3. A Crisis in Leadership
John Kotter, Harvard Business School
After conducting fourteen formal studies and more
than a thousand interviews, directly observing dozens
of executives in action, and compiling innumerable
surveys, I am completely convinced that most
organisations today lack the leadership they
need.
John P. Kotter and James L. Heskett, Corporate Culture and
Performance (New York: The Free Press, 1992).
3
4. A Crisis in Leadership
Shoshana Zuboff, Harvard Business School
I have come to believe that much of what my
colleagues and I taught has caused real suffering,
suppressed wealth creation, destabilized the world
economy, and accelerated the demise of the 20th
century capitalism.
We managed to produce a generation of
managers and business professionals that is
deeply mistrusted and despised by a majority of
people in our society and around the world. This
is a terrible failure.
Shoshana Zuboff, ―The Old Solutions Have Become the New
Problems,‖ Business Week, Viewpoint, July 2, 2009.
4
5. A Crisis in Leadership
Bill George, Harvard Business School
An enormous vacuum in leadership exists today—in
business, politics, government, education, religion, and
nonprofit organisations. Yet there is no shortage of
people with the capacity for leadership.
The problem is we have a wrongheaded notion of
what constitutes a leader, driven by an obsession
with leaders at the top.
Bill George, True North: Discover Your Authentic Leadership
(San Francisco: Jossey-Bass, 2007).
5
6. A Crisis in Leadership
Bill George, Harvard Business School
Every successful business leader has to
make the shift from ―I‖ to ―we.‖
Bill George, True North: Discover Your Authentic Leadership
(San Francisco: Jossey-Bass, 2007).
6
8. Global Sustainability Issues
Global Pollution
Global Terrorism Energy
Economy Resilience
Natural
Pandemics
Disasters
The significant problems
we face cannot be solved
at the same level of
thinking that created them.
Climate Species
Change Extinction
Water Food
Shortages Poverty Waste Resilience
Reduction Disposal
8
9. The Sustainability Challenge
The problems of existence have become
global but the decision-making structures
we have for dealing with them
are national.
We cannot move forward without a
high degree of global cooperation.
9
10. A New Leadership Paradigm
The paradigm that divides the
world into the social sector,
the private sector, and the
governmental sector
is not working.
Private It creates artificial barriers.
Sector We are each a constituent of
the problem, so we have to
combine our forces, our
Public Social efforts, and our competencies.
Sector Sector
Tex Gunning, Unilever, Best
Foods Asia
10
11. Sustainability and the New Leadership Paradigm
Our Business Leaders need to recognise that:
Business is a wholly owned subsidiary of society, and society
is wholly owned subsidiary of the environment.
If we lose our environment and our life-support systems,
our society will perish.
If we lose our society, we will lose our economy and
our businesses will perish too.
11
12. A New Leadership Paradigm
WE NEED A NEW LEADERSHIP PARADIGM
A shift in focus from “I” to “we”
A shift from self-interest to the common good
A shift from being the best in the world
to the best for the world.
12
13. A New Leadership Paradigm
Ultimately, the problems of existence we
face are issues of consciousness.
We will only get beyond this stage of our
collective evolution if we can put aside our
narrow self-interest, focus on the whole system,
and build a values-driven framework of policies
that support the common good.
Richard Barrett, The New Leadership Paradigm, 2011
13
14. The Book
A Leadership
Development Text Book
for the 21st Century
Leader
(530 pages)
Part 1: Fundamentals
Part 2: Leading Self
Part 3: Leading Others
Part 4: Leading an Organisation
Part 5: Leading in Society
Part 6: Annexes
Annex 1: The Learning System
Annex 2: Cultural Transformation Tools
Annex 3: The Seven Levels of
Consciousness
14
15. Love, Fear and the Destiny of Nations
Volume 1: Volume 2:
The Impact of the Evolution of Building Successful
Consciousness on World Affairs Communities and Nations
Spring 2012 Spring 2013
15
16. Table of Contents
• Part 1: Human Destiny
• 1. Introduction
• 2. Universal Patterns of Evolution
• 3. Human Patterns of Evolution
• 4. Cultural Patterns of Evolution
• 5. The Level of Fear in Nations
• 6. The Sources and Levels of Cultural Fear
• 7. Democracy—Freedom from Fear
• 8. Measuring the Culture of a Nation
•
• Part 2: The Evolution of Democracy
• 9. The Role of Democracy in the Evolution of
Human Consciousness
• 10. The Journey from Freedom to Trust
• 11. Freedom
• 12. Equality
• 13. Accountability
• 14. Fairness
• 15. Openness
• 16. Transparency
• 17. Trust
•
• Part 3: The Destiny of Nations
• 18. The Need for Global Governance
• 19. Failure and Hope
• 20. Empathy
• 21. Compassion
• 22. The Way Forward
16
17. What Evolution can teach us
about the
New Leadership Paradigm
• Three Universal Principles
• Five Characteristics/Strategies
• Six Levels of Decision Making
17
18. What is Evolution?
Evolution: The continually unfolding ability
to respond to increasingly complex life conditions.
At each stage of evolution – from
atoms, to cells, to creatures – there
was not only an expansion in
awareness, but also an expansion
in the range of possible reactions or
responses that an entity could
make to changes in its internal or
external environment.
An increase in external complexity
demanded an increase in
internal complexity
18
19. The Universal Stages of Evolution
From the Big Bang … to the Present Day
Stage 1
Entities learn how to become
viable and independent in their
frameworks of existence.
Stage 2
As life conditions become more
complex, viable independent
entities bond with each other to
create a group structures.
Stage 3
Viable independent group
structures then cooperate with
each other to form a higher
order entity.
Energy Atoms Molecules Cells Organisms Creatures Homo sapiens
19
20. The Universal Stages of Evolution
Homo sapiens Nations Humanity
Levels of Being
Eukaryotic cell Organisms Creatures
Carbon atom Molecules Cells
Big Bang: Particles/waves of information existing in a quantum energy field.
Evolution
Stage 3:
Stage 1: Stage 2:
Viable
Entities learn how As life conditions
independent group
to become viable become more
structures then
and independent complex, viable
cooperate with
in their independent
each other to form
frameworks of entities bond with
a higher order
existence. each other to
entity.
create a group
structures.
20
21. The Human Body
Stage 1: Cells are viable
independent entities that know
what to do to maintain internal
stability and external equilibrium
Stage 2: Cells bonded together
to form group structures called
organs.
Stage 3: Organs cooperate with
each other to form a higher order
entity.
YOU!
21
22. The New Leadership Paradigm
Learning System
More than a Book... And also ...
A Leadership A Manual for
Development Personal Evolutionary
Learning System for the Coaching
21st Century Leader
22
23. Components of the New Leadership Paradigm
Learning System
The The
Book Multi-media
Web site The
Workbooks
and Journals
23
24. Leading Yourself
If you can’t lead yourself, then you will
not be able to lead others
If you can’t lead others, then you will not
be able to lead an organisation
If you can’t lead an organisation, then
you will not be able to lead a
community or a nation
24
25. Stages of Leadership Development
Leaders as Leaders as
a Coach a Servant
Leading an
Leading Self Leading a Team Organisation
Stage 3: Stage 3: Stage 3:
External Cohesion External Cohesion External Cohesion
Cooperating with other Cooperating with other Cooperating with other
individuals who share the Teams who share the Organizations who share
same values and mission same values and vision the same values and
to leverage impact vision
Stage 2: Stage 2: Stage 2:
Internal Cohesion Internal Cohesion Internal Cohesion
Evolution
Aligning the motivations Aligning the motivations Aligning the motivations
of the Ego with the Soul of Team members with of Staff members with
(bonding) to become an the mission of the Team the vision and values of
authentic individual for team alignment the Organization
Stage 1: Stage 1: Stage 1:
Personal Mastery Team Mastery Personal Mastery
Overcoming the fears of Overcoming the fears of Overcoming the fears of
the Ego to become viable individual Team members individual Staff members
and independent in your To minimize cultural to minimize cultural
framework of existence entropy entropy
25
26. The Web Site
A State-of-the-
Art, Multi-media,
Web site that is
constantly
updated based
on the feedback
of users and as
new articles,
videos, books
and other
materials
become
www.newleadershipparadigm.com available
26
27. The Journals/Workbooks
Leading Self
(43 Exercises)
Leading a Team
(28 Exercises)
Leading an
Organisation
(33 Exercises)
Leading in Society
(30 Exercises)
