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Evolutionary coaching v5

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This document discusses the concepts of Evolutionary Coaching. It begins by outlining stages of psychological development and the primary motivations associated with each stage. It then discusses how a coach can help clients understand their own stage of development, identify secondary motivations stemming from unmet needs, and evaluate how supportive their surrounding cultures are. The goal of Evolutionary Coaching is to facilitate full self-actualization by addressing a client's primary motivations and releasing fears and beliefs holding them back from the next stage. Examples of assessment surveys are provided to help coaches and clients determine the client's stage of development and cultural influences.

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Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 1 Evolutionary Coaching
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 2 Questions to be addressed … 1. What is Evolutionary Coaching? 2. How is Evolutionary Coaching different? 3. What prevents people from evolving? 4. Examples of exercises and surveys.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 3 A book for all coaches Rather than coaching skills or techniques, this book offers a framework of human development to facilitate the full emergence of an person’s potential. Where your client is in their psychological development affects all their motivations.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 4 Everything you need to know is in the book The Theory  Understanding Psychological Development  Understanding Cultural Evolution The Practice – Exercises  Identifying Primary Motivations  Identifying Secondary Motivations The Practice – Mastery  Individuation Stage  Self-actualizing Stage  Integrating Stage  Serving Stage
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 5 But if it isn’t then… 2010 2012 2013 2014
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 6 Evolutionary Journey Every individual is on a natural, evolutionary journey of psychological development from birth to old age. Where your client is on that journey affects their needs, goals and values and how they respond to life’s challenges.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 7 What motivates us? • The needs associated with the stage of psychological development we are at = primary motivation. • The unmet needs associated with stages of psychological development we have passed through but have not yet mastered = secondary motivations.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 8 Evolutionary Coaching: A way to find out … • A person’s primary stage of psychological development: What is their most pressing current evolutionary need. • A person’s secondary stages of psychological development – What unmet needs they have that are holding them back. • The degree to which the cultures a person is embedded in are supporting or preventing their evolution.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 9 Stages of Psychological Development Stages Primary Motivations Serving Satisfying your need to lead a life of service to others. Integrating Satisfying your need to make a difference in the world. Self-actualising Satisfying your need to find meaning and purpose in life. Individuating Satisfying your need for freedom and autonomy. Differentiating Satisfying your need for respect and recognition. Conforming Satisfying your need for love, and belonging. Surviving Satisfying your physiological and nutritional needs. EvolutionofPersonalConsciousness
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 10 Stages of Psychological Development Stage Primary Motivations INFANCY 0-2 Years Old Staying alive! Satisfying physiological and nutritional needs. Surviving
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 11 Stages of Psychological Development Stage Primary Motivations CHILDHOOD 3-7 Years Old Keeping safe and secure! Satisfying need for love, and belonging.Conforming
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 12 Stages of Psychological Development Stage Primary Motivations YOUNG ADULT 8-29 Years Old Distinguishing yourself! Satisfying need for respect and recognition. Differentiating
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 13 Stages of Psychological Development Stage Primary Motivations ADULTHOOD 30-39 Years Old Releasing your fears! Satisfying need for freedom and autonomy. Individuating
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 14 Stages of Psychological Development Stage Primary Motivations ADULTHOOD 40-49 Years Old Becoming more fully who you are! Satisfying need to find meaning and purpose. Self-actualising
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 15 Stages of Psychological Development Stage Primary Motivations ADULTHOOD 50-59 Years Old Aligning with others! Satisfying need to make a difference in the world. Integrating
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 16 Stages of Psychological Development Stage Primary Motivations Serving ADULTHOOD 60+ Years Old Fulfilling your destiny! Satisfying your need to lead a life of service.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 17 Needs Motivations Growth Needs being needs Growth needs: Aligning with who you are at the core of your being. Satisfying growth needs engender deep levels of commitment. Individuation Releasing beliefs and fears that no longer align with who you are. Basic Needs deficiency needs Basic needs: Anxiety and fear result when you cannot satisfy basic needs, but once met, you no longer pay them much attention. Deficiency Needs and Growth Needs
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 18 Needs Stages Basic Needs deficiency needs Differentiating Conforming Surviving Child/Teen/Young Adult - Basic Needs
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 19 Needs Stages Transformation Individuating Adult - Transformation
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 20 Needs Stages Growth Needs Serving Integrating Self-actualizing Adult/Senior - Growth Needs
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 21 Stages, Levels and World Views • We grow in stages of psychological development • We operate at levels of consciousness • We are embedded in cultural world views
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 22 Levels Values Service Social responsibility, social justice, wisdom, compassion, humility, forgiveness, ecology. Making a difference Collaboration, alliances, environmental awareness, personal fulfilment, empathy. Internal cohesion Collaboration, alliances, environmental awareness, personal fulfilment, empathy. Transformation Independence, adaptability, continuous learning, personal growth, balance, adventure, courage. Self-esteem Pride, productivity, efficiency, quality, professional growth, confidence, excellence. Relationship Pride, productivity, efficiency, quality, professional growth, confidence, excellence. Survival Financial stability, wealth, employment opportunities, health and safety. Levels of Consciousness
