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Cultural Values Assessment Screen Shots
Screen 1- Instructions
Screen 2- Demographics Questions
Screen 3- Personal Values Selection
Screen 4- Current Culture Values Selection
Screen 5- Desired Culture Values Selection
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Letter to Introduce an LVA
LEADERSHIP VALUES ASSESSMENT
I am inviting you please to complete a Leadership Values Assessment for me. This is a web-based survey, which will give me an opportunity to see what my operating values and behaviors are to the “outside” world; my strengths, my areas of improvement; and general feedback.
What you write in specifically is confidential and will not be shown to me unless you give...
Building A Values––Driven Organisation
SALLIE LEE AND JOAN SHAFER
A cohesive culture based on values is rapidly becoming
one of the most important criteria for business success.
Many organisations have chosen core values and have
not had the expected results they imagined.
Understanding the personality and strengths of a culture––
its motivating drivers––the stories that illuminate the
values, and the directions that the employees...
Top team alignment
What makes the leadership of top teams? While it is the corporate board that is collectively responsible for promoting the success of the company by leading and directing the company’s affairs, it is the top-teams of divisions and business units of large companies that are more closely involved with the day-to-day development and execution of operational strategies. These senior executives are critical...
What are your values?
When I was a teenager, the highlight of the week was finding out which records were in the top ten, whereas now I look at the bestselling book lists to see what heads the paperback fiction charts. And from the number of lists in magazines and newspapers – everything from the best-dressed man to the most popular pet – I don’t think I’m the only one who thinks they’re fun.
That must...
Beyond Bonuses: Motivating Your Managers
BusinessWeek reader David Gebler advises senior management to create a two-way communication with employees in order to motivate them
By David Gebler
BusinessWeek‘s Matthew Boyle recently wrote a column discussing the need—and the effort—to keep managers motivated in tough economic times. The premise that middle managers must lead the effort to motivate employees, especially when there is...
Case Study: Getting Beyond the Numbers: How to Identify the Root Cause of Unethical Conduct
By David Gebler, President, Skout Group, LLC
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...
Der kollektiven Seele begegnen
Die Entwicklung eines neuen Bewusstseins
in Unternehmen und Organisationen
Überlegungen zur Psychologie von Unternehmen;
dieser Aufsatz bezieht sich in wichtigen Teilen auf
Erkenntnisse des Buches „Liberating The Corporate
Soul – Building a Visionary Organization“ von Richard
Barrett, Woburn, USA, 1998.
von Roland A. Günther
www.business?in?resonanz.de
Das Thema Arbeit nimmt heute einen immer...
MULTI PERSPECTIVE ASSESSMENTS – LEARNING FROM OUTSIDE IN & INSIDE AND OUT!
by Martin Sande, Management Consultant and Owner, Preera
The most common way we use Cultural Values Assessments is to help our clients create a mirror in which to see themselves and to provide a common language to enable dialogues that transform. The questions we use
are, more or less, the standard ones focusing on personal values, current culture and desired culture.
A real eye? and mind?opener came...
Cultural Capital: The New Frontier of Competitive Advantage
Critical Issues for Business in the 21st Century
As we move into the 21st century there are four concerns above all others that are preoccupying the boardrooms of both large and small companies around the world:
•
How do we attract and keep talented people?
•
How do we increase profits and shareholder value?
•
How do we increase creativity and productivity?
•
How to ensure ethics permeates...
Values Based Leadership
Why is it important for the future of your organization ?
What is Values-Based Leadership?
When a situation arises that we have to deal with, there are three different ways we can arrive at a decision on what to do: we can use our beliefs to formulate a response, we can use our values to formulate a response, or we can use our intuition to formulate a response.
Let us first compare beliefs and values...
Building a Values-Driven Organization
A Whole-System Approach to Cultural Transformation
This paper is an extract from the book, Building a Values-Driven Organization: A Whole-System Approach to Cultural Transformation published in March 2006 by Butterworth-Heinemann.
Background
My purpose in writing this book is to develop and build on the ideas contained in Liberating the Corporate Soul: Building a Visionary Organization1 published in...
The Five Modes of Decision-Making
The Four Components of Decision-Making
There are four components to decision-making: data gathering, information processing, meaning-making, and decision-making, or deciding on a course of action.
We use our five senses to gather data from the outside world – data gathering. We use our brain to integrate the data from the five senses into information packages – information processing. The mind...
