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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 .

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slide1

Creating the Future:Building Values-Based LeadershipNational Symposium - Their Lives, Our WorkNiran Jiang

May 17, 2007

www.ihexcellence.org

slide2
Whole SystemChange
  • 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

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slide3
Vision

Long term Future generations

BroadSociety and geographical

Deep Reflective and spiritual

Inclusive Interdependence, Integral

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slide4
Broad Inclusive Vision

spirituality

the universe

nationality

nature

religion

shared interest

sport team

county

family

home

peers

work team

race

colour

pop stars

planet

earth

locality

animals

company

industry

language

humanity

environment

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slide5
1800

2000

Self

Actual.

Self-Belief

Status & Recognition

Social & Belonging

Security & Shelter

Basic Survival

A Crisis: 6 out 10 Staff find Work Miserable !

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slide6
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.

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slide7
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.

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slide8
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.

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frontiers of competitive advantage
Frontiers of Competitive Advantage

Consciousness Age – Cultural Capital

Information Age – Intellectual Capital

Industrial Age – Quality of Product

Agrarian Age - Manpower

Time

1800

1900

2000

2100

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the new operating reality
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

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resilience
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.

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culture
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.”

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the iceberg balance sheet
The Iceberg Balance Sheet

Tangible Drivers

FinancialCapital

Community Capital

SocietalCapital

Intangible Drivers

Cultural Capital

Structural Capital

Intellectual Capital

Social Capital

Intangible value drivers represent 60% - 85% of a Company’s Market Value.

Source: INNOVEST Investment Research

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from leaders values to mission performance
From Leaders’ Values to Mission Performance

GOVERNMENT SECTOR

Leaders’ Values/Behaviors

Organizational Culture

Sustainable Performance

Mission Assurance

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slide15
Environment
  • Behaviours &
  • Performance
  • Competency &Capability
  • Attitudes & Motivations
  • Beliefs & Values
  • Identity & Purpose

Where does performance come from?

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slide16
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

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slide17
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?

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slide18
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

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slide19
I felt ….
  • Special
  • Valued
  • Confident
  • Self belief

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slide20
Leadership Challenge

“A leader is someone people want to follow”

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slide21
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

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emotional intelligence
EMOTIONAL INTELLIGENCE
  • 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.
  • Daniel Goleman 1995

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slide23
THE QUADRANTS OF EQ

All change starts here

Self Others

Self Awareness

Awareness of Others

Self Social

Management Skills

Actions Awareness

Positive impact on others

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slide24
AWARENESS

is

“Self-Realised High Quality Relevant Input”

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slide25
RESPONSIBILITY

is

“The Performer’s Choiceto Take Ownership”

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eq and values
EQ and Values

Feedback that your emotional intelligence gives is values laden.

  • 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

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cultural transformation tools
Ericsson

Ford Motor Co.

Beyond Petroleum

IKEA

ING Bank

Nestle

Kraft

L’Oreal

Microsoft

AGSM

Mars

Ernst & Young

McKinsey & Co.

PricewaterhouseCoopers

KPMG

Siemens

Volvo

Unilever

Telstra

World Bank

Cultural Transformation Tools

Some of the 600+ CTT Users in 28 Countries:

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seven corporate transformation tools
Seven Corporate Transformation Tools
  • 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

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seven levels of organisational excellence
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.

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slide30
Values-Based Leadership Model *

Crisis Director

Manage adversity, deliver results

Value Drivers:

  • Financial Growth
  • Shareholder Value
  • Viability

* Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC

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slide31
Values-Based Leadership Model *

Relationship Manager

Promotes positive relationships internally and externally

Value Drivers:

  • Customer Satisfaction
  • Open Communication
  • Respect

* Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC

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slide32
Values-Based Leadership Model *

Manager/Organiser

Manage process and system, best practice builder

Value Drivers:

  • Efficiency
  • Productivity
  • Quality

* Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC

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slide33
Values-Based Leadership Model *

Facilitator/Influencer

Empowers others, promotes learning & innovation

Value Drivers:

  • Continuous Improvement
  • Diversity
  • Teamwork

* Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC

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slide34
Values-Based Leadership Model *

Integrator/Inspirer

Creates cohesion, shared values/vision, & community spirit

Value Drivers:

  • Integrity
  • Cooperation
  • Trust

* Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC

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slide35
Values-Based Leadership Model *

Mentor/Partner

Systems perspective, promote alliances and partnerships

Value Drivers:

  • Mentoring
  • Collaboration
  • Making a Difference

* Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC

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slide36
Values-Based Leadership Model *

Wisdom/Legacy

Service to humanity, global vision for sustainability

Value Drivers:

  • Justice
  • Future Generations
  • Humility

* Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC

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slide37
7

6

5

4

3

2

1

The Seven Levels of Leadership Excellence

Being

(Meaning/Purpose)

Significance

Wisdom/Legacy

Mentor/Partner

Integrator/Inspirer

Facilitator/Influencer

Manager/Organizer

Success

Relationship Manager

Crisis Director

Doing

(Skill/Competency)

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slide38
Positive Focus / Excessive Focus

SERVICE TO HUMANITY

Long-term perspective. Future generations. Ethics.

7

WISDOM/VISIONARY

COLLABORATION WITH CUSTOMERS

& THE LOCAL COMMUNITY

6

Strategic alliances. Employee fulfillment. Environmental stewardship.

