Creating a sustainable culture of high performance

Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 1
Creating a Sustainable Culture of High Performance
Tor Eneroth, Barrett Values Centre
Vincent Ho, aAdvantage Consulting
11 September 2013

Partnering
clients in achieving
impactful implementation and
seamless transformation for
sustainable growth
From vision to results

Research & Insights
Organisational Diagnostic
Employee Engagement Survey
Cultural Values Assessment
Change Readiness Survey
Customer Satisfaction Survey
Customer Loyalty Survey
Public Perception Survey
Product & Concept Testing
Business Facilitation
Strategic Review
Strategic Visioning
Corporate Planning
Balanced Scorecard Cascading
Business Excellence
Roadmapping
Service Transformation
Roadmapping
HR & Leadership
Employee Handbook
Recruitment & Selection
Compensation & Benefits
Learning & Development
Performance Management
Leadership Development
(Training & Coaching)
Talent Audit
Succession Planning
Coaching & Mentoring
Team Building &
Development
Signature Programmes
(indoor or outdoor)
customised to:
Embed a Values-Based culture
Communicate Service
Excellence
Build High Performance Intact
Teams
Incorporate Problem Solving
& Role Clarification
Business Excellence
Singapore Quality
Class/Award
Service Class/Award
Innovation Class/Award
People Developer/Award
Benchmarking Studies
Process Improvements
SMART Assessment (for SMEs)
IMPACT Assessment (for
SMEs)
Business Excellence Training
Change Enablement
Organisational Readiness
Assessment
Stakeholder Impact
Assessment
Training & Development
Strategies
Communications Planning and
Implementation
Leading Change
Personal Mastery Workshops
Culture
Development
Organisation Culture Values
Assessment
National Values Assessment
Mission, Vision & Values
Review/Articulation
Values Based Leadership
Development
Customer
Experience
Customer Experience Strategy
Development
Customer Touchpoint
Experience Mapping
Service Culture
Transformation
Service Blueprinting
Customer Metrics
Development
Net Promoter Score®
Solutions and Mode of Interventions

What Singapore Residents Said Would Define their Desired
Singapore Society
I = Individual
R = Relationship
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Level
7
6
5
4
3
2
1
IROS (P)=1-1-4-4 IROS (L)=0-0-0-0
1%
1%
1%
15%
9%
4%
26%
18%
9%
16%
0% 20% 40% 60%
1
2
3
4
5
6
7
Singapore Residents
affordable housing 875 1(O)
caring for the elderly 744 4(S)
effective healthcare 650 1(O)
caring for the disadvantaged 624 4(S)
compassion 590 7(R)
concern for future generations 579 7(S)
quality of life 549 6(I)
equal opportunities 538 4(O)
social responsibility 517 4(S)
employment opportunities 502 1(O)

How Singapore Residents Perceive the Singapore Society as
it is Today
17%
7%
17%
14%
4%
6%
15%
6%
6%
8%
0% 20% 40% 60%
1
2
3
4
5
6
7
Level
7
6
5
4
3
2
1
IROS (P)=1-0-1-0 IROS (L)=4-3-1-0
Singapore Residents
kiasu1 (L) 1154 1(I)
competitive (L) 823 3(O)
self-centred (L) 653 3(R)
material needs 628 1(I)
kiasi2 (L) 600 1(I)
deteriorating values (L) 591 3(I)
elitism (L) 573 3(R)
blame (L) 494 2(R)
uncertainty about the future (L) 470 1(I)
security 440 1(O) Percentage of Potentially
Limiting Values and
Behaviours = 41%I = Individual
R = Relationship
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal

How Singapore Residents Perceive the Singapore Society as
it is Today
• Kiasu (L)
• Competitive (L)
• Self-centred (L)
• Material needs
• Elitism (L)
1. How do we measure success
today? Does that drive these
behaviours?
• Deteriorating values (L)
• Blame (L)
2. Are we experiencing a fall in moral
and ethical standards?
3. Are we taking personal
responsibility?
• Uncertainty about the future (L)
• Kiasi (L)
4. What about the future that we are
uncertain about?
5. Will we be held back given our risk
averseness
• Security 6. What makes us secure?

The Challenges
• How to attract and keep talented people
• How to increase profitability and shareholder value; meet the organisation
mission and intended outcomes
• How to increase staff engagement
• How to increase innovation, creativity, agility,
and customer satisfaction
• How to make sure ethics permeate the corporate culture and the company
is in alignment with public opinion
How do you build an organisation that can meet
the challenges above?