The Seven Levels and ‘Lean’
During the last 50 years, Toyota has developed from small beginnings into a company that is able to successfully challenge the top 3 car manufacturers in the world. They have achieved this not by mergers and acquisitions but by organic growth through the successful development and application of the Toyota Production System use of lean tools and techniques. As others have tried to copy this new way...
Building a high-performance organisation
Issues in the boardroom
There are five critical issues preoccupying the boardrooms of both large and small companies in all parts of the world:
How do we increase profits and shareholder value?
How do we attract and keep talented people?
How do we build brand loyalty?
How do we ensure that ethics permeate the corporate culture?
How do we build a resilient, sustainable company?
The keys to success...
Australian employees are forgotten in drive for success
Best Employer Survey
A survey of 163 organizations carried out by Hewitt Associates and the Barrett Values Centre shows that organizations in the ANZ region are strongly focused on brand image, customer satisfaction and the bottom line, but employees want to see much more focus on employee fulfillment, employee recognition, and balance (home/work). They are fed up with the bureaucracy, long hours...
Coaching for Cultural Transformation using CTT
INTRODUCTION
Values stand at the very core of human decision making. Our underlying values determine our behaviours. Coaching based on values therefore sheds light on our underlying motivations and helps us to understand what is important in our lives.
This paper describes the coaching instruments that are part of the Cultural Transformation Tools (CTT)®. The Individual Values Assessment is a self-assessment...
Stages in the Development of National Consciousness
Overview
All human group structures grow and develop in seven well-defined stages. Each stage focuses on a particular existential need that is common to the human condition. These seven existential needs are the principal motivating forces in all human affairs. The level of growth and development of all human group structures depends on the ability of the leaders to create the conditions that enable...
Origins of the Seven Levels of Consciousness Model
Abraham Maslow was one of the first psychologists to draw our attention to needs-based motivation. In Motivation and Personality and Toward a Psychology of Being.i Maslow proposed that humans operate as if they had a hierarchy of needs. The primary human need is survival. When we are able to master survival, we shift the focus of our consciousness to the establishment of relationships that make us...
What’s Right and Wrong with Spirituality in the Workplace
I have deliberately chosen a provocative title for this article because I believe 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. From my perspective this assumption is false, not because there is anything wrong with the concept per se, but because in the western world spirituality...
O Custo do Medo
quanto custam os valores limitantes para
uma organização?
Todas as organizações funcionam com base num conjunto de valores conscientes ou inconscientes. Alguns dos valores serão positivos, tais como comunicação aberta, confiança, honestidade, integridade e satisfação do cliente. Se estes valores são totalmente aceitos e praticados diariamente, com o tempo eles se tornarão uma parte integral...
The Seven Levels and Money
Behaving commercially is much more than just focusing on cost and profit. Of course these are both very important factors but there is more to consider. Our research is showing that unless an organisation is consciously living positive values across a broad spectrum of business and people activities, it will not have the capacity to be long term financially sustainable. Based on the 7 Levels model...
The Seven Levels of Corporate Sustainability
What is Sustainability?
During the last ten years the term “sustainability” as used in the corporate world has become synonymous with “the triple bottom line.”
The “triple bottom line” refers to the ability of a company to generate economic, environmental (or ecological) and social benefits. On the one hand, shareholders are demanding that companies become more profitable, and on the other...
The Cost of Fear: How much do limiting values cost an organisation?
All organisations operate with a set of conscious or unconscious values. Some of the values will be positive, such as open communication, trust, honesty, integrity and customer satisfaction. If these values are fully accepted and practiced daily, over time they will become an integral part of the culture of the organisation and a positive asset.
It is also possible for organisations to operate from...
A Values-based Approach to Creating Cultural Resilience in an Economic Downturn
Introduction
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.
The most resilient companies display the following characteristics:
ü A high level of staff engagement
ü A low level of cultural entropy
ü A vision of...
Cultural Benchmarking: Pharmaceuticals
This paper compares the cultural attributes of 14 companies in the Pharmaceutical Sector that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Companies were broken down into three categories based...
Cultural Benchmarking: Non-Governmental Organisations
This paper compares the cultural attributes of seven Non-Governmental Organisations that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Organisations were broken down into three categories based...
Cultural Benchmarking: Manufacturing
This paper compares the cultural attributes of 12 companies in the Manufacturing Sector that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Companies were broken down into three categories based...
Cultural Benchmarking: Information Technology
This paper compares the cultural attributes of 14 companies in the IT Sector that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Companies were broken down into three categories based on levels...
