Building a high-performance values-driven school culture

Building a high-performance,
values-driven school culture
Richard Barrett

Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
2
Who am I?
Chairman and Founder of the
Barrett Values Centre
(www.richardbarrett.net)
OUR MISSION
To support leaders in building positive values-driven
organizations.
OUR VISION
To create a positive values-driven society.

My Books
1998 2006 2010 20111995
2012 2013 2014 2015 2016

Books about Personal Transformation
1995
2012

Books about Organizational Transformation
1998 2006
2013

Books about National Transformation
2011
2015

Books about Leadership
2010
2014

Books about Psychology
2012 2014 2016

9
Organizational Transformation
“Richard Barrett’s frameworks
for measuring culture and
enabling whole system change
are elegant. His reservoir of
knowledge is vast and his
connection to timeless wisdom is
profound.”
Raj Sisodia, Co-founder and co-
chairman of Conscious
Capitalism Inc. and Professor
of Global Business, Babson
College, USA.

10
BVC provides powerful
metrics to support leaders
in building values-driven
organizations and values-
driven societies.
Barrett Values Centre does values assessments
Phil Clothier, CEO of
Barrett Values Centre.

11
Key Stats:
Founder: Richard Barrett
Since: 1997
Scale: Over 6000 organisations use
CTT assessments in 94 counties
Values Assessments for:
Individuals, Leaders (360°), Teams
Corporations, Governments,
NGOs, Schools, Communities and
Nations
Global Network: Over 5,000
Certified Practitioners and
Consultants
Supporting Leaders in Building Values-Driven Organisations

12
THE SECTORS WE WORK IN:
• Agriculture / forestry / fishing
• Banking / Financial Services
• Central / Local Government
• Chemical and pharma
• Construction
• Education / University
• Fast Moving Consumer Goods
• Food and drink
• Healthcare
• Hospitality / Entertainment /
Tourism
• IT/ Telecoms/ Electronics
• Manufacturing
• Media/Film/TV/Publishing
• Military
• NGO / Not for profit
• Oil/gas/mining
• Police & Justice
• Professional Services
• Retail and wholesale
• Scientific / Technical /
Engineering
• Scientific and technical
• Social housing
• Transportation

13
PERSONAL VALUES
Which of the following values/behaviours most reflect
who you are? Pick ten.
CURRENT CULTURE
how your organisation currently operates? Pick ten.
DESIRED CULTURE
how you would like your organisation to operate? Pick
ten.
How do you do a values assessment?

14
Placement of Values by Level (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
Current Culture
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

15
11%
1
2
3
4
5
6
7
Cultural
Entropy
Placement of Values by Level (100 employees)
Current Culture
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

16
What does a values assessment look like?

United Arab Emirates: Overall Group (4096)
concern for future
generations
1160 7(S)
respect 1041 2(R)
community pride 1032 3(I)
creativity 912 5(I)
family 899 2(R)
peace 897 7(S)
educational opportunities 861 3(O)
aesthetics 818 6(I)
loyalty 788 2(R)
affordable housing 768 1(O)
employment opportunities 1179 1(O)
concern for future
generations
1051 7(S)
financial stability 973 1(I)
creativity 895 5(I)
family 869 2(R)
respect 857 2(R)
honesty 770 5(I)
innovation 765 4(O)
Values Plot November 19, 2012Copyright 2012 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 2
CC - DC 6
PV - DC 3
Health Index
(PL)
PV - 9-1
CC-10-0
DC-10-0
family 1315 2(R)
respect 1301 2(R)
achievement 1210 3(I)
ambition 1095 3(I)
honesty 1078 5(I)
ethics 1070 7(I)
commitment 973 5(I)
caring 947 2(R)
being liked (L) 942 2(R)
cooperation 880 5(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=5-4-0 IRS (L)=0-1-0 IROS (P)=3-3-2-2 IROS (L)=0-0-0-0 IROS (P)=4-2-3-1 IROS (L)=0-0-0-0