New Principles of Business
Cultural capital is the new frontier
of competitive advantage.
Principle 1
Who you are and what you stand for
are just as important as the quality of the
products and services that you offer.

The New Principles of Business
Principle 2
Cultural transformation begins with personal
transformation.
Organisations don’t transform.
People do.

New Principles of Business
Measurement matters.
If you can measure it, you can manage it.
Principle 3
Cultural Transformation Tools:
Powerful metrics that enable leaders
to actively measure and manage cultures.

1. client satisfaction
2. making a difference
3. integrity
4. teamwork
5. humour/fun
6. quality
7. ethics
8. financial stability
1. blame L
2. short term focus L
3. internal competition L
4. buck passing L
5. risk averse L
6. customer satisfaction
7. information hoarding L
8. profit
Similar Organisations, Different Cultures
• Two organisations have similar profiles (market, portfolio, staff, strategy, structure).
• Staff from both organisations chose the values and behaviours that reflect their current
culture.
• The values chosen by the first organisation suggest a healthy and high performing
culture.
• The second organisation shows a current culture that is dominated by fear.

Current Culture
Profit
Cost consciousness
Financial stability

Current Culture
Teamwork
Open communication
Care

Current Culture
Long hours
Short-term focus
Confusion

Current Culture
Bureaucracy
Blame
Control

Interactive Activity 1: Current Culture
Bureaucracy
Blame
Control
Long hours
Short-term focus
Confusion
Teamwork
Open communication
Care
Profit
Cost consciousness
Financial stability
Company 1
Company 2 Company 4
Company 3

Your Task:
1. What would you see in an organisation with such a culture?
What are the tell-tale signs/“stories” that describe them?
Suggest some of the words you would constantly hear in this organisation?
2. What impacts (positive and / or negative) are there on
• Business results / ability to meet organisation outcomes
• The way people behave within the organisation; why?

Aligned Strategy – Structure – Culture = High Performance
Direction
vision, mission, strategy and objectives
STRATEGY
STRUCTURE
CULTURE
Capacity
organisational design, systems,
management processes, talent,
competencies
Climate
mindset, attitudes, beliefs, values
A
L
I
G
N
M
E
N
T

strategy/structure/culture
customer-centered
positive/energetic
fast/responsive
flexible/adaptable
team-based
high accountable
procedure-centered
unhappy/negative energy
slow/bureaucractic
resistant to change
territorial
blaming/”not my job”
Culture
Same strategy Low cost, point-to-point service
Same structure One size plane, focused organisation
Source: senn delaney

Volvo IT
23
Culture - 2010
Organisation 2010

Volvo IT
24
Culture - 2010
“…The decisive factor is and
will remain corporate culture.”
September 2003
“…The key to our competitiveness
lies in our corporate culture.”
December 2006
Volvo Group CEO’s view

Volvo
Culture - Tor Eneroth, 2010
Human Systems
A whole system approach calls for actions in all four dimensions at the same time.
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
Level of competence
Behaviour performance
Structures and system
Products, equipment etc
Bottom line results
Leadership
Co-workership
Personal maturity
Guiding values
Attitudes that limit
Shared strategic vision
Source: K Wilber
Environment

Volvo IT
Culture - 2010
Impact of Volvo IT Culture 2000 - 2010
Improved more than 30%
Customer Satisfaction
ESI 90% last 5 years
Employee Satisfaction
From 55 to 90%
Delivery Precision
Best in branch (IT)
Attractive employer

Volvo IT
Culture - 2010
The Volvo IT Culture Journey… so far!
2000 2004 2008 2010
Grow ONE Company –
the Volvo IT Identity
Grow Customer Focus –
applying values in operations
Ensure Resilience –
Culture in Downturn
- Build a company with one
culture, uniting people with
different backgrounds
- Build awareness &
understanding of culture
- Apply our values in our work
with customers, make sure
we live our values
- Build awareness &
- Work with trust to decrease
loss of faith and commitment
in turbulent times
- Maintain customer/ delivery
focus
- Build awareness &
Realise Strategy –
Culture as an Enabler
- Emphasize the connection
to our new strategy and the
requirements it poses on
our culture and brand
- Focus on making culture
an enabler for expected
business benefits
- Build awareness &

