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Leadership seminar with aAdvantage Consulting 10 September in Singapore. A shared presentation by Vincent Ho (aAdvantage) and Tor Eneroth (Barrett Values Centre).
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Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 1
Creating a Sustainable Culture of High PerformanceSeptember 10th, 2013
www.aadvantage-consulting.com
Partnering
clients in achieving
impactful implementation and
seamless transformation for
sustainable growth
From vision to results
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 3
Research & InsightsOrganisational Diagnostic
Employee Engagement SurveyCultural Values AssessmentChange Readiness Survey
Customer Satisfaction SurveyCustomer Loyalty SurveyPublic Perception Survey
Product & Concept Testing
Business FacilitationStrategic Review
Strategic Visioning Corporate Planning
Balanced Scorecard CascadingBusiness Excellence
RoadmappingService Transformation
Roadmapping
HR & LeadershipEmployee Handbook
Recruitment & SelectionCompensation & BenefitsLearning & Development
Performance ManagementLeadership Development
(Training & Coaching) Talent Audit
Succession PlanningCoaching & Mentoring
Team Building & Development
Signature Programmes (indoor or outdoor)
customised to:Embed a Values-Based culture
Communicate Service Excellence
Build High Performance Intact Teams
Incorporate Problem Solving & Role Clarification
Business ExcellenceSingapore Quality
Class/AwardService Class/Award
Innovation Class/AwardPeople Developer/Award
Benchmarking StudiesProcess Improvements
SMART Assessment (for SMEs) IMPACT Assessment (for
SMEs)Business Excellence Training
-
Change EnablementOrganisational Readiness
AssessmentStakeholder Impact
AssessmentTraining & Development
StrategiesCommunications Planning and
ImplementationLeading Change
Personal Mastery Workshops
Culture Development
Organisation Culture Values Assessment
National Values AssessmentMission, Vision & Values
Review/ArticulationValues Based Leadership
Development
Customer Experience
Customer Experience Strategy Development
Customer Touchpoint Experience Mapping
Service Culture Transformation
Service BlueprintingCustomer Metrics
DevelopmentNet Promoter Score®
Solutions and Mode of Interventions
Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 4
Agenda
Introduction
Understand Culture
Case studies
Measure Culture
Leadership Impact
What Singapore Residents Said Would Define their Desired Singapore Society
I = IndividualR = Relationship
P = PositiveL = Potentially Limiting (white circle)
O = OrganisationalS = Societal
Level7654321
IROS (P)=1-1-4-4 IROS (L)=0-0-0-0
1
2
3
4
5
6
7
0% 20% 40% 60%
1%
1%
1%
15%
9%
4%
26%
18%
9%
16%Singapore Residents
affordable housing 875 1(O)
caring for the elderly 744 4(S)
effective healthcare 650 1(O)
caring for the disadvantaged 624 4(S)
compassion 590 7(R)
concern for future generations 579 7(S)
quality of life 549 6(I)
equal opportunities 538 4(O)
social responsibility 517 4(S)
employment opportunities 502 1(O)
How Singapore Residents Perceive the Singapore Society as it is Today
1
2
3
4
5
6
7
0% 20% 40% 60%
17%
7%
17%
14%
4%
6%
15%
6%
6%
8%Level
7654321
IROS (P)=1-0-1-0 IROS (L)=4-3-1-0
Singapore Residents
kiasu1 (L) 1154 1(I)
competitive (L) 823 3(O)
self-centred (L) 653 3(R)
material needs 628 1(I)
kiasi2 (L) 600 1(I)
deteriorating values (L) 591 3(I)
elitism (L) 573 3(R)
blame (L) 494 2(R)
uncertainty about the future (L) 470 1(I)
security 440 1(O) Percentage of Potentially Limiting Values and Behaviours = 41%I = Individual
R = RelationshipP = PositiveL = Potentially Limiting (white circle)
O = OrganisationalS = Societal
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 8
How Singapore Residents Perceive the Singapore Society as it is Today• Kiasu (L)• Competitive (L)• Self-centred (L)• Material needs• Elitism (L)
1. How do we measure success today? Does that drive these behaviours?
• Deteriorating values (L)• Blame (L)
2. Are we experiencing a fall in moral and ethical standards?
3. Are we taking personal responsibility?
• Uncertainty about the future (L)• Kiasi (L)
4. What about the future that we are uncertain about?
5. Will we be held back given our risk averseness
• Security 6. What makes us secure?
