Creating the Future: Building Values-Based Leadership National Symposium - Their Lives, Our Work Niran Jiang May 17, 2007 www. ihexcellence. org
Whole System Change § Change at level of consciousness deeper than its manifestation § Whole system vision and interconnection must be addressed § The whole system for organisations embraces the planet and humanity § Whole system principles of change apply at both macro and micro levels § Connecting head with heart in a whole system framework § It is about getting in touch with humanity – have the courage to walk the talk! Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 2
Vision Long term Future generations Broad Society and geographical Deep Reflective and spiritual Inclusive Interdependence, Integral Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 3
Broad Inclusive Vision spirituality the universe nationality nature religion shared interest sport team race planet earth peers pop stars animals county family work home team colour locality company industry language humanity environment Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 4
A Crisis: 6 out 10 Staff find Work Miserable ! 2000 1800 Self Actual. Self-Belief Status & Recognition Social & Belonging Security & Shelter Basic Survival Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 5
Today’s Business Drivers § Time § Fear § The Bottom Line We must abandon the FEAR paradigm of old for a new paradigm of TRUST in ourselves, in others, and in progress. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 6
Failing Leadership § Traditional leadership is in decline § In Business, in Politics and in Religion § Without a respected outer authority, standards and ethics are abandoned and liberalisation becomes licence. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 7
Future Leadership § Two forms of leadership arise § New leaders with new qualities § Inner leadership among a wider constituency § Inner leadership qualities are evoked by self-development. Values emerge that are sustainable and universal unlike those that were previously imposed. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 8
Frontiers of Competitive Advantage Consciousness Age – Cultural Capital Information Age – Intellectual Capital Industrial Age – Quality of Product Agrarian Age - Manpower 1800 1900 2000 2100 Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE Time 9
The New Operating Reality • Change is accelerating (technological, social and economic) • Risk and uncertainty are increasing (terrorism, global warming and globalisation) • Complexity is increasing • Interdependency is increasing (economic and technological) • Ethics and public opinion are increasingly influencing Corporate decision-making Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 10
Resilience • Given the new operating reality, the critical question is: How do you build an organisation that can survive and thrive in an uncertain world? By building a strong, adaptive and resilient core culture that is values-driven. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 11
Culture Geert Hofstede defines organisational culture as: “The collective programming of the mind (values, beliefs and behaviours) which distinguishes the members of one organisation from another. ” Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 12
The Iceberg Balance Sheet Tangible Drivers Financial Capital Community Capital Intangible Drivers Societal Capital Cultural Capital Structural Capital Intellectual Capital Social Capital Intangible value drivers represent 60% - 85% of a Company’s Market Value. Source: INNOVEST Investment Research Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 13
From Leaders’ Values to Mission Performance GOVERNMENT SECTOR Leaders’ Values/Behaviors Organizational Culture Sustainable Performance Mission Assurance Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 14
Where does performance come from? § Environment § Behaviours & Performance § Competency & Capability § Attitudes & Motivations § Beliefs & Values § Identity & Purpose Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 15
Values § Values that emerge from within during personal development § Ethical behaviour that reflects those values § Values are all inclusive § Values are not adopted from parents, social norms or religion Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 16
PAST EXPERIENCE Recall a grandparent or teacher who had a very positive impact on you. What did they do that you liked so much? (attitude and behaviour) How did they make you feel? Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 17
They …. Treated me as an equal, adult Listened to my point of view Believed that I could … Challenged me Fun, enthusiasm Cared for me, safe, support Trusted and respected me Gave me time and full attention Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 18
I felt …. § Special § Valued § Confident § Self belief Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 19
Leadership Challenge “A leader is someone people want to follow” Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 20
THE IMPORTANCE OF EQ EQ EQ 85% 66% IQ 33% IQ 15% All Kinds of Jobs Leadership Jobs One of Daniel Goleman’s research findings Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 21
EMOTIONAL INTELLIGENCE n n The capacity to recognise our own feelings, and those of others… …to motivate ourselves and managing our emotions well in ourselves and in our relationships. n Daniel Goleman 1995 Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 22
