1. Building
a
Culture
of
Trust
Monday, 16 September 13

2. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
2
Ques%ons
What
is
trust?
Why
is
trust
important?
How
do
you
measure
trust?
How
do
you
build
a
culture
of
trust?
Monday, 16 September 13

3. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
3
Trust
is
a
rela?onship
value.
It
determines
the
quality
of
interac?on
between
individuals.
What
is
Trust?
Monday, 16 September 13

4. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
4
Trust
is
essen?al
to
bonding.
It
creates
internal
cohesion
among
a
group
of
people.
What
is
Trust?
Monday, 16 September 13

5. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
5
Trust
in
teams
can
only
be
established
when
people
share
the
same
values
and
the
same
purpose:
it
enables
them
to
rely
on
each
to
make
decisions
that
support
the
common
good.
What
is
Trust?
Monday, 16 September 13

6. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
6
Energe?cally,
we
can
say
trust
occurs
when
people
resonate
with
each
other.
What
is
Trust?
Monday, 16 September 13

7. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
7
The
vital
next
stage
of
14
billion
years
of
evolu%on
is
human
beings
learning
how
to
bond
together
to
form
internally
cohesive
human
group
structures.*
*Communi?es,
business
units,
na?ons,
organisa?ons)
Trust
Monday, 16 September 13

8. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
8
What
is
Evolu%on?
“The
unfolding
ability
of
physical
en??es
and
their
group
structures
to
aIain,
maintain,
and
enhance
their
internal
stability
and
external
equilibrium
in
increasingly
complex
environments.”
Monday, 16 September 13

9. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
9
Atoms
became
viable
and
independent,
bonded
through
electro-­‐magne?c
aIrac?on
to
form
molecules
which
then
“cooperated”
to
form
cells.
13
Billion
Years
of
Atomic
Evolu%on
DNA
Monday, 16 September 13

10. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
10
Cells
became
viable
and
independent,
bonded
through
electro-­‐chemical
aIrac?on
to
form
organisms
which
then
“cooperated”
to
form
creatures.
3
Billion
Years
of
Biological
Evolu%on
Monday, 16 September 13

11. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
11
Homo
sapiens,
is
learning
how
to
become
viable
and
independent,
then
bond,
through
trust,
to
form
teams/
communi?es
which
are
then
learning
how
to
cooperate
to
form
organisa?ons/na?ons.
60
Thousand
Years
of
Personal
and
Cultural
Evolu%on
Monday, 16 September 13

12. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
12
Cultural
evolu?on
is
dependent
on
the
ability
of
humans
to
bond
and
cooperate.
Cultural
Evolu%on
Bonding
and
coopera?ng
is
dependent
on
our
ability
to
trust
and
be
trusted.
Our
ability
to
trust
and
be
trusted
is
dependent
on
our
personal
psychological
evolu%on.
Monday, 16 September 13

13. The
Seven
Levels
of
Consciousness
Model
Monday, 16 September 13

14.
Stages
in
the
Development
of
Personal
Consciousness
Positive Focus / Excessive Focus
Monday, 16 September 13

15.
Stages
in
the
Development
of
Personal
Consciousness
Positive Focus / Excessive Focus
Survival
Financial
Security
&
Safety
Crea4ng
a
safe
secure
environment
for
self
and
significant
others.
Control,
greed
,
…
Monday, 16 September 13

16.
Stages
in
the
Development
of
Personal
Consciousness
Positive Focus / Excessive Focus
Rela4onship
Survival
Financial
Security
&
Safety
Crea4ng
a
safe
secure
environment
for
self
and
significant
others.
Control,
greed
,
…
Belonging
Feeling
a
personal
sense
of
belonging,
feeling
loved
by
self
and
others.
Being
liked,
blame,
…
Monday, 16 September 13

17.
Stages
in
the
Development
of
Personal
Consciousness
Positive Focus / Excessive Focus
Self-­‐esteem
Rela4onship
Survival
Financial
Security
&
Safety
Crea4ng
a
safe
secure
environment
for
self
and
significant
others.
Control,
greed
,
…
Belonging
Feeling
a
personal
sense
of
belonging,
feeling
loved
by
self
and
others.
Being
liked,
blame,
…
Self-­‐worth
Feeling
a
posi4ve
sense
of
pride
in
self
and
ability
to
manage
your
life.
Power,
status,
…
Monday, 16 September 13

