The Universal Stages of Evolution
This paper places leadership development in the context of the evolution of consciousness from the Big Bang to the present day. It identifies three universal stages of evolution and maps these evolutionary strategies to the Seven Levels of Consciousness model to provide a framework for leadership development and the continuing evolution of Homo sapiens.
The Courage to Continue: Venezuela National Assessment Results
Phil Clothier, Values Centre CEO, provides an anecdotal article about his experience providing the Venezuelan National Assessment results: In June 2009, I was asked to present at the Caracas Values in Business Congress organised by Adolfo Jarrin, a CTT consultant based in Venezuela. I visited this nation where despite the efforts of visionary, brave and committed people, freedom of speech is being repressed under a corrupt government that came to power promising a better life for citizens. Like so many other governments in South America, it has badly lost its way....
What gives? Organisation strategies / Financial management / Distribution or service / Sales & marketing HR strategies / Reserarch & development / Production Methods
Andrew Boddice and Peter Robinson report, in CA magazine, on the findings of a survey that sets out to establish how business leaders in Scotland see the importance of culture and values in their organisations.
High Performance: It’s all about Entropy. Oh, and don’t forget the Vision & Values
Anyone who has studied physics knows that the amount of energy you get out of a mechanical system is equal to the amount of energy you put into it, minus the amount of energy that is needed to keep the system functioning. When parts become worn, fall out of alignment and friction increases, the system falls below its optimum performance and more energy is needed to keep the system functioning. This additional energy requirement is called entropy. It is a measure of the degree of disorder in the system. Thus, we can determine the amount of energy available for doing useful work in a mechanical system from the following equation:
Eo= Ei - En- E
Eo is the energy available for doing useful work, Ei is the input energy, En is the normal amount of energy needed to keep the system functioning when it is operating at high performance, and E is the amount of entropy in the system.
The Role of Strategy, Culture and Leadership in the Nedbank Turnaround – The Tom Boardman Story
Tom Boardman’s time at Nedbank can be described as one where success has been achieved in the face of extreme adversity. This adversity included negative market sentiment, low staff morale, a dysfunctional organizational culture, no clearly articulated vision and strategy, and a low confidence level in the senior leadership of Nedbank. The effective turnaround of Nedbank happened as Tom had promised: at the end of the first cycle of the three year planning process. The ‘hard’ target measures of 20% ROE and 55% Cost-to-Income ratio were delivered and celebrated. But all of this would not have been possible without strong leadership, a determination and conviction to change the culture and values, and more importantly, to win the support and belief of not only the outside investor community, but of all employees.
Getting Beyond the Numbers: How to Identify the Root Cause of Unethical Conduct by David Gebler, Skout Group
The use of ethical climate surveys, which provide a baseline comparison of a company's ethics standing against other companies and gauge internal changes from year to year, has become prevalent among many companies. But, while these surveys offer information on a company's position on ethics, it's often hard to discern the root cause of the behavior indicated in the survey. And without understanding what drives the behavior, it is nearly impossible to correct the problem.
Turning Base Metal Strategies into Gold: Corporate Alchemy for the Modern Age by Malcolm Lewis
The attached article was published in the July/August 2009 issue of Finance & Management, the monthly magazine of the ICAEW's Finance and Management Faculty. Orgnaisations need to embrace a much more holistic form of strategic leadership framework that combines both visionary leadership and managerial leadership with ethical foundations; linking the interior and exterior faces of alchemy to embrace, in a 'whole systems' way, the importance of culture, personal beliefs and values.
Bhutan National Values Assessment - by Steve Evans, International Center for Ethnographic Studies
Steve Evans, of the International Center for Ethnographic Studies, published this article on the Bhutan National Values Assessment in the Journal for Bhutan Studies. The Bhutan National Values Assessment confirms that the nation and its people are, indeed, healthy when it comes to personal and national values.
The New Leadership Agenda by Richard Barrett
In this article, extracts are taken from the introduction to Richard Barrett’s upcoming book which has the working title of: The New Leadership Agenda: A full-spectrum, values-based approach to leadership development and leadership coaching.