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 9
01 Understanding Culture
www.aadvantage-consulting.com
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 10
The Challenges
• How to attract and keep talented people
• How to increase profitability and shareholder value; meet the organisation mission and intended outcomes
• How to increase staff engagement
• How to increase innovation, creativity, agility, and customer satisfaction
• How to make sure ethics permeate the corporate culture and the company is in alignment with public opinion
How do you build an organisation that can meet the challenges above?
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 11
New Principles of Business
Cultural capital is the new frontier of competitive advantage.
Principle 1
Who you are and what you stand for are just as important as the quality of the products and services that you offer.
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 12
The New Principles of Business
Principle 2
Cultural transformation begins with personal transformation.
Organisations don’t transform.People do.
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 13
New Principles of Business
Measurement matters. If you can measure it, you can manage it.
Principle 3
Cultural Transformation Tools: Powerful metrics that enable leaders to actively measure and manage cultures.
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 14
1. client satisfaction 2. making a difference3. integrity 4. teamwork 5. humour/fun 6. quality 7. ethics8. financial stability
1. blame L2. short term focus L3. internal competition L4. buck passing L5. risk averse L6. customer satisfaction 7. information hoarding L8. profit
Similar Organisations, Different Cultures
• Two organisations have similar profiles (market, portfolio, staff, strategy, structure).
• Staff from both organisations chose the values and behaviours that reflect their current culture.
• The values chosen by the first organisation suggest a healthy and high performing culture.
• The second organisation shows a current culture that is dominated by fear.
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 15
Current Culture
Profit
Cost consciousness
Financial stability
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 16
Current Culture
Teamwork
Open communication
Care
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 17
Current Culture
Long hours
Short-term focus
Confusion
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 18
Current Culture
Bureaucracy
Blame
Control
Interactive Activity 1: Current Culture
Bureaucracy
Blame
Control
Long hours
Short-term focus
Confusion
Teamwork
Open communication
Care
Profit
Cost consciousness
Financial stability
Company 1
Company 2 Company 4
Company 3
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 20
Your Task:
1. What would you see in an organisation with such a culture? What are the tell-tale signs/“stories” that describe them? Suggest some of the words you would constantly hear in this organisation?
2. What impacts (positive and / or negative) are there on • Business results / ability to meet organisation outcomes• The way people behave within the organisation; why?
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 21
02 Building a High Performance
CultureCase Studies
www.aadvantage-consulting.com
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 22
Aligned Strategy – Structure – Culture = High Performance
Directionvision, mission, strategy and objectives
STRATEGY
STRUCTURE
CULTURE
Capacityorganisational design, systems, management processes, talent, competencies
Climatemindset, attitudes, beliefs, values
ALIGNMENT
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 24
strategy/structure/culture
customer-centered
positive/energetic
fast/responsive
flexible/adaptable
team-based
high accountable
procedure-centered
unhappy/negative energy
slow/bureaucractic
resistant to change
territorial
blaming/”not my job”
Culture
Same strategy Low cost, point-to-point service
Same structure One size plane, focused organisation
Source: senn delaney
Volvo IT
25Culture - 2010
Organisation 2010
Volvo IT
26Culture - 2010
“…The decisive factor is and will remain corporate culture.”
September 2003
“…The key to our competitiveness lies in our corporate culture.”
December 2006
Volvo Group CEO’s view
VolvoCulture - Tor Eneroth, 2010
Human Systems
A whole system approach calls for actions in all four dimensions at the same time.
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
Level of competenceBehaviour performance
Structures and systemProducts, equipment etc
Bottom line results
LeadershipCo-workership
Personal maturity
Guiding valuesAttitudes that limit
Shared strategic vision
Source: K Wilber
Environment
DI A L O G
UE
Volvo ITCulture - 2010
Impact of Volvo IT Culture 2000 - 2010
Improved more than 30%
Customer Satisfaction
ESI 90% last 5 yearsEmployee Satisfaction
From 55 to 90% Delivery Precision
Best in branch (IT)Attractive employer
Volvo ITCulture - 2010
The Volvo IT Culture Journey… so far!
