS (P)= 4-4-0 | IRS (L)= 1-0-0 IROS (P)= 0-0-3-1 | IROS (L)= 0-3-3-0 IROS (P)= 1-4-5-0 | IROS (L)= 0-0-0-0 Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially LimitingI = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal Values Plot Copyright Barrett Values Centre Matches PV CC 0 CC DC 1 PV DC 3 1.honesty 1484 5(I) 2.reliability 1160 3(R) 3.family 1062 2(R) 4.commitment 1029 5(I) 5.humor/fun 1006 5(I) 6.fairness 978 5(R) 7.adaptability 919 4(I) 8.caring 914 2(R) 9.job security(L) 817 1(I) 10.balance (work/ non-work) 767 4(O) 1.bureaucracy(L) 1690 3(O) 2.target focus 1617 3(O) 3.hierarchy(L) 1063 3(O) 4.client focus 1036 2(O) 5.blame(L) 1013 2(R) 6.control(L) 1003 1(R) 7.short-term focus(L) 991 1(O) 8.productivity 924 3(O) 9.making a difference 798 6(S) 10.manipulation(L) 794 2(R) 1.client focus 1686 2(O) 2.accountability 1584 4(R) 3.delivery of promises 1261 3(O) 4.continuousimprovement 1084 4(O) 5.staff recognition 1023 2(R) 6. informationsharing 971 4(O) 7.open and honest 950 5(R) 8.professionalism 859 3(O) 9.fairness 855 5(R) 10.commitment 851 5(I) 32. Local and Central Government Example : Group(2990) C T S CTS = 40-18-42 Entropy = 6% CTS = 14-19-67 Entropy = 44% CTS = 33-26-41 Entropy = 3% Personal Values Current Culture Values Desired Culture Values 33. 34. What is the cost of limiting values in your organization?Lost opportunityorLost productivity in % termsin % terms Anxiety & Uncertainty Bureaucracy Blame Control 35. Client Service Committee (13) 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) VotesLevel 36. Selecting Values and Behaviour

Voting process 2 rounds to identify reasons for selection

Create 3 measureable behaviours for each value

Develop an action plan to support implementation of the behaviours

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 GoalOrientation 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 37. Nedbank: Current Culture Evolution 1. cost-consciousness 2. profit3.accountability 4. community involvement5.client-driven 6. process-driven 7.bureaucracy (L) 8. results orientation9.client satisfaction 10.silo mentality (L) 2005 1. cost-consciousness 2.accountability 3.client-driven 4.client satisfaction5. results orientation6. performance driven 7. profit 8.bureaucracy (L) 9.teamwork 10. community involvement2006 1.client-driven 2.accountability 3.client satisfaction4. cost-consciousness 5. community involvement 6. performance driven7. profit 8.achievement 9. being the best10. results orientation2007 2008 1.accountability 2.client-driven 3.client satisfaction4. community involvement5.achievement 6. cost-consciousness 7.teamwork 8. performance driven 9. being the best10. delivery 2009 1.accountability 2.client-driven 3.client satisfaction4. cost-consciousness 5. community involvement6.achievement 7.teamwork 8.employee recognition9. being the best 10. performance drivenEntropy13% Entropy25% Entropy19% Entropy17% Entropy14% 5 matches 4 matches 4 matches 3 matches 6 matches 38. New theories of organizational success Organizational transformation begins withthe personal transformation of the leaders.Organisations dont transform. People do. 39. The Leader and the Values FoE* -Firms of Endearment,How World Class CompaniesProfit from Passion and Purpose, 2007

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 t rise above, surpass, exceed and excel.

Employees so regarded rise to levels of performance well above those of their peers in companies where employees still sweat under the heels of command and control.

