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Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 1
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 2
Welcome Transformational Leaders
Do you feel your organization needs
to transform it’s workplace culture?
This e-book can help you.
What if you could learn a step by step process to build a high performing workplace culture and
shave months off of project implementation, increase employee engagement, and significantly
boost your organization’s productivity?
Interested? Read on…
Hi, my name is Joanna Barclay, author of Conscious Culture and President of the Culture Leadership Group. Over the past three decades, I’ve facilitated and participated in over a 50 successful organizational transformations with leaders in the Canadian federal government, private sector, and not-for-profit associations.
Learn the Secrets that I’ve gained over the last 3 decades!
You, too, can benefit from my three decades of experience and expertise. I’ve distilled
everything I’ve learned into online seminars, based on the book Conscious Culture. They will
teach you the secrets that enabled me to produce high performing, values-driven leadership
teams and organizations. These seminars are for leaders who want a faster, better, and more
successful way to transform their workplace culture.
Check our website for seminar dates and information products to
support your leadership development.
Practical, Hands On, Weekly Assignments
www.CultureLeadershipGroup.com/leadershipskills
www.PersonalValuesAssessment.com
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 3
Table of Contents Preface/Introduction_____________________________________________________________ 5
Implementing a Framework for Culture Change _______________________________________ 9
Conditions for Whole-System Change __________________________________________ 12
Getting Started ________________________________________________________________ 14
Conducting a Cultural Values Assessment (CVA) ____________________________________ 14
Common Mistakes _________________________________________________________ 17
The Two phases of Whole-system Change_________________________________________ 19
Phase I—Preparation Phase — Whole-System Change_________________________________ 20
Step I – Build Leadership Commitment _____________________________________________ 21
Leadership Team _____________________________________________________________ 21
Stakeholder Analysis __________________________________________________________ 22
Environmental Scan __________________________________________________________ 23
Building Trust________________________________________________________________ 29
Step I in a Nutshell ___________________________________________________________ 32
Step II – Baseline Measurement— Cultural Values Assessments _________________________ 34
Seven Levels of Consciousness __________________________________________________ 35
Elements of measurement with the CVA __________________________________________ 38
Levels of Consciousness _____________________________________________________ 38
Misalignment and Entropy ___________________________________________________ 39
Current Cultural Values of the Organization _____________________________________ 41
Desired Cultural Values______________________________________________________ 41
Cultural Values Assessment Reports _____________________________________________ 42
Leadership Team Individual Values Assessments ___________________________________ 42
The Business Needs Scorecard __________________________________________________ 43
Walk the Talk ________________________________________________________________ 48
Consult and Engage Stakeholders _______________________________________________ 49
Step II in a Nutshell ___________________________________________________________ 51
Step III – Revisit Mission and Vision of the Organization _______________________________ 54
Mission Alignment _________________________________________________________ 55
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 4
Mission Statements ________________________________________________________ 55
Core Business Purpose ________________________________________________________ 56
Define and Develop Agreement on the Core Business _____________________________ 56
Internal and External Mission and Vision Statements ________________________________ 57
Step III in a Nutshell __________________________________________________________ 58
Step IV – Select Core Values and Behaviors __________________________________________ 61
Guidelines in Selecting Core Values ______________________________________________ 61
Step IV in a Nutshell __________________________________________________________ 63
Step V – Develop Compelling Reasons for Change ____________________________________ 65
Step V in a Nutshell ___________________________________________________________ 67
Phase II — Implementation Phase – Whole-System Change ____________________________ 69
Step VI – Personal Alignment of the Leadership Team and Management __________________ 70
Leadership and Culture______________________________________________________ 70
Full Spectrum Leadership ____________________________________________________ 71
Building Internal Cohesion and Trust in a Leadership Team _________________________ 73
Personal Alignment Programs __________________________________________________ 74
Transformational Leadership for Excellence - the TLEX program _____________________ 74
The Leadership Values Assessment ____________________________________________ 77
The Leadership Development Report __________________________________________ 78
The SDI© Suite of Tools (Strength Deployment Inventory) __________________________ 80
Step VI in a Nutshell __________________________________________________________ 82
Step VII – Structural Alignment of Systems and Processes ______________________________ 84
Systems to be Reconfigured __________________________________________________ 85
Structural Alignment __________________________________________________________ 86
Your Culture is Your Brand – Tony Hsieh, CEO, Zappos_____________________________ 87
Step VII in a Nutshell __________________________________________________________ 90
Step VIII – Values Alignment ______________________________________________________ 92
Step VIII in a Nutshell _________________________________________________________ 94
Step IX – Mission Alignment ______________________________________________________ 96
Step IX in a Nutshell __________________________________________________________ 99
The 9 Steps to Building a High Performing Workplace ________________________________ 101
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 5
Preface/Introduction In reading the title of this E-book you probably asked yourself: “What’s
up with the nine steps? Why not two or twelve?” The real question behind
these thoughts is “what is the fast lane to building my high performing
culture?” The simple answer is that there is no fast lane when we are talking
about culture. But don’t throw in the towel yet, because there is a way to
manage and successfully create a high performing culture.
The key to creating a high performing culture, as with any project, is
to start by defining a framework of thought and work progress. In Figure 1,
the framework for whole system change is defined, which provides a
guideline through the process of organizational culture change. If you will
allow the comparison: building a high performing culture has something very
important in common with building a house. When a family has a plan to
build a house, the first thing they consider “together” is what necessities this
new house should cover. Whether, for example, it should have one level or
more. Whether it should have a big enough yard to do some gardening. How
many rooms does it need, to accommodate whom and why, for what period
of time, etc... The next thing you have to acquire when you want to build a
house is a floor plan. And just like when building a house, building a high
performing culture is a process you can define in stages or building phases.
Of course, there are differences as well as similarities. In building a house,
you will need official permits. When building a high performing culture, you
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 6
are going to need the full cooperation of the entire organization. It works like
a permit. But the similarities don’t just end there. When building a house,
you have to take the opinion of the home owners into consideration. When
building a high performing culture, you will have to take the values and
behaviors of people within and outside your organization into consideration.
These examples are intended to give you some insight into the process of
building a high performing culture. Building a house is by no means
impossible. It is being done every day on a regular basis around the globe.
The same thing goes for building high performing organizational cultures.
When you break it down like this, building a high performing culture
becomes not just feasible, but also logical and indispensable. It is feasible
because it is possible to envision a framework within which to build this
culture. It is logical because not working on your culture means hanging on
to the existing way of doing things. It would mean hanging on to old methods
of doing things which are inconsistent with more modern insights. Insights,
for example, about the environment and sustainability. In our modern times,
these are arguments that all managers and corporate leaders should heed.
This includes arguments about speed, cost, technology, increasing global
dynamics and influences. Staying the same is a decision to fall behind in
today’s workplace. It also comes down to the image that a manager wants
to create: as a keeper of the status quo, or as a dynamic builder of high
performing workplaces. In other words, this “way of doing things” is
influenced not only by what the organization wants to achieve, but also by
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 7
several internal and external factors. This makes building your high
performing culture indispensable. By not working on it, your “way of doing
things” will get outdated and outlived. What’s more, your employees,
managers and leaders will think twice before staying with your organization.
How do you tackle this amorphous thing we call culture? You start by
understanding the key elements of a framework for building a high
performing culture. Organizational or corporate culture is the system of
shared actions, values, and beliefs that develops within an organization and
guides the behavior of its members. The basic elements for this framework
are: 1. Mindsets and values of the people working within your organization
and possibly the external stakeholders; 2. Behaviors; 3. Culture and 4.
Systems. These four elements are influenced by both internal and external
factors. They are also influenced by individuals within and outside the
organization and by the organization’s structure, systems and procedures.
The power of envisioning this framework and using it as a basis for
building a high performing culture lies in the capacity to create group
cohesion, which, in turn, will result in the capacity for collective action and
high performance. Group cohesion is achieved by aligning the organizational
values and the mission of the organization with the values of the people
working within the organization.
The process of building a high performing culture can be divided into
two phases: 1. the preparation phase and: 2. the implementation phase.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 8
In the preparation phase, 5 steps will lead to a successful implementation of
a new, high performing culture:
1. Building leadership commitment 2. Conducting a cultural values assessment
3. Revisiting the mission and vision 4. Selecting core values and behaviors
5. Identifying compelling reasons for change
The implementation phase consists of 4 steps:
6. Personal alignment of the leadership team and management
7. Structural alignment of systems and processes 8. Values alignment
9. Mission alignment
The first phase including the first five steps, is about preparation and
knowing what you are doing, why you are doing it and how you want do it.
These steps are essential in preparing the people and the whole system for
the changes that are about to take place. The implementation phase, which
includes the last four steps, is where the actual changes that need to be
made over time in the system will occur.
In this E-book, we will be discussing these nine steps, step by step. The
book is divided into two parts, Part I – the preparation phase and Part II – the
implementation phase. We will start by illustrating why it is important to
have a framework to implement cultural transformation.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 9
Implementing a Framework for Culture Change
What’s the first step that you have to take when dreaming of a new
shopping mall or a new apartment building? Spoiler alert: It’s not a building
permit and it’s not even a building plan. It all starts with the vision of one or
more individuals. And during the whole process, this vision will be the guide
to realizing a dream. Conceptualizing this vision, it becomes a framework of
all the aspects needed to transform a piece of property into an appealing real
estate with grandeur.
Leaders aspiring to build a high-performing workplace will benefit by
having a framework to guide transformation efforts. Constructing this
framework requires thinking along the lines of organization and individuals,
also along the lines of internal and external factors influencing the
organization and individuals. Superimposed on these two axes, a framework
for a high performing culture can be built. The basic components of this
framework are: 1. Mindsets and values of the people working within your
organization and possibly of the external stakeholders; 2. Behaviors of your
employees, managers, and leaders; 3. Organizational Culture and 4.
Organizational Systems and Procedures. See Figure 1 – Whole-System
Change – Four Way Alignment.
For culture change projects to be successful, a whole organizational
shift is necessary. It is the same principle as when renovating a house. You
could tackle it only cosmetically, but this would leave possible problems
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 10
unsolved. This could include a leaky roof or foundation, faulty plumbing or
electricity. It would be better to tackle all of these important features once
you start renovating. The same principle could be applied to organizations.
Tackling one aspect of the organization won’t get you to the place you want
to be. Your whole organization will have to change to achieve a high
performing culture. This process is called whole-system change. It is achieved
through a four-way alignment between the elements which are the basic
components of the framework. The areas of alignment are: personal
alignment, values alignment, structural alignment, and mission alignment.
Figure 1: Whole-System change – Four Way Alignment, shows a
graphic representation of the Whole-System Change Framework to
implement cultural transformation. Note that the whole system consists of
individuals and the organization, and can be influenced by internal and
external factors, as denoted by the floating boxes.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 11
Figure 1: Whole-System Change - Four Way Alignment
Note: Mindset, values and behaviors can be internal – individual, but can be influenced
by external factors. Culture, systems and procedures can be organizational internal and
external and can be influenced internally by employees and externally by stakeholders
and clients. While the interpretation of the figure seems simple, it is actually complex.
This is because the relationship between the boxes outside and the elements inside the
main picture are not linear, while the total picture suggests a linear relationship.
