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The New Leadership Paradigm: A Response to the Global Leadership Crisis

February 2011

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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

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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

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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.

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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


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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.

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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.

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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


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National Cultures

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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%

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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

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Swedish National Assessment 2010 (1002)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1


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


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


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




What people




full potential

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Bhutan National Assessment 2007 (403)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 9-1CC: 11-0DC: 10-0

1. friendship 180 2(R)

2. continuous learning 160 4(I)


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)



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)


1. education 115 4(O)


113 4(O)

3. freedom of speech 113 4(O)

4. economic growth 107 1(O)


6. contentment 93 5(I)

7. environmental protection

89 1(O)


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%




What people




full potential

A Sustainable Culture

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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.

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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

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Australia: Group (13.626m)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


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)



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




What people




full potential

Entropy 42%

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Australia: The Big Conversation

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Organisations Culture Change

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Public Sector Canada(2825)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 10-0CC: 4-6

DC: 10-0

1. honesty 1289 5(I)


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)


10. trust 804 5(R)




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)


2. customer service 1274 3(O)


1129 4(O)


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

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Telecommunications Africa (6337)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 10-0CC: 5-5

DC: 10-0



3. commitment 2563 5(I)




7. integrity 1696 5(I)

8. family 1608 2(R)

9. performance 1563 3(I)

10. caring 1507 2(R)




2. customer satisfaction 1958 2(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)



2. customer satisfaction 2237 2(O)

3. career development 1906 3(I)


5. leadership effectiveness 1731 6(O)



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%



lives.





its full potential

21

Chemicals and Pharmaceuticals Europe (72)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 10-0CC: 6-5

DC: 10-0


2. honesty 36 5(I)

3. reliability 36 3(R)

4. safety 30 1(I)


6. perseverance 28 4(I)

7. adaptability 27 4(I)

8. health 23 1(I)

9. family 21 2(R)






3. compliance 28 3(O)

4. safety 27 1(O)

5. conflicts (L) 24 2(R)


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)


2. reliability 32 3(R)

3. honesty 31 5(I)

4. safety 29 1(O)

5. employee health 28 1(O)


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%



lives.





its full potential

22

Nedbank (South Africa)

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Nedbank Group 2010 (10,755)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

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





5. integrity 3508 5(I)

6. family 3504 2(R)


8. caring 2992 2(R)


2981 4(I)

10. efficiency 2664 3(I)




2. client satisfaction 3784 2(O)

3. client-driven 3174 6(O)


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)



2. client satisfaction 4085 2(O)

3. balance (home/work) 3583 4(O)


5. client-driven 2646 6(O)



8. employee satisfaction 2525 2(O)


10. achievement 2386 3(I)

Values Plot Copyright 2010 Barrett Values Centre April 2010



lives.

How employees experience the company - What is working well? What is undermining the sustainability

of the company.

A Sustainable Culture



its full potential

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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

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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

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What can Evolution teach us about the New Leadership

Paradigm?

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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

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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

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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

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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

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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


Overcoming the fears of individual Staff members to minimize cultural entropy


Aligning the motivations of Staff members with the vision and values of the Organization


Cooperating with other Organizations who share the same values and vision

Leading Self Leading Others Leading an

Organisation

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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


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


Aligning the motivations of Team members with the mission of the Team


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


Overcoming the fears of individual Staff members to minimize cultural entropy


Aligning the motivations of Staff members with the vision and values of the Organization


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

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

40

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

41

The Web SiteSearch Function for

anything you want to find on the Web site.

Return to BVC Web site.

Read this

column first

42

The Journals/Workbooks

Structure of Journals

My Journey

My Potential

My Challenges

My Mastery

My Evolution/Performance

43

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

44

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

45

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

http://www.youtube.com/watch?v=WX_DskhnxS4

http://newleadershiparadigm.com/

http://tnlp.valuescentre.com/media/fyi-docs/TNLP-Book-and-Learning-System-Flyer.pdf

http://tnlp.valuescentre.com/media/fyi-docs/TNLP-Book-and-Learning-System-Flyer.pdf

http://www.lulu.com/spotlight/Fulfillingbooks

http://www.lulu.com/spotlight/Fulfillingbooks

http://www.valuescentre.com/resources

http://www.slideshare.net/BarrettValues

http://www.richardbarrett.net/