Cultural Capital - A Fundamental Driver of Financial Performance
Do you see your organization’s culture as a significant part of your business’ performance equation? Do you see it as a driver of your financial performance? To better understand the relationship between culture and performance, you have to recognize that “who you are” and “what you stand for” represents your cultural capital, and cultural capital has become the new frontier of competitive advantage.
A Values-based Approach to Creating Cultural Resilience in an Economic Downturn
If there is one thing that companies are learning in the current economic crisis, it is the importance of resilience - the ability of an organisation to withstand shocks and remain sustainable under prolonged periods of duress.
Liberating the Corporate Soul
Liberating the Corporate Soul Values stand at the very core of human decision-making. When we work in an organization whose culture aligns with our personal values, we feel liberated. We are able to bring our full selves to work. We not only bring our energy, our creativity, and our enthusiasm, we also bring our commitment to the well-being of our associates and the success of the organization. Unleashing this energy is tantamount to liberating the corporate soul.
Seven Levels of Corporate Sustainability
During the last ten years the term “sustainability” as used in the corporate world has become synonymous with “the triple bottom line.” In this article, a "triple bottom line" is explained.
What's right and wrong with spirituality in the workplace
Richard Barrett has deliberately chosen a provocative title for this article because there is an underlying assumption among many who embrace spirituality in the workplace that it provides a universal panacea for correcting what is wrong with corporate life.
Building a high performance organisation
In this article, Richard Barrett reveals how high performance occurs when the values of the organisation are in alignment with the aspirational values of employees.
Coaching for Cultural Transformation using CCT
This article describes the coaching instruments that are part of the Cultural Transformation Tools.
Australian employees are forgotten in drive for success
Richard Barrett reviews a Best Employer Survey of 163 organisations.
Stages in the Development of National Consciousness
Richard Barrett clarifies the seven well-defined stages in the development and growth of human group structures.
Success Hangs on Rewarding Values
John McFarlane, CEO of Australia and New Zealand Banking Group Limited (ANZ) and an early adopter of the Cultural Transformation Tools writes about the importance of living the ANZ values, and making values-based decisions.
Whose Business is Sustainability
John McFarlane, CEO of Australia and New Zealand Banking Group Limited (ANZ) speaks about his company's approach to sustainability. He explores the issue of short-term versus long-term thinking. He emphasises the need to have a balanced focus on people, customers, society and shareholders. He also explores the concept of the organization as a community and its interdependence with other communities.
Australia HR Magazine Asks Key Questions
Richard Barrett answers questions posed by the Australia HR Magazine about values alignment and attracting talented people, the role of HR professionals in the creation of cultural capital, and how to get stakeholder buy-in.
Cultural Capital: The New Frontier of Competitive Advantage
Richard Barrett discusses the concept of cultural capital and why it is important for organisations. He describes two companies – a misaligned organisation with low cultural capital, and an aligned organisation with high cultural capital.
Origins of the Barrett Seven Levels of Consciousness Model
Richard Barrett discusses the origins of the Barrett Seven Levels of Consciousness Model and provides a brief overview of the motivations of the ego and the soul.
The Development of the Personal Consciousness
Richard Barrett describes how seven levels of consciousness unfold in our lives from birth to adulthood and the role of the ego and the soul in this process.
The Cost of Fear: How much do limiting values cost an organisation?
Phil Clothier shows how to calculate the impact of potentially limiting values and cultural entropy on the financial performance of an organisation.
The Importance of Values Alignment
Richard Barrett discusses the importance of values alignment in an organisational culture for building a high performance organisation.
Values-Based Leadership: Why it is Important for the Future of your Organization
Richard Barrett describes values-based leadership and why it is important. He identifies the values that values-based leaders display.
De gemeente: een waarde(n)volle organisatie
CTT consultants Pieter Josephus Jitta, Bert van Dalen, Martijn de Kiewit en Robert Taen beschrijven drie voorbeelden van CTT-onderzoeken binnen Nederlandse gemeenten, die de mogelijkheden voor en de te verwachten weerstand tegen persoonlijke en organisatorische ontwikkeling illustreren.
Nehmt nicht alles so schwer
Der Brite Richard Barrett plädiert für eine deutsche Traum-Umfrage.