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Transcript of Sydney melbourne amcham presentation a response to the global leadership crisis v2
www.valuescentre.com 1www.valuescentre.comwww.valuescentre.com
The New Leadership Paradigm: A Response to the Global Leadership Crisis
February 2011
2
The problems of existence have become global but the decision-making structures we
have for dealing with them are national.
Why do we need a New Leadership Paradigm?
Richard Barrett, The New Leadership Paradigm
3
Global Sustainability Issues
Pandemics
Climate Change
Global Economy
GlobalTerrorism
Poverty Reduction
Food Resilience
Natural Disasters
Energy Resilience
Species Extinction
WaterShortages
The significant problems we face cannot be solved at the same level of thinking that created them.
We need a new way of being together.
Pollution
Waste Disposal
4
A New Way of Being Together
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.
5
We will only get beyond this stage of our collective evolution if we can put aside our
narrow self-interest, focus on the whole system, and build a values-driven
framework of policies that support the common good.
A Crisis of Leadership
Richard Barrett, The New Leadership Paradigm
6
What this means for Business
Business is a wholly owned subsidiary of
society and society is wholly owned subsidiary
of the environment.
If we lose our environment and our life-
support systems, our society will perish.
If we lose our society, we will lose our economy and our businesses will perish
too.
Business leaders need to work with their competitors and
political leaders to define a framework of
policies that support the evolution of our global society by developing
industry charters that regulate the rules of competition between
companies in away that supports the
societal common good.
7
What this means for Politics
The problems of existence are global but the structures we
have for dealing with them are national.
Political leaders must give up their parochial
self-interest andexaggerated false belief in national sovereignty learn how to solve the problems of existence through international
cooperation and collaboration.
The paradigm that divides the world into the social sector, the private sector, and the governmental sector is not working. It creates artificial
barriers. We are each a constituent of the problem, so
we have to combine our forces, our efforts, and our
competencies.
Building a sustainable future for everyone is not just societal imperative. It is business imperative,
too.
8
Ultimately, the problems of existence we face are issues of consciousness.
The crisis we face is a crisis of leadership.
We will only get beyond this stage of our collective evolution if we can put aside our narrow self-
interest, focus on the whole system, and build a values-driven framework of policies that support the
common good.
A Crisis of Leadership
Richard Barrett, The New Leadership Paradigm
9
National Cultures
10
Iceland: August 2008 (635)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
PL= 11-0 | IRS (P)= 6-5-0 | IRS (L)= 0-0-0 PL= 2-8 | IROS (P)= 1-0-1-0 | IROS (L)= 2-3-3-0 PL= 10-0 | IROS (P)= 3-2-3-2 | IROS (L)= 0-0-0-0
Matches
PV - CC 0CC - DC 0PV - DC 4
1. family 420 Level 2
2. honesty 297 Level 5
3. responsibility 258 Level 4
4. accountability 225 Level 4
5. financial stability 185 Level 1
6. trust 181 Level 5
7. friendship 175 Level 2
8. positive attitude 175 Level 5
9. humor/fun 158 Level 5
10. adaptability 155 Level 4
11. respect 155 Level 2
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = organisational
Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
1. materialistic (L) 419 Level 1
2. short-term focus (L) 324 Level 1
3. educational opportunities 275 Level 3
4. uncertainty about the future (L)
275 Level 1
5. corruption (L) 269 Level 1
6. elitism (L) 264 Level 3
7. material needs 224 Level 1
8. wasted resources (L) 207 Level 3
9. gender discrimination (L) 196 Level 2
10. blame (L) 177 Level 2
1. accountability 352 Level 4
2. family 307 Level 2
3. employment opportunities 281 Level 1
4. financial stability 249 Level 1
5. optimism 233 Level 5
6. dependable public services 228 Level 3
7. honesty 222 Level 5
8. social responsibility 174 Level 4
9. human rights 163 Level 7
10. poverty reduction 160 Level 1
Values Plot Copyright 2008 Barrett Values Centre September 2008
An Unsustainable Culture
The values that are important to people in their personal lives.