THE QUADRANTS OF EQ All change starts here Awareness Others Self Awareness of Others Actions Self Management Social Skills Positive impact on others Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 23
AWARENESS is “Self-Realised High Quality Relevant Input” Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 24
RESPONSIBILITY is “The Performer’s Choice to Take Ownership” Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 25
EQ and Values Feedback that your emotional intelligence gives is values laden. n n n It comes directly from the soul It tells us what we feel is right and what we feel is wrong It is not based on the logic of the mind but on the intuition of the heart Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 26
Cultural Transformation Tools Some of the 600+ CTT Users in 28 Countries: n n n n n Ericsson Ford Motor Co. Beyond Petroleum IKEA ING Bank Nestle Kraft L’Oreal Microsoft AGSM n n n n n Mars Ernst & Young Mc. Kinsey & Co. Pricewaterhouse. Coopers KPMG Siemens Volvo Unilever Telstra World Bank Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 27
Seven Corporate Transformation Tools n n n n Individual Assessments Team Culture Assessments Corporate Culture Assessments Mergers and Acquisitions Compatibility Cultural Compatibility Assessments – Selection of New Employees Customer Assessment of Corporate Values Leadership Values Assessments Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 28
Seven Levels of Organisational Excellence Clarifies the values of individuals and organisations by mapping values on the Seven Levels of Consciousness. Measurement matters. If you can’t measure it, you can’t manage it. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 29
Values-Based Leadership Model * Crisis Director Manage adversity, deliver results Value Drivers: ØFinancial Growth ØShareholder Value ØViability * Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 30
Values-Based Leadership Model * Relationship Manager Promotes positive relationships internally and externally Value Drivers: Ø Customer Satisfaction Ø Open Communication Ø Respect * Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 31
Values-Based Leadership Model * Manager/Organiser Manage process and system, best practice builder Value Drivers: Ø Efficiency Ø Productivity Ø Quality * Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 32
Values-Based Leadership Model * Facilitator/Influencer Empowers others, promotes learning & innovation Value Drivers: ØContinuous Improvement Ø Diversity Ø Teamwork * Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 33
Values-Based Leadership Model * Integrator/Inspirer Creates cohesion, shared values/vision, & community spirit Value Drivers: ØIntegrity Ø Cooperation Ø Trust * Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 34
Values-Based Leadership Model * Mentor/Partner Systems perspective, promote alliances and partnerships Value Drivers: ØMentoring ØCollaboration Ø Making a Difference * Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 35
Values-Based Leadership Model * Wisdom/Legacy Service to humanity, global vision for sustainability Value Drivers: ØJustice ØFuture Generations ØHumility * Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 36
The Seven Levels of Leadership Excellence Being (Meaning/Purpose) Wisdom/Legacy 7 Mentor/Partner 6 Integrator/Inspirer 5 Facilitator/Influencer 4 Manager/Organizer 3 Relationship Manager 2 Crisis Director 1 Significance Success Doing (Skill/Competency) Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 37
The Seven Levels of Leadership Excellence Positive Focus / Excessive Focus SERVICE TO HUMANITY WISDOM/VISIONA RY 7 MENTOR/PARTNER 6 INTEGRATOR/INSPIRER 5 DEVELOPMENT OF CORPORATE COMMUNITY 4 CONTINUOUS RENEWAL FACILITATOR/INFLUENC ER MANAGER/ORGANI ZER RELATIONSHIP MANAGER CRISIS DIRECTOR 3 Long-term perspective. Future generations. Ethics. COLLABORATION WITH CUSTOMERS & THE LOCAL COMMUNITY Strategic alliances. Employee fulfillment. Environmental stewardship. Positive, creative corporate culture. Shared vision and values. Promotes learning and innovation. Team builder. Empowers others. BEING THE BEST PRACTICE Productivity, efficiency, quality, systems and processes. 2 RELATIONSHIPS THAT SUPPORT ORG NEEDS 1 PURSUIT OF ORG VALUE & MISSION Good communication between employees, customers and suppliers. Able to manage adversity. Directive. Willing to take charge. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 38
n “If I had one hour to save the world, I would spend 50 minutes defining the problems and 10 minutes executing the solutions” q Albert Einstein Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 39
The Leader and the Current Culture Luxury Products Distributor Current Culture Values 2006 (CVA) Bureaucracy Empire building Image Blame Cynicism Manipulation Control Caution Short-term focus Cost reduction Leader’s Values 2006 (LVA) Demanding (8) (L) Arrogant (7) (L) Blame (6) (L) Authoritarian (5) (L) Experience (5) Information hoarder (5) (L) Manipulative (5) (L) Ruthless (5) (L) Positive attitude (4) Entropy = 64% Entropy = 52% Current Culture LVA Results Nine limiting values in the Current Culture. Seven limiting values. Very high level of cultural entropy = 64% Very high level of personal entropy = 52% Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 40
