Sharing session a guide to creating a desired culture v3

Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 1

Work-Life – Creating a Desired Workplace Tor Eneroth, Barrett Values CentreJacqueline Gwee, aAdvantage Consulting

11 September 2013


Agenda

Why Work

Employee Engagement

How to Measure Culture

Case Studies

Leadership Impact

www.aadvantage-consulting.com

Why work?

Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com

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What motivates us…• Base line rewards that are sufficient and fair,

(fulfilling our survival needs)

• A congenial working atmosphere,(fulfilling our relationship needs)

• Freedom to make choices — autonomy,(fulfilling our transformation needs)

• Opportunities to pursue mastery — learn and excel in their field of expertise, (fulfilling our self-esteem needs)

• Perform duties that align with a higher purpose.(fulfilling our internal cohesion needs)

Daniel Pink: The Surprising Truth about What Motivates Us


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©2007 Great Place to Work® Institute, Inc.

IndividualityWelcoming Atmosphere

“Family” Feeling

Two-way Communication

Competence

Integrity

Professional SupportCollaboration

Caring

JobTeam

Organization

EquityImpartiality

Justice

Credibility

Respect

Pride

Fairness

T

R

U

S

T

Camaraderie

Dimensions of a Great Place to Work®


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Top 40 Best Companies to work for in the USA

S&P 500

Average Annualized Return 16.39%

Average Annualized Return 4.12%


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The Top 40 Best Companies to Work For (USA)

Adobe Systems Inc.Adobe Systems Inc.Aflac Inc.Amazon.com Inc.American Express Co.Autodesk Inc. Build-A-Bear Workshop Inc.Capital Trust Inc. Class A.Chesapeake Energy Corp.Devon Energy Corp.Dreamworks Animation SKG Inc.EOG ResourcesFactSet Research Systems Inc.General Mills Inc.

Goldman Sachs Group Inc.Goldman Sachs Group Inc.Google Inc. Class A.Hasbro, Inc.Intel Corp. Intuit Inc. Marriott International Inc. Mattel Inc.Medical Properties Trust Inc.Men’s WearhouseMicrosoft Corp.National Instruments Corp.NetApp Inc.Nordstrom Inc.

Novo Nordisk, A/S ADR Novo Nordisk, A/S ADRNustar Energy, L.P.Publix Super Mkts, Inc.Qualcomm Inc.Rackspace Hosting Inc.Salesforce.com Inc.Southern Michigan Bankcorp.St Jude Medical, Inc.Starbucks CorporationStryker CorporationSVB Financial GroupUltimate Software Group, Inc.Umpqua Holdings CorporationWhole Food Markets, Inc.


Employee Engagement in Singapore

aAdvantage Employee Engagement Model – Organisations will be able to benchmark against our National Employee Engagement survey questions

Statement

I am proud working for my organisation.

I am happy working for my organisation.

I have a great sense of accomplishment in my current job role.

I would recommend this organisation as a good place to work.

Staff are empowered to make decisions that are appropriate to our job level.

Staff are able to achieve work-life harmony in my organisation.

Staff are confident of leaders' ability to lead the organisation to success.

Immediate supervisors constantly motivate and guide staff at work.

Staff's behaviours reflect the organisation's desired culture and values.

There is open communication across all levels of my organisation.

My organisation rewards and recognises staff for excellence.

My organisation is committed towards training and developing all staff.

There are sufficient opportunities for career growth in my organisation.

My organisation provides job security.

My organisation is customer-focused.

1

5

6

7

8

9

10

11

12

13

CATEGORY

Empowerment

Work-life

Leadership

Immediate Supervisor

Culture & Values

Communication

Rewards & Recognition

Training & Development

Career Growth

Job Security

Customer Engagement

2

3

4

Employee Engagement

14

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aAdvantage National Employee Engagement Benchmarking Methodology

Data collection on a yearly basis, of employees in Singapore (Singaporeans, PRs, foreigners)

A total sample of 7,863 respondents was collected for the National EES 2011 – 2012.