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 23 Stages and Levels The level of consciousness we operate from corresponds to the stage of psychological development we have reached.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 24 1. Situational Unmet Needs: Associated with developmental stages we have passed through, but have not yet mastered. 2. Dysfunctional Unmet Needs: Associated with Early Maladaptive Schema—dysfunctional experiences with parents, siblings, and peers during formative years regarding satisfaction of deficiency needs. What subverts our primary motivation? SECONDARY MOTIVATIONS
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 25 Levels of Consciousness Service Making a difference Internal cohesion Transformation Self-esteem Relationship Survival What happens when …? LOSE JOB AND SAVINGS Situational Need
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 26 Levels of Consciousness Service Making a difference Internal cohesion Transformation Self-esteem Relationship Survival What happens when …? DO NOT HAVE ENOUGH Dysfunctional Belief
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 27 World Views that are at a lower stage of psychological development than your client: 1. Family Culture 2. Organisational Culture 3. National Culture What hinders our development? CULTURAL WORLD VIEWS YOU ARE HERE CULTURE IS HERE
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 28 The job of an Evolutionary Coach 1. Help clients understand the stage of development they are at—get clarity on what is important to them: Primary Motivation. 2. a. Help clients release fears due to parental programming and cultural conditioning: Secondary Motivations. b. Help clients discover and develop their natural gifts and talents. 3. Help clients evaluate the extent to which the cultures they are embedded in support or hinder their development. Most of your clients Age 30-50 years Stages of Development • Individuation Satisfying the need for freedom and autonomy • Self-actualisation Satisfying the need for meaning and purpose.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 29 As a coach, focus on your evolution “If you want to take people on a journey to a place they have never been before, it helps immensely if you have already been there.” “You cannot guide people through a territory that you have not explored yourself.” Richard Barrett
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 30 Which motivation most resonates with you in your working life? Motivation 1 To achieve financial security, providing for myself and my family, and keeping us safe from harm. 2 To find a place in the world where I belong and where I feel respected for who I am. 3 To receive recognition and acknowledgement for my skills and talents and opportunities to excel at what I do best. 4 To have autonomy and independence, along with challenges that test me and adventures that cause me to grow. 5 To engage in meaningful work that aligns with my sense of purpose or the things I am passionate about. 6 To make a difference through my daily activities and collaborate with others who share a similar sense of purpose. 7 To support and serve those around me in the pursuit of their purposes and help them find fulfilment in their lives. Exercise: Identifying your Primary Motivation
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 31 Which ten values/behaviours most resonate with you in your working life? Which motivations have the most chosen values/behaviours? Motivation 1 Survival, safety, control, wealth, financial stability, job security. 2 Belonging, friendship, respect, loyalty, caring, harmony. 3 Excellence, status, pride, achievement, recognition, professional growth. 4 Autonomy, challenges, adaptability, accountability, continuous learning. 5 Meaning, purpose, integrity, fairness, commitment, creativity, trust. 6 Making a difference, coaching, mentoring, collaboration, sustainability. 7 Compassion, humility, future generations, ecology, social justice, service. Exercise: Identifying your Primary Motivation
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 32 Primary Motivations Ages 7 Serving Fulfilling your destiny by serving the needs of humanity and/or the planet. 6 Integrating Aligning with others who share similar values and purpose to create a better world. 5 Self-actualising Becoming more fully who you are by leading a values- and purpose-driven life with integrity. 4 Individuating Releasing parental and cultural conditioning that no longer aligns with who you are. 3 Differentiating Distinguish yourself from the crowd by honing your natural skills and talents. 2 Conforming Keeping safe and secure by staying loyal to your family, kin and culture 1 Surviving Staying alive by meeting your basic physiological needs. Exercise: Identifying your Primary Motivation 60+ 50-59 40-49 30-39 Below 30 Below 30 Below 30
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 33 My out-of-flow days - Pick five of these words which reflect the needs you have that are not being met when you having an out-of-flow day, particularly in your working life. Note the motivations which have the most words. Motivation 1 Survival, safety, control, wealth, financial stability, job security 2 Belonging, friendship, respect, loyalty, caring, harmony. 3 Excellence, status, pride, achievement, recognition, professional growth. 4 Autonomy, challenges, adaptability, accountability, continuous learning. 5 Meaning, purpose, integrity, fairness, commitment, creativity, trust. 6 Making a difference, coaching, mentoring, collaboration, sustainability. 7 Compassion, humility, future generations, ecology, social justice, service. Exercise: Identifying your Secondary Motivations
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 34 My stressors exercise - Pick five of these words which reflect your unmet needs when you are feeling stressed, particularly in your working life. What are you needing? Note the motivations which have the most words. Motivation 1 Survival, safety, control, wealth, financial stability, job security 2 Belonging, friendship, respect, loyalty, caring, harmony. 3 Excellence, status, pride, achievement, recognition, professional growth. 4 Autonomy, challenges, adaptability, accountability, continuous learning. 5 Meaning, purpose, integrity, fairness, commitment, creativity, trust. 6 Making a difference, coaching, mentoring, collaboration, sustainability. 7 Compassion, humility, future generations, ecology, social justice, service. Exercise: Identifying your Secondary Motivations
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 35 Why is it so hard and painful for some to grow…? Here we must become fully aware of the fixative and regressive power of ungratified deficiency-needs, of the attraction of safety and security, of the functions of defense and protection against pain, fear, loss and threat, of the need for courage in order to grow... The choice between safety and growth Abraham Maslow (1908-1970)