concern for future
generations
1160 7(S)
respect 1041 2(R)
creativity 912 5(I)
family 899 2(R)
peace 897 7(S)
educational opportunities 861 3(O)
aesthetics 818 6(I)
loyalty 788 2(R)
employment opportunities 1179 1(O)
concern for future
generations
1051 7(S)
financial stability 973 1(I)
creativity 895 5(I)
family 869 2(R)
respect 857 2(R)
honesty 770 5(I)
innovation 765 4(O)
Values Plot November 19, 2012Copyright 2012 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 2
CC - DC 6
PV - DC 3
Health Index
(PL)
PV - 9-1
CC-10-0
DC-10-0
family 1315 2(R)
respect 1301 2(R)
achievement 1210 3(I)
ambition 1095 3(I)
honesty 1078 5(I)
ethics 1070 7(I)
commitment 973 5(I)
caring 947 2(R)
being liked (L) 942 2(R)
cooperation 880 5(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=5-4-0 IRS (L)=0-1-0 IROS (P)=3-3-2-2 IROS (L)=0-0-0-0 IROS (P)=4-2-3-1 IROS (L)=0-0-0-0

CTS = 42-17-41
Entropy = 6%
CTS = 44-16-40
Entropy = 12%
Personal Values
CTS = 46-18-36
Entropy = 8%
Values distribution November 19, 2012Copyright 2012 Barrett Values Centre
Positive Values
Potentially Limiting Values
Current Culture
Values
Desired Culture
Values
C
T
S 2
1
3
4
5
6
7
C = Common Good
T = Transformation
S = Self-Interest
2%
2%
2%
7%
14%
14%
17%
23%
7%
12%
0% 20% 40% 60%
1
2
3
4
5
6
7
5%
4%
3%
7%
11%
10%
16%
14%
15%
15%
0% 20% 40% 60%
1
2
3
4
5
6
7
3%
3%
2%
11%
9%
8%
18%
17%
15%
14%
0% 20% 40% 60%
1
2
3
4
5
6
7

23
HOW DO YOU BUILD A VALUES-DRIVEN NATION?
BY BUILDING VALUES-DRIVEN SCHOOLS

24
Which of these schools would you choose?
I am going to show you the
values assessments of two
schools. Based on the results,
I want you to decide which
school you would choose to
work in.

25
Inclusiveness
Encouragement
Kindness
Parent involvement
Safety
Cooperation
Friendship
Health
Trust
Sense of community
CURRENT CULTURE
of SCHOOL “A”
Bureaucracy (L)
Hierarchy (L)
Community involvement
Brand image
Goals orientation
Blame (L)
Continuous improvement
Confusion (L)
Diversity
Controlling (L)
CURRENT CULTURE
of SCHOOL “B”

26
Which of these schools would you choose?
Inclusiveness
Encouragement
Kindness
Parent involvement
Safety
Cooperation
Friendship
Health
Trust
Sense of community
CURRENT CULTURE
of SCHOOL “A”
Bureaucracy (L)
Hierarchy (L)
Community involvement
Brand image
Goals orientation
Blame (L)
Continuous improvement
Confusion (L)
Diversity
Controlling (L)
CURRENT CULTURE
of SCHOOL “B”
Cultural
Entropy
= 12%
Cultural
Entropy
= 34%

27
What is Cultural Entropy?
The amount of energy that is consumed in an organisation
doing unnecessary or unproductive work that does not
add value.
It is a measure of the conflict, friction and frustration that
employees encounter in their day-to-day activities that
prevent the organisation from operating at peak
performance.

28
Cultural entropy
significantly
impacts
employee
engagement.
25%
35%
45%
55%
65%
75%
85%
0% 5% 10% 15% 20% 25% 30%
Cultural Entropy
EmployeeEngagement
Research carried out in 163 organisations in Australia by Hewitt Associates
and the Barrett Values Centre in 2008.
Low Entropy =
High Engagement
High Entropy =
Low Engagement
Cultural Entropy and Employee Engagement

29
Highly Engaged Teachers
 Highly engaged teachers and staff identify with the school.
 They care passionately about the future of the school.
 They bring passion and purpose to their work.
 They are willing to invest their discretionary effort to make
the school a success.
 They want to feel pride in their school.