Support/ Operations staff, 47.3%

Executive & Senior Executive, 28.8%

Middle Management, 18.3%

Senior Management, 5.5%

Respondent's Job Level

Type of Industry % Type of Industry %

Manufacturing and construction 8.8% Community, social and personal services 11.3%Finance & insurance, real estate, business & IT services 15.4% Healthcare 4.6%

Wholesale and retail trade 24.5% Public service 6.9%

Tourism, hotels and F&B 7.1% Education 1.2%

Transport, storage and communication 13.9% Others 6.3%


aAdvantage National Employee Engagement – 2011/12

Industry Employee Engagement Index

No. of Respondents

OVERALL NATIONAL 76.5 7,8631. Manufacturing & Construction 77.8 5032. Finance & Insurance, Real Estate, Business & IT Services 76.3 9283. Wholesale & Retail Trade 77.4 1,5124. Tourism, Hotels & F&B 76.6 4385. Transport, Storage & Communication 74.2 8546. Community, Social & Personal Services 76.2 6987. Healthcare 78.3 2858. Public Service 76.6 426

Q1. I am proud working for my organisation.

Q2. I am happy working for my organisation.

Q3. I have a great sense of accomplishment in my current job role.

Q4. I would recommend this organisation as a good place to work.

4.72

4.68

4.55

4.42

aAdvantage Employee Engagement 2011/12



Q15. My organisation is customer-focused.

Q14. My organisation provides job security.

Q7. Staff are confident of leaders' ability to lead the organisation to success.

Q9. Staff's behaviours reflect the organisation's desired culture and values.

Q8. Immediate supervisors constantly motivate and guide staff at work.

Q12. My organisation is committed towards training and developing all staff.

Q5. Staff are empowered to make decisions that are appropriate to our job level.

Q6. Staff are able to achieve work-life harmony in my organisation.

Q11. My organisation rewards and recognises staff for excellence.

Q10. There is open communication across all levels of my organisation.

Q13. There are sufficient opportunities for career growth in my organisation.

3.80 4.00 4.20 4.40 4.60 4.80 5.00

4.93

4.64

4.54

4.53

4.48

4.46

4.41

4.38

4.37

4.31

4.23



Agreement Level (Mean)

Rating Questions (6-point scale) 20 to 30 yrs old

31 to 40 yrs old

41 to 50 yrs old

51 to 60 yrs old

61 yrs old & above Overall

N=2,874 N=1,998 N=1,239 N=635 N=170 N=7,863

Q1. I am proud working for my organisation. 4.70 4.72 4.72 4.84 4.72 4.72Q2. I am happy working for my organisation. 4.65 4.69 4.72 4.82 4.75 4.68Q3. I have a great sense of accomplishment in my current job role. 4.50 4.60 4.59 4.62 4.46 4.55Q4. I would recommend this organisation as a good place to work. 4.46 4.41 4.38 4.55 4.38 4.42Q5. Staff are empowered to make decisions that are appropriate to our job level. 4.39 4.41 4.42 4.36 4.28 4.41Q6. Staff are able to achieve work-life harmony in my organisation. 4.40 4.34 4.31 4.39 4.31 4.38Q7. Staff are confident of leaders' ability to lead the organisation to success. 4.53 4.57 4.55 4.61 4.57 4.54Q8. Immediate supervisors constantly motivate and guide staff at work. 4.54 4.45 4.44 4.45 4.38 4.48Q9. Staff's behaviours reflect the organisation's desired culture and values. 4.55 4.52 4.49 4.54 4.46 4.53Q10. There is open communication across all levels of my organisation. 4.37 4.32 4.29 4.29 4.12 4.31Q11. My organisation rewards and recognises staff for excellence. 4.37 4.39 4.42 4.48 4.19 4.37Q12. My organisation is committed towards training and developing all staff. 4.57 4.47 4.39 4.46 4.05 4.46Q13. There are sufficient opportunities for career growth in my organisation. 4.29 4.27 4.21 4.19 3.75 4.23Q14. My organisation provides job security. 4.64 4.63 4.62 4.67 4.73 4.64Q15. My organisation is customer-focused. 4.98 4.94 4.87 4.97 4.93 4.93


How to measure culture…


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THE DIFFERENCE BETWEEN THE BEST COMPANIES TO WORK FOR AND OTHER COMPANIES IS THEY CARE ABOUT THE NEEDS OF THEIR EMPLOYEES – THEY CARE ABOUT WHAT THEIR EMPLOYEES VALUE.


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wwww.valuescentre.com/pva


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My 3 personal values

1. Choose your 3 most important values…

2. Why are they important for you?

3. Are they seen in your behaviour?

4. Share with a friend…


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Our values reflect our focus Values show our energies and is the base for our decisions!