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 36 Therefore, we can consider the process of healthy growth to be a never ending series of free choice situations, confronting each individual at every point throughout his (or her) life, in which he (or she) must choose between safety (fear) and growth (courage), dependence and independence, regression or progression, and immaturity and maturity. The choice between safety and growth Abraham Maslow (1908-1970)
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 37 Feedback Surveys www.valuescentre.com Leadership Values Assessment
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 38 Identifying Secondary Motivations (feedback LVA) 15 Assessors’ Perspective Top ten values Distribution of values Personal Entropy = 36% Activated Soul Mind 0% (30%) Ego-Soul Alignment 27% (40%) Ego Mind 73% (30%) achievement 12 authoritarian (L) 10 being the best 8 competitive (L) 8 demanding (L) 8 determination 7 excellence 7 knowledge 7 power (L) 6 results orientation 6 risk-taking 6 0% 20% 40% 1 2 3 4 5 6 7 0% 0% 0% 27% 37% 9% 18% 9% ambitious courage creativity excellence integrity long-term perspective passion results orientation strategic alliances vision Individual’s Perspective Top ten values What is immediately obvious from this example is the mismatch between how the person sees himself and how others see him. This person does not have a realistic view of how he is coming across to others. His ego projects a false persona. He views himself operating at higher levels of consciousness than his behaviours would suggest to his assessors. Primary Motivation - Individuation Secondary Motivations - Self-esteem - Relationships - Survival
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 39 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 the lack of a person’s personal mastery skills. Fear-driven energy arises from the conscious and subconscious fear-based beliefs of the ego about meeting its deficiency needs.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 40 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 ValuesLeader’s Values The culture of an organisation is a reflection of leadership consciousness.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 41 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 Cultural Evolution Begins with Personal Evolution Cultural Entropy 7%Personal Entropy 9% Culture ValuesLeader’s Values The culture of an organisation is a reflection of leadership consciousness. CVA Current Culture PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 Internal Cohesion LVA Feedback 27 Assessors PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0 Internal Cohesion
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 42 Identifying Secondary Motivations (feedback LVA) There is a strong correlation between how people see this person and how she sees herself: there are four matching values in the top ten—listening, open to new ideas, team builder and vision. She has a low level of personal entropy. This is an authentic individual. caring 14 coaching/mentoring 8 enthusiasm 8 collaborative 7 making a difference 7 authenticity 6 integrity 6 listening 6 open to new ideas 6 team builder 6 vision 6 19 Assessors’ Perspective Top ten values Distribution of values 1% 1% 2% 2% 19% 5% 20% 23% 18% 9% 0% 20% 40% 1 2 3 4 5 6 7 Personal Entropy = 4% Activated Soul Mind 27% (30%) Ego-Soul Alignment 43% (50%) Ego Mind 30% (20%) building trust courage empathy high standards learning listening open to new ideas team builder vision wisdom Individual’s Perspective Top ten values Primary Motivation - Self-actualization - Integrating Secondary Motivations - None
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 43 Self-reporting survey (IVA • Individual Values Assessment (IVA) Identify cultural blockages to growth
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 44 Identifying cultural blockages to growth (IVA) Personal Values Current Culture Desired Culture 1. adaptability 2. commitment 3. control (L) 4. ease with uncertainty 5. humour/fun 6. Integrity 7. perseverance 8. risk-taking 9. self-discipline 10. well-being 1. bureaucracy (L) 2. confusion (L) 3. control (L) 4. cost reduction (L) 5. empire building (L) 6. hierarchy (L) 7. job insecurity (L) 8. long hours (L) 9. results orientation 10. silo mentality (L) 1. achievement 2. commitment 3. customer collaboration 4. customer satisfaction 5. ease with uncertainty 6. honesty 7. inclusiveness 8. partnerships 9. professionalism 10. trust Individual Primary Motivation - Shifting from Individuating to Self-actualizing Organization Motivations - Differentiating This is not a good fit. The individual is being held back by the “toxic” culture of his organization. It will be difficult for this person to grow and develop in this organization.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 45 High Entropy Culture - If the culture in which your clients are embedded is less developmentally advanced than themselves, than your clients may find it difficult to explore their full potential. They will seek to work elsewhere. Low Entropy Culture - If, on the other hand, the culture is more developmentally advanced than your client, they will feel supported in exploring their development, at least up to the levels of psychological development that these cultures have attained or are willing to tolerate. Cultural blockages to personal growth ORGANISATIONS
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 46 Identifying cultural blockages to growth (CVA) 13% 53% 34% Personal Values 1. commitment 39 2. honesty 33 3. making a difference 31 4. positive attitude 29 5. achievement 27 6. humour/fun 27 7. integrity 27 8. fairness 26 9. performance 26 10. initiative 23 1% 1% 4% 10% 18% 19% 34% 9% 4% 0% 20% 40% 1 2 3 4 5 6 7 Current Culture 1. cost reduction (L) 64 2. profit 40 3. results orientation 36 4. blame (L) 34 5. demanding (L) 32 6. long hours (L) 29 7. accountability 27 8. job/insecurity (L) 26 9. lack of appreciation (L) 25 10. control (L) 25 18% 16% 14% 8% 4% 13% 15% 7% 4% 1% 0% 10% 20% 1 2 3 4 5 6 7 Cultural Entropy = 48% 5% 22% 73% Here we see the personal values and current culture of 80 managers. The organisation is operating at the first three levels of consciousness. The managers are at operating at the fifth level of consciousness. They are not supported in their development.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 48 MEASURING CULTURE START WITH A VALUES SURVEY
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 49 PERSONAL VALUES Which of the following values and behaviours most reflect who you are? Pick ten. CURRENT CULTURE Which of the following values/behaviours most reflect how your organisation currently operates? Pick ten. DESIRED CULTURE Which of the following values/behaviours most reflect how you would like your organisation to operate? Pick ten.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 50 Placement of Values by Level (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) 10 42 5 7 9 6 8 3 110 Current Culture Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship Survival
