Cultural capital is the new frontier of competitive advantage. Who you are and what you stand for has become just as important as the quality of the products or services you sell. In the last three years Deloitte, Ernst & Young, and PwC have all issued reports focusing on the importance of organizational culture in driving a company’s success.
The increased recognition of the importance of corporate culture raises three important questions: What is organizational culture? How do you measure it? And, most importantly, how can you improve it?
I think it is important to differentiate between a need and a requirement. I say this because I often say to people that I have no needs, meaning that all my needs are taken care of by my soul before I know I have them. However, the response I usually get is that of course you have needs. Everyone needs oxygen, or they will die. For me, oxygen is a requirement, not a need. Let me explain.
This article is in German.
No one is born a leader. A leader is someone you become: not in the same way you become an engineer, businessman, a dentist or a doctor. It is a role you grow into. Some people naturally grow into leadership roles; some go all out to seek a leadership role and others have leadership thrust upon them. Some, like me, choose not to be a leader of people, but a leader of thoughts.
There are seven stages of psychological development. The first three stages of development involve establishing the ego as a viable, independent entity in its physical, social and cultural framework of existence. The fourth stage of development involves aligning the motivations of your ego with the motivations of your soul. The last three stages of development involve activating your soul’s consciousness.
Throughout human history, individuals and societies have always focused their energies on a central key idea that could, if sufficient energy and effort were devoted to it, help them move towards a more idealized future. The central key idea, at this point in our human history, is to reduce the inequalities that our modern economic system has produced by helping the world’s poorest people achieve minimum standards of income, health care, and education and promote sustainable development.
There are two aspects to the Seven Levels Model: the Stages of Psychological Development model and the Levels of Consciousness model. We grow in stages (of psychological development) and we operate at levels (of consciousness).
Values-driven organisations are the most successful organisations on the planet. You may think that sounds like a bold claim: It is a bold claim; and, it is true! You will find documentation to this effect in my book, The Values-Driven Organisation: Unleashing Human Potential for Performance and Profit.
This article provides a brief overview of the origins of the Seven Levels Model and the cultural transformation tools. The Seven Levels Model differs from most other models in one important way: It looks at personal development through the lens of the ego-soul dynamic—the progressive, and normally subtle, influence of the motivations of the soul over the motivations of the ego.
Most people think of evolution in physical Darwinian terms, from the perspective of the evolution of species. My purpose in this paper is to show evolution in a different light, from the perspective of the evolution of human consciousness.
One of the subtle but more important changes that occur as we move through the seven stages of psychological development is how we make decisions. The predominant mode of decision-making at the survival stage is instincts. At the conforming and differentiating stages we primarily use subconscious beliefs, supplemented by conscious beliefs. When we reach the individuating stage conscious beliefs start to predominate. At the self-actualising stage, we shift to values-based decision-making. Values are supplemented by intuition at the integrating stage, and by inspiration at the serving stage.
Becoming a successful leader—someone who is able to build a long-lasting, high-performing team, organization, or community—is not about what you do, although that is important; it is about how you do what you do—it is about living your deeply held values.
Values-driven organisations have high levels of employee engagement; they generate higher earnings; they are more profitable, more customer-focused, and more productive—they have high retention rates and low absenteeism. They also generate more customer loyalty and more societal goodwill.
The purpose of this paper is to deepen the discussion about what motivates employees. This paper briefly describes the seven stages of psychological development and the corresponding levels of motivation. These are linked to Harvard Professor Robert Kegan’s work on the three types of mind (socialized mind, self-authoring mind, and self-transforming mind). Each of the three types of mind has different drives and motivations and is linked to different levels of job complexity. Understanding the motivations of the different types of mind is essential to creating a high-performance organisation with high levels of employee engagement.
This paper looks at the current moral state of our society and the poor performance of our political and business leaders. It identifies the underlying issues of the current leadership crisis and the need for a new leadership paradigm—a shift from being the best in the world to the best for the world; a shift from what’s in it for me to what’s best for the common good; and a shift from “I” to “we”.
This paper places leadership development in the context of the evolution of consciousness from the Big Bang to the present day. It identifies the five characteristics that are at the core of all successful evolution and integrates them into a four-part process for leadership development that supports the continuing evolution of Homo sapiens.
This paper explores the topic of cultural capital and its relationship to financial performance. It reviews research on this topic and comes to the conclusion that even though there is no direct measure of cultural capital, proxy measures such as cultural alignment and cultural entropy clearly indicate a positive correlation between cultural capital and sustained high revenue growth.
This paper examines a) the impact of the personal entropy of the leaders of an organisation on the cultural entropy of their organisations, and b) the impact of the cultural entropy on the organisation’s performance. In order to improve the performance of an organisation, it is necessary to reduce personal entropy of the leaders