Defining the framework as the individuals or persons within the
organization, the values that these persons hold dear and the values of the
organization, the mission of the organization and the organizational
structures and processes, leads to a necessity to align these four dimensions
in order to change the whole system. Changing only part of the system will
not lead to a high performing culture. It will only lead to stress, burn-out and
turnover which is the exact opposite of the intended goal. In order to change
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 12
the whole system, certain conditions must be met for each of the four areas
of alignment.
Conditions for Whole-System Change 1. Personal alignment: There must be an alignment between the values and
beliefs of individuals, and their words, actions and behaviors. This is
particularly important for the leadership group. It is important that
leaders are authentic and walk their talk— Authenticity.
2. Values alignment: There must be an alignment between the personal
values of employees and the stated values of the organization. It is
important that all employees feel at home in the organization and can
bring their whole selves or “being” to work – Unity leading to
transparency.
3. Structural alignment: There must be an alignment between the stated
values of the organization, and behaviors in the organization as they are
influenced through the structures, systems, processes, policies,
incentives and procedures of the organization. It is important that the
values are institutionalized— Integrity.
4. Mission alignment: There must be an alignment between the sense of
motivation and purpose of all employees, and the mission and vision of
the organization. It is important that every employee, manager and
leader has a clear line of sight between the work they do each day and
the mission or vision of the organization, so they know how they make a
difference – Motivation leading to accountability.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 13
Values alignment and mission alignment together create group
cohesion, since unity and motivation gives a sense of purpose to the whole
group. It produces the incentive needed to achieve the common goal.
Engineering parallel shifts in all four quadrants at the same time is
called whole-system change. This is the challenging task for leaders and
requires conscious change leadership: Being aware of – and managing
change – in all 4 areas of alignment at the same time.
When the actions and behaviors of an individual and groups are in
alignment with their espoused values and behavior, we consider this person
or group to operate with authenticity and integrity. Authenticity and
integrity will in the end lead to transparency and accountability.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 14
Getting Started
Conducting a Cultural Values Assessment (CVA) The basis for any improvement is the gathering of data. In
construction, architects and engineers will gather data on the construction
site, the requirements of the local government, and even data on the type of
weather at the building location, before any kind of planning can take place.
This information is essential in determining the sorts of material needed for
construction on this specific location. This same principle will apply when
building a high performing workplace culture. Data will have to be gathered
on several levels to determine the gap between what you have now and
what you define to be the desired high performing workplace culture. Within
organizations, individual and collective values and behaviors shape the
culture. Conducting a Barrett Values Centre Cultural Values Assessment
(CVA) with key stakeholders will provide the organization with valuable
information on the current and desired values and behaviors of its people.
The CVA is a Barrett Values Centre Cultural Transformation ToolSM (CTT) that
will allow you to assess the “intangible” values and behaviors making these
tangible. The CVA is a measurement tool with which the cultural baseline can
be established before planning for the transformation process.
For whole-system change to occur, there must be a parallel shift in
personal alignment, values alignment, structural alignment, and mission
alignment. All four relationships must change in the same direction for the
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 15
group to experience a shift in consciousness, leading to a shift in culture and
performance.
This shift can be brought about by applying a model called the Barrett
Seven Levels of Consciousness, which describes the stages of development
of an organization in terms of consciousness and commitment to the
organization’s cause. The model describes the different stages in
consciousness development within organizations. Starting with the basic
needs of the organization in Level one, which are concerned with the
survival of the organization, and ending up at the level 7 of service to each
other, to employees and to the community.
Figure 2: Barrett Seven Levels of Consciousness Model
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 16
The way to bring about this change in an organization is through
workshops, seminars and training programs that focus on personal
alignment and group cohesion (values alignment and mission alignment),
and structural alignment— changes in rules, regulations, systems and
processes, and structures of governance that reflect the values and
behaviors of the new level of consciousness.
The personal alignment and group cohesion programs will be tailored
to correspond to the levels of consciousness of the group. The Barrett Seven
Levels of Consciousness model provides the necessary insights to design
these programs. The most basic level, the physical level, is the instinct to
survive. Once survival is secured, the emotional level has a chance to surface.
Individuals will seek relationships and build on self-esteem. Only after these
conditions have been satisfied can the individual evaluate the self and the
environment. This will lead to transformational thinking, which in turn will
lead to the spiritual level of internal cohesion, making a difference, service,
and giving back to society. Before making any kind of change plan, the levels
of consciousness of the group and of the organization will be assessed.
The CVA survey tells you exactly where the group is and where it wants
to go in terms of values and levels of consciousness. These understandings
are particularly important in choosing the implementation methodologies
that are appropriate for the personal alignment and group cohesion
programs.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 17
Common Mistakes In cultural transformation processes, mistakes are often made
because the interdependencies between all four quadrants are not well
understood.
Mistake 1: Focus only on personal alignment.
Many organizations focus on personal alignment without doing anything
about structural alignment. This serves only to aggravate the situation.
Managers and employees who have experienced a personal alignment
program will shift to a higher level of consciousness while policies and
procedures in the organization still reflect the old level of consciousness.
Mistake 2: Focus only on group cohesion.
Another mistake is focusing on structural change without carrying out
personal alignment. This limits the potential of success for group cohesion
because people enter these programs without self-understanding or strong
interpersonal skills. It would be better for people to enter the change
programs having already experienced a shift in consciousness through a
personal alignment program in Step 6.
Therefore, for maximum impact, personal alignment will precede group
cohesion and structural alignment will follow personal alignment or be
carried out in parallel. When this happens, organizations can shift smoothly
to a new level of consciousness.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 18
Mistake 3: Focus only on leader’s personal values.
A third common mistake is when the CEO or team leader decides to
implement changes according to his or her own personal values system. If
the CEO decides that the organization isn’t performing according to his or
her expectations, they will try to implement some changes in the hope that
people will start cooperating in accordance with his/her values and
behaviors. This is a standard recipe for aversion. A values mismatch is quickly
made and misalignment is achieved, leading to cultural entropy.
Cultural entropy is defined as the amount of energy in an organization that
is consumed by unproductive work. It is a measure of the friction and pent-
up frustration that occurs when potentially limiting values show up in the
workplace, such as control, manipulation or hierarchy. This exists when
there is inconsistency or misalignment between personal values and
organizational values.
The result, unsurprisingly, is usually a bigger cost to unravel all the problems
created by the misalignments that this kind of operation will create.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 19
The Two phases of Whole-system Change There are two phases to the whole-system change:
Phase 1: Preparation and
Phase 2: Implementation.
The preparation phase begins with leadership commitment to building an
engagement plan to map and measure the current and desired culture of the
organization. This phase culminates in the definition of a strategy for the
implementation of a whole system change program, core values, and the key
performance indicators that will be used to measure the success of the
program.
The implementation phase includes the interventions and programs
required to benefit its people on the journey to attain exceptional high
performance.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 20
Phase I—Preparation Phase — Whole-System Change
Figure 3: Whole-System Change - Preparation Phase
Figure 3 summarizes the five steps in this first phase, culminating in a
series of three crucial questions. These “how to-“questions will guide the
planning for the implementation of the whole-system change. The answers
to these three crucial questions will be found following the five steps of this
first phase.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 21
Step I – Build Leadership Commitment
Leadership Team This first action in transforming the workplace culture is the most
important of all the steps. It entails bringing together leaders from different
parts of the organization. They could be leaders from across the country,
around the world, or with different business functions. These leaders from
all the different parts of the organization will form the leadership team. It is
important that all of the business leaders in the organization be involved in
this process, because transforming the workplace culture touches every part
of the organization. How you do business in one function is going to impact
and touch all of the other functions that interact and operate with that
business function.
An example is the Information & Technology (IT) department. IT
typically provides services to many different functions in the organization. If
IT decides that they need to change the way that they are doing business, it
is highly advisable that they include the stakeholders that they interface with
in the change process, and ensure that they understand the reasons for the
changes.
Culture is one of those pervasive elements. It’s really the personality
of an organization. It’s the leaders that primarily influence and determine
what that culture is going to be. This is because the way that leaders operate,
manage, and make decisions, is all part of the culture.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 22
The benefit of bringing the leadership team together is the
commitment that you create as an end result. The leaders will understand
why cultural transformation is needed which will bring them together to
start the process of building the internal cohesion of the team. It is a
leadership team. This internal cohesion is incredibly important. Some of the
factors involved in the internal cohesion include: trust and understanding,
respecting each other’s needs, communicating effectively, having the desire
to work together and collaborate, recognizing that systems and processes
might need to change that affect one another. Work processes that flow
from one department to another might need to change in this process.
Stakeholder Analysis When bringing the leadership team together, one of the first things to
do is a stakeholder analysis. A stakeholder analysis identifies the different
stakeholders that the organization and the leadership team interfaces with,
has an impact on, or is impacted by. In addition to the stakeholders, the
responsibilities that the organization has to those stakeholders are
identified. Based on this analysis, a picture emerges of all the parts of the
organization and how they are interconnected. People start to see and
recognize how the organization operates.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 23
Environmental Scan
The starting point on your change journey is to understand your current
reality and what is driving change in your business. Conducting an
environmental scan helps a team to understand the factors that are driving
change. This is critical to establishing the overall context within which
cultural transformation occurs. There are both external and internal
drivers. They are the impetus and motivation for change, providing the
change effort’s relevance and meaning. Drivers are the purpose for those
leading the change as well as those who are going to be affected by the
change. See Figure 5 – Drivers and Directions of Change.
When change is taking place, one thing you can be certain of is resistance.
People typically do not like change, unless it is something they have chosen
to change, like a new car or hairstyle. When the IT department decides to
change your laptop or mobile device, change takes on a whole new
complexity. Communication is crucial to minimizing resistance. People want
to understand what is driving the change and how the changes fit into the
organization’s mission and vision. Having this information helps people to
commit to it. The natural response to change underscores the importance
of investing time at the front end of the change initiative to generate
awareness and belongingness to build commitment.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 24
Figure 4: Drivers and Directions of Change
The model for change describes seven drivers for change—four that leaders
are traditionally familiar with and three that are relatively new areas of
focus. In the figure above, the familiar drivers move from what is external
and impersonal: environment, marketplace, business, and organization, to
what is unfamiliar, internal, and personal: culture, behaviors, and values.
Internal and personal drivers are rarely explored because they are
intangible in nature and organizations find it hard to measure them.
Environmental forces of change typically include: social, economic,
political, governmental, technological, demographic, legal, and the natural
environment.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 25
Marketplace requirements reflect the customer needs and demands which
arise from the environmental forces that are affecting them. For example,
new technology will create a rise in expectations of service levels, speed of
delivery and innovation.
Business imperatives are the strategies that companies must successfully
implement to meet the market (customer) requirements. These changes
can mean rethinking the mission and vision, new business models,
products, services, and pricing. As the environment changes, it has an
impact on the customer requirements which in turn is reflected in the new
strategies that are required to adapt and be successful in meeting market
demands.
Organizational imperatives are reflected in how the organization must
evolve to successfully deliver on the new business strategies to meet
market demands. Changes can be expected in the following areas:
organizational structure, systems, processes, resources, technology, skills,
leadership competencies, and staffing levels.
Cultural imperatives are the new ways of being and working together.
Changes in the organization’s structure, systems, processes, and
management to meet new goals often mean changes in behavior that will
require management training to ensure that the staff are capable of
delivering the desired results. Whenever new behaviors or skills are
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 26
required to deliver on strategies, it means that the culture (how we do
things) will be affected.