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 51 11% 1 2 3 4 5 6 7 Cultural Entropy Placement of Values by Level (100 employees) Current Culture Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship Survival
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 52 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.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 53 Cultural Entropy and Engagement Cultural entropy significantly impacts employee engagement. 25% 35% 45% 55% 65% 75% 85% 0% 5% 10% 15% 20% 25% 30% Cultural Entropy EmployeeEngagement Research carried out in 163 organisations in Australia by Hewitt Associates and the Barrett Values Centre in 2008. Low Entropy = High Engagement High Entropy = Low Engagement
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 54 Entropy and Engagement Cultural Entropy Most employees are …. 10% or less Highly Engaged 11% to 20% Engaged 21% to 30% Becoming Disengaged 31% to 40% Disengaged 41% or more Highly Disengaged
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 55 SA Bank: Group (2011) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal Values Current Culture Values Desired Culture Values IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 2-2-5-1 | IROS (L)= 0-0-0-0 IROS (P)= 3-3-4-0 | IROS (L)= 0-0-0-0 Matches PV - CC 2 CC - DC 6 PV - DC 4 Health Index (PL) PV: 10-0 CC: 10-0 DC: 10-0 1. accountability 8576 4(R) 2. honesty 6133 5(I) 3. commitment 5221 5(I) 4. respect 4420 2(R) 5. family 4057 2(R) 6. integrity 4023 5(I) 7. caring 3568 2(R) 8. balance (home/work) 3526 4(I) 9. responsibility 3279 4(I) 10. efficiency 3085 3(I) 1. accountability 5464 4(R) 2. client-driven 4571 6(O) 3. client satisfaction 3486 2(O) 4. brand reputation 2740 3(O) 5. achievement 2491 3(I) 6. teamwork 2408 4(R) 7. environmental awareness 2372 6(S) 8. commitment 2263 5(I) 9. being the best 2218 3(O) 10. cost-consciousness 2187 3(O) 1. accountability 6987 4(R) 2. balance (home/work) 4183 4(O) 3. client-driven 3864 6(O) 4. client satisfaction 3742 2(O) 5. employee recognition 3297 2(R) 6. honesty 3053 5(I) 7. commitment 2953 5(I) 8. achievement 2809 3(I) 9. teamwork 2744 4(R) 10. employee satisfaction 2687 2(O) Values Plot Copyright 2011 Barrett Values Centre April 2011 Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 56 1% 0% 1% 5% 16% 16% 26% 4% 7% 24% 0% 20% 40% 1 2 3 4 5 6 7 3% 3% 5% 5% 11% 20% 13% 14% 6% 20% 0% 20% 40% 1 2 3 4 5 6 7 1% 0% 0% 5% 15% 16% 21% 12% 5% 25% 0% 20% 40% 1 2 3 4 5 6 7 SA Bank: Group (2011) C T S Values Distribution Copyright 2011 Barrett Values Centre April 2011 C = Common Good T = Transformation S = Self-Interest Positive Values Potentially Limiting Values CTS = 37-24-39 Entropy = 2% CTS = 33-20-47 Entropy = 11% CTS = 38-25-37 Entropy = 1% Personal Values Current Culture Values Desired Culture Values
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 57 SA Bank: Evolution of Current Culture 1. cost-consciousness 2. profit 3. accountability 4. community involvement 5. client-driven 6. process-driven 7. bureaucracy (L) 8. results orientation 9. client satisfaction 10. silo mentality (L) 2005 1. cost-consciousness 2. accountability 3. client-driven 4. client satisfaction 5. results orientation 6. performance driven 7. profit 8. bureaucracy (L) 9. teamwork 10. community involvement 2006 1. client-driven 2. accountability 3. client satisfaction 4. cost-consciousness 5. community involvement 6. performance driven 7. profit 8. achievement 9. being the best 10. results orientation 2007 2008 1. accountability 2. client-driven 3. client satisfaction 4. community involvement 5. achievement 6. cost-consciousness 7. teamwork 8. performance driven 9. being the best 10. delivery 3 Matches CC- DC Entropy 25% 4 Matches CC- DC Entropy 19% 4 Matches CC- DC Entropy 17% 5 Matches CC- DC Entropy 14%
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 58 SA Bank: Evolution of Current Culture 2009 2010 2011 1. accountability 2. client-driven 3. client satisfaction 4. cost-consciousness 5. community involvement 6. achievement 7. teamwork 8. employee recognition 9. being the best 10. performance driven 1. accountability 2. client satisfaction 3. client-driven 4. teamwork 5. brand reputation 6. being the best 7. achievement 8. commitment 9. community involvement 10. cost-consciousness 1. accountability 2. client-driven 3. client satisfaction 4. brand reputation 5. achievement 6. teamwork 7. environmental awareness 8. commitment 9. being the best 10. cost-consciousness 6 Matches CC- DC Entropy 13% 6 Matches CC- DC Entropy 13% 6 Matches CC- DC Entropy 11%
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 59 Evolution of Number of Survey Participants 8% 25% 38% 51% 67% 73% 77% 75% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 2005 2006 2007 2008 2009 2010 2011 2012 Percentage of employees voluntarily participating in the values assessment grew significantly each year as people realized that the leaders of the organisation were paying attention to the results of the assessment.
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 60 Cultural Entropy Evolution Cultural entropy reduction led to improved performance through increased employee engagement, increased revenues, improved productivity, and increase in share price. 25% 19% 17% 14% 13% 13% 11% 10% 0% 5% 10% 15% 20% 25% 30% 2005 2006 2007 2008 2009 2010 2011 2012 Cutlural Entropy
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 61 Revenue Evolution 0% 5% 10% 15% 20% 25% 30% 0 5000 10000 15000 20000 25000 30000 35000 2005 2006 2007 2008 2009 2010 2011 2012 Revenue Cultural Entropy Annual revenue increases as cultural entropy falls. Global Economic Meltdown
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 62 0% 5% 10% 15% 20% 25% 30% 0 200 400 600 800 1000 1200 2005 2006 2007 2008 2009 2010 2011 2012 Revenue per Capita Cultural Entropy Revenue per capita increases as cultural entropy falls. Productivity Evolution Global Economic Meltdown
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 63 0% 5% 10% 15% 20% 25% 30% 0 5000 10000 15000 20000 2005 2006 2007 2008 2009 2010 2011 2012 Share Price Cutlural Entropy Share price (cents) increases as cultural entropy falls. Share Price Evolution Global Economic Meltdown
Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 64 For more information • Go to www.valuescentre.com • See Blog http://evolutionarycoachingblog.wordpress.com • The Book Evolutionary Coaching by Richard Barrett • Contact Me richard@valuescentre.com

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Evolutionary coaching v5

  • 1. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 1 Evolutionary Coaching
  • 2. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 2 Questions to be addressed … 1. What is Evolutionary Coaching? 2. How is Evolutionary Coaching different? 3. What prevents people from evolving? 4. Examples of exercises and surveys.
