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Transcript of Values driven leadership
www.valuescentre.com 1www.valuescentre.comwww.valuescentre.com
Values-driven Leadership
Richard BarrettMay 2011
2
What is Culture?
3
What is Culture?
“The way things are done around here”
The culture of an organisation or any group of individuals is a reflection of the values, beliefs and behaviours of leaders of the group and the legacy of past leaders.
4
What are Values?
5
What are Values?
Values - A shorthand method of describing our individual and collective motivations and what is important to us.
Values can be positive or potentially limiting.
Positive Values: trust, creativity, passion, honesty, integrity, clarity
Potentially Limiting Values: power, blame, greed, status, being liked
6
Values in Organisations
Tom Boardman Former CEO of Nedbank, South Africa
7
The Leader and the Values
The excellent companies developed cultures that incorporated the values and practices of their great leaders, and those shared values can be seen to survive for decades.
Tom Peters, “In Search of Excellence: Lessons from America’s best run companies”, 1983
Leadership values and excellence
8
The Leader and the Values
Tom Peters, “In Search of Excellence: Lessons from America’s best run companies”, 1983
The real role of the leader is to manage the values of the corporation.
9
The Importance of Values Alignment
Yes No0
0.2
0.4
0.6
0.8
1
10%
90%
If you had the choice, would you work in an organisation where the company values do not match your own values?
Based on Survey of Leaders for Change
10
Culture and Strategy
11
Culture and Strategy
Strong Culture Good Strategy
High Performance
12
Culture and Strategy
Full Spectrum Leadership
Compelling VisionInspiring Mission
High Performance
Strong CulturePersonal Alignment
Group CohesionStructural Alignment
Good StrategyClear Goals
Measurable Objectives Key Performance
Indicators
13
Both Culture and Strategy are Important
In firms with strong corporate cultures, managers tend to march energetically in the same direction. The alignment, motivation, organisation, and control can help performance, but only if the
resulting actions fit an intelligent business strategy for the specific environment in which the firm operates.
John P. Kotter and James L. Heskett, “Corporate Culture and Performance”, 1992
14
Culture and Brand
15
Culture and Brand
Employee Perspective Customer Perspective
CULTURE BRAND
The Culture
Vision Mission Values Behaviours
Who you are on the inside, looks a lot like who you are on the outside
Do you consciously create your culture, or do you have a default,
unconscious culture?
16
Building a High-Performance Organisation
17
How do you Build a High-Performance Organisation?
By creating an adaptable, vision-guided, values-driven culture that focuses on all stake holder needs and in particular
the employee and customer experience.
18
3 Years 5 Years 10 Years0%
200%
400%
600%
800%
1000%
1200%
S&P 500 Good to Great
Firms of Endearment
Firms of Endearment*
Investor returns over 3, 5 and 10 years comparing S&P 500, Good to Great and Firms of Endearment.
“... the distinguishing feature of “firms of endearment” is that they treat all stakeholders—employees, customers, investors, partners, and society—equally. In addition, they fully recognize that they are a part of an economic ecosystem with many interdependent participants. They are committed to exemplary citizenship, and they embrace the concept of servant leadership.
* Rajendra S. Sisodia, David B. Wolfe, and Jagdish N. Seth, Firms of Endearment: The Pursuit of Purpose and Profit (Upper Saddle River, N.J.: Wharton School of Publishing, 2007).
19
Firms of Endearment
“FoEs share five primary elements in their corporate visions.
• A broader purpose than wealth generation• Dedication to servant leadership • Emotionally intelligent leadership• Commitment to exemplary citizenship• Recognition that they are part of an economic ecosystem with many interdependent participants”
Firms of Endearment: How World-Class Companies Profit from Passion and Purpose, David Wolfe, 2006
20
Better returns
A portfolio of the top twenty publicly listed best companies to work for in the USA in 2008 would have returned an average annualized return of 16.74% over the past ten years – compared to 2.83% for the S&P 500.