2000 2004 2008 2010
Grow ONE Company – the Volvo IT Identity
Grow Customer Focus – applying values in operations
Ensure Resilience – Culture in Downturn
- Build a company with one culture, uniting people with different backgrounds- Build awareness & understanding of culture
- Apply our values in our work with customers, make sure we live our values- Build awareness & understanding of culture
- Work with trust to decrease loss of faith and commitment in turbulent times- Maintain customer/ delivery focus- Build awareness & understanding of culture
Realise Strategy – Culture as an Enabler
- Emphasize the connection to our new strategy and the requirements it poses on our culture and brand- Focus on making culture an enabler for expected business benefits- Build awareness & understanding of culture
Investments in our Culture pays back!
>500 Culture Ambassadors to facilitate and support
“Dedicated and persistent work
with our wanted
culture is one of
our most critical
success factors”
Visible ResultsCustomer Satisfaction 60 to 90%
Employee Satisfaction ~90%
Owners Trust Low to High!
Delivery Precision 55 to 90%
Attractive Employer Best in Class!
Systematic Approach
>100 tools and methods for active dialogues and reinforcement
>100 tools and methods for active dialogues and reinforcement
Consistently Shared
Mission,
Vision
Values
Volvo ITCulture - 2010
Many Transformation “Tools”Exercises· The Volvo Way (new)· Fortune Magazine· Vision 2015 – Magnitude of Change· The Purpose of Our Team · Core Motivation & 4 Why’s· Personal Values Exercise· Wanted “Fingerprints” · Mapping Personal and Core Values· 4 Key Consistency Questions · Personal Audit· We Are Going on Record · Our Culture Build up Journey· Complaints –We love them!· Raving Fans· Daily walk the talk· ValueMaker· Values in Projects· Values in Customer Relations· Values and Ai· Trust· GlobeSmart IntroApproaches (How to make value based...) · Decision making· Recruitment· Introduction of employees· Appraisal Discussion· Salary SettingMethods· Skilful Discussion· Effective Feedback · Conflict Resolution · Learning Style · Creative Mind
Individual/Team Reflection
Measurement and Follow up• Denison Culture Survey• Our Walk the Talk Assessment• Customer Satisfaction Surveys• Culture Values Assessment• Volvo Attitude Survey/Team Barometer• Strategic Behaviour Quiz
Intercultural Communication• GlobeSmart TM
Recognition, Rewards and Celebration• Golden Touch Award• 1001 ways of R&R
Reinforcement Material• Pocket books• Pocket cards • Posters
Support• Books• Articles• Videos• Web sites• Slides• Consultants• Culture Ambassador TeamPlace
Volvo IT
33Culture - 2010
How to MakeValue-Based Decisions
1 Evaluate information available.
2 Consider how your decisions might affect stakeholders.
3 Consider what values/behaviors are relevant to the situation.
4 Determine the best course of action that takes into account relevant values and stakeholders’ interests.
Make sure your decisions leave the right “mental fingerprints” in the minds of your stakeholders.
Volvo IT
34Culture - 2010
Appraisal Discussion – “Living the values”
Make sure you align to wanted culture and behaviour in the performance reviews
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
35
Fear and Distrust Block our Full Potential
1. bureaucracy (L)
2. caution (L)
3. customer collaboration
4. experience
5. short-term focus (L)
6. hierarchy (L)
7. internal competition (L)
8. results orientation9. customer satisfaction
10. cost-consciousness11. information hoarding (L)
1. honesty
2. respect
3. adaptability
4. humour/fun 5. co-operation
6. reliability
7. accountability
8. compassion
9. family
10. fairness
Personal Values Current Culture Values
Whole Human System
A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
Level of competenceBehaviour performance
LeadershipCo-workership
Personal maturity
Guiding valuesAttitudes that limit
Shared strategic vision
Source: K Wilber – Integral Model “A Brief History of Everything”
Environment
Structures and systemProducts, equipment etc
Bottom line results
Personal Desired
DI A
L
O G U E
Current
Review of Potentially Limiting Values - Description
Potentially Limiting Values
DefinitionHow do WE define this value?
CultureHow does it look like/appear in our daily work situations?
Preventive actionsWhat actions can we* take to take out this limiting value?
*) ME personally, WE as a group and the COMPANY/Management?
Caution
· No risk taking
· No stretch
· Both a personal- and a team behavior
· Lean organizational set up – not overspending regarding resources
· Not stating how good we are or someone is – low profile.
· If we are not 100% sure, we would not do it.
· Too self critical, which hinders you from taking action.
· Afraid of making mistakes.
· Avoid conflicts.