  • 3. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 3 A book for all coaches Rather than coaching skills or techniques, this book offers a framework of human development to facilitate the full emergence of an person’s potential. Where your client is in their psychological development affects all their motivations.
  • 4. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 4 Everything you need to know is in the book The Theory  Understanding Psychological Development  Understanding Cultural Evolution The Practice – Exercises  Identifying Primary Motivations  Identifying Secondary Motivations The Practice – Mastery  Individuation Stage  Self-actualizing Stage  Integrating Stage  Serving Stage
  • 5. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 5 But if it isn’t then… 2010 2012 2013 2014
  • 6. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 6 Evolutionary Journey Every individual is on a natural, evolutionary journey of psychological development from birth to old age. Where your client is on that journey affects their needs, goals and values and how they respond to life’s challenges.
  • 7. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 7 What motivates us? • The needs associated with the stage of psychological development we are at = primary motivation. • The unmet needs associated with stages of psychological development we have passed through but have not yet mastered = secondary motivations.
  • 8. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 8 Evolutionary Coaching: A way to find out … • A person’s primary stage of psychological development: What is their most pressing current evolutionary need. • A person’s secondary stages of psychological development – What unmet needs they have that are holding them back. • The degree to which the cultures a person is embedded in are supporting or preventing their evolution.
  • 9. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 9 Stages of Psychological Development Stages Primary Motivations Serving Satisfying your need to lead a life of service to others. Integrating Satisfying your need to make a difference in the world. Self-actualising Satisfying your need to find meaning and purpose in life. Individuating Satisfying your need for freedom and autonomy. Differentiating Satisfying your need for respect and recognition. Conforming Satisfying your need for love, and belonging. Surviving Satisfying your physiological and nutritional needs. EvolutionofPersonalConsciousness
  • 10. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 10 Stages of Psychological Development Stage Primary Motivations INFANCY 0-2 Years Old Staying alive! Satisfying physiological and nutritional needs. Surviving
  • 11. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 11 Stages of Psychological Development Stage Primary Motivations CHILDHOOD 3-7 Years Old Keeping safe and secure! Satisfying need for love, and belonging.Conforming
  • 12. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 12 Stages of Psychological Development Stage Primary Motivations YOUNG ADULT 8-29 Years Old Distinguishing yourself! Satisfying need for respect and recognition. Differentiating
  • 13. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 13 Stages of Psychological Development Stage Primary Motivations ADULTHOOD 30-39 Years Old Releasing your fears! Satisfying need for freedom and autonomy. Individuating
  • 14. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 14 Stages of Psychological Development Stage Primary Motivations ADULTHOOD 40-49 Years Old Becoming more fully who you are! Satisfying need to find meaning and purpose. Self-actualising
  • 15. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 15 Stages of Psychological Development Stage Primary Motivations ADULTHOOD 50-59 Years Old Aligning with others! Satisfying need to make a difference in the world. Integrating
  • 16. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 16 Stages of Psychological Development Stage Primary Motivations Serving ADULTHOOD 60+ Years Old Fulfilling your destiny! Satisfying your need to lead a life of service.
  • 17. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 17 Needs Motivations Growth Needs being needs Growth needs: Aligning with who you are at the core of your being. Satisfying growth needs engender deep levels of commitment. Individuation Releasing beliefs and fears that no longer align with who you are. Basic Needs deficiency needs Basic needs: Anxiety and fear result when you cannot satisfy basic needs, but once met, you no longer pay them much attention. Deficiency Needs and Growth Needs
  • 18. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 18 Needs Stages Basic Needs deficiency needs Differentiating Conforming Surviving Child/Teen/Young Adult - Basic Needs
  • 19. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 19 Needs Stages Transformation Individuating Adult - Transformation
  • 20. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 20 Needs Stages Growth Needs Serving Integrating Self-actualizing Adult/Senior - Growth Needs
  • 21. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 21 Stages, Levels and World Views • We grow in stages of psychological development • We operate at levels of consciousness • We are embedded in cultural world views
  • 22. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 22 Levels Values Service Social responsibility, social justice, wisdom, compassion, humility, forgiveness, ecology. Making a difference Collaboration, alliances, environmental awareness, personal fulfilment, empathy. Internal cohesion Collaboration, alliances, environmental awareness, personal fulfilment, empathy. Transformation Independence, adaptability, continuous learning, personal growth, balance, adventure, courage. Self-esteem Pride, productivity, efficiency, quality, professional growth, confidence, excellence. Relationship Pride, productivity, efficiency, quality, professional growth, confidence, excellence. Survival Financial stability, wealth, employment opportunities, health and safety. Levels of Consciousness
  • 23. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 23 Stages and Levels The level of consciousness we operate from corresponds to the stage of psychological development we have reached.
  • 24. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 24 1. Situational Unmet Needs: Associated with developmental stages we have passed through, but have not yet mastered. 2. Dysfunctional Unmet Needs: Associated with Early Maladaptive Schema—dysfunctional experiences with parents, siblings, and peers during formative years regarding satisfaction of deficiency needs. What subverts our primary motivation? SECONDARY MOTIVATIONS
  • 25. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 25 Levels of Consciousness Service Making a difference Internal cohesion Transformation Self-esteem Relationship Survival What happens when …? LOSE JOB AND SAVINGS Situational Need
  • 26. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 26 Levels of Consciousness Service Making a difference Internal cohesion Transformation Self-esteem Relationship Survival What happens when …? DO NOT HAVE ENOUGH Dysfunctional Belief
  • 27. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 27 World Views that are at a lower stage of psychological development than your client: 1. Family Culture 2. Organisational Culture 3. National Culture What hinders our development? CULTURAL WORLD VIEWS YOU ARE HERE CULTURE IS HERE
  • 28. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 28 The job of an Evolutionary Coach 1. Help clients understand the stage of development they are at—get clarity on what is important to them: Primary Motivation. 2. a. Help clients release fears due to parental programming and cultural conditioning: Secondary Motivations. b. Help clients discover and develop their natural gifts and talents. 3. Help clients evaluate the extent to which the cultures they are embedded in support or hinder their development. Most of your clients Age 30-50 years Stages of Development • Individuation Satisfying the need for freedom and autonomy • Self-actualisation Satisfying the need for meaning and purpose.
