Employer Alliance Sharing Session: A guide to creating a desired culture

Copyright © aAdvantage Consulting 2012. All Intellectual Property Reserved. 1
Work-Life – Creating a Desired Workplace
Tor Eneroth, Barrett Values Centre
Jacqueline Gwee, aAdvantage Consulting
11 September 2013

Agenda
Why Work
Employee Engagement
How to Measure Culture
Case Studies
Leadership Impact

Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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What motivates us…
• Base line rewards that are sufficient and fair,
(fulfilling our survival needs)
• A congenial working atmosphere,
(fulfilling our relationship needs)
• Freedom to make choices — autonomy,
(fulfilling our transformation needs)
• Opportunities to pursue mastery — learn and excel in their field of expertise,
(fulfilling our self-esteem needs)
• Perform duties that align with a higher purpose.
(fulfilling our internal cohesion needs)
Daniel Pink: The Surprising Truth about What Motivates Us

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©2007 Great Place to Work® Institute, Inc.
Individuality
Welcoming Atmosphere
“Family” Feeling
Two-way Communication
Competence
Integrity
Professional Support
Collaboration
Caring
Job
Team
Organization
Equity
Impartiality
Justice
Credibility
Respect
Pride
Fairness
T
R
U
S
T
Camaraderie
Dimensions of a Great Place to Work®

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Top 40 Best Companies to work for in the USA
S&P 500
Average
Annualized
Return
16.39%
Average
Annualized
Return 4.12%

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The Top 40 Best Companies to Work For (USA)
Adobe Systems Inc.
Adobe Systems Inc.
Aflac Inc.
Amazon.com Inc.
American Express Co.
Autodesk Inc.
Build-A-Bear Workshop Inc.
Capital Trust Inc. Class A.
Chesapeake Energy Corp.
Devon Energy Corp.
Dreamworks Animation SKG Inc.
EOG Resources
FactSet Research Systems Inc.
General Mills Inc.
Goldman Sachs Group Inc.
Goldman Sachs Group Inc.
Google Inc. Class A.
Hasbro, Inc.
Intel Corp.
Intuit Inc.
Marriott International Inc.
Mattel Inc.
Medical Properties Trust Inc.
Men’s Wearhouse
Microsoft Corp.
National Instruments Corp.
NetApp Inc.
Nordstrom Inc.
Novo Nordisk, A/S ADR
Novo Nordisk, A/S ADR
Nustar Energy, L.P.
Publix Super Mkts, Inc.
Qualcomm Inc.
Rackspace Hosting Inc.
Salesforce.com Inc.
Southern Michigan Bankcorp.
St Jude Medical, Inc.
Starbucks Corporation
Stryker Corporation
SVB Financial Group
Ultimate Software Group, Inc.
Umpqua Holdings Corporation
Whole Food Markets, Inc.

Employee Engagement in
Singapore

aAdvantage Employee Engagement Model – Organisations will be able to
benchmark against our National Employee Engagement survey questions
Statement
I am proud working for my organisation.
I am happy working for my organisation.
I have a great sense of accomplishment in my current job role.
I would recommend this organisation as a good place to work.
Staff are empowered to make decisions that are appropriate to our job level.
Staff are able to achieve work-life harmony in my organisation.
Staff are confident of leaders' ability to lead the organisation to success.
Immediate supervisors constantly motivate and guide staff at work.
Staff's behaviours reflect the organisation's desired culture and values.
There is open communication across all levels of my organisation.
My organisation rewards and recognises staff for excellence.
My organisation is committed towards training and developing all staff.
There are sufficient opportunities for career growth in my organisation.
My organisation provides job security.
My organisation is customer-focused.
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5
6
7
8
9
10
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12
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CATEGORY
Empowerment
Work-life
Leadership
Immediate Supervisor
Culture & Values
Communication
Rewards & Recognition
Training & Development
Career Growth
Job Security
Customer Engagement
2
3
4
Employee Engagement
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aAdvantage National Employee Engagement Benchmarking
Methodology
Data collection on a yearly basis, of employees in Singapore (Singaporeans, PRs, foreigners)
A total sample of 7,863 respondents was collected for the National EES 2011 – 2012.
Support/ Operations
staff, 47.3%
Executive &
Senior Executive, 28.8%
Middle
Management, 18.3%
Senior
Management, 5.5%
Respondent's Job Level
Type of Industry % Type of Industry %
Manufacturing and construction 8.8% Community, social and personal services 11.3%
Finance & insurance, real estate, business & IT
services
15.4% Healthcare 4.6%
Wholesale and retail trade 24.5% Public service 6.9%
Tourism, hotels and F&B 7.1% Education 1.2%
Transport, storage and communication 13.9% Others 6.3%