Fortune’s Best Companies to Work For
S&P 500
21
Best Employers have Lowest Entropy
Staff Engagement Cultural Entropy
Tier 1 (Best) 89% 5%
Tier 2 76% 8%
Tier 3 55% 15%
Tier 4 (Worst) 40% 21%
Cultural Entropy The degree of dysfunction in the culture – bureaucracy, internal competition, etc.
This research of 163 organisations in Australia was carried out by Hewitt Associates and the Barrett Values Centre in 2008
22
Low 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%
This research of 163 organisations in Australia was carried out by Hewitt Associates and the Barrett Values Centre in 2008
Cultural Entropy
The degree of dysfunction in the culture – bureaucracy, internal competition, etc.
23
The distinguishing feature of the best employers was their focus on employee needs and the employees’ experience.
The values that were present in the top ten current culture values of the best companies, that were not present in the worst companies.
Best employers focus on …
Employee needs and employee experience
Employee recognition
Coaching/mentoring
TeamworkBalance (home/work)
24
The Three Mantras of Culture Change
25
The Three Mantras of Culture Change
Cultural Capital is the new frontier of competitive advantage.
Organisational transformation begins with the personal transformation of the leaders.
Measurement matters. If you can measure it you can manage it.
26
From Leader’s Values to Shareholder Value
Corporate Sector
Leader’s Values/ Behaviours
Corporate Culture
CompetitiveAdvantage &Resilience
Performance & Shareholder
Value
27
From Leadership to Customer Satisfaction
Public Sector
Leader’s values/ behaviours
OrganisationalCulture
Mission Assurance
CustomerSatisfaction
28
Measuring Culture by Mapping Values
29
The Model and Cultural Transformation Tools
Pages: 55-101 Pages: 19-67
30
Growth Needs and Deficiency Needs
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
31
Maslow’s Needs to Barrett’s Consciousness
Know and Understand
Physiological
Safety
Love & Belonging
Self-esteemAbraham Maslow
Know and Understand
N e e d s C o n s c i o u s n e s s
Self-Actualization
Richard Barrett
32
Maslow’s Needs to Barrett’s Consciousness
Know and Understand
Physiological
Safety
Love & Belonging
Self-esteem
Know and Understand
N e e d s C o n s c i o u s n e s s
1. Expansion of self-actualization into multiple levels.
2. Substitute ‘states of consciousness’ for hierarchy of needs.
3. Each state of consciousness is defined by specific values and behaviours.
33
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
34
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 Organisational Consciousness
Service
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
35
Placement of Values by Level
Current Culture 100 Employees
Top Ten Values
1. tradition (L) (59)
2. diversity (54)
3. control (L) (53)
4. goals orientation (46)
5. knowledge (43)
6. creativity (42)
7. productivity (37)
8. image (L) (36)
9. profit (36)
10. open communication (31)
10
42 5
7
9
6
8
3
110
Service
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
36
Cultural Entropy
Distribution of Values by Level
Current Culture 100 Employees
11%
1
2
3
4
5
6
7Service
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
37
Your Results (Based on Feedback from Leaders for Change)
38
Leaders 4 Change: Employed by an organization (95)
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)= 1-1-5-0 | IROS (L)= 0-1-4-0 IROS (P)= 1-3-6-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 1CC - DC 2PV - DC 2
Health Index (PL)
PV: 10-0CC: 7-5
DC: 10-0
1. commitment 42 5(I)
2. continuous learning 36 4(I)
3. respect 36 2(R)
4. responsibility 35 4(I)
5. coaching/ mentoring 33 6(R)
6. integrity 33 5(I)
7. positive attitude 28 5(I)
8. enthusiasm 26 5(I)
9. creativity 25 5(I)
10. vision 25 7(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 (L) 34 1(O)
2. customer satisfaction 32 2(O)
3. results orientation 31 3(O)
4. continuous improvement
29 4(O)
5. bureaucracy (L) 25 3(O)
6. quality 25 3(O)
7. control (L) 23 1(R)
8. hierarchy (L) 23 3(O)
9. financial stability 22 1(O)
10. achievement 19 3(I)
11. respect 19 2(R)
12. short-term focus (L) 19 1(O)
1. continuous improvement
38 4(O)
2. leadership development 38 6(O)
3. innovation 34 4(I)
4. coaching/ mentoring 31 6(R)
5. continuous learning 27 4(O)
6. efficiency 27 3(O)
7. customer satisfaction 26 2(O)
8. empowerment 24 4(R)
9. long-term perspective 22 7(O)
10. teamwork 22 4(R)
Values Plot Copyright 2011 Barrett Values Centre May 2011
The values that are important in your personal
lives.