Inclusiveness

PositivePotentially limiting (L)

Individual (I)Relationship (R)Organisational (O)Societal (S)

Common goodTransformationSelf interest

Service to humanityMaking a differenceInternal CohesionTransformationSelf-EsteemRelationshipSurvival

FinanceClient relationsFitnessCultureSocietal ContributionEvolution

SpiritualMentalEmotionalPhysical

Origins of the Cultural Transformation Tools

Growth NeedsWhen these needs are fulfilled they do not go away, they engender deeper levels of motivation and commitment.

Deficiency NeedsAn individual gains no sense of lasting satisfaction from being able to meet these needs, but feels a sense of anxiety if these needs are not met.

Physiological

Safety

Love & Belonging

Self-esteem

Know and Understand

Abraham Maslow

Self Actualization


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Happiness

YOU FEEL HAPPY when you are able to meet your basic needs (deficiency needs), but you feel anxious or fearful when you are prevented from meeting these needs or when the satisfaction of these needs is under threat—when you lose a job, when you lose a friend or a close companion or when you feel people do not respect you.

Happiness is the feeling you get when you achieve internal stability and external equilibrium at the ego level of existence—when you are able to satisfy

your basic (deficiency) needs.


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Meaning

THE ABILITY TO MEET your growth needs engenders a deeper feeling than happiness, and consequently a deeper level of motivation and commitment to the satisfaction of these needs. You experience joy and contentment when you are able to satisfy your growth needs because you are experiencing a deeper sense of alignment with who you truly are.

You are discovering your authentic (soul) self and finding meaning and purpose for your life.

Joy and contentment are the feelings you get when you are able to satisfy your growth needs.

Maslow’s Needs to Barrett’s Consciousness

N e e d s C o n s c i o u s n e s s

Self-Actualization

Richard Barrett

Safety

Love & Belonging

Self-esteem

Physiological

Safety

Love & Belonging

Self-esteem

Know and Understand

Abraham Maslow

Stages in the Development of Personal Consciousness

Positive Focus / Excessive Focus

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

SurvivalFinancial Security & SafetyCreating a safe secure environment for self and significant others. Control, greed , …

BelongingFeeling a personal sense of belonging, feeling loved by self and others. Being liked, blame, …

Self-worth Feeling a positive sense of pride in self and ability to manage your life. Power, status, …

Personal GrowthUnderstanding your deepest motivations, experiencing responsible freedom by letting go of your fears

Finding Personal MeaningUncovering your sense of purpose and creating a vision for the future you want to create

Collaborating with PartnersWorking with others to make a positive difference by actively implementing your purpose and vision

Service to Humanity and the PlanetDevoting your life in self-less service to your purpose and vision

Positive Focus / Excessive Focus

Financial StabilityShareholder value, organisational growth, employee health, safety. Control, corruption, greed, …

BelongingLoyalty, open communication, customer satisfaction, friendship. Manipulation, blame, …

High PerformanceSystems, processes, quality, best practices, pride in performance. Bureaucracy, complacency, …

Continuous Renewal and LearningAccountability, adaptability, empowerment, teamwork, goals orientation, personal growth

Building Corporate CommunityShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency

Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfillment, coaching/mentoring

Service To Humanity And The PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humility

Stages in the Development of Organizational Consciousness

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

Seven Levels of Consciousness©

Selfless serviceBeing your purpose. Compassion, humility, forgiveness. Caring for humanity and the planet.

Service to humanity and societal contributionSocial responsibility, long-term perspective, ethics, compassion and humility.

Global sustainabilityHuman rights, long-term perspective, ecological resilience, peace, focus on future generations. Global perspective.

Making a positive difference in the worldLiving your purpose. Empathy, alliances, intuition, mentoring and focus on wellbeing (physical, emotional, mental, spiritual).

Internal/External collaboration, community involvementEnvironmental awareness, employee fulfilment, coaching/mentoring and caring for the local community.

Strategic alliances and regional partnershipsRegional collaboration, environmental awareness, quality of life, community involvement and sustainability. Caring for nature.

Finding meaning in existenceFinding your purpose. Integrity, honesty, authenticity, passion, enthusiasm, creativity, and humour & fun.

Sense of purpose and strong internal communityShared vision and values. Commitment, creativity, enthusiasm, integrity, honesty, generosity, fairness, openness, transparency and trust.

Strong cohesive cultureShared vision and values. Fairness, transparency, trust, honesty and social cohesion. Positive collective spirit.