18.
Stages
in
the
Development
of
Personal
Consciousness
Positive Focus / Excessive Focus
Transforma4on
Self-­‐esteem
Rela4onship
Survival
Financial
Security
&
Safety
Crea4ng
a
safe
secure
environment
for
self
and
significant
others.
Control,
greed
,
…
Belonging
Feeling
a
personal
sense
of
belonging,
feeling
loved
by
self
and
others.
Being
liked,
blame,
…
Self-­‐worth
Feeling
a
posi4ve
sense
of
pride
in
self
and
ability
to
manage
your
life.
Power,
status,
…
Personal
Growth
Understanding
who
you
are,
and
what
values
are
important
to
you
.
Becoming
accountable
for
your
life
by
letting
go
of
your
fears.
Monday, 16 September 13

19.
Stages
in
the
Development
of
Personal
Consciousness
Positive Focus / Excessive Focus
Internal
Cohesion
Transforma4on
Self-­‐esteem
Rela4onship
Survival
Financial
Security
&
Safety
Crea4ng
a
safe
secure
environment
for
self
and
significant
others.
Control,
greed
,
…
Belonging
Feeling
a
personal
sense
of
belonging,
feeling
loved
by
self
and
others.
Being
liked,
blame,
…
Self-­‐worth
Feeling
a
posi4ve
sense
of
pride
in
self
and
ability
to
manage
your
life.
Power,
status,
…
Personal
Growth
Understanding
who
you
are,
and
what
values
are
important
to
you
.
Becoming
accountable
for
your
life
by
letting
go
of
your
fears.
Becoming
an
AuthenAc
Individual
Uncovering
your
sense
of
purpose.
Opera4ng
with
integrity.
Becoming
more
fully
who
you
are.
Monday, 16 September 13

20.
Stages
in
the
Development
of
Personal
Consciousness
Positive Focus / Excessive Focus
Making
a
difference
Internal
Cohesion
Transforma4on
Self-­‐esteem
Rela4onship
Survival
Financial
Security
&
Safety
Crea4ng
a
safe
secure
environment
for
self
and
significant
others.
Control,
greed
,
…
Belonging
Feeling
a
personal
sense
of
belonging,
feeling
loved
by
self
and
others.
Being
liked,
blame,
…
Self-­‐worth
Feeling
a
posi4ve
sense
of
pride
in
self
and
ability
to
manage
your
life.
Power,
status,
…
Personal
Growth
Understanding
who
you
are,
and
what
values
are
important
to
you
.
Becoming
accountable
for
your
life
by
letting
go
of
your
fears.
Becoming
an
AuthenAc
Individual
Uncovering
your
sense
of
purpose.
Opera4ng
with
integrity.
Becoming
more
fully
who
you
are.
CollaboraAng
with
Partners
Working
with
others
to
make
a
posi4ve
difference
in
the
world
by
ac4vely
implemen4ng
your
purpose
and
vision.
Monday, 16 September 13

21.
Stages
in
the
Development
of
Personal
Consciousness
Positive Focus / Excessive Focus
Service
Making
a
difference
Internal
Cohesion
Transforma4on
Self-­‐esteem
Rela4onship
Survival
Financial
Security
&
Safety
Crea4ng
a
safe
secure
environment
for
self
and
significant
others.
Control,
greed
,
…
Belonging
Feeling
a
personal
sense
of
belonging,
feeling
loved
by
self
and
others.
Being
liked,
blame,
…
Self-­‐worth
Feeling
a
posi4ve
sense
of
pride
in
self
and
ability
to
manage
your
life.
Power,
status,
…
Personal
Growth
Understanding
who
you
are,
and
what
values
are
important
to
you
.
Becoming
accountable
for
your
life
by
letting
go
of
your
fears.
Becoming
an
AuthenAc
Individual
Uncovering
your
sense
of
purpose.
Opera4ng
with
integrity.
Becoming
more
fully
who
you
are.
CollaboraAng
with
Partners
Working
with
others
to
make
a
posi4ve
difference
in
the
world
by
ac4vely
implemen4ng
your
purpose
and
vision.
Service
to
Humanity
and
the
Planet
Devo4ng
your
life
in
self-­‐less
service
to
your
purpose
and
vision.
Leaving
a
legacy.
Monday, 16 September 13

22. Positive Focus / Excessive Focus
Stages
in
the
Development
of
Organiza%onal
Consciousness
Monday, 16 September 13

23. Positive Focus / Excessive Focus
Financial
Stability
Shareholder
value,
organisational
growth,
employee
health,
safety.
Control,
corruption,
greed,
…
Stages
in
the
Development
of
Organiza%onal
Consciousness
Survival
Monday, 16 September 13