How people experience their society - What is working well? What is undermining the sustainability
nation and quality of life of the citizens
What people
believe is necessary for them to
improve their lives and help
the nation achieve its
full potential
Entropy 54%
11
Iceland
Iceland National Assembly 2009/2010
1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers
Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability
12
Swedish National Assessment 2010 (1002)
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)= 0-1-1-3 | IROS (L)= 1-1-3-0 IROS (P)= 3-0-2-5 | IROS (L)= 0-0-0-0
Matches
PV - CC 0CC - DC 1PV - DC 2
Health Index (PL)
PV: 10-0CC: 5-5
DC: 10-0
1. honesty 501 5(I)
2. family 452 2(R)
3. humour/fun 437 5(I)
4. responsibility 380 4(I)
5. compassion 326 7(R)
6. accountability 318 4(R)
7. independence 268 4(I)
8. positive attitude 265 5(I)
9. fairness 247 5(R)
10. respect 243 2(R)
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. freedom of speech 458 4(O)
2. bureaucracy (L) 448 3(O)
3. unemployment (L) 424 1(O)
4. peace 398 7(S)
5. wasted resources (L) 314 3(O)
6. environmental awareness 303 6(S)
7. democratic process 298 4(R)
8. blame (L) 297 2(R)
9. human rights 281 7(S)
10. uncertainty about the future (L)
280 1(I)
1. employment opportunities 568 1(O)
2. financial stability 423 1(I)
3. concern for future generations
380 7(S)
4. honesty 314 5(I)
5. nature conservancy 297 6(S)
6. caring for the elderly 296 4(S)
7. caring for the disadvantaged 245 4(S)
8. quality of life 239 6(I)
9. fairness 233 5(O)
10. peace 229 7(S)
Values Plot Copyright 2010 Barrett Values Centre March 2010
Entropy 34%
A Potentially Sustainable Culture
The values that are important to people in their personal lives.
How people experience their society - What is working well? What is undermining the sustainability
nation and quality of life of the citizens
What people
believe is necessary for them to
improve their lives and help
the nation achieve its
full potential
13
Bhutan National Assessment 2007 (403)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 4-4-1 | IRS (L)= 1-0-0 IROS (P)= 1-0-8-2 | IROS (L)= 0-0-0-0 IROS (P)= 1-1-7-1 | IROS (L)= 0-0-0-0
Matches
PV - CC 1CC - DC 6PV - DC 2
Health Index (PL)
PV: 9-1CC: 11-0DC: 10-0
1. friendship 180 2(R)
2. continuous learning 160 4(I)
3. compassion 128 7(R)
4. caution (L) 122 1(I)
5. sincerity 121 5(I)
6. social justice 118 7(S)
7. self-discipline 102 1(I)
8. optimism 95 5(I)
9. helpfulness 94 2(R)
10. caring 92 2(R)
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. continuous improvement
195 4(O)
2. environmental protection
104 1(O)
3. strict moral/religious codes
104 3(O)
4. political rights 102 3(O)
5. education 100 4(O)
6. nature conservancy 91 6(S)
7. shared vision 90 5(O)
8. information availability 88 3(O)
9. shared values 88 5(O)
10. contentment 87 5(I)
11. social justice 87 4(S)
1. education 115 4(O)
2. continuous improvement
113 4(O)
3. freedom of speech 113 4(O)
4. economic growth 107 1(O)
5. social justice 100 4(S)
6. contentment 93 5(I)
7. environmental protection
89 1(O)
8. compassion 83 7(R)
9. full employment 82 3(O)
10. strict moral/religious codes
82 3(O)
Values Plot Copyright 2009 Barrett Values Centre January 2009
Entropy 4%
The values that are important to people in their personal lives.
How people experience their society - What is working well? What is undermining the sustainability
nation and quality of life of the citizens
What people
believe is necessary for them to
improve their lives and help
the nation achieve its
full potential
A Sustainable Culture
14
Cultural Entropy in Nations
Cultural entropy is a measure of the degree of dysfunction in a community or nation as represented by the proportion of votes for potentially limiting values in the Current Culture.
Cultural entropy provides a snap shot of the overall well-being of a community or nation as perceived by the population. It reflects current and past events, as well as the collective history of the community or nation.