Letting go of fearsFinding the courage to grow and develop. Adaptability, life long learning, continuous renewal and personal growth.

On-going improvement and employee participationAdaptability, accountability, empowerment, teamwork, goals orientation and continuous improvement.

Democratic processes and continuous renewalFreedom, equality, empowerment, accountability, adaptability, entrepreneurship and consensus.

Feeling a sense of self-worthConfidence, competence, self-reliance.Fear: I am not enough.Leads to need for power, authority or status seeking.

High performance systems and processesReliability, quality, efficiency, productivity and excellence. Bureaucracy, hierarchy, confusion, and complacency.

Institutional effectivenessLaw abiding, community/national pride, governmental efficiency and high quality public services. Bureaucracy, central control, elitism, complacency and apathy.

Feeling protected and lovedFamily, friendship, loyalty, respect.Fear: I am not loved enough. Leads to jealousy, blame and discrimination.

Positive relationships that support organisation needsLoyalty, open communication, customer satisfaction. Manipulation, blame, favouritism and internal competition.

Sense of belonging and social stabilityNeighbourliness, conflict resolution, racial harmony and a focus on family and friendships. Inequality, discrimination, intolerance, hatred, loneliness/isolation.

Satisfying physiological and survival needsHealth, security, financial stability.Fear: I do not have enough.Leads to control, domination and caution.

Financial viability and people safetyFinancial performance, organisational growth, and employee health and safety. Control, greed, exploitation and micro-management.

Economic stability and citizen securityProsperity, health care, employment, emergency services/defence and social safety nets. Corruption, violence, poverty, environmental pollution and greed.

Personal Organisational Community/Society

Sel

f in

tere

stC

om

mo

n G

oo

d

Survival

Relationship

Self-esteem

Transformation

Internal Cohesion

Making adifference

Service

Positive Focus/ Excessive Focuswww.valuescentre.com


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Make the invisible visible!

1. Please select ten of the following values/behaviours that most reflect who you are, not who you desire to become.

2. Please select ten of the following values/behaviours that most reflect how your organisation currently operates.

3. Please select ten of the following values/behaviours that, in your opinion, are essential for your organisation to be a high performance one.

Three Questions:~80

personal values

(tailored)

~90 organizationa

lvalues

(tailored)

Placement of Values by Level

Top Ten Values

1. tradition (L) (59)

2. diversity (54)

3. control (L) (53)

4. goals orientation (46)

5. knowledge (43)

6. creativity (42)

7. productivity (37)

8. image (L) (36)

9. profit (36)

10. open communication (31)

10

42 5

7

9

6

8

3

110

Current Culture 100 Employees

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

Volvo ITSMM Fourth Step – 27 May 201034

Volvo IT Senior Managers (104)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Personal Values Current Culture Values Desired Culture Values

IRS (P)= 5-5-0 | IRS (L)= 0-0-0 IROS (P)= 1-1-8-0 | IROS (L)= 0-0-0-0 IROS (P)= 2-3-5-0 | IROS (L)= 0-0-0-0

Matches

PV - CC 2CC - DC 4PV - DC 5

Health Index (PL)

PV: 10-0CC: 10-0DC: 10-0

1. commitment 61 5(I)

2. trust 48 5(R)

3. honesty 43 5(I)

4. cooperation 42 5(R)

5. respect 42 2(R)

6. humour/fun 41 5(I)

7. accountability 32 4(R)

8. integrity 32 5(I)

9. openness 30 5(R)

10. courage 29 4(I)

Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational

Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal

1. global perspective 48 3(O)

2. cost-consciousness 43 3(O)

3. customer collaboration

38 6(O)


5. customer satisfaction 32 2(O)

6. challenge 31 4(O)

7. professionalism 29 3(O)

8. cooperation 28 5(R)

9. results orientation 26 3(O)

10. financial stability 24 1(O)

1. global perspective 38 3(O)


37 6(O)

3. trust 36 5(R)


5. professionalism 33 3(O)

6. accountability 32 4(R)

7. continuous improvement

32 4(O)

8. humour/fun 32 5(O)

9. respect 28 2(R)

10. innovation 26 4(I)

Values Plot Copyright 2010 Barrett Values Centre May 2010


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Impact of Cultural Evolution

Values Alignment Mission Alignment

Cultural Values Assessment

PV CC DC

Increasing the alignment of the Personal Values with the Current Culture,

and the Current Culture with the Desired Culture builds internal cohesion and leads to improved staff

engagement and increased revenues.