40. Human systems Four quadrants Internal External Individual values and beliefs Individual behaviors Culture Group values and beliefs Social Structures Group behaviors Values Alignment Mission Alignment Structural Alignment Personal Alignment Group Cohesion Capacity for Collective Action Individual Collective 41. When Leaders Transform,theOrganizationTransforms When leaders change their beliefs and values (1), their behaviours change (2).This influences the culture of the group (3), which in turn changes the behaviours of the group (4).1 3 2 4 Wilbers Four Quadrants 42. Stages in the Development of Leadership ConsciousnessPositive Focus/Excessive Focus Control, GreedManipulation, BlamePower, Status,Wisdom/Visionary SERVICE TO HUMANITY AND THE PLANET Social responsibility, future generations, long-term perspective, ethics, compassion, humility Partner/Mentor COLLABORATION WITH PARTNERS Strategic alliances, community involvement, environmental stewardship, coaching, mentoring Integrator/Inspirer INTERNAL COHESION Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency Facilitator/Influencer CONTINUOUS RENWAL AND LEARNING Accountability, adaptability, empowerment, teamwork, innovation, delegation, personal growth Manager/Organizer HIGH PERFORMANCE Systems, processes, company pride, quality, best practices,Communicator RELATIONSHIPS Employee recognition, employee and customer loyalty, conflict resolution Financial Manager FINANCIAL STABILITY Profit, compliance, shareholder value, employee healthand safety 43. Leadership Values Assessment 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. 44. Rebecca's Values Assessors' Top 11 Values Matches 1 Rebecca Doe Orange = Values match P = Positive I = Individual L = Potentially LimitingR = Relationship (white circle) O = Organizational Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008 PL = 10-0 | IRO (P) =5-3-2 | IRO (L) = 0-0-0 PL = 9-2 | IRO (P) = 5-2-2 | IRO (L) = 1-1-0 Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 balance (home/work) Level 4 clarity Level 5 continuous learning Level 4 employee fulfillment Level 6 excellence Level 3 fairness Level 5 initiative Level 4 personal development Level 4 respect Level 2 teamwork Level 4 ambitious Level 3 commitment Level 5 goals orientation Level 4 Image (L) Level 3 positive attitude Level 5 reliable Level 3 efficiency Level 3 results orientation Level 3 teamwork Level 4 achievement Level 3 internally competitive (L) Level 2 45. Whole System Change Preparation Phase 46. Whole System Change Implementation Phase 47. Benefits: A Clear Roadmap

• A collective view ofyourvalues

• • Shifts the dialogue from us/them to we

• Ashared visionfor moving forward

• Identifies strengths of your organization

• • Allows you to build on and foster the positives

• A quantitative health index

• • 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

48. The ABCs ofHigh Performing Cultures Awareness 49. Sample of Government/Utility Clients Public Works and Government Services CanadaBritish Colombia Hydro Canada Ontario Power Generation Canada Nova Scotia Local Government Canada Brownsville Public Utilities USA Grand Rapids Public Utilities USA City of Austin Power USA North Western Energy USA Knox City Council USA Durham County Council UKSouth Gloucestershire County Council UK Bath City Council UKOldham City Council UK National Grid Facilities UK Mackay Local Government Australia State Government Victoria Australia State Government of Western Australia Ergon Energy Australia Delfzijl City Council Netherlands Groningen Council Netherlands Uithoorn Council Netherlands Vlagtwedde Commune Sweden Huddinge CommuneSweden Kungalv Commune Sweden Lantmateriet Commune Sweden Vatenfall Sweden Spe Luminuous Belgium Indaver Belgium Ceznet Czech Republic 50. Insights and Reactions

Question 1:

• What key insights or messages resonated for you in this workshop?

Question 2:

• What are your reactions to the Cultural Values Assessment (CVA)?

Question 3:

• How can you see the CVA being implemented?

• Question 4:

• What are the next steps?

51. Bibliography

Building a Values-Driven Organization. A Whole System Approach to Cultural Transformation . (2006)Richard Barrett

Firms of Endearment. How World-Class Companies PROFIT from Passion and Purpose . (2007) Raj Sisoda, Jag Sheth David B. Wolfe

Websites for information on the

Barretts Cultural Transformation Tools:

www.valuescentre.com

www.valuesjournal.com

Managers are the creators and carriers of corporate culture.They translate the principles and goals of renewal into the realities of daily work. 52. Post Workshop Questionnaire