Are we really so different?

When you get beneath the blame game, fighting and bickering that undermines American politics, you find that the personal values of the people from the major parties are almost exactly the same. 

In the 2011 Barrett Values Assessment of the USA, this fascinating view emerged.  The only difference you see between these two groups is that the Democrats stand for compassion and the Republicans stand for integrity. All the other values are the same.

Maybe it is time to talk about what we have in common?  Maybe we could focus on the values that unite us rather than the beliefs that divide?

 

 

This document was written in 2010 in prepration for a meeting with the UK Army.

 

Special thanks to Chris Monk for co-authoring this document.  Chris is a CTT Consultant and Trainer with a previous career as a Royal Marines Commando Officer.

Three days ago, we heard the devastating news that Dennis Stauffer died in a car crash. (Dennis is the husband of Brittney, Global Training Manager at Barrett Values Centre).  Although Dennis died instantly at the scene, his decisive and selfless final action saved the life of their one year old son, Roan.

Today, I had the honour of attending the memorial service for Dennis.  It was one of the most heart-warming, uplifting, inspirational and even joyful experiences I had taken part in.  The first hymn was "Puff the Magic Dragon".  It was a poignant choice as song had been handed down from father to son as a night-time lullaby from Dennis's father and now to Roan too.

Brittney delivered a beautiful talk the special relationship that she and Dennis shared and the miracle of the little sprout, man-cub that is Roan.  Although Brittney cried her way through her whole speech she still managed to bring joy and laughter to the church with her funny memories.  Many people got up to speak today.  Parents, brothers, sisters, friends and even customers.  They all shared special stories about how Dennis had made their lives better.

Dennis is clearly loved by many people.  He was a craftsman drum builder and is recognised for the quality, innovation, artistry and sound of his remarkable custom drum kits.  "Love your drums" was more than a marketing slogan for Dennis, it was a philosophy and deeply held belief that drove his entire work ethic and positively impacted his customers, suppliers and fans.  The drum kit at the memorial church was a set Stauffer Percussion "Phattie" drums.

Many people also spoke about his kindness, positive attitude and ability to see the good in everything and everyone.  A number of times Dennis's other favourite philosophy was quoted - It's all good.  This too was a way of life.

People from around the world had sent tributes for Dennis and the drum forums and Facebook pages were alive with stories, memories and tributes from people who had been touched by Dennis's remarkable spirit.  For a man who did not like fuss, it was a wonderful irony that morning mass at the Vatican yesterday was said in memory of Dennis. 

Over the past few days, I have also been on the receiving end of an outpouring of love and care for Brittney and Roan from CTT network members in many countries.  When I saw Brittney at the church this morning, I told her that if I delivered all the hugs that had been sent, we would still be there this time tomorrow.  To those who sent them, I promise that the hugs were faithfully delivered but all in one go.

I feel honoured that I can count Dennis as a friend.  Although his time on earth was short, his impact was undeniably huge.

Published in Fidelis Ethics Review - Fall 2011  Full magazine on-line

 

As I write this piece, the parties in the US government are busy hashing out a compromise deal to defer the debt crisis to another day and probably to another administration. Neither party is happy with the compromise nor are they willing to face up to the painful truth that you cannot continue borrowing your way out of debt without ultimately creating a financial collapse.

The 2011 summit at the Vatican on the topic of 'Applied Ethics for the Business World' was a timely response to the crisis that is facing the planet.  This is a perfect storm of crises; economic, political, moral, environmental, energy, military, food and water resources, the list goes on. The truth is that this is a crisis of leadership.

What we need is leaders who have the courage to do what they believe is right deep down in their hearts, to act in the common good rather than in greedy self interest. In our business, we have been busy exploring and practicing the "Economics of Enough." We want to make enough money to pay ourselves and continue to re-invest AND at the same time keep our prices low and accessible to as many people and organisations as possible. We are not forsaking our self interest but we are working consciously to try and find a balance between self interest and common good. There is no magic formula we are following; we still suffer cash flow highs and lows just like any other company.

As anyone who has seen airline safety demonstrations will know, we have to fit our own oxygen masks first, take care of our own basic needs so that we can then look after others and truly be of service. Through this summit and the Pope Benedict's Encyclical letter, Caritas in Veritate (Charity and Truth) I see that the Catholic Church making a timely contribution and is putting its considerable weight behind transformation in business and societal consciousness. I do not experience this as a religious crusade; instead I see this as a true intention to serve humanity.