Investments in our Culture pays back!
>500 Culture Ambassadors
to facilitate and support
“Dedicated and persistent work
with our wanted
culture is one of
our most critical
success factors”
Visible Results
Customer Satisfaction 60 to 90%
Employee Satisfaction ~90%
Owners Trust Low to High!
Delivery Precision 55 to 90%
Attractive Employer Best in Class!
Systematic Approach
>100 tools and
methods for
active dialogues
and reinforcement
Consistently
Shared
Mission,
Vision
Values

Volvo IT
Culture - 2010
Many Transformation “Tools”
Exercises
The Volvo Way (new)
Fortune Magazine
Vision 2015 – Magnitude of Change
The Purpose of Our Team
Core Motivation & 4 Why’s
Personal Values Exercise
Wanted “Fingerprints”
Mapping Personal and Core Values
4 Key Consistency Questions
Personal Audit
We Are Going on Record
Our Culture Build up Journey
Complaints –We love them!
Raving Fans
Daily walk the talk
ValueMaker
Values in Projects
Values in Customer Relations
Values and Ai
Trust
GlobeSmart Intro
Approaches (How to make value based...)
Decision making
Recruitment
Introduction of employees
Appraisal Discussion
Salary Setting
Methods
Skilful Discussion
Effective Feedback
Conflict Resolution
Learning Style
Creative Mind
Individual/Team Reflection
Measurement and Follow up
• Denison Culture Survey
• Our Walk the Talk Assessment
• Customer Satisfaction Surveys
• Culture Values Assessment
• Volvo Attitude Survey/Team Barometer
• Strategic Behaviour Quiz
Intercultural Communication
• GlobeSmart TM
Recognition, Rewards and Celebration
• Golden Touch Award
• 1001 ways of R&R
Reinforcement Material
• Pocket books
• Pocket cards
• Posters
Support
• Books
• Articles
• Videos
• Web sites
• Slides
• Consultants
• Culture Ambassador TeamPlace

Volvo IT
31
Culture - 2010
How to Make
Value-Based Decisions
1 Evaluate information available.
2 Consider how your decisions might affect
stakeholders.
3 Consider what values/behaviors are relevant to the
situation.
4 Determine the best course of action that takes into
account relevant values and stakeholders’ interests.
Make sure your decisions leave the right “mental
fingerprints” in the minds of your stakeholders.

Volvo IT
32
Culture - 2010
Appraisal Discussion – “Living the values”
Make sure you align to
wanted culture and
behaviour in the
performance reviews

Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
33
Fear and Distrust Block our Full Potential
1. bureaucracy (L)
2. caution (L)
3. customer collaboration
4. experience
5. short-term focus (L)
6. hierarchy (L)
7. internal competition (L)
8. results orientation
10. cost-consciousness
11. 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
OBJECTIVE
SUBJECTIVE
Level of competence
Behaviour performance
Leadership
Co-workership
Personal maturity
Guiding values
Attitudes that limit
Shared strategic vision
Source: K Wilber – Integral Model “A Brief History of Everything”
Environment
Structures and system
Products, equipment etc
Bottom line results
Personal DesiredCurrent

Review of Potentially Limiting Values - Description
Potentially
Limiting
Values
Definition
How do WE define this value?
Culture
How does it look like/appear
in our daily work situations?
Preventive actions
What 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.

Free our Full Potential – The Korea Story
1. open communication
2. professional growth
4. balance (home/work)
5. leadership development
6. conflict resolution
7. efficiency
8. reliability
9. teamwork
10. co-operation
11. employee fulfillment
12. global perspective
13. shared values
1. family
2. enthusiasm
3. personal growth
4. responsibility
5. performance
6. health
8. efficiency
9. financial stability
Personal Values Desired Culture Values
PLAN

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
5. diversity
6. goal orientation
7. long hours (L)
8. result orientation
9. shared values
10. customer collaboration
11. experience
12. responsibility
4. information sharing
5. balance home/work)
6. organisational growth
8. continuous learning
9. co-operation
11. reliability
12. teamwork
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
PLAN
Matches 7
Current and Desired
Volvo IT Korea Transformation Journey
Matches 4
Current and Desired

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

Five areas to Get Connected
Our REALITY – the big picture…
www.valuescentre.com/getconnected
ME – my passion and values…
Our AMBITIONS – our goals…
US – our values and behaviours…
Our LEARNING – how to grow and develop…
www.lulu.com “search: get connected”

Critical Success Factors
to a desired cultural transformation
1. Start from your Strategy – then align your Culture!
2. Invest in leaders ability to lead culture – create critical mass
3. Involve all employees in a co-creative dialogue
4. Act on unacceptable behavior and performance
5. Be persistent – Transformation Takes Time!