27
28. Who Will Be Using the Learning System?
• Consultants and Coaches who are supporting the next
generation of leaders
• Change agents and OD practitioners who are looking for new,
cost effective ways to make leadership training available to
large numbers of people in their organizations
• Universities and Business Schools searching for cutting-edge
training materials to support their undergraduate and mature
students
• Individuals who want to grow, develop and become all they
can become
28
30. The Good News
For the first time in human history
we have the possibility of making
the evolution of consciousness,
conscious.
Why now? Because we can
measure it, both at a personal,
organisational and national level.
And if you can measure it,
you can manage it.
Richard Barrett, The New Leadership Paradigm, 2011
30
32. The Three Mantras of Organizational Performance
Mantras Implications
Who you are and what your
Cultural Capital is the new frontier
organization stands for
of competitive advantage.
is vitally important.
Focus on Vision, Mission and Values
The Culture of an organizations is a Organizational transformation
reflection of leadership begins with the personal
consciousness transformation of the leaders
Begins with Self Leadership
Measurement matters. If you can
You can make the evolution of
measure consciousness,
consciousness, conscious
you can manage it.
Measure and Map the Values
32
33. The Leader and the Values
The real role of the leader
is to manage the values
of the corporation.
Tom Peters, ―In Search of Excellence:
Lessons from America‘s best run
companies‖, 1983
33
34. Whole System Transformation (Evolution)
Interior Exterior
Personality Character
Individual Values and Actions and
Beliefs of the Behaviours
Leaders of the Leaders
Culture Society
Collective Values and Actions and
Beliefs of the Behaviours of the
Organization Organization
Based on the Four Quadrants
of Ken Wilber
34
35. Whole System Transformation (Evolution)
When the The leaders
leaders values behaviours
change Interior Exterior
change
Individual
1 2
Collective 3 4
Thevalues of the Behaviours of
organization organization
change change
35
36. Four Conditions for Whole System Change
The Four Conditions for Whole System Change
Interior Exterior
Character:
Personality:
Actions and
Values and Personal Alignment Behaviours
Beliefs
of an
Individual of an
Individual
Individual
Mission Alignment
Values Alignment
Social
Culture:
Values and
Structures:
Actions and
Beliefs
Behaviours
Collective of a Group
of a Group
Structural Alignment
36
37. Four Conditions for Whole System Change
Measuring Entropy, Alignment and Resonance
Whole System Transformation 1 Cultural Entropy
Lack of personal alignment
and structural alignment
Personal Alignment creates personal entropy and
cultural entropy
Mission Alignment
Values Alignment
2 Values Alignment
creates internal
cohesion
Employee
Engagement
Structural Alignment
3 Mission Alignment
and shared purpose
creates resonance
Entropy is the degree of dysfunction in a system (lack of cohesion, order, and
structure). The amount of energy that is unavailable for useful work.
High entropy leads to low employee engagement. Low entropy leads to high
employee engagement.
37
38. Cultural Evolution Begins with Personal Evolution
Culture Values Leader‘s Values
CVA Current Culture LV A Feedback 14 Assessors
The culture of
an organisation
is a reflection
of the leadership
consciousness.
PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0 PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0
Cultural Entropy 38% Personal Entropy 64%
1. short-term focus (L) 13 Level 1 power (L) 11 Level 3
2. blame (L) 11 Level 2 blame (L) 10 Level 2
demanding (L) 10 Level 2
3. manipulation (L) 10 Level 2
manipulative (L) 10 Level 2
4. caution (L) 7 Level 1
experience 9 Level 3
5. cynicism (L) 7 Level 3
controlling (L) 8 Level 1
6. bureaucracy (L) 6 Level 3
arrogant (L) 7 Level 3
7. control (L) 6 Level 1
authoritarian (L) 6 Level 1
8. cost reduction 5 Level 1 exploitative (L) 6 Level 1
9. empire building (L) 5 Level 2 ruthless (L) 6 Level 1
10. image (L) 5 Level 3
11. long hours (L) 5 Level 3
38
39. Cultural Evolution Begins with Personal Evolution
Culture Values Leader‘s Values
CVA Current Culture LV A Feedback 27 Assessors
The culture of
an organisation
is a reflection
of the leadership
consciousness.