Cultural Benchmarking: Hospitality/Restaurant
This paper compares the cultural attributes of 10 companies in the Hospitality/Restaurant Sector that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Companies were broken down into three categories...
Cultural Benchmarking: Fast Moving Consumer Goods
This paper compares the cultural attributes of 11 companies in the Fast Moving Consumer Goods Sector (FMCG) that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Companies were broken down into three...
Cultural Benchmarking: Business Services
This paper compares the cultural attributes of 27 companies in the Business Services Sector that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Companies were broken down into three categories...
Cultural Benchmarking: Banking and Financial Services
This paper compares the cultural attributes of 18 companies in the Banking and Financial Sector that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Companies were broken down into three categories...
Cultural Benchmarking: Retail
This paper compares the cultural attributes of 13 companies in the Retail Sector that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Companies were broken down into three categories based on levels...
Cultural Capital: A Fundamental Driver of Financial Performance
Executive Summary
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?
If your answer is not a resounding “Yes,” then you may want to read on.
To better understand the relationship between culture and performance, you have to recognize that “who you are” and “what you stand for”...
The New Leadership Agenda
Founder and Chairman of the Barrett Values Centre
Author of Building a Values-Driven Organization (2006) and
Liberating the Corporate Soul (1998)
The following are extracts 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.
Never before in history...
Maslow to Barrett A Brief Overview of the Origins of the Seven Levels of Consciousness Model
A Brief Overview of the Origins of the Seven Levels of Consciousness Model
The reason I created the Seven Levels of Consciousness model was to give greater definition and understanding to human motivations. It was clear to me that Maslow’s research and thinking was ahead of his time. Abraham Maslow died in 1970 at age 62 well before the consciousness movement had surfaced. I saw that with some minor...
Q2 2009 Network Survey Synopsis
Our gratitude to those of you who participated in our online survey. We appreciate the opportunity to get to know you, your desires and your visions for the future. Your feedback enables us to identify common themes among the network and continue our pursuit of innovation, improvement and customer satisfaction.
In this report, we’ve identified key themes that emerged from the survey. Your...
The Courage to Continue Venezuelan National 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,...
High Performance: It’s all about Entropy. Oh, and don’t forget the Vision and 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...
Case Study: TMSi Logistics
Integrating Values from the Boardroom to the Factory Floor
November 2009
THE SITUATION
For over 15 years, TMSi Logistics, a highly respected Top 100
national logistics firm and Inc. 5000 company, has differentiated
itself through a performance-driven culture resulting in cost
savings and improved service levels.
From the start, the culture of the company was based on the
strong personal values of the...
The Universal Stages of Evolution
Abstract
This paper places leadership development in the context of the evolution of consciousness from the Big Bang[1] 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.
Understanding the Evolution of Consciousness...
Whole Systems Approach to Cultural Transformation
This paper is an extract from the book, Building a Values-Driven Organization: A Whole-System Approach to Cultural Transformation published in March 2006 by Butterworth-Heinemann.
Background
My purpose in writing this book is to develop and build on the ideas contained in Liberating the Corporate Soul: Building a Visionary Organization1 published in 1998. The basic premise of Liberating the Corporate...
Five Modes of Decision Making
The Four Components of Decision-Making
There are four components to decision-making: data gathering, information processing, meaning-making, and decision-making, or deciding on a course of action.
We use our five senses to gather data from the outside world – data gathering. We use our brain to integrate the data from the five senses into information packages – information processing. The mind...
Building a High-Performance Organisation
Issues in the boardroom
There are five critical issues preoccupying the boardrooms of both large and small companies in all parts of the world:
How do we increase profits and shareholder value?
How do we attract and keep talented people?
How do we build brand loyalty?
How do we ensure that ethics permeate the corporate culture?
How do we build a resilient, sustainable company?
The keys to success...
Coaching for Cultural Transformation using CTT
INTRODUCTION
Values stand at the very core of human decision making. Our underlying values determine our behaviours. Coaching based on values therefore sheds light on our underlying motivations and helps us to understand what is important in our lives.
This paper describes the coaching instruments that are part of the Cultural Transformation Tools (CTT)®. The Individual Values Assessment is a self-assessment...
Network Survey Synopsis
Our gratitude to those of you who participated in our online survey. We appreciate the opportunity to get to know you, your desires and your visions for the future. Your feedback enables us to identify common themes among the network and continue our pursuit of innovation, improvement and customer satisfaction.
In this report, we’ve identified key themes that emerged from the survey. Your...