45
Barrett Values Centre – Vision, Mission & Values

48
wwww.valuescentre.com/pva

49

50

51
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…

52
Our values reflect our focus
Values show our energies and is the base for our decisions!
Inclusiveness
Positive
Potentially limiting (L)
Individual (I)
Relationship (R)
Organisational (O)
Societal (S)
Common good
Transformation
Self interest
Service to humanity
Making a difference
Internal Cohesion
Transformation
Self-Esteem
Relationship
Survival
Finance
External Relations
Fitness
Culture
Societal Contribution
Evolution
Spiritual
Mental
Emotional
Physical

Origins of the Cultural Transformation Tools
Growth Needs
When these needs are fulfilled they do not
go away, they engender deeper levels of
motivation and commitment.
Deficiency Needs
An 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

Maslow’s Needs to Barrett’s Consciousness
Need s Con s ciou s n es s
Self-Actualization
Richard Barrett
Safety
Love & Belonging
Self-esteem
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Abraham Maslow

Seven Levels of Consciousness©
Selfless service
Being your purpose. Compassion, humility,
forgiveness. Caring for humanity and the
planet.
Service to humanity
and societal contribution
Social responsibility, long-term perspective,
ethics, compassion and humility.
Global sustainability
Human rights, long-term perspective,
ecological resilience, peace, focus on future
generations. Global perspective.
Making a positive difference
in the world
Living your purpose. Empathy, alliances,
intuition, mentoring and focus on wellbeing
(physical, emotional, mental, spiritual).
Internal/External collaboration,
community involvement
Environmental awareness, employee
fulfilment, coaching/mentoring and caring for
the local community.
Strategic alliances
and regional partnerships
Regional collaboration, environmental
awareness, quality of life, community
involvement and sustainability. Caring for
nature.
Finding meaning
in existence
Finding your purpose. Integrity, honesty,
authenticity, passion, enthusiasm, creativity,
and humour & fun.
Sense of purpose
and strong internal community
Shared vision and values. Commitment,
creativity, enthusiasm, integrity, honesty,
generosity, fairness, openness, transparency
and trust.
Strong cohesive culture
Shared vision and values. Fairness,
transparency, trust, honesty and social
cohesion. Positive collective spirit.
Letting go of fears
Finding the courage to grow and develop.
Adaptability, life long learning, continuous
renewal and personal growth.
On-going improvement and
employee participation
Adaptability, accountability, empowerment,
teamwork, goals orientation and continuous
improvement.
Democratic processes
and continuous renewal
Freedom, equality, empowerment,
accountability, adaptability, entrepreneurship
and consensus.
Feeling a sense of self-worth
Confidence, competence, self-reliance.
Fear: I am not enough.
Leads to need for power, authority or status
seeking.
High performance systems
and processes
Reliability, quality, efficiency, productivity and
excellence. Bureaucracy, hierarchy,
confusion, and complacency.
Institutional effectiveness
Law abiding, community/national pride,
governmental efficiency and high quality
public services. Bureaucracy, central control,
elitism, complacency and apathy.
Feeling protected and loved
Family, friendship, loyalty, respect.
Fear: I am not loved enough.
Leads to jealousy, blame and discrimination.
Positive relationships
that support organisation needs
Loyalty, open communication, customer
satisfaction. Manipulation, blame, favouritism
and internal competition.
Sense of belonging
and social stability
Neighbourliness, conflict resolution, racial
harmony and a focus on family and
friendships. Inequality, discrimination,
intolerance, hatred, loneliness/isolation.
Satisfying physiological
and survival needs
Health, security, financial stability.
Fear: I do not have enough.
Leads to control, domination and caution.
Financial viability
and people safety
Financial performance, organisational
growth, and employee health and safety.
Control, greed, exploitation and micro-
management.
Economic stability
and citizen security
Prosperity, health care, employment,
emergency services/defence and social
safety nets. Corruption, violence, poverty,
environmental pollution and greed.
Personal Organisational Community/Society
SelfinterestCommonGood
Survival
Relationship
Self-esteem
Transformation
Internal
Cohesion
Making a
difference
Service
Positive Focus/ Excessive Focuswww.valuescentre.com