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0
Cultural Entropy 7% Personal Entropy 9%
1. customer satisfaction 16 Level 2 continuous learning 11 Level 4
2. commitment 11 Level 5 generosity 11 Level 5
3. continuous learning 11 Level 4 commitment 10 Level 5
4. making a difference 11 Level 6 positive attitude 10 Level 5
5. global perspective 9 Level 3 vision 10 Level 7
6. mentoring 9 Level 6 ambitious 9 Level 3
7. enthusiasm 8 Level 5 making a difference 8 Level 6
8. leadership development 8 Level 6 results orientation 8 Level 3
9. integrity 7 Level 5 honesty 7 Level 5
10. open communication 7 Level 2 integrity 7 Level 5
11. optimism 7 Level 5 intuition 7 Level 6
12. shared values 7 Level 5 leadership developer 7 Level 6
39
40. Impact of Personal Entropy
Personal entropy
represents the degree of dysfunction of an individual
Entropy Impact
0 -6% Healthy: Authentic individual. Decision-making not driven by fears.
7-10% Minor Issues: Requiring leaders to examine how their behaviours
and actions are affecting people around them, their decision-making
processes or their degree of work/life balance.
11-15% Significant Issues: Requiring leaders to examine how their
behaviours may be compromising relationships with peers and
subordinates, and negatively impacting their goals.
16-20% Serious Issues: Requiring leaders to examine how their behaviours
may be compromising relationships with peers and subordinates,
and negatively impacting their goals.
21%+ Critical Issues: Requiring leaders to examine how their
behaviours might be compromising their personal integrity and their
ability to inspire and lead the people around them.
40
41. Impact of Cultural Entropy
Cultural entropy
represents the degree of dysfunction in a culture
Entropy Impact
0 -10% Healthy: This is a low and healthy level of cultural entropy.
11-20% Minor Issues: This level of cultural entropy reflects issues
requiring cultural or structural adjustment.
21-30% Significant Issues: This level of cultural entropy reflects significant
issues requiring cultural and structural transformation and
leadership coaching.
31-40% Serious Issues: This level of entropy reflects serious problems
requiring cultural and structural transformation, leadership
development and coaching.
41%+ Critical Issues: This level of cultural entropy reflects critical
problems requiring cultural and structural transformation, selective
changes in leadership, leadership development and coaching.
41
42. Average Entropy in Organisations (2007-2011)
Total CVAs: 1,011
Industries: 40
Countries: 36
42
43. Values Alignment vs. Entropy Band
5
Number of
matching 4
top ten
Current 3
and
2
Desired
Culture 1
Values
0
0-10% 11-20% 21-30% 31-40% >40% Entropy
43
45. Models and Tools for Personal and Cultural Transformation
1995 1998 2006 2012
The Values-
Driven
Organisation
Organisational Implementing
Personal An update of
Growth and Cultural
Growth and Liberating the
Transformation. Transformation.
Transformation Corporate Soul and
Measuring Eight Years
Experience of Building a Values-
Consciousness Driven
by Mapping Measuring
Personal and Organisation
Values With New Research
Organisational
Consciousness and a focus on
and Exploring Conscious
Whole System Capitalism
Change
45
47. What is Culture?
―The way things are done around here‖
The culture of an
organisation or any group
of individuals is a
reflection of the
values, beliefs and
behaviours of leaders of
the group and the legacy
of past leaders.
47
48. What are Values?
Values - A shorthand
method of describing our
individual and collective
motivations and what is
important to us.
Values can be positive
or potentially limiting.