Leader and employee behavior must change to reflect the new culture and
organizational structure to deliver on the business strategy to meet the
needs of the marketplace due to changing environmental forces. Changes
in behavior can include a different style of making decisions, frequency of
collaborative dialogue with staff and stakeholders, and tone in
communicating. In order for the culture to change, leaders must role
model the change they want to see and walk the talk for staff.
Leader and employee mindset is the collective set of beliefs, values,
assumptions which are the driving force for our behavior. The first step in
the change process is to become aware of what beliefs and assumptions
are driving behavior. Once we know what they are, we are more in control
of how we can choose to change our behavior.
“If you continue to think as you have always thought, then you will
continue to get what you have always got”. New information that is gained
from doing an environmental scan and a new understanding of the external
forces can lead to a shift in mindset. A shift in mindset can be a catalyst for
new ideas and new strategies to meet the organizational and business
imperatives.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 27
This shift is also what is required for staff to understand the compelling
reasons for change and to behave differently to support the new strategies
and achieve different results.
The most challenging struggles identified during change deal with leaders’
and team members’ need to develop awareness, ownership, and
responsibility for the internal drivers of change such as personal behaviors
and values. This is because organizations do not change; it is the people in
them that do. For sustained success and real change to happen, the change
must begin at the base, in the mindset and values of leaders and staff.
When mindsets change, new thinking and strategies emerge, making new
behaviors possible and sparking a rippling effect through the drivers of
change.
The second action in this step is to have a look at the culture. What are
(some of) the values, norms and behaviors that will need to change to meet
these business objectives? Or to put it another way: what are some of the
values, norms and behaviors that are needed to cope with and excel at these
new business objectives.
We have a new generation coming into the workforce. Their ways of
working and their skills are different from previous generations. These skills
are the ones that organizations need to capitalize on in order to meet their
business objectives. A perfect example is social media skills. The challenge in
bringing in the younger generation is their expectation of wanting to
collaborate and participate in decision making. There are different
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 28
expectations between these younger employees and the managers. These
differences in expectations will need to be taken into consideration together
with the leadership behaviors and the management behaviors that are
desired and the mindset changes that are needed to go along with them in
order to change those behaviors. When it comes to actually changing, the
change starts with the mindsets.
Getting feedback from different stakeholders after doing a
consultation, has the impact of changing the mindset of leaders and what
they value. Consulting different stakeholders provides new information that
has the impact of changing the way leaders see their stakeholders and the
business needs. This is the mindset change of management and leaders. With
this new mindset, it is easier to change behaviors because you understand
what needs to be changed and why these changes are necessary.
An example of the impact a stakeholder has on an organizational
leader would be: “I’m hearing from your clients that you’re doing a great job
delivering services to clients and especially the value of your educational
material.” You possibly hadn’t realized the impact of your materials prior to
hearing from your stakeholders. When you understand the value of your
product or service, you can see new opportunities for using that material to
achieve some of your strategic initiatives.
When you work change from the bottom up, by doing a stakeholder
analysis and an environmental scan, you can open up whole new areas,
competencies and strategies because you now have new knowledge that you
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 29
didn’t have before consulting with your internal and external stakeholders.
The power in doing this is the new information and new awareness that it
creates and the new value-added that the leaders have at their disposal to
be able to develop strategies built on these strengths and competencies that
you didn’t know existed.
Another element that surfaces when conducting an environmental
scan is learning how your organization operates. How effectively do you
share information and achieve organizational objectives, and what changes
are needed?
Reviewing stakeholder feedback with the leadership team creates
new awareness and strengthens team cohesion. Sharing, openness and
transparency is developed, as team members share their different
experiences and challenges. When people hear different perspectives from
leaders in different parts of the organization, it helps them recognize where
their areas of improvement are to work on together.
Building Trust The third action in the first step is having the leadership team work on
building trust. Building internal cohesion takes trustworthy leadership,
common values, and a community spirit.
There are twelve basic conditions that must be met to create a climate of
trust. These are shown in Figure 5 - the Trust Matrix provided by the Barrett
Values Centre. Teams must master all of these components in order to
create a high-performing team and a high-performing organization.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 30
Conducting a trust matrix assessment enables the team to understand their
strengths and areas for development.
If the leadership team is out of alignment with each other, the whole
organization will be at odds with itself, and cultural entropy will be high.
We have found that the biggest single success factor in building a high
performance organization is creating a cohesive leadership team. We have
also found this to be the factor that organizations struggle with the most.
Figure 5: Trust Matrix
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Intent
Caring: To look out for the well-being of the organization and all its employees.
Transparency: To be clear about the motivations that lie behind all decision making.
Openness: To be accepting and receptive to the ideas and opinions of all employees.
Integrity
Honesty: To be truthful and frank in all interpersonal communications.
Fairness: To act without bias, discrimination, or injustice towards all employees.
Authenticity: To be consistent and sincere in thought, word, and action at all times.
Capability
Skills: To accomplish professional tasks with ease, speed, and proficiency.
Knowledge: To be very familiar with and conversant in a specific topic or professional subject matter.
Experience: To accumulate practical knowledge through personal observation.
Results
Reputation: To be held in favorable esteem by bosses, peers, and subordinates.
Credibility: To consistently articulate ideas in a convincing and believable manner.
Performance: To discharge personal responsibilities with accomplishment and
excellence.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 32
Step I in a Nutshell Looking back at this step, we see that there are three actions to be
taken.
Action 1: The leadership team is brought together. It is important that
leaders from all parts of the organization participate. Once this is
accomplished, a stakeholder analysis is conducted followed by an
environmental scan. Leaders look for new business initiatives as a
result of the stakeholders’ feedback. Leaders need to get on the same
page and understand the compelling reasons for change.
Action 2: Take a look at the desired culture from the stakeholder
feedback. Note that this feedback can lead to new views on business
needs and a shift in mindsets and consciousness. The process creates
new awareness among the leadership team.
Action 3: Building trust. Connect, align, and build trust on the
leadership team. This is where the trust matrix assessment is
conducted, to measure the level of trust that leaders have in different
areas (strengths and areas for development are measured). It is
important to note that trust will lead to commitment.
In addition to these 3 actions and as part of each action it is necessary
to create and share a compelling change story—WHY do we need to change?
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 33
During this first step, a better understanding is developed for the
process involved in cultural transformation. Conversations on values,
behaviors and mindsets from the environmental scan create more
awareness and sensitivity to the benefits of mapping and measuring the
culture. Trust and confidence is built in the process of assessing
organizational culture and the value of engaging employees and
stakeholders.
All of these actions build leadership commitment and what it means to
transform and truly engage the organization.
To support the change process, it can be very beneficial to build
facilitative leadership skills. Unfortunately, the principles of being a
facilitative leader cannot be taught in this E-book. However, it is important
to learn how to design and lead focused conversations that encourages staff
to participate and share ideas. Using facilitative leader skills has long term
benefits on the results since it builds trust, unites teams and the
organization. United we stand, divided we fall. This is very true in
organizations that do not share common goals and shared values to achieve
these goals. To find out more about how to develop facilitative leadership
skills visit: www.CultureLeadershipGroup.com/leadershipskills
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 34
Step II – Baseline Measurement— Cultural Values
Assessments
Knowing ‘the how’ is an essential step before ‘doing'. Every shopper
does this instinctively. Before buying something we get information on a
series of properties of the item we want to get. The vendor and its quirks,
the quality of the product, the price, the types available, etc... Even
information on the shop assistance will often influence our choice. In other
words, we gather data in all sorts of situations, consciously or unconsciously.
This same principle of gathering knowledge before taking action applies to
organizations. The Barrett Values Centre Cultural Values Assessment (CVA)
is a tool for gathering data on the existing organizational culture.
The CVA provides data on the current culture of the organization. It
provides information to the leadership team and the organization on the
values that are important to people. Knowledge is a prerequisite to change.
What are those values and behaviors that are important to people, the
staff, employees and stakeholders? Which values enable them to bring their
full selves to work? As an organization preparing for cultural change, you
want to know what these values are, and more importantly, how they
influence your people. This is important because when your employees have
a set of values and the organization expects a different set of values, the
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 35
employee will not be able to live the values that are most important to them.
This can lead to disengagement and turnover.
One of the purposes of doing a CVA is to be able to create an
environment where people are able to bring their full selves to work. This
increases their personal motivation and performance. That’s what we are
looking for here: high performance that is values driven. Doing a values
assessment and finding out the values of people, is a valuable measurement
that will serve the leadership team. The resulting data will allow you to find
out what is important to people and their level of consciousness.
Seven Levels of Consciousness The Barrett Seven Levels of Consciousness model provides a
framework for mapping and measuring the values and behaviors that define
an organization’s culture. The model was inspired by Abraham Maslow’s
hierarchy of needs. In the model, the hierarchy of needs is transposed into
levels of consciousness.
Table 1 – Description of the Barrett 7 Levels of Consciousness
Level of
Consciousness
Personal
Actions and Needs
Organizational
Actions and Needs
Developmental Tasks
7. Service Giving selfless
service: Being
your purpose,
compassion,
humility,
forgiveness,
caring for
Creating long-term
sustainable future for
the organization by
caring for humanity
and preserving the
earth’s life support
systems.
Serving: Safeguarding
the well-being of the
planet and society for
future generations.
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humanity and the
planet.
6. Making a
Difference
Making a positive
difference in the
world: Reflecting
empathy, alliances,
intuition, mentoring
and a focus on well-
being.
Building the resilience
of the organization by
cooperating with
other organizations
and the local
communities in which
the organization
operates.
Collaborating:
Aligning with other
like-minded
organizations and
communities for
mutual benefit and
support.
5. Internal
Cohesion
Finding meaning
in existence:
Finding your
purpose,
integrity, honesty,
authenticity,
passion,
enthusiasm,
creativity, humor
and fun.
Enhancing the
capacity of the
organization for
collective action by
aligning employee
motivations around a
shared set of values
and an inspiring
vision.
Connecting: Creating
an internal cohesive,
high-trust culture that
enables the
organization to fulfil
its purpose.
4. Transformation Letting go of
fears: Finding
courage to grow
and develop,
adaptability,
continuous
renewal and
personal growth.
Increasing innovation
by giving employees a
voice in decision
making and making
them accountable for
their futures and the
overall success of the
organization.
Facilitating:
Empowering
employees to
participate in decision
making by giving
them freedom and
autonomy
3. Self-Esteem Feeling a sense of self-worth: Showing confidence,
competence, self-reliance.
Fear- I am not good enough, Leads to – need for
power, authority
Establishing
structures, policies
and procedures and
processes that create
order, support the
performance of the
organization and
enhance employee
pride.
Performing: Building
high-performance
systems and
processes that focus
on the efficient
running of the
organization.
2. Relationship Feeling protected
and loved:
Resolving conflicts
and building
Harmonizing:
Creating a sense of
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 37
Family, friendship,
loyalty, respect
Fear – I am not
loved enough
Leads to – Jealousy,
blame
harmonious
relationships that
create a sense of
loyalty among
employees and strong
connection to
customers.
belonging and mutual
respect among
employees and caring
for customers.
1. Survival Satisfying
physiological and
survival needs:
Health, security,
financial stability
Fear - I do not have
enough
Leads to – control,
domination and
caution
Creating financial
stability, profitability
and caring for the
health and safety of all
employees.