15
73%
60%54% 54% 53% 51%
43% 42%
32% 31%
21%
4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Cultural Entropy in Nations
May 2009
Jan 2009
Aug 2008
March 2009
Sept 2008
2007Aug 2007
Feb 2001
May 2009
Jun 2009
Mar2009
Aug2010
16
Australia: Group (13.626m)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 4-6-0 | IRS (L)= 0-0-0 IROS (P)= 0-0-2-0 | IROS (L)= 2-2-4-0 IROS (P)= 1-1-5-3 | IROS (L)= 0-0-0-0
Matches
PV - CC 0CC - DC 0PV - DC 0
Health Index (PL)
PV: 10-0CC: 2-8
DC: 10-0
1. family 6.764m 2(R)
2. honesty 6.366m 5(I)
3. caring 6.337m 2(R)
4. humour/fun 5.428m 5(I)
5. friendship 3.936m 2(R)
6. respect 3.768m 2(R)
7. compassion 3.472m 7(R)
8. independence 3.460m 4(I)
9. responsibility 3.430m 4(I)
10. trust 3.253m 5(R)
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. bureaucracy (L) 5.900m 3(O)
2. crime/violence (L) 5.294m 1(R)
3. blame (L) 4.915m 2(R)
4. wasted resources (L) 4.664m 3(O)
5. materialistic (L) 3.617m 1(I)
6. corruption (L) 3.465m 1(O)
7. uncertainty about the future (L) 3.384m
1(I)
8. short-term focus (L) 3.002m 1(O)
9. freedom of speech 2.953m 4(O)
10. economic growth 2.841m 1(O)
1. caring for the elderly 4.957m 4(S)
2. affordable housing 4.877m 1(O)
3. accountability 4.457m 4(R)
4. caring for the disadvantaged
4.247m4(S)
5. concern for future generations
4.136m7(S)
6. effective healthcare 4.100m 1(O)
7. employment opportunities
3.617m1(O)
8. community pride 3.261m 3(I)
9. governmental effectiveness
3.065m3(O)
10. dependable public services
2.922m3(O)
Values Plot Copyright 2009 Barrett Values Centre December 2009
The values that are important to people in their personal lives.
How people experience their society - What is working well? What is undermining the sustainability
nation and quality of life of the citizens
What people
believe is necessary for them to
improve their lives and help
the nation achieve its
full potential
Entropy 42%
17
Australia: The Big Conversation
18
Organisations Culture Change
19
Public Sector Canada(2825)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 4-6-0 | IRS (L)= 0-0-0 IROS (P)= 0-0-4-0 | IROS (L)= 0-1-5-0 IROS (P)= 0-3-7-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 0CC - DC 2PV - DC 2
Health Index (PL)
PV: 10-0CC: 4-6
DC: 10-0
1. honesty 1289 5(I)
2. accountability 1168 4(R)
3. family 1104 2(R)
4. caring 1029 2(R)
5. dedication/ commitment
929 5(I)
6. balance (home/work)
913 4(I)
7. fairness 875 5(R)
8. respect 816 2(R)
9. humour/fun 814 5(I)
10. trust 804 5(R)
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. bureaucracy (L) 1447 3(O)
2. customer service 1243 3(O)
3. health & safety 1134 1(O)
4. cost reduction 1133 1(O)
5. hierarchy (L) 1048 3(O)
6. employee health, safety & wellness
862 1(O)
7. silo mentality (L) 800 3(O)
8. confusion (L) 787 3(O)
9. reactive (L) 774 3(O)
10. control (L) 715 1(R)
1. accountability 1765 4(R)
2. customer service 1274 3(O)
3. balance (home/work)
1129 4(O)
4. continuous improvement
958 4(O)
5. financial sustainability 863 1(O)
6. information sharing 676 4(O)
7. employee health, safety & wellness
671 1(O)
8. coaching/ mentoring 669 6(R)
9. open communication 657 2(R)
10. employee engagement
627 5(O)
Values Plot Copyright 2010 Barrett Values Centre November 2010
Entropy 34%
The values that are important to
employees in their personal
lives.
How employees experience their company- What is working well? What is undermining the performance
and sustainability of the company?