A Tale of Two Cultures Smooth Sailing 1. client satisfaction 2. client collaboration 3. integrity 4. teamwork 5. humour/fun 6. quality 7. balance (home/work) 8. financial stability Sinking Ship 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 Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 41
Cultural Performance 3 year results Smooth Sailing Sinking Ship Assets under Management +26% -80% Staff turnover 0% >50% Performance Top quartile Bottom quartile Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 42
ANZ Bank: People are the key driver of long-term competitive advantage Share price $26. 50 Strategic Focus n $9. 66 n Sustainable leadership n Growth opportunities n Return on equity n Cost of capital n Strong brand n $18. 30 The average compound growth rate 18% per annum since 1998 Talented people Vibrant culture Intangible net assets per share Tangible net assets per share Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 43
ANZ Bank: Evolution of Profit * including significant items under AGAAP Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 44
ANZ Group overall employee satisfaction Cultural Transformation Program Begins Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 45
ANZ Bank: Current Culture 2000 to 2005 2000 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. cost reduction profit shareholder value results orientation accountability continuous improvement customer focus bureaucracy achievement goals orientation hierarchical short term focus long hours commitment risk aversion 2001 2002 2003 2005 cost reduction shareholder value accountability customer focus profit results orientation continuous improvement achievement bureaucracy being the best customer satisfaction goals orientation brand image organisational growth long hours teamwork control hierarchical commitment community involvement cost reduction customer focus shareholder value accountability continuous improvement profit results orientation achievement community involvement customer satisfaction teamwork being the best organisational growth bureaucracy balance (home/work) long hours productivity brand image hierarchical can do approach commitment customer focus cost reduction accountability continuous improvement achievement profit results orientation community involvement shareholder value customer satisfaction teamwork bureaucracy being the best hierarchical balance (home/work) commitment long hours organisational growth brand image productivity customer focus community involvement cost reduction accountability results orientation brand image achievement profit bureaucracy customer satisfaction continuous improvement shareholder value teamwork being the best balance (home/work) perform best practice long hours organisational growth hierarchical Key: Enhancing values Limiting values Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 46
ANZ has materially outperformed peers in efficiency Cost to Income § The Australian banking sector has enjoyed a decade of efficiency gains § ANZ has outstripped its competitors and has achieved world class efficiency § ANZ was in the top 5 banks in the world in terms of efficiency, TSR and riskadjusted relative shareholder return over the five years to 2003 Cultivating Human Excellence in People and Organisations Source: Published financial permission from IHE Copy right contents, not to be used for commercial purposes without prior reports 47
ANZ Next Steps: Total Organisational Coherence Personal Values Current ANZ Values 2003 Desired ANZ Values 2003 Key focus in next phase Sustainable Holistic Coherent Transformational Best-practice Professional Viable Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 48
Case Example - Background n n n One of the fastest growing IT services company in the Asia Pacific region with more than 500 people. IHE engaged in 2005, to design/deliver a change program to expand their leadership capacity and to build a high performance culture. The business objectives behind are to sustain performance, retain talents and improve shareholders’ value. On top of that, the MD of the company clearly stated that they wanted to go beyond performance excellence to create “happiness” in their work environment. Through one on one interviews with all senior managers, a range of issues were identified, including structural impediments, hidden/limiting values, resource misalignment, change weariness, inconsistent management language, rocky communication and minimal collaborations. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 49
Case Example - Objectives n Three key areas of focus for change were identified q q q Develop values-based leadership capability as a foundation to activate culture change in the organisation Shift senior managers’ focus from managing results to managing people, and broaden their performance management spectrum to include the intangibles Balance individual excellence with teamwork excellence and create a shared culture identity and organisational cohesion Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 50