Surviving: Becoming
financially viable and
independent.
The levels of consciousness relate to the basic human needs that drive
our behavior. The first three levels of consciousness—survival, relationship,
and self-esteem—relate to physical and emotional needs. These needs show
up in behaviors that can lead to causes of entropy and reduce performance.
Fears at the survival level, such as not having enough money, no matter how
much they make, will drive behaviors of greed and control. Fears at the
relationship level are about feeling that they do not belong or are not
accepted enough, which drive behaviors of wanting to be liked and
dependence on others. Fears about performance and not being good enough
will drive behaviors to seek status, authority, and competition.
At the fourth level of consciousness, transformation, people begin to
seek who they truly are, freeing themselves of fears and beliefs from the first
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three levels. At the fourth level, people want to make their own choices and
develop their own voice; hence the power of facilitative leadership and its
ability to empower people who are ready to have their voices heard and
contribute to decisions that affect them.
The fifth, sixth, and seventh levels are Maslow’s level of self-
actualization. The model expands into three levels to give more definition to
peoples spiritual needs. At the fifth level, a person wants to identify and live
their purpose in life. They want to feel a sense of internal cohesion and lead
a values-driven life.
The sixth level is making a difference. A person wants to collaborate
with others who share similar values, mission, and vision. The seventh level
is about service, where a person finds fulfillment in a life of selfless service.
They operate with humility and compassion.
The seven levels of consciousness correspond to the needs that
motivate and drive human behavior. If humans are unable to meet a
particular need, their consciousness will remain at that level until the need
is met. When it is met, their consciousness moves to the next level of
development.
Elements of measurement with the CVA
Levels of Consciousness The first element of measurement with the Cultural Values
Assessment (CVA) is to find out at what level of consciousness the
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organization is functioning at this moment in time. When you see people’s
personal values and where they are on the seven levels of consciousness,
you can get an impression of the personality of the organization and what’s
important to people. What becomes obvious when doing values
assessments, is that most people today are growing and motivated by
transformation and continuous improvement at Level 4. They are reaching
that level where their personal basic needs have been met. They are
financially secure, are surrounded by healthy relationships, their self-worth
and their self-esteem are supported by the necessary education and the skills
they need to do their jobs. People are now at the stage where they are
transforming, growing and developing. They are now looking for shared
vision, shared values, and trust. These are values that show up on Level 5 of
the Barrett Seven Levels of Consciousness model.
Misalignment and Entropy When comparing personal values of individuals to the current cultural
values of an organization, and you see there is a big difference in alignment,
this difference is called “misalignment” between the organization and its
employees. What often shows up on assessments are limiting organizational
values at levels 1-3 such as control, greed, manipulation, silo mentality,
internal competition, hierarchy and bureaucracy. These limiting values
influence productivity and performance, and show up in increased levels of
stress, burn out and turn-over.
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The focus for organizations over the past 30 years has been on
performance, systems and processes causing them to function efficiently and
effectively.
What is happening today because of the emergence of social media,
the younger generation moving into organizations want to work with
different values such as collaboration, teamwork and trust, active
engagement in decision making and recognition for their work, which are
Levels 4 - 6. This is in contrast to where organizations are operating today,
which is more on Levels 1, 2 and 3 – with a focus on profit, client satisfaction
and systems and processes. This is causing high levels of misalignment
leading to disengagement. This, in turn, creates challenges in retaining top
talent because of the misalignment.
The limiting values that show up at Levels 1, 2 and 3 of the
consciousness model are behaviors and values such as bureaucracy,
hierarchy, control, manipulation, blame and greed. These are values that are
causing high levels of entropy which translates into low employee
engagement. The reason why they translate into low levels of employee
engagement is because these values actually create frustration and loss of
productivity.
If you are in an organization and have to constantly deal with
bureaucracy and the overhead that bureaucracy forces on the work that you
do, it drains your personal energy leading to lower performance. The impact
that values such as control and greed, manipulation and blame have on
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 41
employees is that they don’t feel that they have a sense of autonomy in
making decisions over things that affect them. This leads to feeling
disempowered, and with that feeling of disempowerment comes
disengagement.
Current Cultural Values of the Organization The second element of the measurement is finding out what the
current values of the organization are. The importance of this element of the
measurement is that it gives you the tool to measure the (mis)alignment
between values of the organization and values of the employees. This
measurement also gives you the tool to measure (mis)alignment between
values of the organization and values of the leaders, by requesting
demographic reports. It is interesting to notice that even the values of the
leaders can be misaligned when compared to the values of the organization.
Becoming conscious of this misalignment leads to understanding the source
of disempowerment and disengagement. It also leads to finding new reasons
and ways for cooperation, engagement and empowerment.
Desired Cultural Values The third element of the cultural values assessment is to envision the
desired culture. Desired values are those that the employees and
stakeholders would like to see in the organization. They are the way forward
and the antidote to the current cultural entropy causing frustration and
disengagement. Desired values will guide the implementation of strategic
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 42
initiatives and create a more sustainable future. The organization will be
higher performing, more engaged and more empowered.
Cultural Values Assessment Reports The information and reports that the leadership team and the
organization receives from doing a cultural values assessment can be broken
down by demographics. These demographics can include branch, region and
management level or employee classification. It is any dimension that makes
sense and relates to the way your organization is structured, or where you
think there might be challenges and issues with performance.
Receiving the data and reviewing the data as a leadership team first,
gives the leadership team the opportunity to develop an understanding of
what’s going on in the culture and how to engage staff.
During the debrief meeting, the team works slowly through the results
to find out what’s important personally to the leaders and to the people in
the organization. Time is spent exploring the limiting values, understanding
what is happening with the potentially limiting values, and evaluating how
they might be impacting performance. The last step is to evaluate the desired
cultural values in order to find out where focus and attention might have the
greatest impact to move the organization forward towards their desired
mission and vision.
Leadership Team Individual Values Assessments Prior to or at the same time as doing a cultural values assessment, the
leadership team members can participate in an Individual Values Assessment
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(IVA). The importance of the IVA for the leaders is to understand how their
personal values relate to the performance of the organization. Personal
values influence leadership behavior which in turn influence management
behavior. Becoming conscious of personal values will allow leaders to
perceive possible misalignment with the organization’s values and with the
values of employees.
Before bringing the leadership team together to review the results of
the cultural values assessment, one-on-one coaching sessions with leaders
can take place to review their personal IVA. The IVA provides them with
information on the values that they selected and an individual report. During
the one-on-one coaching session, leaders benefit by gaining a deeper
understanding of the Seven Levels of Consciousness model and the impact
that values have on the performance of the organization.
The Business Needs Scorecard So far we’ve talked about the Cultural Values Assessment Report. A
second type of report that is provided to the leaders is the Business Needs
Scorecard (BNS). The BNS provides a different business view of the current
and the desired cultural values to help guide the organizational strategy for
long term success.
There are six areas of business needs on the score card including:
finance, fitness, external stakeholder relations, evolution, societal
contribution and culture. The area of culture is further broken down into
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three sub sections: trust and engagement, direction and communication and
supportive environment.
While the seven levels of consciousness model looks at values from a
cultural perspective, the business needs score card places the values in a
business context.
It is important to examine the different areas of the business needs
score card. The first area mentioned is finance. Finance looks at the
economic health of an organization and the financial growth with values and
behaviors that have a direct impact on growth, the bottom line and the
invested interest. The fitness area of the business needs score card focuses
on performance, systems and processes. Values and behavior have a direct
impact on performance, quality and the effective delivery of products and
services. External stakeholder relations highlights the relationship with
customers and other external stakeholders. This area includes values and
behaviors that have a direct impact on the relationship with customers, the
market, suppliers and other strategic partners. Evolution covers innovation,
group development and learning. Values and behaviors represented here
have a direct impact on the development of people, processes, products and
services and the ways of thinking. Societal contribution indicates an
emphasis on social and environmental responsibility. Values and behaviors
appearing in this area have a direct impact on the relationship with the
organization to the local community and society. Culture pertains to
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employee fulfillment and group cohesion. It describes how collaboratively
and collectively they are able to work together.
The area of culture is broken down into three subsections. The first
subsection is trust and engagement. It relates to employees feeling
empowered and able to contribute. It includes values and behaviors that
bring people together, build mutual confidence and encourage employees to
participate. Direction and communication is the second subsection focused
on decision making and how people communicate. It includes values and
behaviors that guide decision making and express how people communicate
and exchange information with each other. The third subsection, Supportive
Environment, concerns employees feeling cared for and treated fairly.
Values and behaviors in this area have a direct impact on how people are
treated and looked after within the organization.
Earlier we discussed the need for reviewing the cultural values
assessment data together with the team leaders. One of the outcomes of
reviewing these data reports together as a leadership team is to develop
strategies to determine how the values assessment is going to be debriefed
with the teams, staff and stakeholders of the organization. It is imperative
that the CVA results be debriefed with staff. They need to feel part of the
change process. If they aren’t included as part of the change process, then
the change will happen without their full engagement and empowerment.
This can have a negative impact on the cultural transformation, because
transformation is an internal experience that begins by shifting mindsets and
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 46
values. The best way to enable this kind of transformation is to engage staff
in reviewing the data about their culture so that they can understand and
explore the challenges with the current culture. If staff and stakeholders do
not have an opportunity to review the data, and to explore the meaning of
the data, and instead leaders tell them what they want to change, the level
of engagement is significantly lower.
Imagine you are in a relationship and both of you recognize change is
needed. Potentially there is a value or behavior that is not supporting the
relationship. For example I, as your partner, make a simple request such as:
“I’d like you to change the change the way you are treating me”. If the
partner has not been involved in a conversation to understand why the
request is being made, what will happen in nine out of ten cases is that the
request will be ignored and the behavior will not change.
To change the outcome in this example:
1. Take the time to sit with your partner and discuss the situation and
what is happening.
2. Together explore all the different circumstances around the
particular value and behavior that you are finding challenging. You
share with your partner what those challenges are, the effect that
they have on you.
3. Engage your partner in coming up with a solution.
4. Agree on consequences if the change in behavior does not happen.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 47
This kind of conversation will have a very different kind of outcome,
because you are analyzing the situation together. You are sharing and
each person has an opportunity to understand, question and
appreciate the impact that the value and the behavior has on the other
person. There is a level of respect, internal cohesion and trust that is
created when you are able to share your inner feelings with each
other. Similar results happen in a group situation with facilitative
leadership, when the leader brings people together and guides the
conversation. The outcome results in deeper understanding, a sense
of internal cohesion and a commitment to reach decisions within the
team.
There is no substitute for engaging people in conversations that
develop new awareness and new levels of conscious thinking. The only way
that change happens effectively is when you develop new levels of
consciousness and new levels of thinking that help people to come up with
solutions to existing problems.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 48
You cannot solve problems with the same level of thinking that
created them. Something needs to change in the level of thinking and
consciousness before new solutions to existing problems can be created.
These are the benefits that are achieved by a leadership team and a
whole organization when you debrief the results with the people who
participated in the cultural values assessment. Those who participated bring
meaning and understanding to the words and the values that were selected.
Without the participation of staff, the leadership team will be interpreting
which might lead to an improper interpretation of the values selected.