The words that summed up the entire event and have stayed with me ever since are "Goods that are really good; services that truly serve". If leaders, businesses and corporations could apply this simple idea in conjunction with the foundational law of all religions, "to treat others as you wish to be treated", the world would be a very different place.

I am not blind to the huge problems facing corporations, governments and humanity. I personally believe that things will get far more challenging in the coming years. However, I have seen first-hand how deep crisis can bring about miraculous transformation. I am witnessing an enormous effort from many good people and organisations who are working hard to find new answers and make a real difference in the world. This gives me a deep sense of hope and optimism for the future.

• What are your next steps to produce goods that are really good and services that truly serve?
• How are you taking a stand from a place of love?
• What are you doing to live your truth?

 

Lessons from Old Mutual Group Cultural Values Assessment 2011:  Employee Participation Initiatives

The Old Mutual Group decided to run the Barrett Survey in 2010. This was a change from measuring employee engagement to measuring Culture and Values and was the right step for the company at this point. Engagement surveys had been run for several years with decreasing response rates. In 2009 this had dropped to a low of 51%. There were a number of elements which drove a response rate of 70% when the survey closed. This document will look at what OMG did to drive up response rates.

 

1) Choice of Brand for the Survey - The Barrett Culture and Values implementation team had a focus on communication. The internal communication expert on the team suggested several logos and designs and in the end a colourful logo of cut out people joining hands was selected. This proved to be a good selection. It was fun; it was bright and happy and seemed to have universal appeal. The logo was used on all communications, emails, and reminders across the group.

2) HR and Communication Team Collaboration - The project team met every week or two weeks to ensure the smooth implementation of the survey. They in turn worked with their own internal group company communications group and local implementation teams. The link between HR and communication in each local Business Unit was key as it ensured:

a)      Group messaging was coordinated and similar.

b)      Communication experts could ensure that every local business opportunity was used to highlight the survey – these included town-wide meetings, emails, magazines, intranet, e-zines, posters, etc.  And of course interpersonal communication.

 

3) Interest and Curiosity from the Top - Pilot surveys were run with each local Business Unit ExCo prior to the group wide survey. This was a very powerful mechanism as it ensured that all members of the Business Unit ExCo’s had experienced the survey, experienced the results feedback, and had personally bought into the process. This meant that the ExCo teams in each Business Unit were supporters of the process and would be able to personally endorse it or encourage participation.

 

4) Group CEO Communication - The survey was endorsed by the Group CEO. With the help of Group Communications, the Group CEO was videoed introducing the survey and giving his view on the importance of the survey and a commitment to responding to the results. This video was used by all group companies and was also available on the intranet. This public endorsement together with the fact that any subsequent communications from the Group CEO repeated and restated this commitment was vital to the success of the survey and the strong response.

  

5) Local Senior Sponsorship - This commitment was echoed by all the Group company CEO’s and ExCo’s. In each Group Company, the CEO came out with strong committed messaging urging people to participate and stressing the importance of their view and how vital the feedback was to the company. Each CEO used their own unique method of communicating but all had the strong central theme and the logo. The role of internal communications across the group was vital as they ensured that every opportunity was taken to communicate and reinforce the message.

 

6) Link to the Vision - The survey was strongly aligned to the new Group Vision and Strategy which had recently launched. The survey was an explicit sign of the change that was embodied in the new vision.

 

7) Business Culture Leads/Change Champions - Internal communications across the group followed an overall plan but customised the plan to fit with their group’s communication opportunities and methods. In some of the big companies there were internet sites developed to ask questions and to get basic information.  In other companies, staff meetings were used to highlight the survey and answer questions. In at least two of the companies, designated culture leads helped to draw attention to and answer questions about the survey. Culture leads are notable because they are not HR staff but designated managers within an area with a particular additional role to concern themselves with culture and change. These people are in a unique position as they know the staff of the area well and can take opportunities as they arise in meetings or at someone’s desk to talk about and ‘market’ the survey and its importance.

8) Treats - Once the survey began the usual methods of attraction were used such as earning a chocolate after completing the survey or generally drawing attention to the survey by having bowls of jelly babies in all staff refreshment areas.