Positive Values:
trust, creativity, passion, honesty
, integrity, clarity
Potentially Limiting Values:
power, blame, greed, status, being
liked
48
49. Exercise: Values, Beliefs and Behaviours
This exercise takes about 15 minutes
1. Choose 3 values that are important to you and
enter them in the left hand column of the worksheet
EXAMPLE: Clarity
2. Write down your beliefs
that support this value in middle column
EXAMPLE: Clarity bring focus to decision making
3. Write down the behaviours
you exhibit that support this value
EXAMPLE: Seek many opinions, synthesize
multiple data points to understand the big picture
49
50. Origins of the Cultural Transformation Tools
Self Actualization
Growth Needs
When these needs are fulfilled they
do not go away, they engender
deeper levels of motivation and
Know and commitment.
Understand
Abraham Maslow Self-esteem Deficiency Needs
An individual gains no
Love & Belonging sense of lasting
satisfaction from being
able to meet these
Safety needs, but feels a sense
of anxiety if these needs
Physiological are not met.
50
51. Maslow‘s Needs to Barrett‘s Consciousness
Self-Actualization
Know and
Know and
Understand
Understand
Abraham Maslow
Self-esteem Richard Barrett
Love & Belonging
Safety
Physiological
Needs Consciousness
51
52. Maslow‘s Needs to Barrett‘s Consciousness
1. Expansion of self-actualization
Know and
Know and into multiple levels.
Understand
Understand
2. Substitute ‗states of
consciousness‘
Self-esteem for hierarchy of needs.
Love & Belonging
3. Each state of consciousness
is defined by specific values
Safety
and behaviours.
Physiological
Needs Consciousness
52
53. Stages in the Development of Personal Consciousness
Positive Focus / Excessive Focus
Service to Humanity and the Planet
Devoting your life in self-less service
Service to your purpose and vision
Collaborating with Partners
Making a difference Working with others to make a positive difference
by actively implementing your purpose and vision
Finding Personal Meaning
Internal Cohesion Uncovering your sense of purpose and creating
a vision for the future you want to create
Personal Growth
Transformation Understanding your deepest motivations, experiencing
responsible freedom by letting go of your fears
Self-worth
Self-esteem Feeling a positive sense of pride in self
and ability to manage your life. Power, status
Belonging
Relationship Feeling a personal sense of belonging, feeling loved
by self and others. Being liked, blame
Financial Security & Safety
Survival Creating a safe secure environment for self
and significant others. Control, greed
53
54. Stages in the Development of Organisational Consciousness
Positive Focus / Excessive Focus
Service To Humanity And The Planet
Social responsibility, future generations, long-term
Service perspective, ethics, compassion, humility
Strategic Alliances and Partnerships
Environmental awareness, community
Making a difference involvement, employee
fulfillment, coaching/mentoring
Building Corporate Community
Internal Cohesion Shared values, vision, commitment, integrity,
trust, passion, creativity, openness, transparency
Continuous Renewal and Learning
Transformation Accountability, adaptability, empowerment, teamwor
k, goals orientation, personal growth
High Performance
Self-esteem Systems, processes, quality, best practices,
pride in performance. Bureaucracy, complacency
Belonging
Relationship Loyalty, open communication, customer
satisfaction, friendship. Manipulation, blame
Financial Stability
Survival Shareholder value, organisational growth,
employee health, safety. Control, corruption, greed
54
55. Placement of Values by Level
Current Culture 100 Employees
Service
Top Ten Values
1. tradition (L) (59)
Making a difference
2. diversity (54)
Internal Cohesion
6 3. control (L) (53)
4. goals orientation (46)
Transformation 2 4 5
5. knowledge (43)
Self-esteem 6. creativity (42)
7 8
7. productivity (37)
Relationship 10
10 1 8. image (L) (36)
9. profit (36)
9 3
Survival 10. open communication (31)
55
56. Distribution of Values by Level
Current Culture 100 Employees
Service 7
Making a difference 6
Internal Cohesion 5
Transformation 4
Cultural
Self-esteem 3 Entropy
Relationship 2 11%
1
Survival
56
57. Engineering and Projects Company (339) What
employees
believe is
Personal Values Current Culture Values Desired Culture Values
necessary
Level 7
for the
Level 6
The values that company
are Level 5
important to to achieve
employees in
Level 4 its full
their personal
Level 3
potential
lives.