Distribution of Values by LevelCurrent Culture 100 Employees

11%

1

2

3

4

5

6

7

Cultural Entropy

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

1. client satisfaction 2. making a difference3. integrity 4. teamwork 5. humour/fun 6. quality 7. ethics8. financial stability

1. blame L2. short term focus L3. internal competition L4. buck passing L5. risk averse L6. customer satisfaction 7. information hoarding L8. profit

Culture impact on business!

Talent Financial viability

Excellence Ethics Capability

Cultural Entropy In Organisations

Entropy Impact <10% Prime: Healthy Culture: This is a low and healthy level of cultural entropy.

11-20% Minor Issues: Minor issues: This level of cultural entropy reflects issues requiring cultural or structural adjustment. It is important to reduce the level of cultural entropy to improve performance.

21-30% Significant Issues: This level of cultural entropy reflects significant issues requiring cultural and structural transformation and leadership coaching. It is important to reduce the level of cultural entropy to improve performance.

31-40% Serious Issues: is level of entropy reflects serious problems requiring cultural and structural transformation, leadership development and coaching. It is important to reduce the level of entropy to improve performance.

41+ Critical Issues: This level of cultural entropy reflects critical problems requiring cultural and structural transformation, selective changes in leadership, leadership development and coaching. It is important to reduce the level of cultural entropy to improve performance.


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The Impact on Performance

0% 5% 10% 15% 20% 25% 30%25%

35%

45%

55%

65%

75%

85%

Cultural Entropy

Empl

oyee

Eng

agem

ent

Source: Hewitt and Barrett Values Centre – 163 organisations in Australia and New Zealand 2008


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Low Cultural Entropy Leads to High Financial Returns

Entropy Level 3 Year Revenue Growth %

<10% 32.87%

10% – 19% 24.90%

20% – 29% 11.39%

>29% 11.07%

Research carried out in 163 organisations in Australia by Hewitt Associates and the Barrett Values Centre in 2008.


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13%

5%

13%

12%

6%

15%Level 3

Level 2

Level 1

EntropyProfitAlignment

A reduction in entropy and increased values alignment lead to improved financial

performance.

PV CC DC

Impact of Cultural Evolution

Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 42www.aadvantage-consulting.com

How Singapore Employees View the Current and Desired Singapore Workplace (overall)

What Singapore Employees Consider are the Values and Behaviours that Best Describe ThemselvesOverall

family 496 2(R)

friendship 398 2(R)

happiness 344 5(I)

responsibility 335 4(I)

health 328 1(I)

balance (home/work) 319 4(I)

well-being (physical/ emotional/ mental/ spiritual)

307 6(I)

positive attitude 281 5(I)

honesty 278 5(I)

accountability 273 4(R)

Level7

6

5

4

3

2

1

IRS (P)=7-3-0 IRS (L)=0-0-0

Personal Values (PV)

I = IndividualR = Relationship

Black Underline = PV & CCOrange = PV, CC & DC

Orange = CC & DCBlue = PV & DC

P = PositiveL = Potentially Limiting (white circle)

O = OrganisationalS = Societal

1

2

3

4

5

6

7

0% 20% 40% 60%

2%

1%

1%

9%

15%

9%

21%

27%

7%

8%

Level7

6

5

4

3

2

1

IROS (P)=0-2-5-0 IROS (L)=0-0-3-0

Overall

customer satisfaction 375 2(O)

teamwork 333 4(R)

cost reduction (L) 309 1(O)

long hours (L) 290 3(O)

brand image 284 3(O)

results orientation 270 3(O)

continuous improvement 253 4(O)


continuous learning 231 4(O)

hierarchy (L) 210 3(O)

Current Culture Values (CC)






1

2

3

4

5

6

7

0% 20% 40% 60%

8%

5%

9%

6%

8%

15%

22%

14%

9%

4%

How Singapore Employees Perceive their Current Workplace

Overall

balance (home/work) 433 4(O)

teamwork 403 4(R)

employee recognition 400 2(R)

employee fulfillment 280 6(O)



respect 256 2(R)

staff engagement 251 5(O)

coaching/ mentoring 250 6(R)

leadership development 250 6(O)

Level7

6

5

4

3

2

1

IROS (P)=0-4-6-0 IROS (L)=0-0-0-0






Desired Culture Values (DC)

1

2

3

4

5

6

7

0% 20% 40% 60%

1%

1%

0%

6%

12%

12%

26%

23%

13%

6%

What Singapore Employees Said Would Define their Desired Workplace


What Singapore Employees said Would Define their Desired Workplace

• Balance (home / work)1. cares for our well-being and allows

time for personal pursuits?