30
A personal reflection from a teacher
• The light in the eyes of the students and teachers.
• How they meet and greet in daily life at school and in the classroom.
• How they celebrate the birthday of students and teachers.
• How they celebrate the individual progress of every student.
• How they follow up a short or longer absence of a student or teacher.
• The students toilets are clean.
My personal conclusion after nine school
values assessments in Belgium in 2007-2009
was: Six standards to measure the success of
a values-driven school.

student centred
continuous
improvement
encouragement
over-scheduled
accountability
conflict resolution
professional growth
adaptability
bureaucracy
bureaucracy
celebration
peer group pressure
bullying
opting-out
short-term focus
manipulation
over-scheduled
parent interference
professional growth
bullying
teamwork
co-operation
respect
leadership
kindness
celebration
creativity
fairness
cheating
Students Non-Teaching StaffTeachers
High School – Current Culture

Founder of Values-based
education
“The key role of
the head teacher
is to release the
creative dynamic
of all who work
in the school.”

33

Seaford High School, Australia

35
Impact
Praslin Secondary School
The Seychelles
Dr Neil Hawkes

36
WHAT IS CULTURE?
“THE WAY THINGS ARE DONE AROUND HERE.”
The culture of an
organisation or any group
of individuals who share a
common purpose is a
reflection of the values,
beliefs and behaviours of
the current leaders of the
group and the legacy of
past leaders.

37
THE LEADER AND THE VALUES?
Peters and Waterman, “In Search of Excellence:
Lessons from America’s best run companies”, 1983
“Clarifying the value system
and breathing life into it are
the greatest contributions a
leader can make.”

38
WHAT ARE VALUES?
A shorthand way of describing our
individual and collective motivations
and what is important to us.
A value is a principle that guides our
thinking and behaviours.
Values are the energetic
drivers of our aspirations
and intentions.

39
Values can be positive or
potentially limiting.
Positive Values: Trust, creativity,
passion, honesty, integrity, clarity
Potentially Limiting Values:
Bureaucracy, power, blame, greed,
hierarchy, status-seeking
POSITIVE OR POTENTIALLY LIMITING VALUES?

40
Positive values, such as friendship, trust and creativity, help us to
build relationships, connect with others and make a contribution to
the world.
Potentially limiting values do just the opposite. They may help us
meet our ego’s short-term needs, but in the long-term they are
divisive. They are counterproductive to the desires of the soul; they
suppress self-expression and prevent connection and contribution.
Potentially limiting values are sourced from the fears the ego has
about getting its needs met. Potentially limiting values support the
ego’s self-interest.
POTENTIALLY LIMITING VALUES

41
When a person has a fear-based belief about not having
enough of what they need to survive, no matter how much
money they earn they will always want more; they will
subconsciously stay focused at the survival level of
consciousness until they can release the fear-based belief that
they don’t have enough.
The same is true for the relationship and self-esteem levels of
consciousness. When you have a fear-based belief about not
being loved or not being recognized, your conscious or
subconscious awareness will remain focused at the
relationship or self-esteem levels of consciousness until you
release those fears.
POTENTIALLY LIMITING VALUES

42
1. Write down two values that are important to you:
EXAMPLE: Friendship and Clarity
2. Write down your beliefs that support this value:
EXAMPLE: Clarity bring focus to decision
making
3. Write down the behaviours that support this value:
EXAMPLE: Seek many opinions, synthesize
multiple data points to understand the
big picture
EXERCISE: VALUES BELIEFS AND BEHAVIOURS

43
EXERCISE: VALUES BELIEFS AND BEHAVIOURS
Accountability
Achievement
Balance (home/work)
Clarity
Commitment
Compassion
Continuous learning
Cooperation
Courage
Creativity
Enthusiasm
Efficiency
Ethics
Excellence
Fairness
Family
Financial gain
Friendships
Future generations
Health
Honesty
Humor/fun
Independence
Integrity
Initiative
Intuition
Making a difference
Open communication
Openness
Personal fulfillment
Personal growth
Power
Respect
Responsibility
Risk-taking
Self-discipline
Success
Trust
Wisdom

44
Our values are a reflection of our needs.
(What ever we need we value.)
We have two sets of needs:
• The needs of the stage of psychological development
we are currently operating from.
• The needs of the stages of psychological development
we have passed through where we still have unmet
needs.
WHERE DO OUR VALUES COME FROM?