24. Positive Focus / Excessive Focus
Financial
Stability
Shareholder
value,
organisational
growth,
employee
health,
safety.
Control,
corruption,
greed,
…
Belonging
Loyalty,
open
communica4on,
customer
sa4sfac4on,
friendship.
ManipulaAon,
blame,
…
Stages
in
the
Development
of
Organiza%onal
Consciousness
Rela4onship
Survival
Monday, 16 September 13

25. Positive Focus / Excessive Focus
Financial
Stability
Shareholder
value,
organisational
growth,
employee
health,
safety.
Control,
corruption,
greed,
…
Belonging
Loyalty,
open
communica4on,
customer
sa4sfac4on,
friendship.
ManipulaAon,
blame,
…
High
Performance
Systems,
processes,
quality,
best
prac4ces,
pride
in
performance.
Bureaucracy,
complacency,
…
Stages
in
the
Development
of
Organiza%onal
Consciousness
Self-­‐esteem
Rela4onship
Survival
Monday, 16 September 13

26. Positive Focus / Excessive Focus
Financial
Stability
Shareholder
value,
organisational
growth,
employee
health,
safety.
Control,
corruption,
greed,
…
Belonging
Loyalty,
open
communica4on,
customer
sa4sfac4on,
friendship.
ManipulaAon,
blame,
…
High
Performance
Systems,
processes,
quality,
best
prac4ces,
pride
in
performance.
Bureaucracy,
complacency,
…
ConAnuous
Renewal
and
Learning
Accountability,
adaptability,
empowerment,
teamwork,
goals
orienta4on,
personal
growth.
Stages
in
the
Development
of
Organiza%onal
Consciousness
Transforma4on
Self-­‐esteem
Rela4onship
Survival
Monday, 16 September 13

27. Positive Focus / Excessive Focus
Financial
Stability
Shareholder
value,
organisational
growth,
employee
health,
safety.
Control,
corruption,
greed,
…
Belonging
Loyalty,
open
communica4on,
customer
sa4sfac4on,
friendship.
ManipulaAon,
blame,
…
High
Performance
Systems,
processes,
quality,
best
prac4ces,
pride
in
performance.
Bureaucracy,
complacency,
…
ConAnuous
Renewal
and
Learning
Accountability,
adaptability,
empowerment,
teamwork,
goals
orienta4on,
personal
growth.
Building
a
Sense
of
Community
Shared
values,
shared
vision,
commitment,
integrity,
trust,
crea4vity,
openness,
transparency
.
Stages
in
the
Development
of
Organiza%onal
Consciousness
Transforma4on
Self-­‐esteem
Rela4onship
Survival
Internal
Cohesion
Monday, 16 September 13

28. Positive Focus / Excessive Focus
Financial
Stability
Shareholder
value,
organisational
growth,
employee
health,
safety.
Control,
corruption,
greed,
…
Belonging
Loyalty,
open
communica4on,
customer
sa4sfac4on,
friendship.
ManipulaAon,
blame,
…
High
Performance
Systems,
processes,
quality,
best
prac4ces,
pride
in
performance.
Bureaucracy,
complacency,
…
ConAnuous
Renewal
and
Learning
Accountability,
adaptability,
empowerment,
teamwork,
goals
orienta4on,
personal
growth.
Building
a
Sense
of
Community
Shared
values,
shared
vision,
commitment,
integrity,
trust,
crea4vity,
openness,
transparency
.
Strategic
Alliances
and
Partnerships
Environmental
awareness,
community
involvement,
employee
fulfillment,
coaching/
mentoring.
Stages
in
the
Development
of
Organiza%onal
Consciousness
Making
a
difference
Transforma4on
Self-­‐esteem
Rela4onship
Survival
Internal
Cohesion
Monday, 16 September 13

29. Positive Focus / Excessive Focus
Financial
Stability
Shareholder
value,
organisational
growth,
employee
health,
safety.
Control,
corruption,
greed,
…
Belonging
Loyalty,
open
communica4on,
customer
sa4sfac4on,
friendship.
ManipulaAon,
blame,
…
High
Performance
Systems,
processes,
quality,
best
prac4ces,
pride
in
performance.
Bureaucracy,
complacency,
…
ConAnuous
Renewal
and
Learning
Accountability,
adaptability,
empowerment,
teamwork,
goals
orienta4on,
personal
growth.
Building
a
Sense
of
Community
Shared
values,
shared
vision,
commitment,
integrity,
trust,
crea4vity,
openness,
transparency
.
Strategic
Alliances
and
Partnerships
Environmental
awareness,
community
involvement,
employee
fulfillment,
coaching/
mentoring.
Service
To
Humanity
and
the
Planet
Social
responsibility,
future
genera4ons,
long-­‐term
perspec4ve,
ethics,
compassion,
humility.
Stages
in
the
Development
of
Organiza%onal
Consciousness
Service
Making
a
difference
Transforma4on
Self-­‐esteem
Rela4onship
Survival
Internal
Cohesion
Monday, 16 September 13