• Continuous improvement• Continuous learning• Coaching / mentoring • Leadership development

3. commits to development and improvement?

4. our leaders are motivated and enabled to guide and coach us?

• Teamwork 5. encourages the spirit of working together across all levels?

• Employee recognition• Employee fulfilment• Respect• Staff engagement

2. provides a sense of achievement; seeks and values our views / contribution?

How do we create a workplace which …


aAdvantage National Employee Engagement – 2011/12Drivers to Employee Engagement

balance (home/work) 433 4(O)

teamwork 403 4(R)

employee recognition 400 2(R)

employee fulfillment 280 6(O)



respect 256 2(R)

staff engagement 251 5(O)

coaching/ mentoring 250 6(R)

leadership development 250 6(O)

Top 10 Values in Desired Workplace


Conclusion

Work-Life….

Employees desire it

Employers currently not so successful in making it happen

Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 49www.aadvantage-consulting.com

Case studies


50

Fear and Distrust Block our Full Potential

1. bureaucracy (L)

2. caution (L)


4. experience

5. short-term focus (L)

6. hierarchy (L)

7. internal competition (L)

8. results orientation9. customer satisfaction

10. cost-consciousness11. information hoarding (L)

1. honesty

2. respect

3. adaptability

4. humour/fun 5. co-operation

6. reliability

7. accountability

8. compassion

9. family

10. fairness

Personal Values Current Culture Values

Whole Human System

A whole system approach calls for actions in all four dimensions at the same time

COLLECTIVEINDIVIDUAL

OBJECTIVE

SUBJECTIVE

Level of competenceBehaviour performance

LeadershipCo-workership

Personal maturity

Guiding valuesAttitudes that limit

Shared strategic vision

Source: K Wilber – Integral Model “A Brief History of Everything”

Environment

Structures and systemProducts, equipment etc

Bottom line results

Personal DesiredDI A

L

O GU E

Current

Review of Potentially Limiting Values - Description

Potentially Limiting Values

DefinitionHow do WE define this value?

CultureHow does it look like/appear in our daily work situations?

Preventive actionsWhat actions can we* take to take out this limiting value?

*) ME personally, WE as a group and the COMPANY/Management?

Caution

· No risk taking

· No stretch

· Both a personal- and a team behavior

· Lean organizational set up – not overspending regarding resources

· Not stating how good we are or someone is – low profile.

· If we are not 100% sure, we would not do it.

· Too self critical, which hinders you from taking action.

· Afraid of making mistakes.

· Avoid conflicts.

· Don’t dare to say what you see and think or feel.

· We don’t always share the problems, so I don’t bring my problems to the team and vs.

· If I bring up my problem I have to follow it up, so I don’t bring up.

· Slow in taking action on decisions taken.

· We don’t stretch our budgets – we want to make sure we can reach our targets.

· (ME) Bring your problems to the team and use the team to solve them, and follow it up. Bring your possibilities and opportunities to the team as well.

· (COMPANY) Our defined responsibilities is to too individual and not shared within the team. We need to define our shared team responsibilities by clear targets. Not only as a target as a sum of all sites.

· (ME/WE) Every member of the team should feel responsible for the problem that are brought to the team.

· (WE) Make our team profile more clear to our stakeholders.

· (ME) Be more challenging (in our team and outside the team?)

· (ME) Talk and share what we are good at more (proven by benchmarks) and be proud of it!!

· (ME/COMPANY) Be prepared to take risks. Bring up specific situations regarding potential risks in the RMT.