Walk the Talk Something else that debriefing the data provides is guidance for the
development of programs for personal alignment of the leadership team and
managers. It helps to answer the question of what it will mean to “walk the
talk”. Debriefing together helps to develop compelling reasons for change
and awareness for new levels of consciousness the organization is looking for
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 49
from its leadership and management. In other words, it helps them to find
out what new ways of working together would help them create the desired
culture that they are looking for. It also creates group cohesion. As teams
debrief together, they build stronger relationships with deeper respect for
each other, their communication skills mature and they begin to develop
trust in each other by sharing knowledge and experience. They identify the
changes that are necessary in the systems and processes to achieve
structural alignment and address the challenges of the entropy and limiting
values that are causing a loss in productivity and performance.
Another benefit of debriefing the CVA is identifying the key
performance indicators for values management. These are the values,
behaviors and action plans you are going to want to put in your values
program and give to managers to put in their performance plans. They are
the behaviors and values that you’re going to want to be monitoring. When
you put values and identify key performance indicators in a values program,
leaders and the managers take the cultural transformation initiative more
seriously. When culture change is tied to bonuses and rewards, and is
directly connected to actions that they need to see each other do, there is
an added incentive for being accountable and responsible.
Consult and Engage Stakeholders There are various ways to consult and engage stakeholders after
conducting the Cultural Values Assessment. Critical to the consultation
process is the level of participation and collaboration that is designed into
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the process. This type of engagement is very powerful when people want
their voices to be heard. Stakeholders offer new ideas and suggestions for
improvement. These are grassroots ideas that have an impact on all
stakeholders.
The benefit of holding engagement consultations is the information that
is shared and heard by everyone. This new information has the power of
shifting people’s mindsets, values and beliefs.
With new awareness comes new levels of consciousness that can lead to
new strategies and ways of working together to solve problems and meet
goals. Another advantage of conducting the CVA with stakeholders is that it
is an engaging processes that builds relationships. When leaders are open to
hearing both positive and negative feedback from the stakeholders, it
demonstrates vulnerability that builds respect and trust in the stakeholder
relationship. Leaders show they can be trusted when they do not shoot the
messenger and there aren’t any negative repercussions for speaking truth to
power.
What really builds commitment and responsibility for actions and the
strategies to follow is when people share their ideas. This process develops
greater awareness for the power of values when they are used in decision
making. People gain strength and confidence when they see the benefits and
impact that becoming a values-based leader can have.
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Values, concrete behaviors and actions give leaders the courage to
change and lead in new ways. With success comes more courage and more
strength to try new things. Having dialogue with all of the stakeholders
creates new awareness and levels of consciousness that leads to new ideas
and strategies for achieving the strategic initiatives.
Step II in a Nutshell In step II we worked on the Cultural Values Assessment (CVA). Why is
a CVA important? The CVA provides data on the current culture of the
organization. It provides information to the leadership team and the
organization on the values that are important to people. Awareness and
information are a prerequisite to change.
The CVA is a tool to map, measure and manage the current values and
behaviors of the organization. At the same time, it’s a tool to help
envision the desired culture.
o Desired values are those that employees and stakeholders
would like to see in the organization, giving you the antidote to
organizational entropy.
Using this tool, you’ll be able to determine misalignment between the
personal values of your employees and the current values of the
organization. It is important to remember that: misalignment
increases stress, burn-out and turn-over.
The CVA is a tool to help create an environment where people can
bring their full selves to work.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 52
The CVA leads to an increase in values-driven performance.
It can help determine the level of consciousness of people within the
organization, and the level of consciousness that the organization is
functioning at.
o The Barrett Seven Levels of Consciousness model provides a
framework for mapping and measuring the values and
behaviors that define the organizations’ culture.
The CVA is a tool used to consult and engage stakeholders.
It identifies opportunities and obstacles to cultural change.
It also identifies key performance indicators for values management
such as building trust and leadership development.
Actions that are typically taken in this step are:
The performance of individual values assessments with the leadership
team.
Debriefing of the individual values assessment results with the leaders
at a one-on-one level.
The conducting of an organization wide CVA. This includes
demographics such as:
o Region
o Position
o Business unit.
It includes stakeholders as an option in the CVA.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 53
There is a debrief the CVA with the leadership team and subsequently
with staff and stakeholders. This will provide guidance in the
development of programs for:
o Personal alignment
o Structural alignment
o Values alignment
o Mission alignment.
Having discussed this second step in detail, it is now time to turn to step
III, revisiting the mission and vision of the organization.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 54
Step III – Revisit Mission and Vision of the Organization
When raising a family, just stating a house rule once won’t cut it. This
is especially true in the case of children. It is important to keep talking to
them, not just telling them what to do and how to do it, but also listening to
their needs and wants. Giving the kids a chance to express themselves helps
them in growing their own personality. Parents usually do this instinctively.
They also usually reevaluate the behaviors of their children and their own
values and behaviors within the household. Why would it be any different
within an organization?
Step I was about building the leadership team. In Step II we talked
about creating a baseline measurement with the cultural values assessment.
These were necessary first steps in the process of changing the culture. Once
the data is gathered, it is time for the next step in the process.
After you’ve conducted the values assessment you need to revisit the
mission and vision. Revisiting the mission and vision will give you the needed
direction to the change process. It is necessary to revisit the mission and
vision statements to ensure that they are still relevant and inspiring to the
leadership team, managers and staff. This part of the process will provide the
organization with the insight about how well you are connecting with the
personal motivations of staff and all stakeholders. It provides additional
insight on the level of engagement. This part of the process is more
important if you don’t have the needed level of engagement to be successful.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 55
It enables you to reflect on the data gathered during the stakeholder
consultations to create strategies and an action plan.
Mission Alignment Revisiting the mission and vision enables you to formulate the
necessary changes in terms of the detected misalignments and the preferred
new values and behaviors.
Remember: Mission alignment is alignment between the employee’s
sense of purpose, role and responsibilities, and the purpose of the
organization. Achieving mission alignment means employees will value the work they do, be engaged and committed, understand how their work
supports the vision and mission, and know where the organization is headed.
Mission Statements Revisiting the mission and comparing it to the data gathered with the
analysis of the Cultural Values Assessment will provide you with the
necessary tools to formulate statements that will be presented to internal
and external stakeholders after this process. The benefits of formulating and
presenting these statements are that they can be used in the mission
program. They support mission alignment going forward as well as all
engagement communications around the compelling reasons for change.
These statements will also connect to the core business purpose of the
organization. Revisiting the mission and vision of the organization will ensure
that they are still relevant and inspiring to the leadership team, managers
and staff.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 56
Core Business Purpose The first action in revisiting the mission and vision is understanding the
core motivations of the leadership team. By doing this, people begin to
understand what their personal motivations are and how they connect to the
mission and vision. Awareness or consciousness of your own motivation will
allow you to value the motivations of others. In this case, awareness of your
own motivations will allow you to understand your own position compared
to the mission and vision of the organization. This awareness will reinforce
the group cohesion of the leadership team, and increase the self-awareness.
Define and Develop Agreement on the Core Business After exploring the core motivation of leaders, the group discussion
focuses on identifying the core business of the organization. This is a group
discussion where agreement on the core business of the organization is
defined and developed. This is an essential part in developing mission
alignment. Agreement on the core business will pave the way for generating
the statements that the leadership team will create and present to the
organization and its stakeholders.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 57
Internal and External Mission and Vision Statements
Figure 6 – 4 Why’s Process
The third action is to first look at the internal mission and vision of the
team for the organization, and then at the external mission and vision of the
organization.
The internal mission statement should answer the question: “How is
the organization going to grow and develop internally?” Answering this
question helps the leadership team and staff recognize they are an integral
part of the organization. It also helps them realize what will be needed
internally to motivate the organization.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 58
The fourth action is to look at their reason for existence. The reason
for existence of any group will depend on its long term goal, and on whether
or not that goal has a purpose in the broader clientele and societal
perspective. The answer to this question will provide the leadership team
and the organization with the insight to create an internal vision of what the
organization will look like in three to five years. The leadership team answers
the question: “What do you want the organization to look like in the long
run? How do you want it to grow?” And “where do you want it to be in three
to five years?”
The fifth action is to look at the external mission and at what the
organization does for its external customers. What is the purpose of the
organization and how does it serve its customers? At this point, the result of
the stakeholder analysis is helpful. As stated before, consulting stakeholders
on their perspective of the desired services or products of the organization
will provide you with insight into the desired direction.
The sixth action is to create an external vision of the impact that the
organization wants to have on its clients and on society as a whole. How your
clients will - and how society will - look at your organization and at the
products and services that you are providing.
Step III in a Nutshell The title of this step, revisiting the mission and vision, may make the step
look like a simple one. But first looks can be deceiving. There are at least six
actions that will have to be taken to complete this step. Each action consists
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of one or more parts. What revisiting the mission and vision will help you
achieve is:
• Give direction to the change process.
• Identify the core motivations of the leadership team.
• Define and develop agreement on the core business of the
organization.
Revisiting the mission and vision statements will help you to:
• Ensure that they are still relevant and inspiring to the leadership
team, managers and staff.
Revisiting the mission and vision will allow you to:
Create an internal mission of how the organization is going to grow
and develop internally.
Create an internal vision of what the organization will look like in
three to five years.
Create an external mission of what the organization does for its
customers.
Create an external vision of the impact that the organization wants to
have on society.
Actions that are typically taken in this step are:
Understanding of the core motivations of the leadership team.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 60
Identifying the core business of the organization.
Examining the internal mission and vision
Examining the external mission and vision
• The reason for existence of the group and organization.
• The impact that the organization wants to have on its clients
and on society as a whole.
Having considered the need to revisit the mission and vision of the
organization and defined the necessary actions in this step, it is now time to
turn to Step IV, which is defining core values and behaviors that will support
the strategic mission and vision.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 61
Step IV – Select Core Values and Behaviors
A new car is a family asset, but at the same time, in most cases, the
new car is more like the Holy Grail for the husband in a marriage. So the
action of buying a new car can be somewhat like a dance. On the one hand,
the necessities of the home are put on the scale. On the other hand, the
power, look, feel and personality that the car represents are going to be put
in the balance. Characteristics like parking space necessary for this specific
vehicle, color and others will probably be deemed secondary or supporting
values. These are the values that will be the input of discussion while
choosing a new car. There are both core values and supporting values. At the
same time, there will be things that family members don’t want to see in
their new car. Aspects that will obstruct the core and supporting values. For
example, excessive consumption of fuel. These are the obstructing values. In
organizations, similar discussions will have to take place with respect to core
values and secondary values while preparing for cultural change.
Guidelines in Selecting Core Values There are several important guidelines in the process of selecting core
values and behaviors that will support the strategic mission and vision.
The first guideline is to select values that will identify acceptable and
unacceptable behaviors. You could choose, for example, values that will
show your company’s competence, and at the same time show the clients
that you are approachable. For the client, these values will be clear and
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readily recognizable. When you have the core values you want for your
organization, you must also try to envision the negative values that could
obstruct these positive values. Aggressiveness towards the clients could be
one such impeding value. Control of the situation could be another one,
especially if your employees can find ways to appreciate the input of the
client. So in selecting the core values for your organization you must take
into account: 1. core values, 2. supporting values and 3. obstructing values.
These values will lead to the desired behavior when properly implemented
and carefully monitored.
Select the values and behaviors that will mean the most to support the
mission and vision and working together to achieve your goals. Identify how
you will know when you are living the values and when you are not.