aAdvantage National Employee Engagement – 2011/12
Industry
Employee Engagement
Index
No. of
Respondents
OVERALL NATIONAL 76.5 7,863
1. Manufacturing & Construction 77.8 503
2. Finance & Insurance, Real Estate, Business & IT Services 76.3 928
3. Wholesale & Retail Trade 77.4 1,512
4. Tourism, Hotels & F&B 76.6 438
5. Transport, Storage & Communication 74.2 854
6. Community, Social & Personal Services 76.2 698
7. Healthcare 78.3 285
8. Public Service 76.6 426

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THE DIFFERENCE BETWEEN THE BEST COMPANIES
TO WORK FOR AND OTHER COMPANIES IS THEY
CARE ABOUT THE NEEDS OF THEIR EMPLOYEES –
THEY CARE ABOUT WHAT THEIR EMPLOYEES VALUE.
Richard Barrett

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wwww.valuescentre.com/pva

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My 3 personal values
1. Choose your 3 most important values…
2. Why are they important for you?
3. Are they seen in your behaviour?
4. Share with a friend…

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Our values reflect our focus
Values show our energies and is the base for our decisions!
Inclusiveness
Positive
Potentially limiting (L)
Individual (I)
Relationship (R)
Organisational (O)
Societal (S)
Common good
Transformation
Self interest
Service to humanity
Making a difference
Internal Cohesion
Transformation
Self-Esteem
Relationship
Survival
Finance
Client relations
Fitness
Culture
Societal Contribution
Evolution
Spiritual
Mental
Emotional
Physical

Origins of the Cultural Transformation Tools
Growth Needs
When these needs are fulfilled they do not go
away, they engender deeper levels of motivation
and commitment.
Deficiency Needs
An individual gains no sense of
lasting satisfaction from being
able to meet these needs, but
feels a sense of anxiety if these
needs are not met.
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Abraham Maslow
Self Actualization

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Happiness
YOU FEEL HAPPY when you are able
to meet your basic needs (deficiency
needs), but you feel anxious or fearful
when you are prevented from meeting
these needs or when the satisfaction of
these needs is under threat—when you
lose a job, when you lose a friend or a
close companion or when you feel
people do not respect you.
Happiness is the feeling you get when you achieve internal stability and
external equilibrium at the ego level of existence—when you are able to satisfy
your basic (deficiency) needs.

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Meaning
THE ABILITY TO MEET your growth needs
engenders a deeper feeling than
happiness, and consequently a deeper level of
motivation and commitment to the satisfaction
of these needs. You experience joy and
contentment when you are able to satisfy your
growth needs because you are experiencing a
deeper sense of alignment with who you truly
are.
You are discovering your authentic (soul) self
and finding meaning and purpose for your life.
Joy and contentment are the feelings you get when you
are able to satisfy your growth needs.

Maslow’s Needs to Barrett’s Consciousness
Need s Con s ciou s n es s
Self-Actualization
Richard Barrett
Safety
Love & Belonging
Self-esteem
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Abraham Maslow

Stages in the Development of Personal Consciousness
Positive Focus / Excessive Focus
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Financial Security & Safety
Creating 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 positive sense of pride in self
and ability to manage your life. Power, status, …
Personal Growth
Understandingyourdeepestmotivations,experiencingresponsiblefreedomby
lettinggoofyourfears
Finding Personal Meaning
Uncovering your sense of purpose and creating
a vision for the future you want to create
Collaborating with Partners
Working with others to make a positive difference
by actively implementing your purpose and vision
Service to Humanity and the Planet
Devoting your life in self-less service
to your purpose and vision