  • 29. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 29 As a coach, focus on your evolution “If you want to take people on a journey to a place they have never been before, it helps immensely if you have already been there.” “You cannot guide people through a territory that you have not explored yourself.” Richard Barrett
  • 30. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 30 Which motivation most resonates with you in your working life? Motivation 1 To achieve financial security, providing for myself and my family, and keeping us safe from harm. 2 To find a place in the world where I belong and where I feel respected for who I am. 3 To receive recognition and acknowledgement for my skills and talents and opportunities to excel at what I do best. 4 To have autonomy and independence, along with challenges that test me and adventures that cause me to grow. 5 To engage in meaningful work that aligns with my sense of purpose or the things I am passionate about. 6 To make a difference through my daily activities and collaborate with others who share a similar sense of purpose. 7 To support and serve those around me in the pursuit of their purposes and help them find fulfilment in their lives. Exercise: Identifying your Primary Motivation
  • 31. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 31 Which ten values/behaviours most resonate with you in your working life? Which motivations have the most chosen values/behaviours? Motivation 1 Survival, safety, control, wealth, financial stability, job security. 2 Belonging, friendship, respect, loyalty, caring, harmony. 3 Excellence, status, pride, achievement, recognition, professional growth. 4 Autonomy, challenges, adaptability, accountability, continuous learning. 5 Meaning, purpose, integrity, fairness, commitment, creativity, trust. 6 Making a difference, coaching, mentoring, collaboration, sustainability. 7 Compassion, humility, future generations, ecology, social justice, service. Exercise: Identifying your Primary Motivation
  • 32. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 32 Primary Motivations Ages 7 Serving Fulfilling your destiny by serving the needs of humanity and/or the planet. 6 Integrating Aligning with others who share similar values and purpose to create a better world. 5 Self-actualising Becoming more fully who you are by leading a values- and purpose-driven life with integrity. 4 Individuating Releasing parental and cultural conditioning that no longer aligns with who you are. 3 Differentiating Distinguish yourself from the crowd by honing your natural skills and talents. 2 Conforming Keeping safe and secure by staying loyal to your family, kin and culture 1 Surviving Staying alive by meeting your basic physiological needs. Exercise: Identifying your Primary Motivation 60+ 50-59 40-49 30-39 Below 30 Below 30 Below 30
  • 33. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 33 My out-of-flow days - Pick five of these words which reflect the needs you have that are not being met when you having an out-of-flow day, particularly in your working life. Note the motivations which have the most words. Motivation 1 Survival, safety, control, wealth, financial stability, job security 2 Belonging, friendship, respect, loyalty, caring, harmony. 3 Excellence, status, pride, achievement, recognition, professional growth. 4 Autonomy, challenges, adaptability, accountability, continuous learning. 5 Meaning, purpose, integrity, fairness, commitment, creativity, trust. 6 Making a difference, coaching, mentoring, collaboration, sustainability. 7 Compassion, humility, future generations, ecology, social justice, service. Exercise: Identifying your Secondary Motivations
  • 34. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 34 My stressors exercise - Pick five of these words which reflect your unmet needs when you are feeling stressed, particularly in your working life. What are you needing? Note the motivations which have the most words. Motivation 1 Survival, safety, control, wealth, financial stability, job security 2 Belonging, friendship, respect, loyalty, caring, harmony. 3 Excellence, status, pride, achievement, recognition, professional growth. 4 Autonomy, challenges, adaptability, accountability, continuous learning. 5 Meaning, purpose, integrity, fairness, commitment, creativity, trust. 6 Making a difference, coaching, mentoring, collaboration, sustainability. 7 Compassion, humility, future generations, ecology, social justice, service. Exercise: Identifying your Secondary Motivations
  • 35. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 35 Why is it so hard and painful for some to grow…? Here we must become fully aware of the fixative and regressive power of ungratified deficiency-needs, of the attraction of safety and security, of the functions of defense and protection against pain, fear, loss and threat, of the need for courage in order to grow... The choice between safety and growth Abraham Maslow (1908-1970)
  • 36. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 36 Therefore, we can consider the process of healthy growth to be a never ending series of free choice situations, confronting each individual at every point throughout his (or her) life, in which he (or she) must choose between safety (fear) and growth (courage), dependence and independence, regression or progression, and immaturity and maturity. The choice between safety and growth Abraham Maslow (1908-1970)
  • 37. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 37 Feedback Surveys www.valuescentre.com Leadership Values Assessment
  • 38. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 38 Identifying Secondary Motivations (feedback LVA) 15 Assessors’ Perspective Top ten values Distribution of values Personal Entropy = 36% Activated Soul Mind 0% (30%) Ego-Soul Alignment 27% (40%) Ego Mind 73% (30%) achievement 12 authoritarian (L) 10 being the best 8 competitive (L) 8 demanding (L) 8 determination 7 excellence 7 knowledge 7 power (L) 6 results orientation 6 risk-taking 6 0% 20% 40% 1 2 3 4 5 6 7 0% 0% 0% 27% 37% 9% 18% 9% ambitious courage creativity excellence integrity long-term perspective passion results orientation strategic alliances vision Individual’s Perspective Top ten values What is immediately obvious from this example is the mismatch between how the person sees himself and how others see him. This person does not have a realistic view of how he is coming across to others. His ego projects a false persona. He views himself operating at higher levels of consciousness than his behaviours would suggest to his assessors. Primary Motivation - Individuation Secondary Motivations - Self-esteem - Relationships - Survival
  • 39. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 39 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 the lack of a person’s personal mastery skills. Fear-driven energy arises from the conscious and subconscious fear-based beliefs of the ego about meeting its deficiency needs.