A great tip for defining the values and behaviors is to make sure to
write the behavior statements in such a way that they can be easily used in
some form of performance monitoring process.
The second guideline in selecting core values is that you want to use
values that will support the organization and the strategies in creating the
future that you want to experience. The chosen core values will represent
the mission and vision of the organization. This is where the stakeholder
views are important. The stakeholder analysis would have given you the
perspective of the stakeholders on your product and on the way your
company presents its product to the public.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 63
The third guideline in defining core values for your organization is the
direction or indication of the direction you got from revisiting the mission
and vision. The cultural values assessment that the organization completed
will also provide key values. The values that you choose should provide
direction in decision making for the organization over the next three to five
years. These are the behaviors and values that you are aspiring to and will
support you in achieving your mission and vision.
Once you’ve selected the values, the behaviors for each value that will
support the value need to be identified. The behavior statements should be
written in a way that can be used in a performance monitoring process.
Formulating the behavior statements this way will provide support for the
key performance indicators implemented in the values program,
management performance systems, and/or leadership development
programs. For example: if Trust were chosen as one of your values, the
behavior statements could be:
• Trust is open and candid in all relationships.
• Trust will inspire cooperation with colleagues to achieve common
goals.
• Trust inspires commitment through living the values.
Step IV in a Nutshell The principal action taken in this step is defining values and
corresponding behaviors to support the mission, vision, strategies and action
plans of the organization. It is important to define the core values of the
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 64
organization, supporting values and possible obstructing values. Core values
will provide guidelines for acceptable behavior.
Write the behavior statements in such a way that they can be easily used
in some form of performance monitoring process. In short:
• Select values that will:
o Provide guidelines for acceptable and unacceptable behaviors.
o Support the organization in creating the future it wants to
experience.
o Provide direction in decision making.
• Identify the behaviors that support the chosen values.
• Write behavior statements in a way that they can be used in a
performance monitoring process.
• Select the values and behaviors that will mean the most to support
the mission and vision and in working together to achieve your goals.
• Identify how you will know when you are living the values and when
you are not.
This wraps up the step of defining values and behaviors for the
organization. It is time to move to Step V.
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Step V – Develop Compelling Reasons for Change
There are some times where the argument: “My house is old, I need
another one!” could work. But in most instances, there is an underlying,
compelling reason for a family to change dwelling places. For some, the
compelling reason is that one or both partners found a job in another area.
For others, it will be that the home is getting to be too small for the growing
family. The clue to this necessity is that the family knows and understands
the reasons why this change is necessary.
In organizations there must be a clear understanding why the
organization is embarking on change. People need to be given emotional as
well as intellectual reasons for change. This is because resistance to change
is a natural human reaction that is very strong. People are tied to old ways
of doing things because that is what they are comfortable with. Their ego is
tied to the achievements of the past, the knowledge of the craft and the
certainty of their success. When you ask people to change, it takes them into
a space of unknowing and uncertainty which is not a very comfortable place
for many people.
Finding compelling reasons for change will put the organization in a
position to take advantage of future opportunities and to build long term
resilience and sustainability. Knowing why you are changing gives people
strength. Resilience is knowing what you are doing and why you are doing it.
You want to connect these reasons to people’s motivational values. For
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instance: knowing change is necessary because it is going to help save jobs.
This will give people an incentive because they don’t want to lose their
relationships.
A compelling reason for change might be to take advantage of new
opportunities in the marketplace. New opportunities will compel you to
change the way that you do things to take advantage of these market
changes. That will be motivating for people who like to manage resources
and go after new opportunities. However, for people who do not like change,
it will cause internal resistance.
Another compelling reason for change is the environment. For
example, people who are principled and like to do the right thing, a
compelling reason for them might be taking care of the environment is the
right thing to do at this moment. This could be the case when waste removal
is a concern.
The results of the cultural values assessment provide significant input
into identifying the compelling reasons for change. This can include the
entropy score, the limiting values, and the impact that those limiting values
are having on people’s performance and engagement. Many of the
compelling reasons for change will be related to what people have to say
about the limiting values, and how they would like the organization to
operate.
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The purpose in understanding the compelling reasons for change is to
unite everybody behind the organizational change process. You want people
to be going in the same direction and feeling positive about the change.
Commitment and alignment happen when people understand they’re
aligned, going in the same direction and moving towards the same goal. It
means that they are using the same change processes and understand the
compelling reasons for change. When people are united around the
company’s efforts for change, it is easier for the leaders to manage rather
than having to fight resistance to change, which is draining on their energy.
Having that positive energy moving forward, where everybody is committed
to supporting the change together makes it much easier for leaders to
manage.
The reasons for change must be grounded in reality and driven by realistic
optimism for a better future. This is the importance of having an inspiring
vision. It gives people optimism. If you have an inspiring vision that connects
to people’s personal motivational values, and it is grounded in reality, it will
be energizing and increase performance.
Step V in a Nutshell
The action in this step is to formulate the compelling reasons for change.
These compelling reasons for change position the company to take
advantage of future opportunities and to build long-term resilience and
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 68
sustainability. The results of the cultural values assessment provide
significant input into the compelling reasons for change. The purpose is to
unite everyone behind the whole-system change process.
The reasons must be grounded in reality and driven by realistic optimism
for a better future. Whenever you introduce change, people will want to
know why they are being asked to change.
Let people know what will be expected of them going forward. Create a
story that will help people see themselves in the new image of the future,
with the new values, behaviors and actions being carried out.
Share with staff how these changes are going to be able to help you to
remain adaptable and resilient, better able to meet the demands in the
market, and changes in society.
As you can see, the preparation phase is much more than just a few
words. It is a group of actions taken to prepare the organization for the
necessary changes to ensure a sustainable future for your company. It is only
after this thorough preparation phase that you can implement a whole
system change strategy. The steps involved in the implementation phase will
be discussed below.
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Phase II — Implementation Phase – Whole-System
Change
Figure 7: Whole-System Change - Implementation Phase
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Step VI – Personal Alignment of the Leadership Team
and Management
The sixth step in the process of cultural change is to develop personal
alignment of the leadership team and management. In the preparation
phase, we talked mainly about the gathering of information and the selection
of organizational values, desired behaviors and mission statements. In this
phase, we are going to address the implementation effort. We have to start
with those responsible for leading the changes which is the leadership team
and management. This is the toughest and probably the most important part
of the whole change process. How do you ensure that the leaders “walk the
talk?”
There is nothing worse than doing all the preparation work for culture
change and then when it comes to implementation (which is 95% of the
work), the role models for change refuse to do the personal development
work needed and commit to change by modeling the new behaviors, values
and mindsets. Two respectful ways of committing to personal alignment are
through self-development programs and coaching.
Leadership and Culture The culture of an organization, or any group of individuals that share
a common identity, is a reflection of the values and beliefs of the leaders.
Who you are as a leader—the values you embrace, and the beliefs you
hold— is automatically transmitted to the group through your words,
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 71
behaviors and actions. This is why organizational transformation begins with
the personal transformation of the leaders. If the leaders don’t change, the
culture won’t change.
Full Spectrum Leadership Leading yourself, and leading others is not the same thing. You must
be able to lead yourself before you can effectively lead others. Leading an
organization is even more demanding and requires an additional set of
competencies and skills than leading yourself and leading others.
Full spectrum leaders display all the attributes of the Seven Levels of
Leadership Consciousness. They master:
• Survival consciousness by creating an environment of financial
security and physical safety for themselves and those in their charge.
• Relationship consciousness through learning to communicate openly,
and by creating a culture of caring and belonging that engenders
employee and customer loyalty.
• Self-esteem consciousness by measuring and monitoring progress
towards the organization’s goals, and keeping the organization
focused on quality, excellence and continuous improvement, such that
employees feel a sense of pride in the organization’s performance, and
can pursue their professional growth.
• Transformation consciousness by becoming responsible and
accountable for their actions, learning to delegate appropriately,
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empowering their executives and managers, and encouraging them to
pursue their personal growth.
• Internal cohesion consciousness by finding a personal sense of
purpose/mission to their lives; creating a vision of the future that is a
source of inspiration for everyone in the organization; and
engendering a climate of trust.
• External cohesion consciousness by actualizing their own sense of
purpose through collaboration with external partners in strategic
alliances, and enabling their employees, managers and executives to
do the same.
• Service consciousness by aligning the needs of the organization with
the needs of humanity and the planet and performing acts of self-less
service with humility and compassion that support their employees,
managers, and executives in doing the same.
Figure 8: Full Spectrum Leadership
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Building Internal Cohesion and Trust in a Leadership Team Internal cohesion begins with the leadership team. If the leadership
team is out of alignment with each other, the whole organization will be at
odds with itself, and cultural entropy will be high.
The biggest single success factor in building a high performance
organization is creating a cohesive leadership team. This has been found to
be the factor that organizations struggle with the most.
There are three qualities that stand out from all others associated with
internally cohesive leadership teams – a shared vision, shared values, and a
culture of trust.
• The shared vision ensures that everyone is heading for the same
destination.
• The shared values ensure that everyone is making decisions that send
a consistent message to the organization about what is important.
• The culture of trust is essential. It increases agility and speed in
decision-making, and it builds unity in the team. Trust fosters
accountability, empowerment, and distributed decision-making, and
is fundamental in building strong relationships with all stakeholders.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 74
Personal Alignment Programs
Transformational Leadership for Excellence - the TLEX program The TLEX program provides tools and techniques for leaders,
managers and staff to help reduce stress, increase physical and emotional
well-being, provide greater mental clarity and focus, increase team internal
cohesion and to achieve an inspiring vision.
Figure 9: The TLEX Model of Change
Organizations don't change, it is the people in them who do. Many
companies move quickly from setting their performance objectives to
implementing a suite of change initiatives. Whether it is a new growth
strategy or business-unit structure, the integration of a recent acquisition or
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 75
the rollout of a new operational improvement effort, organizational focus is
on altering systems and structures, and on creating new policies and
processes.
McKinsey research and client experience suggest that half of all efforts
to transform organizational performance fail either because senior
managers don't act as role models for change or because people in the
organization defend the status quo. In other words, despite the stated
change goals, people on the ground tend to behave as they did before. The
same McKinsey research also indicates that if companies can identify and
address pervasive mindsets at the outset, they are four times more likely to
succeed in organizational change efforts than are companies that overlook
this stage.
Leaders make vital decisions and point the way to the future, so they
need to consider their positions and responsibility carefully. But as Albert
Einstein famously said, "Problems cannot be solved with the same level of
thinking that created them."
Great innovative strength and leadership skills are the key to
producing solutions that really work in today's environment. Decision-
makers around the world must be ready to jettison outmoded ways of
thinking and create space for new ways of doing things. They must be able
to think globally and be willing to bring about fundamental change both
within their own sphere of influence and beyond it.
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If it is proven to be so vital to be able to adapt to the transforming
world, and therefore transform oneself and the people we work with, the
key is to understand one’s own mind better. TLEX research has shown, that
the key for creativity, adaptive leadership and resilience is the ability of one's
mind to be in the present moment- even under great stress - a state which
cannot be achieved by pure willpower. Research shows that the human brain
is not made to do two things at once. Rather than multitasking, which would
imply performing two tasks simultaneously, humans switch rapidly from one
task to another, creating the illusion of performing two tasks at once.