Case Example – 2005 Program n Stage I: 360 Leadership Assessment q q q n Stage II: Leadership Retreat q q n To understand the performance drivers and barriers of each senior manager for their individual leadership development. Used the values-based leadership assessment tool developed by Richard Barrett and Associates. It provided a diagnosis of the values profile of each individual and their team. Fully confidential environment, high level of buy-in and ownership created. A 2 day offsite leadership retreat, to link the individual development process with the group work process. Individual strengths were explored and built upon within the team context. A consistent leadership framework, language and measurement system was established to activate the development of the top team. Group vision, goals and action plans were created and owned for the next 12 months, and almost all stated that they experienced authentic connections and a real sense of team for the first time. Stage III: Tailored Leadership Coaching q q Each manager had the option to elect an ongoing 12 months of individual coaching on a volunteer basis, and paid for these coaching sessions from their own P&L. After 6 months of coaching, a two day inner game training session was conducted with the top two tiers of the company. Sport as a learning metaphor was used for communication, teamwork and management via coaching. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 51
Case Example – 2006 Results n Key quantitative results q q q n At the start of IHE’s program, a full scale Gallup workplace engagement survey was conducted. This same study was repeated 12 months later. During this period of time, IHE’s programs was the only external organisational OD programs used. The Gallup study showed a statistically significant improvement in the overall workplace. There were significant increases in the measurements around people management capability, especially improvements in “recognition”, “cares about me”, “opinion count” and “best friend”. Market analysts had identified the company as a significant contender. The company rapidly grew in its financial numbers, customers and locations. Profits were above target and client retention was excellent. The balanced scorecard was introduced. 360 leadership assessment result improvements for most individuals. Key qualitative results q q Most gained confidence and self-belief in their capacity to lead and manage people by example with their increased self-knowledge and authenticity. They developed a robust sense of meaning and purpose in their work. They built strengthened and consolidated relationships, trust, openness and integrity within their team, thereby created high level of performance and enjoyment at work. A significant impact of the new leadership competencies gained was increased concern and caring for staff, which directly led to better customer care and higher staff retention. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 52
Case Example – 2007 Development n OD program to expand both horizontally and vertically to fast track progress, with top team as sponsors and champions. n Six Streams of Organisational Development Program q q q n Personal Leadership n TTT Accreditation Program to roll out a coaching culture Team Leadership n High Performance Team Skills with workshops and learning embedment systems Organisational Leadership n Value Based Leadership and Decision-Making Skills with workshops and learning embedment systems Customer Leadership n Presentation and Engagement Skills with workshops and learning embedment systems Social Leadership n Sustainability Strategy, Humanity Forums and CSR Implementation Coaching Support n To deepen learning, facilitate change, and resolve challenges Personal Development as Core Foundation for Growth Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 53
Leadership Development Journey - Individual 11 Assessors' Top 12 Values (2003) 12 Assessors' Top 12 Values (2004) humor/fun (8) passion (8) high standards (7) caring (6) honesty (6) working together (6) balance (home/work) (5) respect (5) commitment (4) dependable (4) development for all (4) mentoring (4) commitment (8) customer service (6) integrity (6) caring (5) high standards (5) honesty (5) humor/fun (5) information sharer (5) continuous improvement (4) employee recognition (4) fairness (4) passion (4) 6 Matches (walk the talk measurement) PL = 12 -0 IRO (P) = 4 -6 -2 IRO (L) = 0 -0 -0 PL = 12 -0 IRO (P) = 5 -4 -3 IRO (L) = 0 -0 -0 Orange = Values match LEGEND P = Positive L = Potentially Limiting (hollow dots) I = Individual R = Relationship O = Organizational Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE Leadership Values Assessment Cultural Transformation Tools/The XLR 8 Team, Inc. 54 October 2004
Leadership Development Journey - Group Current Desired 7 C 6 5 T 4 3 S 2 1 CTS = 43 - 18 - 39 Entropy = 9% C = Common Good T = Transformation S = Self-interest CTS = 59 - 26 - 15 Entropy < 6% All Value Votes Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE Figure 2: Leadership Entropy Cultural Transformation Tools 55 October 2005
The Creation Center – Dissolving Interferences Finance Organisational Fitness Attitudes Client Behaviours Personal “ I” Interference Values Beliefs Evolution Interference Culture Society Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 56
Personal Transformation Precedes Organisational Transformation ”. . . personal change must precede or at least accompany management or organisational change. . . attempting to change an organisation without first changing one's own habit patterns is analogous to attempting to improve one's tennis game before developing the muscles that make better strokes possible. “ Stephen Covey---Principle-Centered Leadership Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 57
Common Fears § Fear of failure § Fear of responsibility § Fear of being different § Fear of being outside our comfort zone § Fear of looking foolish or being conned § Fear of showing inadequacy § Fear of loss of job or reputation Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 58