Positive Focus / Excessive Focus
Financial Stability
Shareholdervalue,organisationalgrowth,
employeehealth,safety.Control,corruption,greed,…
Belonging
Loyalty, open communication, customer satisfaction, friendship.
Manipulation, blame, …
High Performance
Systems, processes, quality, best practices,
pride in performance. Bureaucracy, complacency, …
Continuous Renewal and Learning
Accountability, adaptability, empowerment, teamwork, goals
orientation, personal growth
Building Corporate Community
Shared values, vision, commitment, integrity,
trust, passion, creativity, openness, transparency
Strategic Alliances and Partnerships
Environmental awareness, community involvement, employee
fulfillment, coaching/mentoring
Service To Humanity And The Planet
Social responsibility, future generations, long-term
perspective, ethics, compassion, humility
Stages in the Development of Organizational Consciousness
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

Seven Levels of Consciousness©
Selfless service
Being your purpose. Compassion, humility,
forgiveness. Caring for humanity and the planet.
Service to humanity
and societal contribution
Social responsibility, long-term perspective,
ethics, compassion and humility.
Global sustainability
Human rights, long-term perspective, ecological
resilience, peace, focus on future generations.
Global perspective.
Making a positive difference
in the world
Living your purpose. Empathy, alliances,
intuition, mentoring and focus on wellbeing
(physical, emotional, mental, spiritual).
Internal/External collaboration,
community involvement
Environmental awareness, employee fulfilment,
coaching/mentoring and caring for the local
community.
Strategic alliances
and regional partnerships
Regional collaboration, environmental
awareness, quality of life, community
involvement and sustainability. Caring for nature.
Finding meaning
in existence
Finding your purpose. Integrity, honesty,
authenticity, passion, enthusiasm, creativity, and
humour & fun.
Sense of purpose
and strong internal community
Shared vision and values. Commitment,
creativity, enthusiasm, integrity, honesty,
generosity, fairness, openness, transparency
and trust.
Strong cohesive culture
Shared vision and values. Fairness,
transparency, trust, honesty and social cohesion.
Positive collective spirit.
Letting go of fears
Finding the courage to grow and develop.
Adaptability, life long learning, continuous
renewal and personal growth.
On-going improvement and employee
participation
Adaptability, accountability, empowerment,
teamwork, goals orientation and continuous
improvement.
Democratic processes
and continuous renewal
Freedom, equality, empowerment,
accountability, adaptability, entrepreneurship and
consensus.
Feeling a sense of self-worth
Confidence, competence, self-reliance.
Fear: I am not enough.
Leads to need for power, authority or status
seeking.
High performance systems
and processes
Reliability, quality, efficiency, productivity and
excellence. Bureaucracy, hierarchy, confusion,
and complacency.
Institutional effectiveness
Law abiding, community/national pride,
governmental efficiency and high quality public
services. Bureaucracy, central control, elitism,
complacency and apathy.
Feeling protected and loved
Family, friendship, loyalty, respect.
Fear: I am not loved enough.
Leads to jealousy, blame and discrimination.
Positive relationships
that support organisation needs
Loyalty, open communication, customer
satisfaction. Manipulation, blame, favouritism
and internal competition.
Sense of belonging
and social stability
Neighbourliness, conflict resolution, racial
harmony and a focus on family and friendships.
Inequality, discrimination, intolerance, hatred,
loneliness/isolation.
Satisfying physiological
and survival needs
Health, security, financial stability.
Fear: I do not have enough.
Leads to control, domination and caution.
Financial viability
and people safety
Financial performance, organisational growth,
and employee health and safety. Control, greed,
exploitation and micro-management.
Economic stability
and citizen security
Prosperity, health care, employment, emergency
services/defence and social safety nets.
Corruption, violence, poverty, environmental
pollution and greed.
Personal Organisational Community/Society
SelfinterestCommonGood
Survival
Relationship
Self-esteem
Transformation
Internal
Cohesion
Making a
difference
Service
Positive Focus/ Excessive Focuswww.valuescentre.com

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Make the invisible visible!
1. Please select ten of the following values/behaviours that most
reflect who you are, not who you desire to become.
2. Please select ten of the following values/behaviours that most
reflect how your organisation currently operates.
3. Please select ten of the following values/behaviours that, in your
opinion, are essential for your organisation to be a high
performance one.
Three Questions:
~80
personal
values
(tailored)
~90
organizational
values
(tailored)