How you experience your company - What is working well? What is undermining the performance
of your company.
The values you believe
are necessary for your
company to achieve
its full potential
1%
1%
0%
2%
11%
12%
29%
12%
8%
24%
0% 20% 40%
1
2
3
4
5
6
7
10%
3%
9%
6%
8%
17%
12%
9%
5%
21%
0% 20% 40%
1
2
3
4
5
6
7
1%
0%
0%
3%
10%
14%
21%
15%
6%
30%
0% 20% 40%
1
2
3
4
5
6
7
C
T
S
Values Distribution Copyright 2011 Barrett Values Centre May 2011
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 49-24-27Entropy = 2%
CTS = 26-21-53Entropy = 22%
CTS = 42-30-28Entropy = 1%
Personal Values
Current Culture Values
Desired Culture Values
Total number of votes for all
values at each level
Cultural Entropy % of Votes for Limiting Values
Leaders 4 Change: Employed by an organization (95)
40
Cultural entropy represents the degree of dysfunction in a culture
Cultural Entropy
Entropy Impact
<10% Prime: Healthy Functioning
11-19% Minor Issues: Requiring cultural and/or structural adjustment
20-29% Significant Issues: Requiring cultural and structural transformation, and leadership coaching
30-39% Serious Issues: Requiring cultural and structural transformation, leadership mentoring/coaching, and leadership development
40-49% Critical Issues: Requiring cultural and structural transformation, selective changes in leadership, leadership mentoring/coachingand leadership development
Values Jumps Table Copyright 2011 Barrett Values Centre May 2011
ValueCurrent
Culture VotesDesired
Culture VotesJump
leadership development 17 38 21
innovation 13 34 21
coaching/ mentoring 11 31 20
empowerment 8 24 16
employee recognition 2 17 15
long-term perspective 9 22 13
adaptability 3 16 13
open communication 5 17 12
continuous learning 16 27 11
efficiency 16 27 11
cooperation 8 19 11
trust 6 17 11
shared vision 4 15 11
Values Jumps
A value jump occurs when there are more votes for a value in the Desired Culture than in the Current Culture. Listed below are the values with the largest increase in votes. The values in bold are represented in the Desired Culture.
Leaders 4 Change: Employed by an organization (95)
42
The New Leadership ParadigmLearning System
More than a Book...
A Leadership Development Learning System for the 21st Century Leader
And also ...
A Manual for Evolutionary Coaching
43
The New Leadership Paradigm
44
Components of the New Leadership Paradigm Learning System
The Book
The Multi-media
Web site The Workbooks
and Journals
45
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
46
The Web Site
A State-of-the-Art, Multi-media, Web site that is
constantly updated based on the feedback of users and as
new articles, videos, books
and other materials become
available www.newleadershipparadigm.com
47
The Journals/Workbooks
Leading Self (43 Exercises)
Leading a Team (28 Exercises)
Leading an Organisation (33 Exercises)
Leading in Society (30 Exercises)
48
Leading Yourself
If you can’t lead yourself, then you will not be able to lead others
If you can’t lead others, then you will not be able to lead an organisation
If you can’t lead an organisation, then you will not be able to lead a
community or a nation
49
Who Will Be Using the Learning System?