45
OUR PRIMARY MOTIVATION
THE NEEDS OF THE STAGE
OF PSYCYHOLOGICAL
DEVELOPMENT YOU
ARE AT

46
OUR SECONDARY MOTIVATIONS
THE UNMET NEEDS
OF THE STAGES OF
PSYCYHOLOGICAL
DEVELOPMENT YOU
HAVE PASSED THROUGH
The needs you have failed
to master.

47
A personal journey
Every person is on an
evolutionary journey of
psychological development.
Surviving
Conforming
Differentiating
Individuating
Self-actualizing
Integrating
Serving

48
Stages, Levels and World Views
 We grow in stages of psychological
development
 We operate at levels of consciousness
 We live inside (are embedded in) cultural
world views

49
Levels of Consciousness
All things being normal, the level of
consciousness you operate from will
correspond to the stage of psychological
development you have reached.

50
Stages and Levels
Stages Levels of Consciousness
Serving SERVICE
Integrating MAKING A DIFFERENCE
Self-actualising INTERNAL COHESION
Individuating TRANSFORMATION
Differentiating SELF-ESTEEM
Conforming RELATIONSHIP
Surviving SURVIVAL
EvolutionofPersonalConsciousness

51
Stages of Psychological Development
Surviving

52
INFANCY
0-2 Years Old
Staying alive!
COMPETENCY
Ability to meet basic
physiological needs.
Surviving
Stage Motivation

53
Conforming

54
Conforming
Stage Motivation
CHILDHOOD
3-7 Years Old
Keeping safe and secure!
BEING LOVED
Ability to feel accepted and
sense of belonging.

55
Differentiating

56
Differentiating
Stage Motivation
TEENAGER +
8-24Years Old
Distinguishing yourself!
CONFIDENCE
Ability to feel respected
and recognized by others.

57
INDIVIDUATING

58
INDIVIDUATING
Stage Motivation
YOUNG ADULT
25-39 Years Old
Releasing your fears!
ACCOUNTABILITY
Finding freedom and
autonomy to understand
who you really are.

59
SELF-ACTUALIZING

60
SELF-ACTUALIZING
Stage Motivation
ADULTHOOD
40-49 Years Old
Becoming who you are!
SELF-EXPRESSION
Ability to satisfy your
desire for meaning
and purpose.

61
INTEGRATING

62
INTEGRATING
Stage Motivation
MATURE ADULT
50-59 Years Old
Aligning with others!
CONNECTION
Ability to satisfy the desire
to make a difference
in your world.

63
SERVING

64
SERVING
Stage Motivation
SENIOR
60+ Years Old
Finding fulfilment!
CONTRIBUTION
Ability to satisfy your
desire to serve the
greater good.

65
What motivates children,
teachers and staff is the
satisfaction of their needs.

66

67
1. What is your primary motivation at work?
2. What is your primary motivation outside work?
3. Are you able to get
your motivations met at
your current place of
work?
4. Discuss with a
partner.

68
WHY ARE VALUES-DRIVEN CULTURES IMPORTANT?
Values Alignment
Performance
BECAUSE VALUES-DRIVEN
CULTURES ARE THE MOST
SUCCESSFUL ON THE
PLANET

69
WHY ARE VALUES-DRIVEN CULTURES
THE MOST SUCCESSFUL?
BECAUSE THEY CARE ABOUT THE
NEEDS OF THEIR EMPLOYEES, AND …

70
… THEY ALSO CARE ABOUT THE NEEDS
OF ALL THEIR STAKEHOLDERS
Suppliers Community

71
Chapman and Sisodia, “Everybody Matters” 2015.
Everyone wants to do better. Trust
them. Leaders are everywhere.
People achieve good things, big
and small, every day. Celebrate
them. Everybody matters. Show
them.
The Extraordinary Power of Caring for
your People like your Family

72
Bob Chapman, CEO of the $1.7
billion company Barry-Wehmiller.
The Extraordinary Power of Caring for
your People like your Family
Raj Sisodia, Professor of Global
Business, Babson College, USA.