Therefore, multitasking drastically reduces effectiveness. The highest levels
of performance and creativity, however, arise in a state of total focus and
alertness.
When people begin to let go of stress, they can begin taking
responsibility for more things around them. Shifts take place. People let go
of behaviors that aren’t healthy and start looking after themselves. They
recognize that being healthier and happier helps to improve the work
environment. They also develop greater awareness. They perceive more in
terms of what’s important to people and what’s important to their staff.
With this greater awareness and the way their thinking shifts and improves,
the manner in which they express themselves and how they manage also
improves.
The goal of the TLEX program is connection and creating a sense of
belongingness on the team. It is very helpful for increasing self-mastery and
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 77
connectedness, shifting the leadership paradigm and enabling leaders to
understand their power. It empowers leaders to transform personal
excellence into organizational excellence.
The Leadership Values Assessment The Leadership Values Assessment and Leadership Development
Report are leadership development programs for self-assessment and
getting feedback on your strengths and areas for improvement. Self-
awareness of your strengths and areas for development are helpful in
changing your behavior and aligning it with what the team and organization
need. Transformation happens when we receive new information and
understand what needs to change and why. It can lead to new mindsets and
values. This inner transformation then leads to outer transformation in new
behaviors.
Personal alignment is the development of self-awareness through
alignment programs to support self-actualization and self-mastery of leaders
and managers. Leaders need to know themselves and understand their core
motivations. Leaders only grow and develop when they get regular feedback.
The Leadership Values Assessment (LVA) is key in providing leaders
with this necessary self-awareness for personal transformation, and an
understanding of the actions a leader needs to take in order to realize his or
her full potential. The LVA compares a leader’s perception of his or her
operating style with the perception of their superiors, peers and
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subordinates. Emphasis is placed on a leader’s strengths, areas for
improvement, and opportunities for growth.
The LVA reveals the extent to which a leader’s behaviors help or hinder
the performance of the organization, and to what extent fear influences
decision-making. The LVA also measures the personal entropy and
authenticity of a leader.
Demographic categories, such as Boss, Peer, and Team member, may
be added to an assessment in order to view responses by the relationship to
the leader.
The Leadership Development Report A second tool that is employed in the process of developing leadership
personal alignment is the leadership development report. This is different
from the values assessment in that it has 26 different competencies that the
leader or manager is assessed on. The report is a concrete way for assessors
to evaluate a leader by identifying one of four different levels of proficiency
for each competency. When the report is returned to the individual leader,
they can see how they rated themselves and how their assessors rated them.
It’s a helpful, self-directed development tool to refer back to after the
coaching session.
Both leaders and assessors are asked to rate the leader against 26
competencies/ behaviors by choosing if they are 'an existing strength',
'needs some development', 'needs significant development', or if it is 'not
relevant to role'. The competencies are:
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Places appropriate emphasis on financial performance
Applies caution and control in appropriate measure
Is accessible and supportive of others
Uses effective communication skills
Maintains a focus on customers/stakeholder needs where
appropriate
Shows drive and determination
Brings experience/knowledge to his/her role
Maintains strong visibility in the organization
Promotes order, efficiency and quality
Demonstrates adaptability and is open to the ideas of others
Learns and grows from experiences
Encourages accountability through empowerment
Continuously seeks to innovate processes, practices and deliverables
Thinks strategically and provides clear goals
Demonstrates and supports teamwork
Offers constructive, regular feedback to support employee
development
Demonstrates and supports a healthy work/life balance
Displays dedication and communicates a clear vision
Shows enthusiasm and maintains a positive attitude
Displays authenticity and works to build mutual trust
Demonstrates patience
Displays empathy and cooperation
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Works to ensure employee fulfilment
Serves as a coach/mentor to others
Shows compassion for others
Demonstrates an ability to handle complexity
The SDI© Suite of Tools (Strength Deployment Inventory) Working together productively doesn’t come naturally to everyone.
Fortunately, there are ways to improve interactions among individuals to
support organizational renewal and leadership development. The quality of
the relationships among members of an organization can have an impact on
its performance: people collaborate more effectively when they understand
themselves and others better, and when they recognize and value each
other’s strengths.
Building effective relationships, transforming conflict, and generating
better results is an integral part of the mindset and behavior of leaders aimed
at transforming the organization’s culture. SDI® is a suite of tools based on
Relationship Awareness®. It consists of a series of instruments that focuses
on emphasizing people’s strengths, and suggests how those strengths may
be used to improve work relationships.
Relationship Awareness training develops awareness of motivational
values and leadership skills in the area of conflict resolution. Managers learn
the motivational values of their people when things are working well and
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when they are in conflict. They become aware of what happens when those
values are stepped on or ignored. This enables managers to understand
better how to anticipate, prevent, manage, resolve, and identify the reasons
why people go into conflict. For this reason, managers find the SDI a very
powerful tool.
Whether you need to manage talent to attract, engage or retain the
best, or want to build leadership skills for better work relationships, the SDI®
suite of tools can meet your business needs. Alone or in combination with
other Relationship Awareness tools, the SDI® builds self-awareness and
openness to diversity, and enhances participants’ ability to communicate
effectively and to deal with conflict productively.
The SDI® can be helpful in numerous contexts including: developing
team strengths, enterprise renewal, talent management, leadership
development, career development, change-management, coaching,
communication skills development, project management, and conflict
resolution.
For Individuals and Teams
The SDI® tool is a personal
development tool which can help
you:
Increase self-awareness
Understand what motivates you
For Managers
The SDI® has been used successfully
by many organizations to:
Manage talent successfully
Build stronger teams and
leaders
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 82
Identify your strengths
Understand yourself and others
better
Improve how you deal with
conflict
Create a healthy work
environment
Increase performance for better
results
Transform conflict
Step VI in a Nutshell
In this first step of the implementation phase, the emphasis is on self-
awareness and personal alignment programs to develop self-mastery. The
main purpose is to build leaders ability to “walk the talk”. In other words, it
helps to ensure the personal alignment of the leaders’ and managers’ values
and behaviors.
Four tools are discussed in this section:
• TLEX Program—Transformational Leadership for Excellence:
o The TLEX Program helps in the development of personal
excellence and inner transformation. To find out more about
the TLEX Program visit: www.TLEXprogram.com
• Leadership Values Assessment
o Assessment of strengths, and areas of development
• Leadership Development Report
o Assessment based on twenty-six competencies
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• Relationship Awareness training
o Strength Development Inventory and conflict resolution
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Step VII – Structural Alignment of Systems and
Processes
Step Seven in the implementation phase is structural alignment. It
includes the alignment of the structures, systems and processes for
managing people, and how the staff work together or need to be
reconfigured to align with the mission, vision, values and behaviors of the
organization. These processes and systems form the underlying formal and
informal behavior, or behavioral reward systems that support culture.
Structural alignment has a long term effect and impact on the culture
because systems and processes determine how things are done. This
translates into the brand of your organization.
On the inside of an organization, the internal employee experience is
defined by the organizational culture. On the outside, the client experience
of the organization is the company’s brand. Who you are on the inside looks
a lot like who you are on the outside. This holds true in life as well as in
business. An important question to ask yourself as a leader is: “Do you have
a conscious culture or do you have an unconscious default culture?” Are you
aware of what is driving your culture and creating your brand in the
marketplace, attracting the top talent, maximizing profit and your human
potential?
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 85
Figure 11: Culture and Brand
Systems to be Reconfigured Systems that may need to be reconfigured are decision making processes,
such as how you collaborate with your clients and your partners, and
management development programs, including leadership communication
and group facilitation methods. Other systems to be reconfigured include:
the talent selection process and development programs, new employee and
executive orientation programs, employee and executive performance
evaluation systems, and the employee and executive promotion criteria.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 86
All of these systems are touched by the new values and behaviors that
you selected to transform your culture. Caution: If you only do one form of
alignment and not another, old systems may be left in place which will serve
to increase employee frustration. Your best talent will not hang around if
you do not take change seriously and you don’t recognize the realignment
that is required.
Structural Alignment New engagement communications and training are needed to share
the desired changes and build the competencies needed to support the plans
developed in the preparation phase with managers and staff. This is where
conscious, facilitative leadership skills play a big part in the change process.
They help to engage people in the change from the outset. This helps in
building commitment and responsibility for the new behaviors.
Building a brand today is very different from 50 years ago. With the
Internet connecting everyone together, companies are becoming more and
more transparent whether they like it or not. An unhappy customer or a
disgruntled employee can blog about a bad experience with a company, and
the story can spread like wildfire by email or with tools like Twitter. The good
news is that the reverse is true as well. A great experience with a company
can be read by millions of people almost instantaneously. For this reason, it
is very important for any company to be able to anticipate how their
employees will react at work or outside of the regular office hours. This
philosophy is utilized by Zappos (Zappos.com).
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Your Culture is Your Brand – Tony Hsieh, CEO, Zappos Zappos decided a long time ago that it didn’t want their brand to be
just about shoes, or clothing, or even online retailing. They decided to build
their brand about the very best customer service and the very best customer
experience. They believe that customer service is not just about a
department. It is about the entire company.
Zappos’s belief is that if you get the culture right, most of the other
stuff—like great customer service, or building a great long-term brand, or
passionate employees and customers—will happen naturally on its own.
They believe that the company’s culture and brand are just two sides of the
same coin. The brand may lag the culture at first, but eventually it will catch
up. Your culture is your brand.
Building and maintaining the culture you desire starts with the hiring
process. Zappos does two different sets of interviews. The hiring manager
and his/her team will do the standard set of interviews looking for relevant
experience, technical ability, fit within the team, etc. Their HR department
does a separate set of interviews, looking only for culture fit. Candidates
have to pass both sets of interviews in order to be hired. They’ve actually
said no to many very talented people that they knew could make an
immediate impact on their top or bottom line. But because they felt the
people weren’t a culture fit, they were willing to sacrifice the short-term
benefits in order to protect their culture (and brand) for the long term.
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After hiring, the next step in building the culture is training. Everyone
that is hired into their headquarters goes through the same training that
their Customer Loyalty Team (call center) reps go through, regardless of
department or title. You might be an accountant, or a lawyer, or a software
developer— you go through the exact same training program.
It’s a four-week training program, in which they go over company
history, the importance of customer service, the long term vision of the
company, their philosophy about company culture—and then they are
actually on the phone for two weeks, taking calls from customers. This goes
back to the belief that customer service shouldn’t just be a department; it
needs to be the entire company.
At the end of the first week of training, they make an offer to the entire
class. They offer everyone $2,000 to quit (in addition to paying them for the
time they’ve already worked), and it’s a standing offer until the end of the
fourth week of training. They want to make sure that employees are there
for more than just a paycheck. They want employees that believe in the long
term vision and want to be a part of the culture. As it turns out, on average,
less than 1% of people end up taking the offer.