· Don’t dare to say what you see and think or feel.
· We don’t always share the problems, so I don’t bring my problems to the team and vs.
· If I bring up my problem I have to follow it up, so I don’t bring up.
· Slow in taking action on decisions taken.
· We don’t stretch our budgets – we want to make sure we can reach our targets.
· (ME) Bring your problems to the team and use the team to solve them, and follow it up. Bring your possibilities and opportunities to the team as well.
· (COMPANY) Our defined responsibilities is to too individual and not shared within the team. We need to define our shared team responsibilities by clear targets. Not only as a target as a sum of all sites.
· (ME/WE) Every member of the team should feel responsible for the problem that are brought to the team.
· (WE) Make our team profile more clear to our stakeholders.
· (ME) Be more challenging (in our team and outside the team?)
· (ME) Talk and share what we are good at more (proven by benchmarks) and be proud of it!!
· (ME/COMPANY) Be prepared to take risks. Bring up specific situations regarding potential risks in the RMT.
EXAMPLE
Culture - Tor Eneroth, 2011
Free our Full Potential – The Korea Story
1. open communication2. professional growth3. customer satisfaction4. balance (home/work)5. leadership development6. conflict resolution7. efficiency8. reliability9. teamwork10. co-operation11. employee fulfillment12. global perspective13. shared values
1. family2. enthusiasm3. personal growth4. responsibility5. performance6. health7. open communication8. efficiency9. financial stability10. balance (home/work)
Personal Values Desired Culture Values
PL
AN
Culture Development Plan
EXAMPLE
VOLVO IT Korea Culture Transformation Story
PL= 10-0 | IROS (P)= 2-2-7-0 | IROS (L)= 0-0-1-0 PL= 12-0 | IROS (P)= 0-4-8-0 | IROS (L)= 0-0-0-0 PL= 13-0 | IROS (P)= 0-6-7-0 | IROS (L)= 0-0-0-0
1. global perspective
2. customer satisfaction
3. open communication
4. cost-consciousness
5. diversity
6. goal orientation
7. long hours (L)
8. result orientation
9. shared values
10. customer collaboration
11. experience
12. responsibility
1. open communication
2. global perspective
3. customer satisfaction
4. information sharing
5. balance home/work)
6. organisational growth
7. cost-consciousness
8. continuous learning
9. co-operation
10. professional growth
11. reliability
12. teamwork
1. open communication
2. professional growth
3. customer satisfaction
4. balance (home/work)
5. leadership development
6. conflict resolution
7. efficiency
8. reliability
9. teamwork
10. co-operation
11. employee fulfilment
12. global perspective
13. shared values
Current 2007 Current 2008 Desired 2007
PL
AN
Matches 7Current and Desired
Volvo IT Korea Transformation Journey
Matches 4Current and Desired
From CVA to Action
1
2
34
5
6 Values Assessment
Share results and start dialogue
Prioritize key focus values
Explore key values and behaviours
Create Culture Development Plan
Live the values and grow the desired culture
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 44
Five areas to Get Connected
Our REALITY – the big picture…
www.valuescentre.com/getconnected
ME – my passion and values…
Our AMBITIONS – our goals…
US – our values and behaviours…
Our LEARNING – how to grow and develop…
www.lulu.com “search: get connected”
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 45
Critical Success Factorsto a desired cultural transformation
1. Start from your Strategy – then align your Culture!
2. Invest in leaders ability to lead culture – create critical mass
3. Involve all employees in a co-creative dialogue
4. Act on unacceptable behavior and performance
5. Be persistent – Transformation Takes Time!
46
Majlis Ugama Islam Singapura(Islamic Religious Council of Singapore)
Majlis Ugama Islam Singapura (Muis)
Established in 1968 under AMLA(Administration of Muslim Law Act)
A Statutory Board of the Ministry of Culture,
Community and Youth (MCCY)
Building Strong Social
Trust
Shaping Progressive
Religious Life
Empowering the Poor & Needy for
Self-Reliance
Managing Community’s
Assets
A Gracious Muslim Community of Excellence That Inspires And Radiates Blessings To AllVISION
To work with the community in developing a profound religious life and dynamic institutionsMISSION Integrity Consultative & Inclusive Transformational
VALUES
Vision, Mission, Values & Strategic Priority
Results & Progress
• Improve team collaboration and cohesiveness• Better demonstration of desired behaviours by staff
and management• Better resource allocation reducing workload• Holistic interventions programmes• L.O.V.E – increase common language• Development of Competency Framework
Thank You
Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 50
03 Culture Transformation Tools (“CTT”)
www.aadvantage-consulting.com
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
51
Barrett Values Centre – Vision, Mission & Values
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
54
wwww.valuescentre.com/pva
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
55
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
56
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
57
My 3 personal values
1. Choose your 3 most important values…
2. Why are they important for you?
3. Are they seen in your behaviour?
4. Share with a friend…
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
58
Our values reflect our focus Values show our energies and is the base for our decisions!