 

One of the ideas which a number of groups used was the introduction of a weekly quiz. This quiz went out in 4 different Group companies - it combined some culture type questions with some company history questions and had a meaningful prize to be won such as I-Pads.  Many people across the different Group Companies participated in the competition which served as a weekly reminder to think about the survey and to create awareness about culture.

 

9) Competitive Response Rate Tracking - Many areas used comparative response rate tables to drive some internal competition. Areas were able to see how their counterparts were doing and were thereby encouraged to talk to their staff more and further encourage them to participate. It was interesting that the number of people completing the survey although particularly high in the first week did not significantly drop in the second two weeks and that many people continued to answer the survey until the closing day.  Reminder emails were sent throughout the closing weeks of the survey. This was a double edged sword because although it had the effect of increasing participation – it also lead some people to do the survey a second time.

 

10) Survey Itself - That the fact that the survey was simple and easy to understand encouraged people to complete it as well. The previously used engagement survey had over 70 questions and some of them had to be read more than once to understand what was actually being asked.  This survey was easy to fill in and did not take too long to complete.

 

11) Anonymity - In some business units the issue of anonymity was very important. Staff in these areas had been compromised in a previous survey and so they were particularly anxious. Therefore assurances about anonymity and the fact that we would not have their name or pull reports which had ten or less participants was an important and repeated message.

 

12) Commitment to Action - The survey was positioned as a way of listening to staff and hearing what they had to say. It was incumbent on each business unit to make commitments as to how they would react and take action after the survey results were understood. The results of the survey were included in the Quarterly Update of each Group Company.

 

13) Sharing Ideas in a Virtual Team - The project team that drove the group-wide implementation was made up of representatives from all the Group companies. The regular meetings allowed the different areas to share ideas, discuss problems and to jointly look for solutions. Numerous ideas and approaches were adopted in other areas because of the conversations which were facilitated through the project.

 

 

.... Thank you to OMG for sharing the learnings.

 

"There is a medication for evilness, and that medication is love, respect and caring. Leadership in our organizations and nations need to understand and make effective use of such medication." - Hugo Smith Myer

 

These words from Hugo Smith Myer, CTT Consultant from Norway describe his nation's response to recent tragic events. Hugo continues, "What we have seen these last days here in Norway, is that people are massively supporting each other, supporting a caring culture, and reacting with love and caring...Our fortune in Norway these days is that when we listen to our national leaders, they are embedded with...understanding."

It seems the challenge for humanity is to learn from nations such as Norway, to recognise the transformation that takes place when people act out of love rather than fear, and to make that the benchmark from which we act on a daily basis.

In national values assessments across the globe, people profess to holding values such as "trust" and "accountability" as their core personal values. How then can we live our personal values on a national scale, exhibiting them to the world through our actions? Our research clearly indicates that fear continues to rule. According to the 2011 US National Assessment, Americans are focused primarily on "blame", on placing fault with others for a lack of progress and cohesion. The political system has stagnated because leaders fail to put aside personal fears and act for the greater good. Polarized political parties cannot agree on what to do, and people do not believe they can count on leaders to act with integrity. It seems American leaders can come together to avert crisis, we have witnessed it time and time again. Yet once the imminent threat has passed, it is back to partisan politics as usual.

 

 

As often happens, the antidote can be found among the Desired Culture values. When asked what values Americans would like to see exhibited in the nation, "accountability" is the top request and exceeds votes for any other value.

 

So, how does a nation move from "blame" to "accountability?" Values-based leadership is helping to create answers in Iceland. As this nation seeks new approaches for dealing with the economic collapse of 2008, they have turned to the values requested by citizens as a foundation upon which to build their future. Iceland is adapting the constitution based on the feedback from the values assessment and is creating online social networking to encourage civic engagement. More than 1,000 citizens from voter registrations are working to help the government rebuild a values-driven nation.

 

In Trinidad and Tobago, Bernard Marshall, a police officer and CEO of Strictly Kingdom NGO, has launched a national cultural transformation initiative entitled, "Change our World." Marshall has a powerful motivation for conducting a national values survey:

 

 

"The programme we are looking at is to provide a road map...to avoid the revolution and perpetuate a transformation...to prove that change is possible...to initiate national transformation beginning with the leadership from all spheres... At the completion of the symposium participants must at least recognise that there is hope and that we have the capacity, potential and resources to make Trinidad and Tobago a better place for the generations to come."