What employees believe is necessary
for the company to achieve
its full potential
20
Telecommunications Africa (6337)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 0-2-3-0 | IROS (L)= 1-1-3-0 IROS (P)= 3-4-3-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 0CC - DC 2PV - DC 3
Health Index (PL)
PV: 10-0CC: 5-5
DC: 10-0
1. honesty 3852 5(I)
2. accountability 3184 4(R)
3. commitment 2563 5(I)
4. responsibility 2076 4(I)
5. respect 1927 2(R)
6. positive attitude 1867 5(I)
7. integrity 1696 5(I)
8. family 1608 2(R)
9. performance 1563 3(I)
10. caring 1507 2(R)
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. cost reduction 2449 1(O)
2. customer satisfaction 1958 2(O)
3. confusion (L) 1677 3(O)
4. inconsistent (L) 1677 3(I)
5. productivity 1462 3(O)
6. information withholding (L)
1325 3(R)
7. black empowerment 1321 4(R)
8. job insecurity (L) 1319 1(O)
9. teamwork 1317 4(R)
10. bureaucracy (L) 1212 3(O)
1. accountability 2477 4(R)
2. customer satisfaction 2237 2(O)
3. career development 1906 3(I)
4. honesty 1893 5(I)
5. leadership effectiveness 1731 6(O)
6. commitment 1652 5(I)
7. teamwork 1565 4(R)
8. job security 1458 4(R)
9. employee recognition 1384 2(R)
10. information sharing 1379 4(O)
Values Plot Copyright 2009 Barrett Values Centre September 2009
Entropy 28%
The values that are important to
employees in their personal
lives.
How employees experience their company- What is working well? What is undermining the performance
and sustainability of the company?
What employees believe is necessary
for the company to achieve
its full potential
21
Chemicals and Pharmaceuticals Europe (72)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 8-2-0 | IRS (L)= 0-0-0 IROS (P)= 0-0-6-0 | IROS (L)= 0-3-2-0 IROS (P)= 3-2-5-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 1CC - DC 1PV - DC 4
Health Index (PL)
PV: 10-0CC: 6-5
DC: 10-0
1. commitment 41 5(I)
2. honesty 36 5(I)
3. reliability 36 3(R)
4. safety 30 1(I)
5. humour/fun 28 5(I)
6. perseverance 28 4(I)
7. adaptability 27 4(I)
8. health 23 1(I)
9. family 21 2(R)
10. positive attitude 20 5(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. cost reduction 46 1(O)
2. bureaucracy (L) 35 3(O)
3. compliance 28 3(O)
4. safety 27 1(O)
5. conflicts (L) 24 2(R)
6. confusion (L) 23 3(O)
7. profit 23 1(O)
8. results orientation 22 3(O)
9. suspicion (L) 22 2(R)
10. being the best 21 3(O)
11. blame (L) 21 2(R)
1. commitment 38 5(I)
2. reliability 32 3(R)
3. honesty 31 5(I)
4. safety 29 1(O)
5. employee health 28 1(O)
6. employee recognition 27 2(R)
7. clarity 25 5(O)
8. quality 21 3(O)
9. continuous improvement 20 4(O)
10. well-being (physical/emotional/mental/spiritual)
20 6(I)
Values Plot Copyright 2009 Barrett Values Centre December 2009
Entropy 38%
The values that are important to
employees in their personal
lives.
How employees experience their company- What is working well? What is undermining the performance
and sustainability of the company?
What employees believe is necessary
for the company to achieve
its full potential
22
Nedbank (South Africa)
23
Nedbank Group 2010 (10,755)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 2-2-5-1 | IROS (L)= 0-0-0-0 IROS (P)= 3-3-4-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 2CC - DC 6PV - DC 4
Health Index (PL)
PV: 10-0CC: 10-0DC: 10-0
1. accountability 7563 4(R)
2. honesty 5168 5(I)
3. commitment 4770 5(I)
4. respect 3832 2(R)
5. integrity 3508 5(I)
6. family 3504 2(R)
7. responsibility 3013 4(I)
8. caring 2992 2(R)
9. balance (home/work)
2981 4(I)
10. efficiency 2664 3(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. accountability 4601 4(R)
2. client satisfaction 3784 2(O)
3. client-driven 3174 6(O)
4. teamwork 2204 4(R)
5. brand reputation 2193 3(O)
6. being the best 2113 3(O)
7. achievement 2098 3(I)
8. community involvement 2079 6(S)
9. cost-consciousness 2041 3(O)
10. commitment 2020 5(I)
1. accountability 6063 4(R)
2. client satisfaction 4085 2(O)
3. balance (home/work) 3583 4(O)
4. employee recognition 2874 2(R)
5. client-driven 2646 6(O)
6. honesty 2592 5(I)
7. teamwork 2529 4(R)
8. employee satisfaction 2525 2(O)
9. commitment 2518 5(I)
10. achievement 2386 3(I)
Values Plot Copyright 2010 Barrett Values Centre April 2010
The values that are important to
employees in their personal
lives.