Inclusiveness
PositivePotentially limiting (L)
Individual (I)Relationship (R)Organisational (O)Societal (S)
Common goodTransformationSelf interest
Service to humanityMaking a differenceInternal CohesionTransformationSelf-EsteemRelationshipSurvival
FinanceExternal RelationsFitnessCultureSocietal ContributionEvolution
SpiritualMentalEmotionalPhysical
Origins of the Cultural Transformation Tools
Growth NeedsWhen these needs are fulfilled they do not go away, they engender deeper levels of motivation and commitment.
Deficiency NeedsAn individual gains no sense of lasting satisfaction from being able to meet these needs, but feels a sense of anxiety if these needs are not met.
Physiological
Safety
Love & Belonging
Self-esteem
Know and Understand
Abraham Maslow
Self Actualization
Maslow’s Needs to Barrett’s Consciousness
N e e d s C o n s c i o u s n e s s
Self-Actualization
Richard Barrett
Safety
Love & Belonging
Self-esteem
Physiological
Safety
Love & Belonging
Self-esteem
Know and Understand
Abraham Maslow
Seven Levels of Consciousness©
Selfless serviceBeing your purpose. Compassion, humility, forgiveness. Caring for humanity and the planet.
Service to humanity and societal contributionSocial responsibility, long-term perspective, ethics, compassion and humility.
Global sustainabilityHuman rights, long-term perspective, ecological resilience, peace, focus on future generations. Global perspective.
Making a positive difference in the worldLiving your purpose. Empathy, alliances, intuition, mentoring and focus on wellbeing (physical, emotional, mental, spiritual).
Internal/External collaboration, community involvementEnvironmental awareness, employee fulfilment, coaching/mentoring and caring for the local community.
Strategic alliances and regional partnershipsRegional collaboration, environmental awareness, quality of life, community involvement and sustainability. Caring for nature.
Finding meaning in existenceFinding your purpose. Integrity, honesty, authenticity, passion, enthusiasm, creativity, and humour & fun.
Sense of purpose and strong internal communityShared vision and values. Commitment, creativity, enthusiasm, integrity, honesty, generosity, fairness, openness, transparency and trust.
Strong cohesive cultureShared vision and values. Fairness, transparency, trust, honesty and social cohesion. Positive collective spirit.
Letting go of fearsFinding the courage to grow and develop. Adaptability, life long learning, continuous renewal and personal growth.
On-going improvement and employee participationAdaptability, accountability, empowerment, teamwork, goals orientation and continuous improvement.
Democratic processes and continuous renewalFreedom, equality, empowerment, accountability, adaptability, entrepreneurship and consensus.
Feeling a sense of self-worthConfidence, competence, self-reliance.Fear: I am not enough.Leads to need for power, authority or status seeking.
High performance systems and processesReliability, quality, efficiency, productivity and excellence. Bureaucracy, hierarchy, confusion, and complacency.
Institutional effectivenessLaw abiding, community/national pride, governmental efficiency and high quality public services. Bureaucracy, central control, elitism, complacency and apathy.
Feeling protected and lovedFamily, friendship, loyalty, respect.Fear: I am not loved enough. Leads to jealousy, blame and discrimination.
Positive relationships that support organisation needsLoyalty, open communication, customer satisfaction. Manipulation, blame, favouritism and internal competition.
Sense of belonging and social stabilityNeighbourliness, conflict resolution, racial harmony and a focus on family and friendships. Inequality, discrimination, intolerance, hatred, loneliness/isolation.
Satisfying physiological and survival needsHealth, security, financial stability.Fear: I do not have enough.Leads to control, domination and caution.
Financial viability and people safetyFinancial performance, organisational growth, and employee health and safety. Control, greed, exploitation and micro-management.