  • 40. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 40 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 ValuesLeader’s Values The culture of an organisation is a reflection of leadership consciousness.
  • 41. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 41 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 Cultural Evolution Begins with Personal Evolution Cultural Entropy 7%Personal Entropy 9% Culture ValuesLeader’s Values The culture of an organisation is a reflection of leadership consciousness. CVA Current Culture PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 Internal Cohesion LVA Feedback 27 Assessors PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0 Internal Cohesion
  • 42. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 42 Identifying Secondary Motivations (feedback LVA) There is a strong correlation between how people see this person and how she sees herself: there are four matching values in the top ten—listening, open to new ideas, team builder and vision. She has a low level of personal entropy. This is an authentic individual. caring 14 coaching/mentoring 8 enthusiasm 8 collaborative 7 making a difference 7 authenticity 6 integrity 6 listening 6 open to new ideas 6 team builder 6 vision 6 19 Assessors’ Perspective Top ten values Distribution of values 1% 1% 2% 2% 19% 5% 20% 23% 18% 9% 0% 20% 40% 1 2 3 4 5 6 7 Personal Entropy = 4% Activated Soul Mind 27% (30%) Ego-Soul Alignment 43% (50%) Ego Mind 30% (20%) building trust courage empathy high standards learning listening open to new ideas team builder vision wisdom Individual’s Perspective Top ten values Primary Motivation - Self-actualization - Integrating Secondary Motivations - None
  • 43. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 43 Self-reporting survey (IVA • Individual Values Assessment (IVA) Identify cultural blockages to growth
  • 44. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 44 Identifying cultural blockages to growth (IVA) Personal Values Current Culture Desired Culture 1. adaptability 2. commitment 3. control (L) 4. ease with uncertainty 5. humour/fun 6. Integrity 7. perseverance 8. risk-taking 9. self-discipline 10. well-being 1. bureaucracy (L) 2. confusion (L) 3. control (L) 4. cost reduction (L) 5. empire building (L) 6. hierarchy (L) 7. job insecurity (L) 8. long hours (L) 9. results orientation 10. silo mentality (L) 1. achievement 2. commitment 3. customer collaboration 4. customer satisfaction 5. ease with uncertainty 6. honesty 7. inclusiveness 8. partnerships 9. professionalism 10. trust Individual Primary Motivation - Shifting from Individuating to Self-actualizing Organization Motivations - Differentiating This is not a good fit. The individual is being held back by the “toxic” culture of his organization. It will be difficult for this person to grow and develop in this organization.
  • 45. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 45 High Entropy Culture - If the culture in which your clients are embedded is less developmentally advanced than themselves, than your clients may find it difficult to explore their full potential. They will seek to work elsewhere. Low Entropy Culture - If, on the other hand, the culture is more developmentally advanced than your client, they will feel supported in exploring their development, at least up to the levels of psychological development that these cultures have attained or are willing to tolerate. Cultural blockages to personal growth ORGANISATIONS
  • 46. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 46 Identifying cultural blockages to growth (CVA) 13% 53% 34% Personal Values 1. commitment 39 2. honesty 33 3. making a difference 31 4. positive attitude 29 5. achievement 27 6. humour/fun 27 7. integrity 27 8. fairness 26 9. performance 26 10. initiative 23 1% 1% 4% 10% 18% 19% 34% 9% 4% 0% 20% 40% 1 2 3 4 5 6 7 Current Culture 1. cost reduction (L) 64 2. profit 40 3. results orientation 36 4. blame (L) 34 5. demanding (L) 32 6. long hours (L) 29 7. accountability 27 8. job/insecurity (L) 26 9. lack of appreciation (L) 25 10. control (L) 25 18% 16% 14% 8% 4% 13% 15% 7% 4% 1% 0% 10% 20% 1 2 3 4 5 6 7 Cultural Entropy = 48% 5% 22% 73% Here we see the personal values and current culture of 80 managers. The organisation is operating at the first three levels of consciousness. The managers are at operating at the fifth level of consciousness. They are not supported in their development.
  • 47. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 48 MEASURING CULTURE START WITH A VALUES SURVEY
  • 48. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 49 PERSONAL VALUES Which of the following values and behaviours most reflect who you are? Pick ten. CURRENT CULTURE Which of the following values/behaviours most reflect how your organisation currently operates? Pick ten. DESIRED CULTURE Which of the following values/behaviours most reflect how you would like your organisation to operate? Pick ten.
  • 49. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 50 Placement of Values by Level (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) 10 42 5 7 9 6 8 3 110 Current Culture Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship Survival
  • 50. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 51 11% 1 2 3 4 5 6 7 Cultural Entropy Placement of Values by Level (100 employees) Current Culture Service Makingadifference Internal Cohesion Transformation Self-esteem Relationship Survival
  • 51. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 52 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.