How employees experience the company - What is working well? What is undermining the sustainability
of the company.
A Sustainable Culture
What employees believe is necessary
for the company to achieve
its full potential
24
25%
19%17%
14%13% 13%
0%
5%
10%
15%
20%
25%
2005 2006 2007 2008 2009 2010
Nedbank: Cultural Evolution
Entropy reduction leads to improved performance—increased revenues, profits and share price. Working toward entropy of <10% will result in healthy functioning of the organisation and improvement of staff morale.
Entropy Scores
Organisational Entropy Risk Bands
<10% Healthy functioning10-19% Some problems requiring careful monitoring20-29% Significant problems requiring attention30-39% Crisis situation requiring immediate change40%> Impending risk of implosion, bankruptcy or failure
25
Revenue grew on average 16.9% (CAGR) per year from 2004 to 2007
Share Price grewon average 20.4% (CAGR) per year from 2004 to 2007
Nedbank: Financial Impact of Cultural Evolution
78
100
134 136
96
0
20
40
60
80
100
120
140
160
2004 2005 2006 2007 2008
Closing share price (Rand)
1402715809
18948
22428 22077
0
5000
10000
15000
20000
25000
2004 2005 2006 2007 2008
Revenue Rm (operating income)
CAGR : Compound Annual Growth Rate
Nedbank: Cultural Evolution
26
What can Evolution teach us about the New Leadership
Paradigm?
27
The Universal Stages of Evolution
From the Big Bang … to the Present Day
Stage 1Entities learn how to become viable and independent in their frameworks of existence.
Stage 2 As life conditions become more complex, viable independent entities bond with each other to create a group structures.
Stage 3 Viable independent group structures then cooperate with each other to form a higher order entity.
Energy Atoms Molecules Cells Organisms Creatures Homo sapiens
28
Evolution and Complexity
At each stage of evolution – from atoms, to cells, to creatures – there was not only an expansion in awareness, but also an expansion in the range of possible reactions or responses that an entity could make to changes in its internal or external environment.
Evolution: The continually unfolding ability to respond to increasingly complex life conditions.
An increase in external complexity demanded an increase in
internal complexity
29
Stage 1:
Entities learn how to become viable and independent in their frameworks of existence.
Stage 2:
As life conditions become more complex, viable independent entities bond with each other to create a group structures.
Stage 3:
Viable independent group structures then cooperate with each other to form a higher order entity.
Particles/waves of information existing in a quantum energy field.
Carbon atom Molecules Cells
Eukaryotic cell Organisms Creatures
Homo sapiens Nations Humanity
The Universal Stages of EvolutionLevels
of
Bein
g
Evolution
30
Evolution as a Context for Leadership Development
31
Leadership Development
THE FOUR STAGES OF LEADERSHIP DEVELOPMENT
1. Leading Self 2. Leading a Team3. Leading an Organisation4. Leading in Society
32
Priorities for Leadership Development
Stage 1: Personal Mastery
Overcoming the fears of the Ego to become viable and independent in your framework of existence
Stage 2: Internal Cohesion
Aligning the motivations of the Ego with the Soul (bonding) to become an authentic individual
Stage 3: External Cohesion
Cooperating with other individuals who share the same values and mission to leverage impact
Evolu
tion
Stage 1: Team Mastery
Overcoming the fears of individual Team membersTo minimize cultural entropy
Stage 2:Internal Cohesion
Aligning the motivations of Team members with the mission of the Team for team alignment
Stage 3:External Cohesion
Cooperating with other Teams who share the same values and vision
Stage 1: Personal Mastery
Overcoming the fears of individual Staff members to minimize cultural entropy
Stage 2:Internal Cohesion
Aligning the motivations of Staff members with the vision and values of the Organization
Stage 3:External Cohesion
Cooperating with other Organizations who share the same values and vision
Leading Self Leading Others Leading an
Organisation
33
Leadership Development Programme
H u m a n C o n s c i o u s n e s s( W o r l d V i e w s )
Stage 1
Stage 2
Stage 3
S t a g e s o f E v o l u t i o n
Stage 1: Personal Mastery
Overcoming the fears of the Ego to become viable and independent in your framework of existence
