Shi+ from Knowledge Focused to Learning Focused

Transcription

1 Shi+ from Knowledge Focused to Learning Focused 1

2 Make your life a purpose filled experiment... Elevate the state of not knowing to being an acceptable condiion of your existence rather than a problem to be solved. Leadership Requirements of Leadership are changing Leadership is a behaviour, not a role Being a leader is not about being someone to lean on, its about making the leaning unnecessary 2

3 EssenIal to effecive leadership is to master your integrity, authenicity and be commioed to something bigger than the self; to develop a balance of healthy self interest with the common good. This clarity forms the foundaion for being an effecive leader and the effecive pracice of leadership. Where the pracice of leadership becomes your natural self expression 3

4 Leadership is not defined by the exercise of power, but by the capacity to increase the sense of power among those who are led. The most essential work of the leader is to create more leaders Mary Parker- Folle- Key ATtudes and Behaviours Walk their Talk: Value Alignment Accountable Comfortable in Ambiguity Self- Aware Coach others PracIce GraItude 4

5 To thrive organizaions must evolve To thrive organizaions must evolve Consciousness Age Cultural Capital Information Age Intellectual Capital Industrial Age Quality of Product Agricultural Age Manpower (concept from the BarreO Values Centre) Significance of Consciousness It shapes: What we see How we understand what we see How we think How we talk What we decide How we act We all impact organizaional culture through our consciousness but no one more than posiional leaders 5

6 OrganizaIons that were designed for the 20th century world are significantly dysfuncional in the current context. Our most criical current challenge is to RE- IMAGINE ORGANIZATIONS for coninuous adaptability and innovaion for a long range perspecive Our expectaions of business is changing Engagement 6

7 Criteria for Engagement 1. Values Alignment: I live my values at work 2. Mission/Vision Alignment: duies connected to purpose and feel organizaion is on track 3. Personal Alignment: walk the talk 4. Structural Alignment: systems support espoused values How do you Build a High- Performance OrganizaIon? By creaing an adaptable, vision- guided, values- driven culture that focuses on all stakeholder needs and in paricular the employee and customer experience. 7

8 Firms of Endearment FoEs share four primary elements in their corporate visions A broader purpose than wealth generaion DedicaIon to servant leadership EmoIonally intelligent leadership Commitment to exemplary ciizenship RecogniIon that they are part of an economic ecosystem with many interdependent paricipants Sisodia and Wolfe 8

9 Investment Performance Return 15 Year 10 Year 5 Year CumulaIve Annualized CumulaIve Annualized CumulaIve Annualized FoE* 1,646.1% 21.0% 254.4% 13.5% 56.4% 9.4% S&P % 6.5% 30.7% 2.7% 15.6% 2.9% * John Mackey, Rajendra S. Sisodia, Conscious Capitalism: LiberaIng the Heroic Spirit of Business (Harvard Business Review Press 2013) What is Culture? The way things are done around here The culture of an organization or any group of individuals is a reflection of the values, beliefs and behaviours of leaders of the group and the legacy of past leaders. RICHARD BARRETT 9

10 Culture can be measured, managed and transformed The Seven Levels of Consciousness Model 10

11 Maslow s Needs to BarreO s Consciousness Self-Actualization Know and Understand Abraham Maslow Self-esteem Love & Belonging Safety Richard BarreO Physiological Needs Consciousness Maslow s Needs to BarreO s Consciousness Know and Understand Self- esteem Love & Belonging Safety Physiological 1. Expansion of self- actualizaion into muliple levels. 2. SubsItute states of consciousness for hierarchy of needs. 3. Each state of consciousness is defined by specific values and behaviours. Needs Consciousness 11

12 What Are Our Basic Needs and Growth Needs Growth Needs Basic Needs SaIsfying your need to leave a legacy to have led a life of significance that will be remembered. SaIsfying your need to actualize your purpose by influencing or impacing the world around you. SaIsfying your need for authenicity and finding meaning and purpose in your life. SaIsfying your need for autonomy, freedom, independence and adventure. SaIsfying your emoional need to be recognized for your skills, talents or qualiies. SaIsfying your emoional need for belonging, protecion and connecion. SaIsfying your physiological needs for security; staying alive and keeping your body healthy. EvoluIon of Personal Consciousness At any given moment in 8me, our values are a reflec8on of our unmet basic needs, and the growth needs associated with the stage of psychological development we have reached. Values can be posifve or potenfally limifng. PosiFve Values: trust, creafvity, passion, honesty, integrity, clarity PotenFally LimiFng Values: power, blame, greed, status, being liked? 12

13 What is Personal Entropy? Personal entropy is the amount of fear- driven energy that a person expresses in his or her day- to- day interacfons with other people. Fear Based Beliefs Level 1-3 Am I enough? Am I loved enough? Do I have enough? 13