EXAMPLE

Culture - Tor Eneroth, 2011

Free our Full Potential – The Korea Story

1. open communication2. professional growth3. customer satisfaction4. balance (home/work)5. leadership development6. conflict resolution7. efficiency8. reliability9. teamwork10. co-operation11. employee fulfillment12. global perspective13. shared values

1. family2. enthusiasm3. personal growth4. responsibility5. performance6. health7. open communication8. efficiency9. financial stability10. balance (home/work)

Personal Values Desired Culture Values

PL

AN

Culture Development Plan

EXAMPLE

VOLVO IT Korea Culture Transformation Story

PL= 10-0 | IROS (P)= 2-2-7-0 | IROS (L)= 0-0-1-0 PL= 12-0 | IROS (P)= 0-4-8-0 | IROS (L)= 0-0-0-0 PL= 13-0 | IROS (P)= 0-6-7-0 | IROS (L)= 0-0-0-0

Matches 4

1. global perspective

2. customer satisfaction

3. open communication

4. cost-consciousness

5. diversity

6. goal orientation

7. long hours (L)

8. result orientation

9. shared values


11. experience

12. responsibility




4. information sharing

5. balance home/work)

6. organisational growth

7. cost-consciousness

8. continuous learning

9. co-operation

10. professional growth

11. reliability

12. teamwork


2. professional growth


4. balance (home/work)

5. leadership development

6. conflict resolution

7. efficiency

8. reliability

9. teamwork

10. co-operation

11. employee fulfilment


13. shared values

Current 2007 Current 2008 Desired 2007

PL

AN

Matches 7

Volvo IT Korea Transformation Journey

From CVA to Action

1

2

34

5

6 Values Assessment

Share results and start dialogue

Prioritize key focus values

Explore key values and behaviours

Create Culture Development Plan

Live the values and grow the desired culture


Sample Analysis Outputs (cont’d)

Understanding the Current and Desired Culture from staff perspective; identifying

key themes for action to build a high performance culture

SAMPLE

Identifying focus areas and developing an Action Plan (ownership, time frame) to

address inhibitors to desired culture


Post Measurement Interventions to Transform Culture

Agencies’/Organisations’ Technical (Basic) Training

CAAS Orientation Training

Process Map Training

Scenario Based Training

Managers/Supervisors Staff

Refresher Training

Motivational Training

Coaching for Supervisors/Manager

s

CompassionCCompassionompassion

1. I put the comfort and well-being of my patients and customers as my first priority.

2. I smile, greet and thank.

3. I attend to the individual needs of my patients.

4. I keep personal information of my patients confidential.

CommunicationCCommunicationommunication

5. I speak the language my patients understand.

6. I listen to my patients when attending to their needs.

7. I provide clear and accurate information to my patients.

8. I maintain a professional image.

CommitmentCCommitmentommitment

9. I take every opportunity to assist my patients.

10. I act on the concerns expressed by my patients.

11. I perform to the best of my ability.

CollaborationCCollaborationollaboration

12. I go for “win-win” outcomes when dealing with my colleagues, patients, customers and business partners.

13. I accept individual differences when working with my colleagues and patients.

14. I actively contribute to achieving SingHealth’s vision and goals.

ConsistencyCConsistencyonsistency 15. I practise the SingHealth 5Cs Quality Standards at all times.

CompassionCCompassionompassion

1. I put the comfort and well-being of my patients and customers as my first priority.

2. I smile, greet and thank.

3. I attend to the individual needs of my patients.

4. I keep personal information of my patients confidential.

CommunicationCCommunicationommunication

5. I speak the language my patients understand.

6. I listen to my patients when attending to their needs.

7. I provide clear and accurate information to my patients.

8. I maintain a professional image.

CommitmentCCommitmentommitment

9. I take every opportunity to assist my patients.

10. I act on the concerns expressed by my patients.

11. I perform to the best of my ability.

CollaborationCCollaborationollaboration

12. I go for “win-win” outcomes when dealing with my colleagues, patients, customers and business partners.

13. I accept individual differences when working with my colleagues and patients.

14. I actively contribute to achieving SingHealth’s vision and goals.

ConsistencyCConsistencyonsistency 15. I practise the SingHealth 5Cs Quality Standards at all times.

AwarenessBuy-in

Ownership

• Soft Launch• Communication

Forums• Video• Posters• Newsletters• Credo Cards

• Briefing Session for Concession Mgmt

• Focus Groups• Interviews• Surveys• Training• Coaching• Quality Road

Shows• CBT Training

• Post audit meetings with CAAS to discuss audit results

• Post audit meetings with concession management to discuss audit results& deficiency of Standards

Define values and translate to desire

behaviours

Develop Change & Communications Plan to create Awareness, Buy-In and Ownership of Values

Engagement Sessions through Values Workshops

Equip leaders with skills to dialogue; create platforms for

staff engagement

Define competencies, behavioural descriptors

to drive the desired culture

Align to performance management/development system & processes


Leadership impact


62

Who would you like to have as your leader?