56
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
organization
al
values
(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
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

Volvo IT
SMM Fourth Step – 27 May 2010
58
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 2
CC - DC 4
PV - DC 5
Health
Index (PL)
PV: 10-0
CC: 10-0
DC: 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)
2. customer
collaboration
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

Volvo IT Senior Managers (104)
Current Culture Values Desired Culture Values
Finance Finance
Fitness
Client
Relations
Evolution Culture
Societal
Contribution
Societal
Contribution
Current
Culture
Desired
Culture
Finance
cost-
consciousness
financial
stability
Fitness
professionalism
results
orientation
professionalism
accountability
Client
Relations
customer
collaboration
customer
satisfaction
customer
collaboration
Evolution challenge
continuous
improvement
innovation
Culture cooperation
trust
humour/fun
respect
Societal
Contribution
Business Needs Copyright 2010 Barrett Values Centre May 2010

Volvo IT
Volvo IT Strategic Focus Areas 2010 - 2012
Current Culture Values Desired Culture Values
Finance Finance
Fitness
Client
Relations
Evolution Culture
Societal
Contribution
Societal
Contribution
Volvo IT Management May2010

Distribution of Values by Level
Current Culture 100 Employees
11%
1
2
3
4
5
6
7
Cultural
Entropy
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

Cultural Evolution Begins with Personal Evolution
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
The culture of
an organisation
is a reflection
of leadership
consciousness.

63
The Impact on Performance
25%
35%
45%
55%
65%
75%
85%
0% 5% 10% 15% 20% 25% 30%
Cultural Entropy
EmployeeEngagement
Source: Hewitt and Barrett Values Centre – 163 organisations in Australia and New Zealand 2008

64
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.

65
13%
5%
13%
12%
6%
15%
Level 3
Level 2
Level 1
Entropy
ProfitAlignment
A reduction in entropy and increased values alignment lead to improved
financial performance.
PV CC DC
Impact of Cultural Evolution

Seven Levels of Leadership Consciousness
Service
Making a Difference
Internal Cohesion
Transformation
Self-Esteem
Relationship
Survival
Wisdom/Visionary
Mentor/Partner
Motivator/Inspirer
Faciliator/Influencer
Manager/Organiser
Relationship Manager
Crisis Director

Who would you like to have as your leader?
1. commitment
2. control (L)
3. ambition
4. result oriented
5. demanding (L)
6. experience
7. goal oriented
8. authoritarian (L)
9. humor/fun
10. power (L)
1. commitment
2. positive attitude
3. accessible
4. teamwork
5. trust
6. integrity
7. accountability
9. enthusiasm
10. 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

The level of entropy represents the degree of potential
challenges that may prevent a leader from achieving the
organisation’s success outcomes
Entropy Impact
0-6% Healthy: Authentic individual. Decision-making is not driven by subconscious
fears.
7-10% Minor Issues: Requiring leaders to examine how their fear-based behaviours
and actions are affecting people around them and/ or their degree of work/life
balance.
11-15% Moderate Issues: Requiring leaders to examine how their fear-based
behaviours may be compromising relationships with peers and subordinates,
and negatively impacting their professional goals.
16-20% Significant Issues: Requiring leaders to examine how their fear-based
behaviours may be undermining their personal integrity and trustworthiness,
and negatively impacting their professional and personal goals.
21%+ Critical Issues: Requiring leaders to examine how their fear-based behaviours
are compromising their ability to inspire and support their subordinates and
collaborate effectively with their peers.

When Leaders Transform the Organisation Transforms
OBJECTIVE
SUBJECTIVE
Character
Actions and
Behaviours
of the Leaders
Personality
Values and Beliefs
of the Leaders
Culture
Values and Beliefs
of the Organization
Environment
Structures
Actions and Behaviours
of the Organization
2 4
1 3

Whole System Transformation Evolution
OBJECTIVE
SUBJECTIVE
Environment
2 4
1 3
Mission
Alignment
Structural
Alignment
Values
Alignment
Personal
Alignment
Character
Actions and
Behaviours
of the Leaders
Personality
Values and Beliefs
of the Leaders
Culture
Values and Beliefs
of the Organization
Structures
Actions and Behaviours
of the Organization

Creating a sustainable culture of high performance

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Editor's Notes