 

 

Indeed, we all have the potential. The call for values-based leadership is emerging in our nations, in our world. It is up to us to respond.

 

 

In his upcoming book, Love, Fear and the Destiny of Nations, Richard Barrett explores the quality of democracy from a values perspective, examining values such as "freedom", "justice", "openness", and "equality" and how well these values are exhibited and experienced in nations around the world.

 

 

To lend your voice to the Quality of Democracy study, click here.

username: democracy

password: values

 

 

Results will be published on www.valuescentre.com in December 2011.

 

-Allyn Chambliss

Assessment Consultant, Barrett Values Centre

 

News and Information
For Immediate Release
29 July, 2011

For more information on Barrett Values Centre’s national assessment results, contact: Allyn Chambliss +1 828.252.5550 Email: allyn@valuescentre.com
 

How Does America, as a Nation, Move Beyond Blame?
US National Study Provides Data on American Perspective ASHEVILLE NC – How does America, as a nation, move beyond blame?

Today, Barrett Values Centre, a global values assessment company, released the results of its 2011 US National Values Assessment. Based on a January 2011
survey of diverse population groups across the country, the study is the third in a series to be conducted throughout President Obama’s term of office in order to monitor the values that are common to the nation.

In 2011, “blame” is the most prevalent value/behaviour experienced when asked how people perceive the nation. Cultural entropy, the degree of destructive focus, resides at an astounding 56%. People are frustrated by slow-moving governmental systems and do not trust leaders to guide change responsibly. In contrast, the personal lives of Americans are about strong relationships and ownership of actions, while their working lives are cantered on acting conscientiously and cooperatively to serve the needs of others.

The answer to the nation’s woes may lie in values-based decision making. The study shows that Americans see “accountability” as the most significant  value for the future of the United States. They are asking for ownership of  actions, thoughtful planning, a healthier job market and support for the people who have the least. They want opportunities to expand their knowledge and skills through a quality education. They are seeking to meet their basic needs for employment, healthcare and financial security. They want to focus on building a peaceful nation.

Three values that were requested in 2009, “affordable housing,” “quality of life” and “poverty reduction”, have been superseded by three new values, “economic growth,”
“effective healthcare” and “educational opportunities”.

How can leaders, as well as citizens, utilise the strength of their core values to affect change for the nation? Can we create a compelling purpose and shared vision
using these values as a foundation? Ask yourself. Ask your representative.

“This data will be invaluable for informing government, public agencies and corporations about what is most important to Americans,” stated Phil Clothier, CEO of Barrett Values Centre. “These results should be used to inform public policy and to bring efforts into alignment.”

We invite you to look at the data we have collected, and we welcome your questions and comments. For further information on the US National Values Assessment or on the Barrett Model, please contact us at 1-828-252-5550 or ctt@valuescentre.com. The Barrett Values Centre.

Video headlines

Detailed assessment results http://bit.ly/nxiZcQ

 

New Certificate Targets Evolution of Values-Based Leadership in Business

For immediate release – July 5, 2011

Victoria, B.C. – Royal Roads University will launch a new graduate certificate in values-based leadership this fall. The certificate addresses a growing opportunity in the marketplace to provide learning and practical resources for organizational leaders to align actions and decisions with their values and those of society.

“Corporate Social Responsibility has been a buzz word for years now in business,” says Marilyn Taylor, academic lead for this certificate being delivered jointly by the Institute for Values-Based Leadership, founded on the ground-breaking work of the Todd Thomas Institute, and the Centre for Applied Leadership and Management at Royal Roads University. “We believe that this certificate will provide corporate executives with the values-based understanding and tools they need to run a 21st century organization.”

Among the other professors enlisted to facilitate this innovative certificate will be Richard Barrett, an acknowledged international figure in this new leadership paradigm who is an author and the founder of the Barrett Values Centre.

Prof. Richard Barrett

Also teaching in the program is Mark Fulton, a leadership educator and senior consultant with Intersol, a consultancy that provides team-based competency in organizations. Both have significant experience in supporting leaders around the world in building values-based organizations.