1. commitment2. control (L)

3. ambition4. result oriented5. demanding (L)

6. experience7. goal oriented8. authoritarian (L)

9. humor/fun

10. power (L)

1. commitment2. positive attitude3. accessible

4. teamwork5. trust6. integrity7. accountability8. customer satisfaction9. enthusiasm10. fair

Maria Carole

Based on 3600 Leadership Values Feedback

carried out on 100 leaders from 19 countries (2008-2010)

Low Entropy Leaders (0-6%)

High Entropy Leaders (21%+)

What the best leaders focus on: Values that create internal cohesion …

Internal Cohesion

Self- Esteem


63

Framework of Evolution

External Cohesion: Viable independent group structures then cooperate with each other to form a higher order entity.

Personal Mastery: An entity learns how to become viable and independent in its framework of existence.

Internal Cohesion: Viable independent entities then bond with each other to create a group structure.

Fear

Trust

Love

1

2

3

Source: Barrett Values Centre ©


When Leaders Transform the Organisation Transforms



OBJECTIVE

SUBJECTIVE

Character Actions and Behaviours

of the Leaders

PersonalityValues and Beliefs

of the Leaders

Culture Values and Beliefs of the Organization


Environment

StructuresActions and Behaviours

of the Organization

22 44

11 33


Whole System Transformation Evolution



OBJECTIVE

SUBJECTIVE


Environment

22 44

11 33

Mission

Alignment

Structural

Alignment

Values

Alignment

Personal

Alignment

Character Actions and Behaviours

of the Leaders

PersonalityValues and Beliefs

of the Leaders

Culture Values and Beliefs of the Organization

StructuresActions and Behaviours

of the Organization


competence 9 3(I)

accessible 8 2(R)

commitment 8 5(I)

financial stability 7 1(O)

goals orientation 6 4(O)

integrity 6 5(I)

results orientation 6 3(O)

controlling (L) 5 1(R)

demanding (L) 5 2(R)

efficiency 5 3(I)

innovation 5 4(I)

logic 5 3(I)

Andrew

Matches 5

Leadership Values Plot June 7, 2011Copyright 2012 Barrett Values Centre

accessible 2(R)

clarity 5(I)

competence 3(I)

continuous improvement 4(O)

financial stability 1(O)

innovation 4(I)

logic 3(I)

process orientation 3(O)

teamwork 4(R)

vision 7(I)

Level Andrew Observed Values

7

6

5

4

3

2

1

PL= 10-0 | IROS (P)=5-2-3-0 | IROS (L)=0-0-0-0 PL= 11-2 | IROS (P)=6-2-3-0 | IROS (L)=0-2-0-0

Orange=Values MatchP=PositiveL=Potentially Limiting (white circle)

I=IndividualR=RelationshipO=OrganisationalS=Societal

We need a new Leadership Paradigm

A shift in focus from “I” to “we”

A shift from self-interest to the common good

A shift from being the best in the world to the best for the world.


68

Leadership Development Learning System

The Book

The Web Site

The Journals and Workbooks


69

Books by Richard Barrett

2010 2012

Learning Modules:Leading SelfLeading a TeamLeading an OrganisationLeading in Society

2013


Enabling you - A practical guide to grow a desired team culture

For our REALITY:• Stakeholder Analysis• Connect to the

Customer• Open Space• Important Questions

For ME:• Core Motivation• Personal 4 Why's• Personal Values &

Hot Buttons• From IVA to Action• From Fear to Trust• Manage Your Energy

For our AMBITION:• Team 4 Why's• Align to Strategy• Internalisation of Team

Ambitions• Ai to Free Collective

Aspirations

For US:• Team Core Values &

Wanted Behaviour• From CVA to Action• Values in Action• My Team's level of Trust• The Elephant in the Room• From Conflict to Creativity

For our LEARNING:• Team Learning• Effective Feedback• Skilful Discussion• Culture Report• Creative Mind

www.valuescentre.com/getconnected

Partnering

clients in achieving

impactful implementation and

seamless transformation for

sustainable growth

From vision to results


Our Approach

Translating Vision to Results by aligning organisations, their systems and processes to strategy AND enabling employees to deliver the desired outcomes.


Our Integrated SolutionsSingle point-of-contact solution partner

• Strategic

• Implementation-focused

• Results-driven

• Sustainable

Sharing session a guide to creating a desired culture v3

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