30. Measuring
Culture
Monday, 16 September 13

31. Personal
Values
Pick
ten
values/behaviours
that
most
reflect
who
you
are,
not
who
you
desired
to
become.
Monday, 16 September 13

32. Current
Culture
Values
Pick
ten
values/behaviours
that
most
reflect
how
your
organisa?on
currently
operates.
Monday, 16 September 13

33. Desired
Culture
Values
Pick
ten
values/behaviours
that,
in
your
opinion,
are
essen?al
for
your
organisa?on
to
achieve
its
highest
performance.
Monday, 16 September 13

34. Placement
of
Values
by
Level
Top
Ten
Values
1.
tradi?on
(L)
(59)
2.
diversity
(54)
3.
control
(L)
(53)
4.
goals
orienta?on
(46)
5.
knowledge
(43)
6.
crea?vity
(42)
7.
produc?vity
(37)
8.
image
(L)
(36)
9.
profit
(36)
10.
open
communica?on
(31)
10
42 5
7
9
6
8
3
110
Current
Culture
100
Employees
Service
Making
a
difference
Internal
Cohesion
Transforma4on
Self-­‐esteem
Rela4onship
Survival
Monday, 16 September 13

35. Distribu?on
of
Values
by
Level
Current
Culture
100
Employees
7
6
5
4
3
2
1
0% 10% 20% 30% 40%
10%
9%
16%
19%
20%
10%
4%
11%
1
2
3
4
5
6
7
Cultural
Entropy
Service
Making
a
difference
Internal
Cohesion
Transforma4on
Self-­‐esteem
Rela4onship
Survival
7%
2%
2%
Monday, 16 September 13

36. Low
Trust
Organisa?onal
Culture
Internal
Cohesion
Employee
Perspec?ve
(255)
bureaucracy (L) 145 3(O)
confusion (L) 127 3(O)
cost reduction (L) 115 1(O)
hierarchy (L) 101 3(O)
short-term focus (L) 89 1(O)
silo mentality (L) 84 3(O)
control (L) 80 1(R)
risk aversion (L) 77 1(O)
job insecurity (L) 66 1(O)
balance (home/work) 65 4(O)
Cultural
Entropy
49%
No
top
ten
values
at
the
level
of
Internal
Cohesion
Monday, 16 September 13

37. High
Trust
Organisa?onal
Culture
customer satisfaction 16 2(O)
making a difference 15 6(S)
commitment 13 5(I)
balance (home/work) 12 4(O)
continuous improvement 11 4(O)
employee fulfilment 10 6(O)
teamwork 10 4(R)
humour/ fun 8 5(O)
customer collaboration 6 6(O)
shared vision 6 5(O)
Internal
Cohesion
making a difference 41 6(S)
customer collaboration 38 6(O)
information sharing 37 4(O)
continuous improvement 34 4(O)
commitment 30 5(I)
partnerships 29 6(O)
continuous learning 27 4(O)
professionalism 26 3(O)
shared values 25 5(O)
accountability 22 4(R)
customer satisfaction 22 2(O)
leadership development 22 6(O)
shared vision 22 5(O)
Employee
Perspec%ve
(19)
Customer
Perspec%ve
(98)
Internal
Cohesion
Cultural
Entropy
2%
Cultural
Entropy
5%
Monday, 16 September 13

38. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
24
Low
Trust
Na?onal
Cultures
Bureaucracy
Crime/violence
Uncertainty
Corrup4on
Blame
Wasted
resources
Media
influence
Conflict
/aggresion
Drugs/alcohol
Apathy
UK
2012
Cultural
Entropy
59%
Bureaucracy
Corrup4on
Blame
Uncertainty
Wasted
resources
Materialis4c
Crime
violence
Unemployment
Conflict/aggression
Military
strength
USA
2010
Cultural
Entropy
58%
No
Focus
on
Internal
Cohesion
16th
in
Democracy
(2012) 21th
in
Democracy
(2012)
Development
as
Economic
Growth
Monday, 16 September 13

39. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
25
Con4nuous
improvement
Environmental
protec4on
Moral/religious
codes
Poli4cal
rights
Educa4on
Nature
conservancy
Shared
vision
Informa4on
availability
Shared
values
Contentment
Bhutan
2008
Cultural
Entropy
4%
Development
as
the
Evolu%on
of
Human
Consciousness
(Buddhist
Philosophy)
(Focus
on
GNH)
107th
in
Democracy
(2012)
High
level
of
Internal
Cohesion
A
High
Trust
Na?onal
Culture
Monday, 16 September 13

40. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
26
Cultural
Entropy
and
Trust
in
Na?onal
Leaders
0%
23%
45%
68%
90%
Italy UK France Australia US Canada Brasil Sweden UAE
83%
60%
57%
54%
47%
40%
34%34%
27%
12%
42%
51%
32%
56%
42%
57%
59%
73%
Cultural
Entropy Trust
There
appears
to
be
a
rela-onship
between
the
trust
that
people
have
in
their
leaders
and
the
level
of
cultural
entropy.
(Based
on
data
from
the
Edelman
Global
Trust
Barometer
)
Monday, 16 September 13

41. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
27
The
Impact
of
Entropy
in
Organisa?ons
Research
carried
out
in
163
organisa=ons
in
Australia
by
HewiB
Associates
and
the
BarreB
Values
Centre
in
2008.
Cultural
Entropy
Monday, 16 September 13

42. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
28
Cultural
entropy
is
a
func?on
of
the
personal
entropy
of
the
current
leaders
of
an
organisa?on
and
ins?tu?onal
legacy
of
past
leaders
as
embedded
in
the
structures,
systems,
policies
and
procedures.
How
Does
Cultural
Entropy
Arise?
Monday, 16 September 13

43. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
29
What
is
Personal
Entropy?
Personal
entropy
is
the
amount
of
fear-­‐driven
energy
that
a
person
expresses
in
his
or
her
day-­‐to-­‐day
interac?ons
with
other
people.
Monday, 16 September 13

44. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
29
What
is
Personal
Entropy?
Personal
entropy
is
the
amount
of
fear-­‐driven
energy
that
a
person
expresses
in
his
or
her
day-­‐to-­‐day
interac?ons
with
other
people.
WARNING
ENTROPY
DESTROYS
TRUST
Monday, 16 September 13

45. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
30
The
Trust
Matrix
An
Exercise
for
Building
Trust
in
Leadership
Teams
Based
on
Stephen
Covey:
Speed
of
Trust
Trust
Character
Intent
Caring
Transparency
Openness
Integrity
Honesty
Fairness
Authenticity
Competence
Capability
Skills
Knowledge
Experience
Results
Reputation
Credibility
Performance
Monday, 16 September 13

46. Trust
Character
Intent
Caring
Transparency
Openness
Integrity
Honesty
Fairness
Authenticity
Competence
Capability
Skills
Knowledge
Experience
Results
Reputation
Credibility
Performance
Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
31
Cultural
Weaknesses
An
Exercise
for
Building
Trust
in
Leadership
Teams
Leadership
Group
of
24
People
Monday, 16 September 13

47. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
32
Cultural
Weaknesses
An
Exercise
for
Building
Trust
in
Leadership
Teams
Leadership
Group
of
24
People
Trust
Character
Intent
Caring
Transparency
Openness
Integrity
Honesty
Fairness
Authenticity
Competence
Capability
Skills
Knowledge
Experience
Results
Reputation
Credibility
Performance
Monday, 16 September 13

48. Trust
Character
Intent
Caring
Transparency
Openness
Integrity
Honesty
Fairness
Authenticity
Competence
Capability
Skills
Knowledge
Experience
Results
Reputation
Credibility
Performance
Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
33
Cultural
Strengths
An
Exercise
for
Building
Trust
in
Leadership
Teams
Leadership
Group
of
24
People
Monday, 16 September 13

49. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
34
Cultural
Strengths
An
Exercise
for
Building
Trust
in
Leadership
Teams
Leadership
Group
of
24
People
Trust
Character
Intent
Caring
Transparency
Openness
Integrity
Honesty
Fairness
Authenticity
Competence
Capability
Skills
Knowledge
Experience
Results
Reputation
Credibility
Performance
Monday, 16 September 13

50. Powerful
metrics
that
enable
leaders
to
measure
and
manage
cultures.
www.valuescentre.com
35
Strengths
and
Weaknessess
An
Exercise
for
Building
Trust
in
Leadership
Teams
Trust
Character
Intent
Caring
Transparency
Openness
Integrity
Honesty
Fairness
Authenticity
Competence
Capability
Skills
Knowledge
Experience
Results
Reputation
Credibility
Performance
Based
on
Stephen
Covey:
Speed
of
Trust
Monday, 16 September 13