73
S&P 500
Average
Annualized
Return
16.39%
Average
Annualized
Return
4.12%
BCWF
The Best Companies to Work For engender high levels of employee engagement and commitment,
because the leaders of these organisations focus on meeting their employee’s needs.
The Top 40 Best Companies to Work For (USA)

74
Intangible Assets make up most of market value
17%
32%
68%
80% 84%
83%
68%
32%
20% 16%
0%
20%
40%
60%
80%
100%
1975 1985 1995 2005 2015
Intangible Assets Tangible Assets
Source: Ocean Tomo LLC, January 2015
Components of S&P 500

75
BUILDING A VALUES-DRIVEN CULTURE
THE JOURNEY

Large Financial Institution: Evolution of Current Culture
1. cost-consciousness
2. profit
3. accountability
4. community involvement
5. client-driven
6. process-driven
7. bureaucracy (L)
8. results orientation
9. client satisfaction
10. silo mentality (L)
2005
2. accountability
3. client-driven
6. performance driven
7. profit
8. bureaucracy (L)
9. teamwork
2006
1. client-driven
2. accountability
7. profit
8. achievement
9. being the best
2007 2008
1. accountability
2. client-driven
5. achievement
7. teamwork
9. being the best
10. delivery
3 Matches CC-
DC
Entropy 25%
4 Matches CC-
DC
Entropy 19%
4 Matches CC-
DC
Entropy 17%
5 Matches CC-
DC
Entropy 14%

2009 2010 2011
1. accountability
2. client-driven
6. achievement
7. teamwork
8. employee recognition
9. being the best
1. accountability
3. client-driven
4. teamwork
5. brand reputation
6. being the best
7. achievement
8. commitment
1. accountability
2. client-driven
4. brand reputation
5. achievement
6. teamwork
7. environmental awareness
8. commitment
9. being the best
6 Matches CC-
DC
Entropy 13%
6 Matches CC-
DC
Entropy 13%
6 Matches CC-
DC
Entropy 11%
2012
1. accountability
3. client-driven
4. brand reputation
5. teamwork
10. people-centred
5 Matches CC-
DC
Entropy 10%

2013 2014
5 Matches CC-
DC
Entropy 11%
6 Matches CC-
DC
Entropy 13%
1. accountability
3. client-driven
4. brand reputation
7. teamwork
8. achievement
9. integrity
1. accountability
3. client-driven
4. brand reputation
6. teamwork
10. commitment
Despite a slight rise
in cultural entropy,
profitability and
productivity
continue to increase
year on year.

Cultural Entropy Evolution
Cultural entropy
reduction led to
improved performance
through increased
employee engagement,
increased revenues,
improved productivity,
and increase in share
price.
25%
19%
17%
14%
13% 13%
11%
10%
11%
13%
0%
5%
10%
15%
20%
25%
30%
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Cutlural Entropy

Income Evolution
0%
5%
10%
15%
20%
25%
30%
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Income Cultural Entropy
Annual
income
increases as
cultural
entropy falls.
Global Economic
Meltdown

0%
5%
10%
15%
20%
25%
30%
0
200
400
600
800
1000
1200
1400
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Revenue per Capita Cultural Entropy
Income per
capita
increases as
cultural
entropy falls.
Productivity Evolution
Global Economic
Meltdown

0%
5%
10%
15%
20%
25%
30%
0
2000
4000
6000
8000
10000
12000
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Profit Cutlural Entropy
Profit increases
as cultural
entropy falls.
Profit Evolution
Global Economic
Meltdown

84
Free materials from BVC
To grow a shared culture
To lead people through change
Available on www.valuescentre.com
To plan and lead
cultural transformation
Checklist and overview

For more information
and get a copy of this
presentation
go to:
www.richardbarrett.net

Building a high-performance values-driven school culture

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