• Consultants and Coaches who are 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
• Universities and Business Schools searching for cutting-
edge training materials to support their undergraduate and mature students
• Individuals who want to grow, develop and become all they can become
50
Nedbank, South Africa: An Example of Cultural Evolution
51
52
Vision and Values
Tom Boardman Former CEO of Nedbank, South Africa
53
Entropy 13%Entropy 25% Entropy 19% Entropy 17% Entropy 14%
Nedbank: Current Culture Evolution
1. cost-consciousness2. profit 3. accountability 4. community involvement 5. client-driven 6. process-driven7. bureaucracy (L)8. results orientation 9. client satisfaction10. silo mentality (L)
2005
1. cost-consciousness2. accountability 3. client-driven 4. client satisfaction 5. results orientation 6. performance driven7. profit8. bureaucracy (L)9. teamwork 10. community involvement
2006
1. client-driven 2. accountability 3. client satisfaction 4. cost-consciousness5. community involvement6. performance driven 7. profit8. achievement9. being the best 10. results orientation
2007 2008
1. accountability2. client-driven 3. client satisfaction 4. community involvement 5. achievement6. cost-consciousness7. teamwork8. performance driven9. being the best 10. delivery
2009
1. accountability2. client-driven 3. client satisfaction 4. cost-consciousness5. community involvement 6. achievement7. teamwork 8. employee recognition 9. being the best10. performance driven
5 matches4 matches4 matches3 matches 6 matches
54
25%
19%17%
14%13%
0%
5%
10%
15%
20%
25%
2005 2006 2007 2008 2009
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
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
55
Cultural entropy represents the degree of dysfunction in a culture
Cultural Entropy
Entropy Impact
<10% Prime: Healthy Functioning
11-19% Minor Issues: Requiring cultural and/or structural adjustment
20-29% Significant Issues: Requiring cultural and structural transformation, and leadership coaching
30-39% Serious Issues: Requiring cultural and structural transformation, leadership mentoring/coaching, and leadership development
40-49% Critical Issues: Requiring cultural and structural transformation, selective changes in leadership, leadership mentoring/coachingand leadership development
56
Nedbank: Response Rate to Values Survey
1827
6083
10155
14091
18206
0
4000
8000
12000
16000
20000
2005 2006 2007 2008 2009
63.0%
50.4%
28.0%
35.5%
20.2%
28,898 employees in 2009
Response rate
nu
mb
er
of
pa
rtic
ipa
nts
57
Nedbank: Cultural Evolution
Nedbank Staff Survey Scores
59.6% 66.3%71.5% 75.1% 78.8%
0.0%20.0%40.0%60.0%80.0%
100.0%
2005 2006 2007 2008 2009
58
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
59
Whole System Change
60
The Concept of Whole System Change
Pages: 119-157 Pages: 370-379
61
Four Conditions for Whole System Change
Interior Exterior
Individual
Collective
Personality: Values and Beliefs of an Individual
Culture: Values and Beliefs of a Group
Social Structures:
Actions and Behaviours
of a Group
Character: Actions and
Behavioursof an
Individual
Based on the Four Quadrants of Ken Wilber
The Four Quadrants
62
Four Conditions for Whole System Change
Interior Exterior
Individual
Collective
Personality: Values and Beliefs of an Individual
Culture: Values and Beliefs of a Group
Social Structures:
Actions and Behaviours
of a Group
Character: Actions and
Behavioursof an
IndividualMis
sio
n A
lign
men
tValu
es A
lig
nm
en
t
Structural Alignment
Personal Alignment
The Four Conditions for Whole System Change
63
4. Define core values & behaviours of the organisation
3. Revisit the Vision and Mission of the Organisation
1. Commitment from leadership team to personal transformation
2. Baseline measurement of the culture and key performance indicators. Create scorecard.
How do we build a high-performance culture
How do we become and remain agile and adaptable?
How can we position ourselves for the future?
How can we build our long-term resilience?
5. Develop compelling
reasons for change
Whole System Change: Nine Step Process
64
Why?