Placement of Values by Level
Top Ten Values
1. tradition (L) (59)
2. diversity (54)
3. control (L) (53)
4. goals orientation (46)
5. knowledge (43)
6. creativity (42)
7. productivity (37)
8. image (L) (36)
9. profit (36)
10. open communication (31)
10
42 5
7
9
6
8
3
110
Current Culture 100 Employees
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

Volvo IT
SMM Fourth Step – 27 May 2010
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Volvo IT Senior Managers (104)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 5-5-0 | IRS (L)= 0-0-0 IROS (P)= 1-1-8-0 | IROS (L)= 0-0-0-0 IROS (P)= 2-3-5-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 2
CC - DC 4
PV - DC 5
Health
Index (PL)
PV: 10-0
CC: 10-0
DC: 10-0
1. commitment 61 5(I)
2. trust 48 5(R)
3. honesty 43 5(I)
4. cooperation 42 5(R)
5. respect 42 2(R)
6. humour/fun 41 5(I)
7. accountability 32 4(R)
8. integrity 32 5(I)
9. openness 30 5(R)
10. courage 29 4(I)
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational
Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
1. global perspective 48 3(O)
2. cost-consciousness 43 3(O)
3. customer
collaboration
38 6(O)
5. customer satisfaction 32 2(O)
6. challenge 31 4(O)
7. professionalism 29 3(O)
8. cooperation 28 5(R)
9. results orientation 26 3(O)
10. financial stability 24 1(O)
1. global perspective 38 3(O)
2. customer
collaboration
37 6(O)
3. trust 36 5(R)
5. professionalism 33 3(O)
6. accountability 32 4(R)
7. continuous
improvement
32 4(O)
8. humour/fun 32 5(O)
9. respect 28 2(R)
10. innovation 26 4(I)
Values Plot Copyright 2010 Barrett Values Centre May 2010

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Impact of Cultural Evolution
Values Alignment Mission Alignment
Cultural Values Assessment
PV CC DC
Increasing the alignment of the Personal Values with the Current Culture,
and the Current Culture with the Desired Culture builds internal cohesion and leads to improved staff
engagement and increased revenues.

Distribution of Values by Level
Current Culture 100 Employees
11%
1
2
3
4
5
6
7
Cultural
Entropy
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

1. client satisfaction
2. making a difference
3. integrity
4. teamwork
5. humour/fun
6. quality
7. ethics
8. financial stability
1. blame L
2. short term focus L
3. internal competition L
4. buck passing L
5. risk averse L
6. customer satisfaction
7. information hoarding L
8. profit
Culture impact on business!
Talent Financial
viability
Excellence Ethics Capability

Cultural Entropy In Organisations
Entropy Impact
<10% Prime: Healthy Culture: This is a low and healthy level of cultural entropy.
11-20% Minor Issues: Minor issues: This level of cultural entropy reflects issues requiring cultural or structural
adjustment. It is important to reduce the level of cultural entropy to improve performance.
21-30% Significant Issues: This level of cultural entropy reflects significant issues requiring cultural and
structural transformation and leadership coaching. It is important to reduce the level of cultural
entropy to improve performance.
31-40% Serious Issues: is level of entropy reflects serious problems requiring cultural and structural
transformation, leadership development and coaching. It is important to reduce the level of entropy to
improve performance.
41+ Critical Issues: This level of cultural entropy reflects critical problems requiring cultural and structural
transformation, selective changes in leadership, leadership development and coaching. It is important
to reduce the level of cultural entropy to improve performance.

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The Impact on Performance
25%
35%
45%
55%
65%
75%
85%
0% 5% 10% 15% 20% 25% 30%
Cultural Entropy
EmployeeEngagement
Source: Hewitt and Barrett Values Centre – 163 organisations in Australia and New Zealand 2008

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Low Cultural Entropy Leads to High Financial Returns
Entropy Level 3 Year Revenue Growth %
<10% 32.87%
10% – 19% 24.90%
20% – 29% 11.39%
>29% 11.07%
Research carried out in 163 organisations in Australia by Hewitt Associates
and the Barrett Values Centre in 2008.