  • 52. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 53 Cultural Entropy and Engagement Cultural entropy significantly impacts employee engagement. 25% 35% 45% 55% 65% 75% 85% 0% 5% 10% 15% 20% 25% 30% Cultural Entropy EmployeeEngagement Research carried out in 163 organisations in Australia by Hewitt Associates and the Barrett Values Centre in 2008. Low Entropy = High Engagement High Entropy = Low Engagement
  • 53. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 54 Entropy and Engagement Cultural Entropy Most employees are …. 10% or less Highly Engaged 11% to 20% Engaged 21% to 30% Becoming Disengaged 31% to 40% Disengaged 41% or more Highly Disengaged
  • 54. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 55 SA Bank: Group (2011) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal Values Current Culture Values Desired Culture Values IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 2-2-5-1 | IROS (L)= 0-0-0-0 IROS (P)= 3-3-4-0 | IROS (L)= 0-0-0-0 Matches PV - CC 2 CC - DC 6 PV - DC 4 Health Index (PL) PV: 10-0 CC: 10-0 DC: 10-0 1. accountability 8576 4(R) 2. honesty 6133 5(I) 3. commitment 5221 5(I) 4. respect 4420 2(R) 5. family 4057 2(R) 6. integrity 4023 5(I) 7. caring 3568 2(R) 8. balance (home/work) 3526 4(I) 9. responsibility 3279 4(I) 10. efficiency 3085 3(I) 1. accountability 5464 4(R) 2. client-driven 4571 6(O) 3. client satisfaction 3486 2(O) 4. brand reputation 2740 3(O) 5. achievement 2491 3(I) 6. teamwork 2408 4(R) 7. environmental awareness 2372 6(S) 8. commitment 2263 5(I) 9. being the best 2218 3(O) 10. cost-consciousness 2187 3(O) 1. accountability 6987 4(R) 2. balance (home/work) 4183 4(O) 3. client-driven 3864 6(O) 4. client satisfaction 3742 2(O) 5. employee recognition 3297 2(R) 6. honesty 3053 5(I) 7. commitment 2953 5(I) 8. achievement 2809 3(I) 9. teamwork 2744 4(R) 10. employee satisfaction 2687 2(O) Values Plot Copyright 2011 Barrett Values Centre April 2011 Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
  • 55. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 56 1% 0% 1% 5% 16% 16% 26% 4% 7% 24% 0% 20% 40% 1 2 3 4 5 6 7 3% 3% 5% 5% 11% 20% 13% 14% 6% 20% 0% 20% 40% 1 2 3 4 5 6 7 1% 0% 0% 5% 15% 16% 21% 12% 5% 25% 0% 20% 40% 1 2 3 4 5 6 7 SA Bank: Group (2011) C T S Values Distribution Copyright 2011 Barrett Values Centre April 2011 C = Common Good T = Transformation S = Self-Interest Positive Values Potentially Limiting Values CTS = 37-24-39 Entropy = 2% CTS = 33-20-47 Entropy = 11% CTS = 38-25-37 Entropy = 1% Personal Values Current Culture Values Desired Culture Values
  • 56. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 57 SA Bank: Evolution of Current Culture 1. cost-consciousness 2. profit 3. accountability 4. community involvement 5. client-driven 6. process-driven 7. bureaucracy (L) 8. results orientation 9. client satisfaction 10. silo mentality (L) 2005 1. cost-consciousness 2. accountability 3. client-driven 4. client satisfaction 5. results orientation 6. performance driven 7. profit 8. bureaucracy (L) 9. teamwork 10. community involvement 2006 1. client-driven 2. accountability 3. client satisfaction 4. cost-consciousness 5. community involvement 6. performance driven 7. profit 8. achievement 9. being the best 10. results orientation 2007 2008 1. accountability 2. client-driven 3. client satisfaction 4. community involvement 5. achievement 6. cost-consciousness 7. teamwork 8. performance driven 9. being the best 10. delivery 3 Matches CC- DC Entropy 25% 4 Matches CC- DC Entropy 19% 4 Matches CC- DC Entropy 17% 5 Matches CC- DC Entropy 14%
  • 57. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 58 SA Bank: Evolution of Current Culture 2009 2010 2011 1. accountability 2. client-driven 3. client satisfaction 4. cost-consciousness 5. community involvement 6. achievement 7. teamwork 8. employee recognition 9. being the best 10. performance driven 1. accountability 2. client satisfaction 3. client-driven 4. teamwork 5. brand reputation 6. being the best 7. achievement 8. commitment 9. community involvement 10. cost-consciousness 1. accountability 2. client-driven 3. client satisfaction 4. brand reputation 5. achievement 6. teamwork 7. environmental awareness 8. commitment 9. being the best 10. cost-consciousness 6 Matches CC- DC Entropy 13% 6 Matches CC- DC Entropy 13% 6 Matches CC- DC Entropy 11%
  • 58. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 59 Evolution of Number of Survey Participants 8% 25% 38% 51% 67% 73% 77% 75% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 2005 2006 2007 2008 2009 2010 2011 2012 Percentage of employees voluntarily participating in the values assessment grew significantly each year as people realized that the leaders of the organisation were paying attention to the results of the assessment.
  • 59. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 60 Cultural Entropy Evolution Cultural entropy reduction led to improved performance through increased employee engagement, increased revenues, improved productivity, and increase in share price. 25% 19% 17% 14% 13% 13% 11% 10% 0% 5% 10% 15% 20% 25% 30% 2005 2006 2007 2008 2009 2010 2011 2012 Cutlural Entropy
  • 60. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 61 Revenue Evolution 0% 5% 10% 15% 20% 25% 30% 0 5000 10000 15000 20000 25000 30000 35000 2005 2006 2007 2008 2009 2010 2011 2012 Revenue Cultural Entropy Annual revenue increases as cultural entropy falls. Global Economic Meltdown
  • 61. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 62 0% 5% 10% 15% 20% 25% 30% 0 200 400 600 800 1000 1200 2005 2006 2007 2008 2009 2010 2011 2012 Revenue per Capita Cultural Entropy Revenue per capita increases as cultural entropy falls. Productivity Evolution Global Economic Meltdown
  • 62. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 63 0% 5% 10% 15% 20% 25% 30% 0 5000 10000 15000 20000 2005 2006 2007 2008 2009 2010 2011 2012 Share Price Cutlural Entropy Share price (cents) increases as cultural entropy falls. Share Price Evolution Global Economic Meltdown
  • 63. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 64 For more information • Go to www.valuescentre.com • See Blog http://evolutionarycoachingblog.wordpress.com • The Book Evolutionary Coaching by Richard Barrett • Contact Me [email protected]