Freedom at Work - Globally - Phil Clothier at Worldblu Live 2013
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Freedom at Work - Globally - Phil Clothier at Worldblu Live 2013
- 1. Freedom at Work – Globally Phil Clothier - Worldblu Live - Denver May 2013
- 2. 2 How do you transform a whole team or organisation? (or even a whole nation)?
- 5. 5 corruption bureaucracy inequality poverty unemployment crime/violence environmantal pollution emphasis on materiality self interest drug addiction caring for the elderly economic growth concern for future generations job security affordable housing caring for the disadvantaged environmental awareness social justice children material wealth Latvia National Values - 2007 family children health honesty humour/fun caring adaptability friendship responsibility compassion Personal Values Desired CultureCurrent Culture
- 7. title
- 10. title
- 11. The Value of Values
- 12. economic growth caring for elderly affordable housing concern for future generations job security social justice caring for the disadvantaged environmental awareness human rights material wealth caring for elderly economic growth concern for future generations job security environmental awareness caring for the disadvantaged affordable housing education honesty prosperity Latvian Desired Culture Russian Desired Culture
- 15. family caring honesty responsibility humor/ fun accountability respect positive attitude integrity friendship caring family humor/ fun honesty friendship responsibility compassion respect accountability positive attitude Democrat Personal Values Republican Personal Values
- 16. 16 Organisation A Organisation B Value client satisfaction making a difference integrity teamwork humor/fun quality ethics financial stability Level 2 6 5 4 5 3 7 1 Value blame short term focus internal competition buck passing risk averse customer satisfaction information hoarding profit Level 2 1 2 3 1 2 2 1 A Tale of Two Companies Service Making a Difference Internal Cohesion Transformation Self-Esteem Relationship Survival
- 17. 17 Maslow’s Needs to Barrett’s Consciousness Know and Understand Physiological Safety Love & Belonging Self-esteem Abraham Maslow Know and Understand N e e d s C o n s c i o u s n e s s Self-Actualization Richard Barrett
- 18. 18 Story of a full spectrum organisation Service to humanity and societal contribution External collaboration, community involvement Sense of purpose & strong internal community Ongoing improvement and employee participation High performance systems, high quality output Positive relationships that support organisation needs Financial viability and employee safety
- 19. 19 Are your company core values lived? 1. long hours (L) 2. being the best 3. cost reduction (L) 4. poor communication (L) 5. client collaboration 6. bureaucracy (L) 7. confusion (L) 8. arrogance (L) 9. hierarchy (L) 10. silo mentality (L) 1. accountability 2. customer satisfaction 3. being the best 4. commitment 5. compassion 6. continuous improvement 7. integrity 8. teamwork 9. cost effectiveness 10. respect Core Values client collaboration teamwork delivery meritocracy integrity Core Values (I-Care) integrity compassion accountability respect excellence
- 20. 20 How do you give employees a democratic voice?
- 21. cost reduction bureaucracy confusion profit information hoarding short term focus hierarchical results orientation client satisfaction empire building client satisfaction employee fulfilment continuous improvement effective communication teamwork financial stability adaptability trust professionalism vision CBT Technology honesty commitment humour/fun reliability enthusiasm adaptability family integrity trust balance home/work Personal Values Desired CultureCurrent Culture
- 23. 23 What about values in work and life globally?
- 24. 24 CTT National Assessments – Status May 2013 Denmark 2008 Latvia 2007 Sweden *2012 2009, 2010, 2011, 2012 Iceland 2008, 2010 Belgium 2010 UK 2012 Finland 2010, 2011 Spain (Extremadura) 2010 Macedonia (Skopje) 2009 Switzerland 2011 France 2012 USA *2011 2009, 2010, 2011 Australia 2009 Canada 2010 South Africa 2011 Bhutan 2008 Brazil 2010 Nigeria 2012 Argentina 2001** Egypt T.B.D. Singapore 2012 Bahamas T.B.D. India T.B.D. United Arab Emirates T.B.D. Qatar T.B.D. South America North America Africa Asia Oceania Europe Venezuela 2010 ** Trinidad Tobago 2012 * Community Assessments ** Not statistically valid Hungary 2012 (Test) Slovakia 2012 (Test). New Zeeland T.B.D. Italy 2012
- 25. 25 Cultural Entropy Percentages by Nation 82 79 79 73 72 63 60 59 57 57 56 54 53 51 48 42 42 42 41 32 26 21 12 4 0 10 20 30 40 50 60 70 80 90 Hungary Slovakia Trinidad Italy Venezuela Iceland Argentina UK Nigeria France USA Latvia Belgium Brazil Finland Australia SouthAfrica Sweden Singapore Canada Switzerland Denmark UAE Bhutan Cultural entropy is a measure of dysfunctional, toxic or destructive energy in a system
- 27. 27 Freedom to express who I am and what is important to me.
- 28. 28
Editor's Notes
- Results of values assessment
- Results of values assessment
- Results of values assessment
- +25% return on assets vs -80% return on assestsSmall staff turnovervs 50%+ staff turnover
- The story of a full spectrum organisation.1. Imagine a company that is conscious and fair in the way it sets prices and pay. Because it has moved beyond fear driven greed is it now profitable, financially stable and creates a good shareholder return. It also provides safe and comfortable working conditions for its people.2. When people walk into the office each day they smile and greet each other warmly. There is a healthy sense of respect and customers feel well looked after.3. The organisation invests in high performing systems. It trains it’s people to be excellent at doing their jobs and the staff are proud to tell others who they work for.4. This is an organisation that moves forward through innovation and continuous improvement. It has the adaptability and resilience to weather tough times. People feel empowered and have the courage to ask the tough questions, it is OK to make mistakes.5. People feel inspired by the vision and values. There are high levels of trust and a deep sense of purpose, fun and team spirit6. This is a collaborative working environment for staff, customers, suppliers and the community where people focus on win-win for all concerned. The investment in leadership development means that leaders are making a sustainable difference inside and outside the organisation.7. For this group, ethics is not about compliance but truly doing what they believe is right, deep down in their hearts. There is a knowing that by doing their jobs, people are serving society & future generations.
- Results of values assessment