Whole System Change: Implementation Phase
6. Personal Alignment
Begin with the leadership team and then expand to the larger leadership group including managers and supervisors (Leading Self and Leading a Team)
7. Structural Alignment
Set up incentives to make the espoused values and behaviours pervasive
• New employee/ Executive selection
• New employee/ Executive orientation
• Employee/executive performance evaluation
• Employee/executive promotion criteria
• Talent selection and development programme
• Management development programme
• Leadership development
programme
8. Values Alignment
Inculcate espoused values and behaviours into the executive and employee population. Explore personal values.
9. Mission Alignment
Integrate the vision and mission of the organisation into the executive and employee population. Explore personal motivations.
Whole System Change: Nine Step Process
65
Begin with the Leadership Team
• Personal Alignment of Leaders • Internal Cohesion in the Leadership Team
66
Cultural Evolution Begins with Personal Evolution
The culture ofan organisationis a reflectionof the leadership consciousness.
power (L) 11 Level 3
blame (L) 10 Level 2
demanding (L) 10 Level 2
manipulative (L) 10 Level 2
experience 9 Level 3
controlling (L) 8 Level 1
arrogant (L) 7 Level 3
authoritarian (L) 6 Level 1
exploitative (L) 6 Level 1
ruthless (L) 6 Level 1
1. short-term focus (L) 13 Level 1
2. blame (L) 11 Level 2
3. manipulation (L) 10 Level 2
4. caution (L) 7 Level 1
5. cynicism (L) 7 Level 3
6. bureaucracy (L) 6 Level 3
7. control (L) 6 Level 1
8. cost reduction 5 Level 1
9. empire building (L) 5 Level 2
10. image (L) 5 Level 3
11. long hours (L) 5 Level 3
LV A Feedback 14 Assessors
PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0
CVA Current Culture
PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0
Cultural Entropy 38% Personal Entropy 64%
Culture Values Leader’s Values
67
The culture ofan organisationis a reflectionof the leadership consciousness.
continuous learning 11 Level 4
generosity 11 Level 5
commitment 10 Level 5
positive attitude 10 Level 5
vision 10 Level 7
ambitious 9 Level 3
making a difference 8 Level 6
results orientation 8 Level 3
honesty 7 Level 5
integrity 7 Level 5
intuition 7 Level 6
leadership developer 7 Level 6
1. customer satisfaction 16 Level 2
2. commitment 11 Level 5
3. continuous learning 11 Level 4
4. making a difference 11 Level 6
5. global perspective 9 Level 3
6. mentoring 9 Level 6
7. enthusiasm 8 Level 5
8. leadership development 8 Level 6
9. integrity 7 Level 5
10. open communication 7 Level 2
11. optimism 7 Level 5
12. shared values 7 Level 5
CVA Current Culture
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0
LV A Feedback 27 Assessors
PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0
Cultural Evolution Begins with Personal Evolution
Cultural Entropy 7% Personal Entropy 9%
Culture Values Leader’s Values
68
Personal Alignment of the Leaders
1
3
2
4
Wilber’s Four Quadrants
Organisational transformation begins with the personal transformation of the leaders. Organisations don’t transform. People do.
When leaders change their beliefs and values (1), their behaviours change (2).
This influences the culture of the group (3), which in turn changes the behaviours of the group (4).
69
The Leadership Values Assessment is a feedback instrument that compares a leader’s perception of the values he or she believes best describe his or her management/operational style with their colleagues’ perception of their management/operational style.
The instrument also compares leader’s perception of their own strengths, and the behaviours that they believe they need to improve or stop, with the assessors’ perceptions and measures personal entropy.