One of the great advantages of focusing on culture is that when
reporters visit Zappos offices they are not given a small list of people they’re
allowed to talk to. Instead, they are encouraged to wander around and talk
to whoever they want. It’s the Zappos way of being as transparent as
possible, which is part of their culture.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 89
The Zappos culture can be defined in terms of ten core values:
1. Deliver WOW Through Service
2. Embrace and Drive Change
3. Create Fun and A Little Weirdness
4. Be Adventurous, Creative, and Open-Minded
5. Pursue Growth and Learning
6. Build Open and Honest Relationships With Communication
7. Build a Positive Team and Family Spirit
8. Do More With Less
9. Be Passionate and Determined
10.Be Humble
Hiring the right employees is a very important tool in the process of
building and maintaining the culture you desire. Zappos’s choice is to
conduct two separate sets of interviews in hiring new personnel. Their
next step is just as important in immersing new employees in the culture
of the organization. The philosophy of this approach is that the culture of
the organization translates into the brand of the organization. This is their
selling point. Organizational values need to be integrated into the hiring
and on-boarding process. This is the step that takes the longest because
of the number of changes required to systems and processes and the
number of people involved that need to be engaged to build
commitment.
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Step VII in a Nutshell Step Seven is describes structural alignment. This includes the alignment of
structures, systems and processes of management, and how the people work
together to align with the mission, vision, values and behaviors of the
organization. These processes form the underlying formal and informal
behavioral reward systems that support culture and constitute “how things
are done around here”
• Systems that may need to be reconfigured:
o Management development programs
o Leadership development programs
o Decision making processes
o Talent selection and development programs
o New employee/executive selection
o New employee/executive orientation
o Employee/executive performance evaluation
o Employee/executive promotion criteria
• Structural alignment of systems, processes, in particular with the HR
systems.
• Management systems, incentives and rewards for achieving goals are
all aligned to support the new values and behaviors
• The organizational values need to be integrated into the hiring and
on-boarding process
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 91
This is the step that takes the longest because of the number of changes
required to systems and processes and the number of people involved
that need to be engaged to build commitment. The next step describes
values alignment within the organization.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 92
Step VIII – Values Alignment
In Step Eight, values alignment happens when the leadership team and
managers reinforce the organizational values selected to support the
strategic initiatives. Members of the leadership team and managers
communicate the newly developed values and behaviors to their employees
and teams. As with the other steps, this process can happen naturally and
unconsciously or guided and consciously. In Steps II and IV, we discussed the
development of new values and behaviors that will support the strategic
mission and vision of the organization. Step VIII is about the implementation
of these values across the organization. The purpose is for the staff to see
the values in action that have been selected as important to support
organizational transformation.
The goal of developing a values alignment process is to integrate the core
values and behaviors of the organization into the executive and employee
population. In this stage, it is important to align personal values with
organizational values. One way to achieve this is to empower employees to
bring the best of themselves to work and find alignment in the desired
cultural values of the organization. Everyone wants to feel fulfilled at work
and in what they do. Having conversations at the team level enables this to
happen.
This is where having team leaders trained with facilitative leadership skills
really pays off. They are able to design conversations that engage and
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 93
empower their people, and enable staff to share their knowledge and
experience, identify problems and create solutions together. This begins
with open, transparent communication. One of the important actions in this
phase is communicating the compelling reasons for change and outlining
how they relate to the mission, vision, values and behaviors. The intention
of the process is to explain the proposed structural alignment changes that
are happening, so people can see how their values are being integrated into
all the systems of the organization.
A values program can identify specific goals as well as the performance
indicators for which the key values are going to be used by management.
Similar to a financial budget, the culture is managed on an ongoing basis with
performance indicators being measured by managers and leaders.
Having a values program is supported by becoming a values-based leader.
Values-based leaders use the espoused values on a consistent basis,
whenever decisions are made and communicating with staff. Leaders use
the values to lead and manage, just they would other resources within the
organization. This is how cultural capital is created. The values are not
considered soft, or touchy feely, but rather supported and invested in as
another corporate resource.
Examples of values alignment in action:
Team conversations between managers and staff about the values,
what they mean to individuals, how living the values is or will help
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 94
the team and organization achieve its vision and mission, strategies
and goals.
Individuals are able to connect their personal values to the
organizational values selected.
Leaders demonstrate the values in action.
In a values alignment program, the values to be lived and espoused are
actively promoted. The values can be put on the website, on posters or on
key chains. As a result of these programs, the selected values are recognized
and understood by all. Leadership and managers look for opportunities to
reward values in action to reinforce and support the adoption of new
behaviors. Within the organization, decision making is values-driven.
Becoming a values-driven organization is celebrated and there is a conscious
leadership commitment to the programs.
Step VIII in a Nutshell
The goal of developing a values alignment process is to integrate the core
values and behaviors of the organization into the executive and employee
population. Here is where the leadership team and managers reinforce the
organizational values selected to support the strategic initiatives. A values
alignment program will:
• Empower employees to bring the best of themselves to work.
• Communicate the compelling reasons for change.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 95
• Outline the vision, mission, values and behaviors.
• Align personal values with organizational values.
Values alignment programs and action plans are put into place to
communicate the changes across the organization and within teams. You
need to give people the opportunity to understand what the new values will
mean to them and empower staff to make the new values their own. The
goal is to enable people to bring the best of themselves to work and find
alignment in the desired culture of the organization.
• Everyone wants to feel fulfilled at work and in what they do.
• Conversations at the team level enable this to happen.
Leaders and managers with group facilitation skills enable and empower
staff without the use of power or authority to support dialogue and change
conversations. Managers are able to design conversations that enable staff
to share their knowledge and experience, identify problems and create
solutions together.
It is now time to move to the last step in the whole-system
transformation, Step Nine: Mission Alignment.
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Step IX – Mission Alignment
What do people do when preparing a mission to the moon? First, they
make sure that the project is viable. However, it is even more important to
make sure that all parties involved believe in the feasibility of the project. It’s
not all about the technology. It’s more about the people, and the faith that
they have in what they are doing. The whole mission will live or die with the
people believing in the possibility of going to the moon. You need to build
commitment and trust in the project and in each other’s capability to
complete the work. All of this depends on engagement communication. This
includes communication about the vision that someone has about going to
the moon, communication about the mission, communication about the
teams working on the project, communication between the teams and so on.
To ensure success, there needs to be a strong sense of purpose and trust in
each other with all of the parties working towards the same goal.
In Step III we discussed revisiting the mission and vision of the
organization to ensure that they are still relevant and inspiring to the
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 97
leadership team, managers and staff. We define achieving mission alignment
as:
Why are engagement and building commitment for mission alignment
such important elements in the process of cultural change? The simple
answer would be that vision and mission give direction to the whole
organization. But even this simple answer is complicated in its implications.
The most important element in this process is recognizing that today more
than ever before in our history, people want to be engaged and have their
voices and ideas heard. There must be recognition that there has been a shift
in values and mindsets. The twenty-first century generation coming into the
workforce now has been raised in a home environment where they were
asked for their opinion and where they were given the responsibility for their
choices. Coming into the workforce, they have similar expectations of
contributing to the decision-making process. They want to be seen and
heard. With the experience of making decisions and being accountable for
their choices, they expect to be consulted on issues that affect them.
Mission alignment is alignment between the employee’s sense of purpose, role and
responsibilities, and the purpose of the organization. Achieving mission alignment
means that employees will value the work that they do, they will be engaged and
committed, understand how their work supports the vision and mission, and know where the organization is headed.
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The benefit to leaders is the access they now have to the knowledge
that young employees bring with them into the workplace. Youth have been
trained to brainstorm and work collaboratively in teams. They live and
breathe connectivity with social media. This brings to life creative and
innovative ideas. Their strengths are our weaknesses. Having a diversity of
strengths to call upon creates high performing teams.
The link between performance and culture can be found in teams with
a high level of trust. People want to trust and be trusted. Trust is a value that
is found in high performing organizational culture. It is developed by leaders
who influence and gain the trust of their employees. A leader’s consistent
behavior based on values of integrity, respect, and openness will build their
credibility inside the organization and create a strong reputation externally
with stakeholders in the community.
Mission alignment in other words, involves the integration of the mission
and vision of the organization into the executive and employee population.
The goal is to ensure that there is a strong link between the employee’s sense
of purpose and the mission of the organization.
In order to achieve this goal, communication of the objectives that define
and clarify the vision-mission focus is essential. You want to channel the
employee’s energies in the same direction. This is the importance of Step III
in revisiting the mission and vision to ensure that you are on track, going in
the right direction and developing mission alignment.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 99
High performance is achieved when the behaviors of everyone are in
alignment with the values. With values alignment and mission alignment,
comes collective action and high performance. People are working together
effectively with a strong sense of internal cohesion.
Mission alignment is not a static procedure. It is a dynamic program. The
staff needs to be engaged at least every 6 weeks in conversations that align
the vision of the organization with their work and contributions.
Communicating the organizational values is not a finite project. The
development of these values over time, the values alignment and the
mission alignment, creates group cohesion.
Vision alignment enables staff to deeply connect and create a common
future to collectively pour their energy into creating this future. The job of
the leader is to build a common vision with a common cause and compelling
reasons for change around the drivers for change.
Step IX in a Nutshell
Achieving mission alignment means employees will be engaged and
committed, value the work they do, understand how their work supports the
vision and mission, and know where the organization is headed. The task in
this last step is to integrate the vision and mission of the organization into
the executive and employee population. The immediate goal is to ensure
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 100
that there is a strong link between the employees’ sense of purpose or
mission and the collective sense of purpose for the organization. This is
achieved by means of the communicating the objectives that define and
clarify the mission focus and channel employee energies in the same
direction.
Mission and vision alignment ensures that everyone understands the
mission and vision of the organization and how their roles and
responsibilities help the organization to meet its goals. It is important to
connect with staff every 6 weeks to review the mission and vision of the
organization. It is normal for people to be so involved in what they are doing
that they lose touch with the organization’s overarching goal and how what
they are doing makes a difference and contributes to society.
Tips:
• People today want to trust their leaders. They want their leaders to
care for the welfare of others and contribute to making a difference in
society.
• Reminding staff every 6 weeks how they are doing this builds
confidence and credibility, which will strengthen their trust in you as a
leader.
Joanna Barclay, CPF, President, Speaker, [email protected] | www.CultureLeadershipGroup.com 101
The 9 Steps to Building a High Performing Workplace
The key to creating a high performing culture, is to start by defining a
framework of thought and work progress. The basic elements for this
framework are: 1. Mindsets and values of the people working within your
organization and possibly the external stakeholders; 2. Behaviors; 3. Culture
and 4. Systems. These four elements are influenced by both internal and
external factors. They are also influenced by individuals within and outside
the organization and by the organization’s structure, systems and
procedures.
The nine steps to cultural transformation are divided into two phases:
the preparation phase and the implementation phase. In the preparation
phase, 5 steps will lead to a successful implementation of a new, high
performing culture:
1. Building leadership commitment
2. Establishing a baseline and conducting a cultural values
assessment
3. Revisiting the mission and vision
4. Identifying the core values and behaviors that will support the
strategic mission and vision
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5. Identifying compelling reasons for change.
In the implementation phase, 4 steps are taken to realize the cultural
transformation:
6. Personal alignment of the leadership team and management
7. Structural alignment of systems and processes
8. Values alignment
9. Mission alignment.
Cultural change is a complex process, and you want to keep an eye on these
four key factors to be successful:
o Personal Alignment
o Structural Alignment
o Values Alignment
o Mission Alignment
As mentioned before in this E-book, cultural transformation is not a
quick Do-It-Yourself project. It is a process best guided by a facilitator so that
the leaders can actively participate in the dialogue process and change
conversations. The nine steps presented here give you some idea of the
processes involved in changing the culture of your organization to build a
successful, high performing workplace.