“Organizational culture has become the new frontier of competitive advantage,” Barrett says. “From businesses to nation states across more than 60 countries, we’ve seen how a dialogue about values can change the paradigm of leadership. Cultural transformation begins with the personal transformation of the leaders. In order to manage the change you have to measure it. This is the reason I developed the Cultural Transformation Tools (CTT).”

The new graduate certificate in values-based leadership provides nine graduate credits and professional certification in the use of the Cultural Transformation Tools. The credits from this certificate can be used toward electives in other Royal Roads programs such as nine credits towards a master’s in interdisciplinary studies, six credits towards a master’s in business administration (MBA), or three credits towards the master’s in leadership.

“We must recognize that decisions we make individually, and in our organizations and governments, have repercussions around the globe,”  Barrett says. “We must not be afraid to take our highest values to work. It is time for each of us to engage fully in transforming the values of business.”

Applicants who do not have the formal academic education to qualify for admission may be assessed on the basis of their prior learning and leadership experience in accordance with the Royal Roads innovative Flexible Admission Policy.

Royal Roads University was established by the Province of British Columbia in 1995 specifically to deliver quality applied and professional programs to advance professionals in the workplace. The university blends online and on-campus learning with current, real-world relevance for doctorate, graduate and undergraduate degrees, certificates, diplomas, executive and custom education.

For media queries, contact:
Communications Officer, Phil Saunders
phil.saunders@royalroads.ca 250-391-2526, cel 250-812-5065

www.royalroads.ca

2005 Sooke Road, Victoria, BC, Canada, V9B 5Y2 Tel: 250-391-2511
Fax: 250-391-2613
www.royalroads.ca

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A few weeks ago, I was speaking at a coaching conference in London.  At the end of two intense days, I was tired and ready to go home.  Trevor Waldock took the stage for the closing speech and I was captured, inspired and re-energised by his presence and what he had to say.

Trevor talked about the shift from Leadership to Eldership.  It struck me that this is the journey that we are walking.  Through our work we are supporting leaders all around the world to find their own way on this path too.

The title of the book "To Plant a Walnut Tree" is a metaphor for selfless service.  If you plant a walnut tree you are unlikely to see the fruit of your labour while you are still alive.  The book has been written as a story and as each chapter unfolds new insights are revealed.

This book is not all about blue sky and roses.  I was captured by the idea that true eldership requires suffering along the path.  I think back to the people in my life who demonstrated qualities of eldership and I know all of their stories had times of physical, emotional or mental suffering that shaped who they are.  These experiences helped them to take a new perspective about what is really important - a new perspective that enables them to guide others through the inevitable tough times.

The book explores 7 pillars of eldership (there is that number again).  If I imagine a consultant facilitating a workshop or coaching a leader I can see how these qualities form the foundation of deep transformational capability:

1.  Elders offer independent leadership
2. They have the ability to truly listen
3. They bring multiple perspectives
4. They share wisdom
5. They bring challenge
6. They bring accountability
7. They create the space for different choices to be made

I am in the privileged position to hear about CTT consultants all around the world who are planting walnut trees, creating legacies that will survive long after they die.  Bjarni Jonsson and his ground breaking work with the Iceland National Assembly. Annalise Jennings in Australia working with people in indigenous communities. The team at Skopos in Egypt who are preparing to make a significant difference to business and society in the aftermath of the revolution.  How wonderful it is that I find it impossible to mention all the amazing walnut trees being planted around the world.

I recommend this book and if you are inspired, you may wish to share this with the leaders and clients under your care and guidance.  This sets a powerful foundation for transformation work and ongoing leadership development.

http://www.trevorwaldock.com/books/

On the last day of our recent holiday, I took the opportunity to interview Caroline Fayez, our tour guide. Like thousands of others, Caroline had put her life on the line in Tahrir Square, Cairo to support the popular uprising with the hope of bringing a new system of government and way of life for the Egyptian people. Caroline strikes me as real, grounded, conscious and courageous.

The world needs more people Like Caroline.  Courageous people who are making a difference through the way they live their lives.

ps. Caroline also told us about the Christians and Muslims who were taking turns to protect each other while in prayer and worship. The attempts to divide the population failed and instead created  a great sense of unity.
These pictures tell the story better than I can.
http://www.dailymail.co.uk/news/article-1353330/Egypt-protests-Christians-joi...