Stage 2: Internal Cohesion
Aligning the motivations of the Ego with the Soul (bonding) to become an authentic individual
Stage 3: External Cohesion
Cooperating with other individuals who share the same values and mission to leverage impact
Stage 1: Team Mastery
Overcoming the fears of individual Team membersTo minimize cultural entropy
Stage 2:Internal Cohesion
Aligning the motivations of Team members with the mission of the Team
Stage 3:External Cohesion
Cooperating with other Teams who share the same values and vision
Leading Self Leading Others
Evolu
tion
34
Talent Management
Evolution as a Context for Talent Management
35
Selection Priorities for Talent Management
Adaptability
- Speed- Resilience
Continuous Learning
- Memory - Logic
Ability to Bond
- Compatibility - Trust
Ability to Handle Complexity
- Internal - External
Ability to Cooperate
- Alignment- Empathy
Characteristics of highly successful evolutionary entities
ABILITY TO LEAD SELF AND TO LEAD OTHERSAGE & EXPER-IENCE
36
Talent Management Programme
H u m a n C o n s c i o u s n e s s( W o r l d V i e w s )
Stage 1
Stage 2
Stage 3
S t a g e s o f E v o l u t i o n
Stage 1: Personal Mastery
Overcoming the fears of individual Staff members to minimize cultural entropy
Stage 2:Internal Cohesion
Aligning the motivations of Staff members with the vision and values of the Organization
Stage 3:External Cohesion
Cooperating with other Organizations who share the same values and vision
Leading an Organisation
Graduates from the Leading Self and Leading Others Leadership Modules who display the Five Evolutionary Characteristics are selected for the Talent Management Programme
37
38
What inspired you to write the New Leadership Paradigm?
39
The Structure of the TNLP Learning System
Leading Self
Leading Others
Leading an Organisation Leading in Society
FeedbackLoops
FeedbackLoops
Web site
Book
Learning Modules
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The Book
A Leadership Development Text Book
for the 21st Century Leader
(530 pages)
Part 1: FundamentalsPart 2: Leading SelfPart 3: Leading OthersPart 4: Leading an OrganisationPart 5: Leading in SocietyPart 6: AnnexesAnnex 1: The Learning SystemAnnex 2: Cultural Transformation ToolsAnnex 3: The Seven Levels of Consciousness
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The Web SiteSearch Function for
anything you want to find on the Web site.
Return to BVC Web site.
Read this
column first
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The Journals/Workbooks
Structure of Journals
My Journey
My Potential
My Challenges
My Mastery
My Evolution/Performance
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The Users
Individuals of all ages who aspire to become all they can become.
Consultants and coaches who are grooming, nurturing, and supporting the next generation of leaders.
Change agents and OD practitioners who are looking for new, cost effective ways to make leadership training available to large numbers of people in their organisations.
Talent management professionals responsible for selecting and training future leaders
Universities and Business Schools searching for cutting-edge training materials to support their undergraduate and mature students
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Benefits to an Organisation of Using TNLP
Significant Reduction in Leadership Development CostsComprehensive Leadership development materials for less than $100
Significant Increase in Participation in Leadership TrainingLeading Self and significant part of Leading a Team modules are self-facilitated
State-of-the-Art Resources Multi-media MaterialsUser participation by suggesting improvements to the resources and materials
Keeping You Up-to-date on Leadership DevelopmentLinks to blogs, tweets, articles and videos
Customisable to Your Specific NeedsAdd, delete or modify exercises in the workbooks according to your needs
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Resources
Video: http://www.youtube.com/watch?v=WX_DskhnxS4
Web Site: http://newleadershiparadigm.com
Flyer: http://tnlp.valuescentre.com/media/fyi-docs/TNLP-Book-and-Learning-System-Flyer.pdf
Book: http://www.lulu.com/spotlight/Fulfillingbooks
Learning Modules: http://www.valuescentre.com/resources
This Presentation: http://www.slideshare.net/BarrettValues
Richard Barrett: http://www.richardbarrett.net