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13%
5%
13%
12%
6%
15%
Level 3
Level 2
Level 1
Entropy
ProfitAlignment
A reduction in entropy and increased values alignment lead to improved financial
performance.
PV CC DC
Impact of Cultural Evolution

How Singapore Employees View the
Current and Desired Singapore
Workplace (overall)

What Singapore Employees Consider are the Values and
Behaviours that Best Describe Themselves
Overall
family 496 2(R)
friendship 398 2(R)
happiness 344 5(I)
responsibility 335 4(I)
health 328 1(I)
balance (home/work) 319 4(I)
well-being (physical/
emotional/ mental/
spiritual)
307 6(I)
positive attitude 281 5(I)
honesty 278 5(I)
accountability 273 4(R)
Level
7
6
5
4
3
2
1
IRS (P)=7-3-0 IRS (L)=0-0-0
Personal Values (PV)
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
2%
1%
1%
9%
15%
9%
21%
27%
7%
8%
0% 20% 40% 60%
1
2
3
4
5
6
7

Level
7
6
5
4
3
2
1
IROS (P)=0-2-5-0 IROS (L)=0-0-3-0
Overall
customer satisfaction 375 2(O)
teamwork 333 4(R)
cost reduction (L) 309 1(O)
long hours (L) 290 3(O)
brand image 284 3(O)
results orientation 270 3(O)
continuous improvement 253 4(O)
continuous learning 231 4(O)
hierarchy (L) 210 3(O)
Current Culture Values (CC)
I = Individual
R = Relationship
Orange = CC & DC
Blue = PV & DC
P = Positive
O = Organisational
S = Societal
8%
5%
9%
6%
8%
15%
22%
14%
9%
4%
0% 20% 40% 60%
1
2
3
4
5
6
7
How Singapore Employees Perceive their Current Workplace

Overall
balance (home/work) 433 4(O)
teamwork 403 4(R)
employee recognition 400 2(R)
employee fulfillment 280 6(O)
respect 256 2(R)
staff engagement 251 5(O)
coaching/ mentoring 250 6(R)
leadership development 250 6(O)
Level
7
6
5
4
3
2
1
IROS (P)=0-4-6-0 IROS (L)=0-0-0-0
I = Individual
R = Relationship
Orange = CC & DC
Blue = PV & DC
P = Positive
O = Organisational
S = Societal
Desired Culture Values (DC)
1%
1%
0%
6%
12%
12%
26%
23%
13%
6%
0% 20% 40% 60%
1
2
3
4
5
6
7
What Singapore Employees Said Would Define their Desired
Workplace

What Singapore Employees said Would Define their Desired
Workplace
• Balance (home / work)
1. cares for our well-being and allows
time for personal pursuits?
• Continuous improvement
• Continuous learning
• Coaching / mentoring
• Leadership development
3. commits to development and
improvement?
4. our leaders are motivated and
enabled to guide and coach us?
• Teamwork 5. encourages the spirit of working
together across all levels?
• Employee recognition
• Employee fulfilment
• Respect
• Staff engagement
2. provides a sense of achievement;
seeks and values our views /
contribution?
How do we create a workplace which …

aAdvantage National Employee Engagement – 2011/12
Drivers to Employee Engagement
balance (home/work) 433 4(O)
teamwork 403 4(R)
employee recognition 400 2(R)
employee fulfillment 280 6(O)
respect 256 2(R)
staff engagement 251 5(O)
coaching/ mentoring 250 6(R)
leadership development 250 6(O)
Top 10 Values in Desired Workplace

Conclusion
Work-Life….
Employees desire it
Employers currently not so successful in making it happen

Case studies

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Fear and Distrust Block our Full Potential
1. bureaucracy (L)
2. caution (L)
3. customer collaboration
4. experience
5. short-term focus (L)
6. hierarchy (L)
7. internal competition (L)
8. results orientation
10. cost-consciousness
11. information hoarding (L)
1. honesty
2. respect
3. adaptability
4. humour/fun
5. co-operation
6. reliability
7. accountability
8. compassion
9. family
10. fairness
Personal Values Current Culture Values