Economic stability and citizen securityProsperity, health care, employment, emergency services/defence and social safety nets. Corruption, violence, poverty, environmental pollution and greed.
Personal Organisational Community/Society
Sel
f in
tere
stC
om
mo
n G
oo
d
Survival
Relationship
Self-esteem
Transformation
Internal Cohesion
Making adifference
Service
Positive Focus/ Excessive Focuswww.valuescentre.com
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
63
Make the invisible visible!
1. Please select ten of the following values/behaviours that most reflect who you are, not who you desire to become.
2. Please select ten of the following values/behaviours that most reflect how your organisation currently operates.
3. Please select ten of the following values/behaviours that, in your opinion, are essential for your organisation to be a high performance one.
Three Questions:~80
personal values
(tailored)
~90 organization
alvalues
(tailored)
Placement of Values by Level
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 100 Employees
Service
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Volvo ITSMM Fourth Step – 27 May 201065
Volvo IT Senior Managers (104)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 5-5-0 | IRS (L)= 0-0-0 IROS (P)= 1-1-8-0 | IROS (L)= 0-0-0-0 IROS (P)= 2-3-5-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 2CC - DC 4PV - DC 5
Health Index (PL)
PV: 10-0CC: 10-0DC: 10-0
1. commitment 61 5(I)
2. trust 48 5(R)
3. honesty 43 5(I)
4. cooperation 42 5(R)
5. respect 42 2(R)
6. humour/fun 41 5(I)
7. accountability 32 4(R)
8. integrity 32 5(I)
9. openness 30 5(R)
10. courage 29 4(I)
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
1. global perspective 48 3(O)
2. cost-consciousness 43 3(O)
3. customer collaboration
38 6(O)
4. commitment 36 5(I)
5. customer satisfaction 32 2(O)
6. challenge 31 4(O)
7. professionalism 29 3(O)
8. cooperation 28 5(R)
9. results orientation 26 3(O)
10. financial stability 24 1(O)
1. global perspective 38 3(O)
2. customer collaboration
37 6(O)
3. trust 36 5(R)
4. commitment 34 5(I)
5. professionalism 33 3(O)
6. accountability 32 4(R)
7. continuous improvement
32 4(O)
8. humour/fun 32 5(O)
9. respect 28 2(R)
10. innovation 26 4(I)
Values Plot Copyright 2010 Barrett Values Centre May 2010
Volvo IT Senior Managers (104)
Current Culture Values Desired Culture Values
Finance Finance
Fitness Client Relations
Evolution Culture
Societal Contribution
Societal Contribution
Current Culture
Desired Culture
Finance
cost-consciousness
financial stability
Fitness
professionalism
results orientation
professionalism
accountability
Client Relations
customer collaboration
customer satisfaction
customer collaboration
Evolution challenge
continuous improvement
innovation
Culture cooperation
trust
humour/fun
respect
Societal Contribution
Business Needs Copyright 2010 Barrett Values Centre May 2010
Volvo IT
Volvo IT Strategic Focus Areas 2010 - 2012
Current Culture Values Desired Culture Values
Finance Finance
Fitness Client Relations
Evolution Culture
Societal Contribution
Societal Contribution
Volvo IT Management May2010
Distribution of Values by LevelCurrent Culture 100 Employees
11%
1
2
3
4
5
6
7
Cultural Entropy
Service
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
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 Values Leader’s Values
The culture ofan organisationis a reflectionof leadership consciousness.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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The Impact on Performance
0% 5% 10% 15% 20% 25% 30%25%
35%
45%
55%
65%
75%
85%
Cultural Entropy
Empl
oyee
Eng
agem
ent
Source: Hewitt and Barrett Values Centre – 163 organisations in Australia and New Zealand 2008
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
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Low Cultural Entropy Leads to High Financial Returns
Entropy Level 3 Year Revenue Growth %
<10% 32.87%
10% – 19% 24.90%
20% – 29% 11.39%
>29% 11.07%
Research carried out in 163 organisations in Australia by Hewitt Associates and the Barrett Values Centre in 2008.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
73
13%
5%
13%
12%
6%
15%Level 3
Level 2
Level 1
EntropyProfitAlignment
A reduction in entropy and increased values alignment lead to improved
financial performance.