Leadership Values Assessment
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Jeff's Values Assessors' Top 11 Values
Matches 5
Jeff Vader
balance (home/work) Level 4
balance (physical/emotional/mental/spiritual)
Level 6
empathy Level 6
fairness Level 5
internal community builder
Level 5
nurturing Level 6
personal relationships Level 2
positive attitude Level 5
trustworthy Level 5
wisdom Level 7
Orange = Values match P = Positive I = IndividualL = Potentially Limiting R = Relationship
(white circle) O = organisational
Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008
balance (physical/emotional/mental/spiritual)
Level 6
compassion Level 7
empathy Level 6
employee development Level 4
forgiveness Level 7
humor/fun Level 5
listener Level 2
mentoring Level 6
nurturing Level 6
personal relationships Level 2
positive attitude Level 5
PL = 10-0 | IRO (P) = 4-5-1 | IRO (L) = 0-0-0 PL = 11-0 | IRO (P) = 3-7-1 | IRO (L) = 0-0-0
How Jeff sees
himself
How Others see Jeff
Matching Values
0%
0%
0%
0%
10%
0%
40%
30%
10%
10%
0% 20% 40% 60%
1
2
3
4
5
6
7
0%
0%
0%
0%
18%
0%
18%
36%
18%
9%
0% 20% 40% 60%
1
2
3
4
5
6
7
Jeff Vader
C
T
S
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 80-10-10Entropy = 0%
CTS = 72-9-19Entropy = 0%
Jeff's Values
Assessors' Values
Leadership Distribution Copyright 2008 Barrett Values Centre August 2008
Level of Personal Entropy
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Jim's Values Assessors' Top 11 Values
Matches 3
Jim Vader
balance (physical/emotional/mental/spiritual)
Level 6
goals orientation Level 4
listener Level 2
mission focus Level 4
organisational growth Level 1
perseverance Level 4
respect Level 2
results orientation Level 3
team player Level 4
trustworthy Level 5
Orange = Values match P = Positive I = IndividualL = Potentially Limiting R = Relationship
(white circle) O = organisational
Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008
balance (physical/emotional/mental/spiritual)
Level 6
compassion Level 7
employee fulfillment Level 6
humor/fun Level 5
listener Level 2
mentoring Level 6
personal relationships Level 2
positive attitude Level 5
strategic alliances Level 6
team player Level 4
vision Level 7
PL = 10-0 | IRO (P) = 3-4-3 | IRO (L) = 0-0-0 PL = 11-0 | IRO (P) = 4-5-2 | IRO (L) = 0-0-0
How Jim sees
himself
How Others see Jim
Matching Values
0%
0%
0%
10%
20%
10%
10%
10%
0%
40%
0% 20% 40% 60%
1
2
3
4
5
6
7
0%
0%
0%
0%
18%
0%
18%
36%
18%
9%
0% 20% 40% 60%
1
2
3
4
5
6
7
Jim Vader
C
T
S
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 20-40-40Entropy = 0%
CTS = 72-9-19Entropy = 0%
Jim's Values
Assessors' Values
Leadership Distribution Copyright 2008 Barrett Values Centre August 2008
Level of Personal Entropy
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Darth's Values Assessors' Top 11 Values
Matches 2
Darth Vader
ambitious Level 3
courage Level 4
creativity Level 5
excellence Level 3
integrity Level 5
long-term perspective Level 7
passion Level 5
results orientation Level 3
strategic alliances Level 6
vision Level 7
Orange = Values match P = Positive I = IndividualL = Potentially Limiting R = Relationship
(white circle) O = organisational
Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008
achievement Level 3
authoritarian (L) Level 1
being the best Level 3
competitive (L) Level 2
demanding (L) Level 2
determination Level 4
excellence Level 3
knowledge Level 4
power (L) Level 3
results orientation Level 3
risk-taking Level 4
PL = 10-0 | IRO (P) = 7-0-3 | IRO (L) = 0-0-0 PL = 7-4 | IRO (P) = 6-0-1 | IRO (L) = 0-4-0
How Darth sees
himself
How Others
see Darth
Matching Values
0%
0%
0%
0%
0%
30%
30%
10%
20%
10%
0% 20% 40% 60%
1
2
3
4
5
6
7
9%
18%
9%
0%
0%
36%
0%
0%
0%
27%
0% 20% 40% 60%
1
2
3
4
5
6
7
Darth Vader
C
T
S
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 60-10-30Entropy = 0%
CTS = 0-27-73Entropy = 36%
Darth's Values
Assessors' Values
Leadership Distribution Copyright 2008 Barrett Values Centre August 2008
Level of Personal Entropy
76
Darth Vader Video
77
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