Level 2
Level 1
IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 0-2-5-0 | IROS (L)= 1-1-1-0 IROS (P)= 1-3-6-0 | IROS (L)= 0-0-0-0
Matches 1. honesty 169 5(I) 1. continuous 111 4(O) 1. accountability 180 4(R)
2. accountability 165 4(R) improvement 2. customer 147 2(O)
PV - CC 1
CC - DC 4 2. customer 111 2(O) satisfaction
PV - DC 2 3. commitment 150 5(I)
satisfaction 3. continuous 143 4(O)
4. continuous learning 92 4(I)
Health 3. safety conscious 102 1(O) improvement
Index (PL)
5. balance (home/work) 91 4(I)
4. cost reduction 88 1(O) 4. employee development 111 4(O)
6. family 91 2(R)
PV: 10-0 5. job insecurity (L) 77 1(O) 5. employee recognition 96 2(R)
CC: 7-3 7. self-discipline 91 1(I)
DC: 10-0 6. inconsistent (L) 75 3(I) 6. commitment 95 5(I)
8. responsibility 89 4(I)
7. teamwork 74 4(R) 7. inspirational leadership 95 6(O)
9. respect 81 2(R)
8. accountability 71 4(R) 8. employee fulfilment 94 6(O)
10. open communication 76 2(R)
9. blame (L) 71 2(R) 9. teamwork 90 4(R)
10. corporate image 64 3(O) 10. professionalism 80 3(O)
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational
Orange = PV, CC & DC How employees experience the company - What isR = Relationship
Blue = PV & DC (white circle) S = Societal
working well? What is undermining the sustainability
Values Plot Copyright 2011 Barrett Values Centre February 2011
57
of the company.
58. Engineering and Projects Company (339)
Personal Current Culture Desired Culture
Values Values Values
6% 5% 5%
7 7 7
C
8% 9% 13%
6 6 6
Common Good
24% 11% 19%
5 5 5
T
21% 20% 27%
Transformation 4 4 4
17% 14% 16%
3 1% 3 12%
3 0%
Self Interest S 2 1%
12%
2
8%
5%
2 1%
12%
9% 10% 6%
1 1% 1 6%
1 1%
0% 20% 40% 0% 20% 40% 0% 20% 40%
Total number of CTS = 38-21-41 CTS = 25-20-55 CTS = 37-27-36
votes for all Entropy = 3% Entropy = 23% Entropy = 2%
values at each
level C = Common Good Positive Values
T = Transformation Cultural Entropy Potentially Limiting
S = Self-Interest
% of Votes for Values
Values Distribution Limiting Values
Copyright 2011 Barrett Values Centre February 2011
70. National Values Assessments
Denmark Latvia Sweden Canada
Iceland Bhutan USA Belgium
Finland UK North West) Australia Brazil
Spain (Extremadura) Macedonia (Skopje) South Africa Switzerland
70
71. Stages in the Development of National Consciousness
Positive Focus / Excessive Focus
Global Sustainability
Human Rights, Future Generations,
Service
Ecological Resilience.
Strategic Alliances with Other Nations
Making a difference Regional Collaboration, Environmental
Awareness, Quality Of Life.
Strong Cohesive National Identity
Internal Cohesion Trust, Openness, Transparency, Shared Vision
and Values, Fairness.
Democratic Processes
Transformation Equality, Freedom of Speech, Consensus,
Adaptability, Accountability.
Institutional Effectiveness
Rule of Law, National Pride, Governmental
Self-esteem
Efficiency. Bureaucracy, Elitism, Power
Social Stability
Conflict Resolution, Racial Harmony, Rituals.
Relationship Discrimination, Intolerance
Economic Stability
Survival Prosperity. Health, Defense, Social Safety Nets.
Corruption, Greed, Violence
71
72. Cultural Entropy in Nations
0.7
63%
0.6 56%
53% 54%
51%
0.5 47% 48%
43% 44%
0.4
34%
32%
0.3 26%
21%
0.2
0.1 6%
0
Cultural entropy is a measure of the
dysfunction, anxiety and fear in a social system
72
73. Development as ...
Development as Economic Growth (GNP)
USA, Iceland, Canada
Development as Human Happiness (GNH)
Bhutan
Whatever you focus on and measure
is what you get.
73