14 Personal Values Assessments (PVA) Are there any empty levels? What might this mean? Are there any potenially limiing values? (white dots ). What might this mean? Are all levels covered? 14

15 Stages in the Development of Personal Consciousness Positive Focus / Excessive Focus Service Making a difference Internal Cohesion TransformaIon Self- esteem RelaIonship Survival Service to Humanity and the Planet DevoIng your life in self- less service to your purpose and vision CollaboraFng with Partners Working with others to make a posiive difference by acively implemening your purpose and vision Finding Personal Meaning Uncovering your sense of purpose and creaing a vision for the future you want to create Personal Growth Understanding your deepest moivaions, experiencing responsible freedom by letng go of your fears Self- worth Feeling a posiive sense of pride in self and ability to manage your life. Power, status Belonging Feeling a personal sense of belonging, feeling loved by self and others. Being liked, blame Financial Security & Safety CreaIng a safe secure environment for self and significant others. Control, greed What do you see? Does it make sense? Are there any blind spots? Do you have any potenially limiing values (white dots)? If yes, how does it show up in your behaviour? Does it limit you? Partner A shares first then Partner B, you will each have 5 minutes 15

16 Coach for TransformaIon How leaders ignite passion and heighten performance Difficult or Troubling Situation 16

17 Event + Response = Outcome Adapted from Ronald Short 17

18 Alignment to Values Answer the quesions on pages as you reflect on the difficult or troubling situaion you idenified Change and TransformaFon 18

19 Sociocultural, poliical, economic and environmental change impacts our daily experience with the unexpected Emergent Learning A process through which we create a shi+ of mind, a fundamentally new perspecive and approach to acing the the world. It begins when we are confronted with something we did not know, we did not know Marilyn Taylor PhD 19

20 The process of transformaion depends on Our ability to sit in ambiguity Our ability to cope (centered or grounded) Our consciousness /awareness Credible others (Leaders worth following) See how we fit into the imagined new future PracIce GraItude 20

21 Key ATtudes and Behaviours 1. Walk their Talk: Value Alignment 2. Accountable E + R = O, Coaching ConversaIon 3. Comfortable in Ambiguity: Daily experience with the unexpected 4. Self- Aware: Stories and Values Alignment 5. Coach others: Difficult or Troubling SituaIon 6. PracIce GraItude: Homework Challenge 21

22 ORGANIZATIONAL APPLICATION 22

23 Best employers focus on Employee needs and employee experience The disinguishing feature of the best employers was their focus on employee needs and the employees experience. The values that were present in the top ten current culture values of the best companies, that were not present in the worst companies. Coaching/Mentoring Teamwork Balance (home/work) Employee recognition Individual Values Assessments (IVA) 23

24 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 organisaion currently operates. 24

25 Desired Culture Values Pick ten values/behaviours that, in your opinion, are essenial for your organisaion to achieve its highest potenial. Personal Values = PotenIal or Capacity Current Culture Values = Energy Desired Culture Values = Dreams 25

26 Person X Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) IRS (P)=7-2-1 IRS (L)=0-0-0 IROS (P)= IROS (L)= IROS (P)= IROS (L)= coaching/ mentoring 6(R) being the best 3(O) coaching/ mentoring 6(R) Matches commitment 5(I) compassion 7(R) community involvement 6(S) PV - CC 1 CC - DC 4 PV - DC 4 compassion enthusiasm 7(R) 5(I) equality integrity 4(O) 5(I) compassion excellence 7(R) 3(I) excellence 3(I) leadership development 6(O) humour/ fun 5(O) Health Index (PL) PV-10-0 CC-10-0 DC-10-0 humour/ fun making a difference positive attitude vision well-being (physical/ emotional/ mental/ spiritual) 5(I) 6(S) 5(I) 7(I) 6(I) long-term perspective organisational growth partnerships strategic alliances teamwork 7(O) 1(O) 6(O) 6(O) 4(R) leadership development partnerships shared vision strategic alliances wisdom 6(O) 6(O) 5(O) 6(O) 7(I) 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 Values Plot Copyright 2012 Barrett Values Centre October 4, 2012 Person Y Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) IRS (P)=3-7-0 IRS (L)=0-0-0 IROS (P)= IROS (L)= IROS (P)= IROS (L)= caring 2(R) bureaucracy (L) 3(O) accountability 4(R) Matches compassion 7(R) confusion (L) 3(O) balance (home/work) 4(O) PV - CC 0 CC - DC 0 PV - DC 1 cooperation decisiveness 5(R) 3(I) hierarchy (L) information hoarding (L) 3(O) 3(R) employee engagement ethics 5(O) 7(O) family 2(R) internal competition (L) 2(R) goals orientation 4(O) health 1(I) long hours (L) 3(O) integrity 5(I) honesty 5(I) manipulation (L) 2(R) open communication 2(R) openness 5(R) productivity 3(O) professional growth 3(O) respect 2(R) profit 1(O) professionalism 3(O) trust 5(R) results orientation 3(O) respect 2(R) 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 Copyright 2015 Barrett Values Centre Values Plot March 4,