Whole Human System
A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
Level of competence
Behaviour performance
Leadership
Co-workership
Personal maturity
Guiding values
Attitudes that limit
Shared strategic vision
Source: K Wilber – Integral Model “A Brief History of Everything”
Environment
Structures and system
Products, equipment etc
Bottom line results
Personal DesiredCurrent

Review of Potentially Limiting Values - Description
Potentially
Limiting Values
Definition
How do WE define this value?
Culture
How does it look like/appear
in our daily work situations?
Preventive actions
What actions can we* take to take out this limiting value?
*) ME personally, WE as a group and the COMPANY/Management?
Caution
No risk taking
No stretch
Both a personal- and a
team behavior
Lean organizational set
up – not overspending
regarding resources
Not stating how good we
are or someone is – low
profile.
If we are not 100% sure, we
would not do it.
Too self critical, which
hinders you from taking
action.
Afraid of making mistakes.
Avoid conflicts.
Don’t dare to say what you
see and think or feel.
We don’t always share the
problems, so I don’t bring
my problems to the team
and vs.
If I bring up my problem I
have to follow it up, so I
don’t bring up.
Slow in taking action on
decisions taken.
We don’t stretch our
budgets – we want to make
sure we can reach our
targets.
(ME) Bring your problems to the team and use
the team to solve them, and follow it up. Bring
your possibilities and opportunities to the team as
well.
(COMPANY) Our defined responsibilities is to too
individual and not shared within the team. We
need to define our shared team responsibilities
by clear targets. Not only as a target as a sum of
all sites.
(ME/WE) Every member of the team should feel
responsible for the problem that are brought to
the team.
(WE) Make our team profile more clear to our
stakeholders.
(ME) Be more challenging (in our team and
outside the team?)
(ME) Talk and share what we are good at more
(proven by benchmarks) and be proud of it!!
(ME/COMPANY) Be prepared to take risks. Bring
up specific situations regarding potential risks in
the RMT.

Free our Full Potential – The Korea Story
1. open communication
2. professional growth
4. balance (home/work)
5. leadership development
6. conflict resolution
7. efficiency
8. reliability
9. teamwork
10. co-operation
11. employee fulfillment
12. global perspective
13. shared values
1. family
2. enthusiasm
3. personal growth
4. responsibility
5. performance
6. health
8. efficiency
9. financial stability
Personal Values Desired Culture Values
PLAN

VOLVO IT Korea Culture Transformation Story
PL= 10-0 | IROS (P)= 2-2-7-0 | IROS (L)= 0-0-1-0 PL= 12-0 | IROS (P)= 0-4-8-0 | IROS (L)= 0-0-0-0 PL= 13-0 | IROS (P)= 0-6-7-0 | IROS (L)= 0-0-0-0
Matches 4
5. diversity
6. goal orientation
7. long hours (L)
8. result orientation
9. shared values
10. customer collaboration
11. experience
12. responsibility
4. information sharing
5. balance home/work)
6. organisational growth
8. continuous learning
9. co-operation
11. reliability
12. teamwork
5. leadership development
6. conflict resolution
7. efficiency
8. reliability
9. teamwork
10. co-operation
11. employee fulfilment
13. shared values
Current 2007 Current 2008 Desired 2007
PLAN
Matches 7
Volvo IT Korea Transformation Journey

From CVA to Action
1
2
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5
6 Values Assessment
Share results and start dialogue
Prioritize
key focus
values
Explore key values and behaviours
Create Culture Development Plan
Live the values and grow the desired culture

Sample Analysis Outputs (cont’d)
Understanding the Current and Desired
Culture from staff perspective; identifying
key themes for action to build a high
performance culture
Identifying focus areas and developing an
Action Plan (ownership, time frame) to
address inhibitors to desired culture