Courage – Mastery of Fear “Courage is resistance to fear, mastery of fear – not absence of fear. Consider the flea! – incomparably the bravest of all the creatures of God, if ignorance of fear were courage. ” – Mark Twain Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 59
Exercise the Courage Muscle n n n n Courage is a matter of heart and guts, it isn’t a set of decision tree steps from the brain (Coeur) It comes from the center I space, and goes hand in hand with authenticity Being a coward is corrosive to selfesteem All courage is a risk, there is no safe risk It is a strong emotional commitment, grounded in values (what you stand for) Stress stifles performance and courage in the long run Courage can be inspired and needs to be supported by a gang of believers Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 60
Human Systems - Four Quadrants Personal Integrity – Walk the Talk Behaviours Values Personality Individual values and beliefs Character Individual actions and behaviours Personal Alignment Individual Values Alignment Collective Mission Alignment Structural Alignment Culture Group values and beliefs Social Structures Group actions and behaviours Group Cohesion – Enhanced Cultivating Human. Capacity for Collective Action Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 61
Change Activation Pathway Growth Output Static Explosive Ch ao tic Disruptive catalyst Static ao tic Disruptive catalyst Ch Static ao tic Disruptive catalyst Explosive Ch Explosive Critical Support Explosive Learning Time Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 62
Multiplicity n‘There are times when I look over the various parts of my character with perplexity. I recognise that I am made up of several persons and that the person that at the moment has the upper hand will inevitably give place to another’ n. Somerset Maugham Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 63
Sub-personalities § Are identifications with: Roles (father, worker, boss) Functions or job titles (accountant, doctor) Objects (house, car, collections) Personality states (joy, anger, anxiety) Psychological formations (winner, victim) § Cultural, racial, social, political groups n § § Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 64
“Who are you? ” Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 65
Cast of Characters fanatic § Joe Cool § § hedonist nice guy § perfectionist § skeptic § § § § crusader bitch bully charmer control freak victim Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 66
4 Phases of Harmonisation n 1. Recognition n 2. Acceptance n 3. Cooperation n 4. Integration Cultivating Human Excellence in People and Organisations 67 Copy right contents, not to be used for commercial purposes without prior permission from IHE © Performance Consultants 2002
Self-Management The ‘I’ Sub-personalities Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 68
Characteristics of the “I” Consciousness Will, Choice Ø Ø (Awareness) (Responsibility) Self-accepting, self-directing Free from distortion, restriction Individuality, identity Stillness, constancy, continuity Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 69
“Who are you? ” Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 70
Dis-indentification n n Ø Ø A state of detachment emotionally and intellectually the freedom to choose, self regulation no longer a victim to circumstances A place from where one can observe and act dispassionately calmness centeredness Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 71
The Self The ‘I’ Sub-personalities Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 72
The Whole Person Universality Individuality FUTURE super conscious ‘I’ middle PRESENT unconscious PAST Field of awareness lower unconscious Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 73
“Who are you? ” Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 74
Developmental Journey THE HIGHER SELF Spiritual / Qualitative/Values CRISIS OF DUALITY CRISIS OF MEANING Psychological / Quantitative/Achievement Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 75
What is Human Excellence? It is being the best we can be in every situation. It is doing the best we can do in every endeavour. It is also knowing that we can deliver more tomorrow. . . That there will always be further to go. . . And that we may never get “there”. Human excellence is striving without stress, intent without tension, purpose without pretension, the passion to succeed with humility in success. It is respect for all people and for the environment. We believe that the on-going self-development of all people helps them to excel in their chosen field, to be highly creative and productive at work, to deliver peak performance in sport, and to deliver great leadership in organisations. It is our belief that competition is healthy for it serves to stretch us towards excellence, but that it should never be allowed to override collaboration for the good of the whole. Aspiration to human excellence offers the best hope for us to overcome the challenges of our time. It may be the very purpose of human existence. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 76
For more information, please contact: Niran Jiang Institute of Human Excellence Level 31, ABN-AMRO Tower 88 Phillip St, Sydney NSW 2000 Telephone: + 61 2 8211 0618 Fax: + 61 2 8211 0555 Email: niran@ihexcellence. org www. ihexcellence. org Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 77
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