27 Person Z Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) IRS (P)=7-2-1 IRS (L)=0-0-0 IROS (P)= IROS (L)= IROS (P)= IROS (L)= caring 2(R) caution (L) 1(I) accountability 4(R) Matches enthusiasm 5(I) customer collaboration 6(O) customer satisfaction 2(O) PV - CC 0 CC - DC 3 PV - DC 1 fairness independence 5(R) 4(I) customer satisfaction financial stability 2(O) 1(O) empowerment fairness 4(R) 5(R) initiative 4(I) hierarchy (L) 3(O) financial stability 1(O) Health Index (PL) PV-10-0 CC DC-10-0 making a difference personal growth positive attitude success 6(S) 4(I) 5(I) 3(I) internal competition (L) leadership development long-term perspective loyalty 2(R) 6(O) 7(O) 2(R) humour/ fun information sharing leadership development profit 5(O) 4(O) 6(O) 1(O) vision 7(I) short-term focus (L) 1(O) trust 5(R) 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 Values Plot Copyright 2012 Barrett Values Centre October 4, 2012 Cultural Values Assessment (up to 30,000 participants) 27

28 Full Spectrum OrganizaFonal Consciousness Service Making a Difference Internal Cohesion TransformaFon Self- esteem RelaFonship Survival Long- term perspecfve Coaching/mentoring CreaFvity Accountability ProducFvity Open communicafon Profit Sample Company(259) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) What 7 6 employees believe is necessary for 5 The values that are the company 4 important to employees 3 in their to achieve its full potenial personal 2 lives. 1 IRS (P)=5-5-0 IRS (L)=0-0-0 IROS (P)= IROS (L)= IROS (P)= IROS (L)= Matches PV - CC 2 CC - DC 2 PV - DC 3 Health Index (PL) PV-10-0 CC DC-10-0 family 126 2(R) honesty 123 5(I) accountability 109 4(R) humour/ fun 106 5(I) cooperation 76 5(R) respect 76 2(R) positive attitude 75 5(I) responsibility 74 4(I) caring 72 2(R) safety 70 1(I) confusion (L) 84 3(O) profit 82 1(O) cost reduction (L) 81 1(O) teamwork 74 4(R) information hoarding (L) 67 3(R) accountability 66 4(R) productivity 64 3(O) customer satisfaction 57 2(O) humour/ fun 54 5(O) blame (L) 52 2(R) bureaucracy (L) 52 3(O) environmental awareness 52 6(S) accountability 145 4(R) coaching/ mentoring 91 6(R) information sharing 91 4(O) open communication 86 2(R) employee recognition 85 2(R) respect 82 2(R) teamwork 82 4(R) continuous improvement 79 4(O) leadership development 63 6(O) honesty 58 5(I) How employees experience the company - What is working well? What is undermining the sustainability of the company. 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 Values Plot Copyright 2012 Barrett Values Centre October 4,

29 Managers (18) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) IRS (P)=4-3-0 IRS (L)=0-0-0 IROS (P)= IROS (L)= IROS (P)= IROS (L)= accountability 10 4(R) commitment 8 5(I) coaching/ mentoring 13 6(R) Matches family 9 2(R) customer satisfaction 8 2(O) accountability 12 4(R) PV - CC 3 CC - DC 5 PV - DC 2 honesty 9 5(I) positive attitude 9 5(I) accountability 7 4(R) leadership development 7 6(O) customer satisfaction 8 2(O) leadership development 8 6(O) humour/ fun 8 5(I) teamwork 7 4(R) honesty 6 5(I) Health Index (PL) PV CC-10-1 DC commitment 7 5(I) cooperation 7 5(R) being the best 6 3(O) productivity 6 3(O) cooperation 5 5(R) long hours (L) 5 3(O) teamwork 6 4(R) trust 6 5(R) adaptability 5 4(I) efficiency 5 3(O) organisational growth 5 1(O) innovation 5 4(I) Entropy 10% quality 5 3(O) open communication 5 2(R) productivity 5 3(O) staff engagement 5 5(O) 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 Values Plot Copyright 2012 Barrett Values Centre October 15, 2012 Coordinators (47) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) IRS (P)=7-3-0 IRS (L)=0-0-0 IROS (P)= IROS (L)= IROS (P)= IROS (L)= family 29 2(R) customer satisfaction 23 2(O) accountability 23 4(R) Matches accountability 22 4(R) productivity 20 3(O) teamwork 21 4(R) PV - CC 1 CC - DC 4 PV - DC 2 honesty 22 5(I) safety 17 1(I) teamwork 20 4(R) profit 18 1(O) information sharing 20 4(O) open communication 18 2(R) pride 15 3(I) accountability 16 4(R) employee recognition 17 2(R) Health Index (PL) PV-10-0 CC DC responsibility 15 4(I) positive attitude 14 5(I) trust 14 5(R) continuous learning 13 4(I) cost reduction (L) 16 1(O) continuous improvement 13 4(O) environmental awareness 13 6(S) organisational growth 13 1(O) balance (home/work) 16 4(O) coaching/ mentoring 14 6(R) continuous improvement 14 4(O) positive attitude 14 5(I) humour/ fun 13 5(I) long hours (L) 12 3(O) customer satisfaction 12 2(O) employee fulfilment 12 6(O) Entropy 15% leadership development 12 6(O) 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 Values Plot Copyright 2012 Barrett Values Centre October 15,