PV CC DC
Impact of Cultural Evolution
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04 Leadership Transformation
www.aadvantage-consulting.com
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Seven Levels of Leadership Consciousness
Service
Making a Difference
Internal Cohesion
Transformation
Self-Esteem
Relationship
Survival
Wisdom/Visionary
Mentor/Partner
Motivator/Inspirer
Faciliator/Influencer
Manager/Organiser
Relationship Manager
Crisis Director
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Who would you like to have as your leader?
1. commitment2. control (L)
3. ambition4. result oriented5. demanding (L)
6. experience7. goal oriented8. authoritarian (L)
9. humor/fun
10. power (L)
1. commitment2. positive attitude3. accessible
4. teamwork5. trust6. integrity7. accountability8. customer satisfaction9. enthusiasm10. fair
Maria Carole
Based on 3600 Leadership Values Feedback
carried out on 100 leaders from 19 countries (2008-2010)
Low Entropy Leaders (0-6%)
High Entropy Leaders (21%+)
What the best leaders focus on: Values that create internal cohesion …
Internal Cohesion
Self- Esteem
The level of entropy represents the degree of potential challenges that may prevent a leader from achieving the organisation’s success outcomes
Entropy Impact
0-6% Healthy: Authentic individual. Decision-making is not driven by subconscious fears.
7-10% Minor Issues: Requiring leaders to examine how their fear-based behaviours and actions are affecting people around them and/ or their degree of work/life balance.
11-15% Moderate Issues: Requiring leaders to examine how their fear-based behaviours may be compromising relationships with peers and subordinates, and negatively impacting their professional goals.
16-20% Significant Issues: Requiring leaders to examine how their fear-based behaviours may be undermining their personal integrity and trustworthiness, and negatively impacting their professional and personal goals.
21%+ Critical Issues: Requiring leaders to examine how their fear-based behaviours are compromising their ability to inspire and support their subordinates and collaborate effectively with their peers.
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Tracking Our ProgressS/N Item Timeline
1 Employee Engagement Survey Overall engagement of staff
On-going
2 2-Days Leadership Development Programme Alignment on what it means to be a Leader at XYZ Living and leading the XYZ core values Leadership skills
Completed
3 Monthly check-in (“Senior Management Huddles”) on how we are doing and areas for follow-up (for next 6 months) Gather feedback from Staff (Across Levels) – 4 interviews monthly (“dipstick”) 1-hour follow up with Senior Management (interview) – every 8 weeks Mini-dialogue and huddle with senior management team - every 6-8 weeks
Jan, March and June 2013 Sessions
Completed
On-going4 Leadership Values Assessment
360 degree assessment on leadership performance of ManagementIncludes one 3-hour feedback and action planning session for Management
On-going (10 have completed)
5 Focus Group Session with Staff Leadership performance
Sep 2013
6 Management Team Assessment through Small Group Assessment Tool (1 year)Trending and identifying shifts towards desired management cultureMeasuring entropy
Oct 2013
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• There is observable commitment to the Rules of Engagement• Atmosphere in management meetings is now less tense because Directors are
generally more open and “professional” in their conduct. There is genuine effort by all to listen more these day; more objective.
• It is encouraging to see management trying to support and elevate one another (e.g. “that’s a good idea” / “I agree with you”)
• It is visible that there are attempts to reach out. The Directors are communicating more among themselves. MD walks around more often to engage staff and actively seeks feedback from ground.
• Directors are more positive with their behaviour in front of their teams, and appear less emotional and exercise more restraint.
• There is less talk on the ground of in-fighting within the management team.• There is a general perception on the ground that relationships within the
management team have improved.• Directors appear to have taken steps to trust and empower staff• More cross department participation (in terms of social gatherings)
Feedback Gathered from Staff InterviewsOn Senior Management Team
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When Leaders Transform the Organisation Transforms
A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
Character Actions and Behaviours
of the Leaders
PersonalityValues and Beliefs
of the Leaders
Culture Values and Beliefs of the Organization
Source: K Wilber – Integral Model “A Brief History of Everything”
Environment
StructuresActions and Behaviours
of the Organization
22 44
11 33
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Whole System Transformation Evolution
A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
Source: K Wilber – Integral Model “A Brief History of Everything”
Environment
22 44
11 33
Mission
Alignment
Structural
Alignment
Values
Alignment
Personal
Alignment
Character Actions and Behaviours
of the Leaders
PersonalityValues and Beliefs
of the Leaders
Culture Values and Beliefs of the Organization
StructuresActions and Behaviours
of the Organization