Post Measurement Interventions to Transform Culture
Agencies’/Organisations’ Technical (Basic)
Training
CAAS Orientation Training
Process Map
Training
Scenario Based Training
Managers/Supervisors Staff
Refresher Training
Motivational Training
Coaching for
Supervisors/Manager
s
CompassionCCompassionompassion
1. I put the comfort and well-being of my patients and customers as my first priority.
2. I smile, greet and thank.
3. I attend to the individual needs of my patients.
4. I keep personal information of my patients confidential.
CommunicationCCommunicationommunication
5. I speak the language my patients understand.
6. I listen to my patients when attending to their needs.
7. I provide clear and accurate information to my patients.
8. I maintain a professional image.
CommitmentCCommitmentommitment
9. I take every opportunity to assist my patients.
10. I act on the concerns expressed by my patients.
11. I perform to the best of my ability.
CollaborationCCollaborationollaboration
12. I go for “win-win” outcomes when dealing with my colleagues, patients, customers
and business partners.
13. I accept individual differences when working with my colleagues and patients.
14. I actively contribute to achieving SingHealth’s vision and goals.
ConsistencyCConsistencyonsistency 15. I practise the SingHealth 5Cs Quality Standards at all times.
CompassionCCompassionompassion
1. I put the comfort and well-being of my patients and customers as my first priority.
2. I smile, greet and thank.
3. I attend to the individual needs of my patients.
4. I keep personal information of my patients confidential.
CommunicationCCommunicationommunication
5. I speak the language my patients understand.
6. I listen to my patients when attending to their needs.
7. I provide clear and accurate information to my patients.
8. I maintain a professional image.
CommitmentCCommitmentommitment
9. I take every opportunity to assist my patients.
10. I act on the concerns expressed by my patients.
11. I perform to the best of my ability.
CollaborationCCollaborationollaboration
12. I go for “win-win” outcomes when dealing with my colleagues, patients, customers
and business partners.
13. I accept individual differences when working with my colleagues and patients.
14. I actively contribute to achieving SingHealth’s vision and goals.
ConsistencyCConsistencyonsistency 15. I practise the SingHealth 5Cs Quality Standards at all times.
Awareness
Buy-in
Ownership
• Soft Launch
• Communication
Forums
• Video
• Posters
• Newsletters
• Credo Cards
• Briefing Session
for Concession
Mgmt
• Focus Groups
• Interviews
• Surveys
• Training
• Coaching
• Quality Road
Shows
• CBT Training
• Post audit
meetings with
CAAS to discuss
audit results
• Post audit
meetings with
concession
management to
discuss audit
results&
deficiency of
Standards
Define values and
translate to desire
behaviours
Develop Change &
Communications Plan to
create Awareness, Buy-In
and Ownership of Values
Engagement Sessions through
Values Workshops
Equip leaders with skills to
dialogue; create platforms for
staff engagement
Define
competencies, behaviour
al descriptors to drive
the desired culture
Align to performance
management/developm
ent system & processes

59
Barrett Values Centre – Vision, Mission & Values

60
Long term strategy
1. Pioneer new markets and
grow existing markets
2. Facilitate the development of the CTT Network
3. Become globally recognised as a resource for values,
culture and leadership
4. Become a global presence
5. Increase adaptability and agility

3500 consultants and
change agents
located in
>70 countries
A Global Network
Barrett Values Centre
19 employees
30 CTT Partners –
Independent
consultants and
organisation
About 350 000 users
per year

The 5 Components of the Blueprint of WE
1. The Story of Us
Each person writes what draws them to the relationship and to the situation. It quiets
the Safety Brain by laying down positive neural pathways that you can access later.
.
2. Interaction Styles and Warning Signs
Interaction Styles describe who I am and how I work best. Warning Signs are what I look
like when I start to get stressed and what I might need in the moment that I couldn’t
possibly ask for. Exchanging this information builds the upward spiral of the Awareness-
Learning Cycle.
.
3. Expectations
Core values and non-negotiables, the structure you need to create and sustain this
relationship. This is where you mindfully custom design what you want to do and be
together. It can include the agreements that traditional contracts cover in terms of
what’s to be done or intentioned.
.
4. Questions to Return to Peace
This is your “What to Do in Case of Fire” Manual. Each person accesses their most
emotionally intelligent self, ahead of time, and writes questions, statements and
reminders that will create the bridge back to peace when needed.
.
5. Short and Long-Term Agreements
All parties agree to an amount of time they are willing to go before they address the
“pebble in their shoe” and use the Blueprint to get back to a good place. It’s also an
agreement to no outright harm if the unimaginable happens.
See more at: http://www.blueprintofwe.com/whatisit.html#sthash.L3ZkEenT.dpuf