30 Front line (164) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) IRS (P)=4-6-0 IRS (L)=0-0-0 IROS (P)= IROS (L)= IROS (P)= IROS (L)= honesty 80 5(I) confusion (L) 65 3(O) accountability 96 4(R) Matches family 74 2(R) cost reduction (L) 52 1(O) respect 58 2(R) PV - CC 2 CC - DC 3 PV - DC 4 humour/ fun 71 5(I) accountability 69 4(R) profit 52 1(O) information hoarding (L) 48 3(R) information sharing 57 4(O) coaching/ mentoring 56 6(R) cooperation 56 5(R) teamwork 43 4(R) employee recognition 54 2(R) Health Index (PL) PV-10-0 CC DC-10-0 caring 55 2(R) respect 53 2(R) responsibility 49 4(I) fairness 46 5(R) accountability 41 4(R) bureaucracy (L) 39 3(O) blame (L) 38 2(R) humour/ fun 38 5(O) continuous improvement 53 4(O) open communication 53 2(R) teamwork 48 4(R) cooperation 42 5(R) positive attitude 45 5(I) continuous learning 36 4(O) humour/ fun 38 5(O) Entropy 31% 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 Values Plot Copyright 2012 Barrett Values Centre October 15, 2012 Small Group Assessment (up to 20 people) 30

31 Small Company SGA: (15) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) IRS (P)=5-1-1 IRS (L)=0-0-0 IROS (P)= IROS (L)= IROS (P)= IROS (L)= integrity 9 5(I) confusion (L) 13 3(O) accountability 8 4(R) Matches compassion 8 7(R) customer satisfaction 7 2(O) trust 7 5(R) PV - CC 3 CC - DC 0 PV - DC 0 positive attitude 8 5(I) humour/ fun 7 5(I) efficiency 5 3(I) compassion 6 7(R) making a difference 6 6(S) brand image 5 3(O) balance (home/work) 6 4(O) conflict resolution 5 2(R) continuous improvement 5 4(O) Cultural Entropy: Current Culture 28% enthusiasm 5 5(I) making a difference 5 6(S) humour/ fun 5 5(O) short-term focus (L) 5 1(O) leadership development 5 6(O) long-term perspective 5 7(O) caring 4 2(R) mission focus 5 4(O) commitment 4 5(I) shared vision 5 5(O) continuous learning 4 4(O) internal competition (L) 4 2(R) Entropy 28% long hours (L) 4 3(O) teamwork 4 4(R) 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 Copyright 2015 Barrett Values Centre Values Plot February 25, 2015 Mid-Size Private Company (SGA) (9) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) IRS (P)=4-4-0 IRS (L)=0-1-0 IROS (P)= IROS (L)= IROS (P)= IROS (L)= family 9 2(R) control (L) 5 1(R) accountability 6 4(R) Matches honesty 6 5(I) entrepreneurial 5 4(O) efficiency 6 3(O) PV - CC 1 CC - DC 1 PV - DC 4 respect 5 2(R) trust 5 5(R) competitive (L) 4 3(R) long hours (L) 5 3(O) blame (L) 4 2(R) confusion (L) 4 3(O) ethics 5 7(O) integrity 5 5(I) balance (home/work) 4 4(O) Cultural Entropy: Current Culture 40% positive attitude 4 5(I) caring 3 2(R) innovation 4 4(O) internal competition (L) 4 2(R) employee engagement 4 5(O) financial stability 4 1(O) entrepreneurial 3 4(I) achievement 3 3(I) adaptability 3 4(I) financial stability 3 1(I) adaptability 3 4(I) cooperation 3 5(R) future generations 3 7(S) cost reduction (L) 3 1(O) information hoarding (L) 3 3(R) honesty 3 5(I) Entropy 40% productivity 3 3(O) risk-taking 3 4(O) respect 3 2(R) trust 3 5(R) 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 Copyright 2015 Barrett Values Centre Values Plot March 4,