64
Who would you like to have as your leader?
1. commitment
2. control (L)
3. ambition
4. result oriented
5. demanding (L)
6. experience
7. goal oriented
8. authoritarian (L)
9. humor/fun
10. power (L)
1. commitment
2. positive attitude
3. accessible
4. teamwork
5. trust
6. integrity
7. accountability
9. enthusiasm
10. fair
Maria Carole
Based on
3600 Leadership Values Feedback
carried out on 100 leaders
from 19 countries (2008-2010)
Low Entropy
Leaders (0-6%)
High Entropy
Leaders (21%+)
What the best leaders focus on: Values that create internal cohesion …
Internal
Cohesion
Self-
Esteem

65
Framework of Evolution
External Cohesion: Viable independent
group structures then cooperate with each
other to form a higher order entity.
Personal Mastery: An entity learns how to
become viable and independent in its
framework of existence.
Internal Cohesion: Viable independent
entities then bond with each other to create
a group structure.
Fear
Trust
Love
1
2
3
Source: Barrett Values Centre ©

When Leaders Transform the Organisation Transforms
OBJECTIVE
SUBJECTIVE
Character
Actions and Behaviours
of the Leaders
Personality
Values and Beliefs
of the Leaders
Culture
Values and Beliefs
of the Organization
Environment
Structures
of the Organization
2 4
1 3

Whole System Transformation Evolution
OBJECTIVE
SUBJECTIVE
Environment
2 4
1 3
Mission
Alignment
Structural
Alignment
Values
Alignment
Personal
Alignment
Character
of the Leaders
Personality
Values and Beliefs
of the Leaders
Culture
Values and Beliefs
of the Organization
Structures
of the Organization

competence 9 3(I)
accessible 8 2(R)
commitment 8 5(I)
financial stability 7 1(O)
goals orientation 6 4(O)
integrity 6 5(I)
results orientation 6 3(O)
controlling (L) 5 1(R)
demanding (L) 5 2(R)
efficiency 5 3(I)
innovation 5 4(I)
logic 5 3(I)
Andrew
Matches 5
Leadership Values Plot June 7, 2011Copyright 2012 Barrett Values Centre
accessible 2(R)
clarity 5(I)
competence 3(I)
continuous improvement 4(O)
financial stability 1(O)
innovation 4(I)
logic 3(I)
process orientation 3(O)
teamwork 4(R)
vision 7(I)
Level Andrew Observed Values
7
6
5
4
3
2
1
PL= 10-0 | IROS (P)=5-2-3-0 | IROS (L)=0-0-0-0 PL= 11-2 | IROS (P)=6-2-3-0 | IROS (L)=0-2-0-0
Orange=Values Match
P=Positive
L=Potentially Limiting (white circle)
I=Individual
R=Relationship
O=Organisational
S=Societal

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.

70
Leadership Development Learning System
The Book
The Web Site
The Journals and Workbooks

71
Books by Richard Barrett
2010 2012
Learning Modules:
Leading Self
Leading a Team
Leading an Organisation
Leading in Society
2013

Enabling you - A practical guide to grow a desired team culture
For our REALITY:
•Stakeholder Analysis
•Connect to the
Customer
•Open Space
•Important Questions
For ME:
•Core Motivation
•Personal 4 Why's
•Personal Values &
Hot Buttons
•From IVA to Action
•From Fear to Trust
•Manage Your Energy
For our AMBITION:
•Team 4 Why's
•Align to Strategy
•Internalisation of Team
Ambitions
•Ai to Free Collective
Aspirations
For US:
•Team Core Values &
Wanted Behaviour
•From CVA to Action
•Values in Action
•My Team's level of Trust
•The Elephant in the Room
•From Conflict to Creativity
For our LEARNING:
•Team Learning
•Effective Feedback
•Skilful Discussion
•Culture Report
•Creative Mind
www.valuescentre.com/getconnected

Partnering
clients in achieving
impactful implementation and
seamless transformation for
sustainable growth
From vision to results

Our Approach
Translating Vision to Results by aligning organisations, their systems and processes
to strategy AND enabling employees to deliver the desired outcomes.

Our Integrated Solutions
Single point-of-contact solution partner
• Strategic
• Implementation-focused
• Results-driven
• Sustainable

Employer Alliance Sharing Session: A guide to creating a desired culture

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