MENTOR/PARTNER

5

DEVELOPMENT OF CORPORATE COMMUNITY

INTEGRATOR/INSPIRER

Positive, creative corporate culture. Shared vision and values.

CONTINUOUS RENEWAL

4

FACILITATOR/INFLUENCER

Promotes learning and innovation.

Team builder. Empowers others.

BEING THE BEST. BEST PRACTICE

MANAGER/ORGANIZER

3

Productivity, efficiency, quality, systems and processes.

RELATIONSHIPS THAT SUPPORT ORG NEEDS

2

RELATIONSHIP MANAGER

Good communication between employees, customers and suppliers.

PURSUIT OF ORG VALUE & MISSION

1

CRISIS DIRECTOR

Able to manage adversity. Directive. Willing to take charge.

The Seven Levels of Leadership Excellence

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slide39
“If I had one hour to save the world, I would spend 50 minutes defining the problems and 10 minutes executing the solutions”
    • Albert Einstein

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the leader and the current culture
The Leader and the Current Culture

Luxury Products Distributor

Current Culture Values 2006 (CVA)

Leader’s Values 2006 (LVA)

Bureaucracy

Empire building

Image

Blame

Cynicism

Manipulation

Control

Caution

Short-term focus

Cost reduction

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

Nine limiting values in the Current Culture.Very high level of cultural entropy = 64%

LVA Results

Seven limiting values.Very high level of personal entropy = 52%

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a tale of two cultures
Smooth Sailing

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

A Tale of Two Cultures

Sinking Ship

1. client satisfaction

2. client collaboration

3. integrity

4. teamwork

5. humour/fun

6. quality

7. balance (home/work)

8. financial stability

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cultural performance
Cultural Performance

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anz bank people are the key driver of long term competitive advantage
ANZ Bank: People are the key driver of long-term competitive advantage

Share price

  • Talented people
  • Sustainable leadership
  • Growth opportunities
  • Return on equity
  • Cost of capital
  • Strong brand
  • Vibrant culture

$26.50

Strategic Focus

$18.30

The average compound growth rate18% per annum since 1998

$9.66

Intangible net assets per share

Tangible net assets per share

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anz bank evolution of profit
ANZ Bank: Evolution of Profit

* including significant items under AGAAP

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anz group overall employee satisfaction
ANZ Group overall employee satisfaction

Cultural Transformation

Program Begins

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anz bank current culture 2000 to 2005
ANZ Bank: Current Culture 2000 to 2005

2002

2003

2000

2001

2005

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

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

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

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 valuesLimiting values

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anz has materially outperformed peers in efficiency
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 risk-adjusted relative shareholder return over the five years to 2003

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Source: Published financial reports

slide48
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

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case example background
Case Example - Background
  • 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.

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case example objectives
Case Example - Objectives
  • Three key areas of focus for change were identified
    • 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

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case example 2005 program
Case Example – 2005 Program
  • Stage I: 360 Leadership Assessment
    • 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.
  • Stage II: Leadership Retreat
    • 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
    • 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.

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case example 2006 results
Case Example – 2006 Results
  • Key quantitative results
    • 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
    • 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.

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case example 2007 development
Case Example – 2007 Development
  • OD program to expand both horizontally and vertically to fast track progress, with top team as sponsors and champions.
  • Six Streams of Organisational Development Program
    • Personal Leadership
      • TTT Accreditation Program to roll out a coaching culture
    • Team Leadership
      • High Performance Team Skills with workshops and learning embedment systems
    • Organisational Leadership
      • Value Based Leadership and Decision-Making Skills with workshops and learning embedment systems
    • Customer Leadership
      • Presentation and Engagement Skills with workshops and learning embedment systems
    • Social Leadership
      • Sustainability Strategy, Humanity Forums and CSR Implementation
    • Coaching Support
      • To deepen learning, facilitate change, and resolve challenges
  • Personal Development as Core Foundation for Growth

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slide54
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

LEGEND

Orange = Values match P = Positive I = Individual

L = Potentially Limiting R = Relationship

(hollow dots) O = Organizational

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Cultural Transformation Tools/The XLR8 Team, Inc.

Leadership Values Assessment

October 2004

slide55
C

T

S

Leadership Development Journey - Group

Current

Desired

7

6

5

4

3

2

1

CTS = 43 - 18 - 39

CTS = 59 - 26 - 15

Entropy = 9%

Entropy < 6%

C = Common Good

T = Transformation

S = Self-interest

All Value Votes

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Cultural Transformation Tools

Figure 2: Leadership Entropy

October 2005

the creation center dissolving interferences
The Creation Center – Dissolving Interferences

Finance

Client

Organisational

Fitness

Attitudes

Behaviours

Personal

“ I ”

Interference

Values

Beliefs

Evolution

Culture

Interference

Society

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slide57
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

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common fears
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

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courage mastery of fear
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

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exercise the courage muscle
Exercise the Courage Muscle
  • 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 self-esteem
  • 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

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Human Systems - Four Quadrants

Personal Integrity – Walk the Talk

Behaviours

Values

Personality

Individual values and beliefs

Character

Individual actions and behaviours

Personal Alignment

Individual

ValuesAlignment

MissionAlignment

Collective

Structural Alignment

Culture

Group values and beliefs

Social Structures

Group actions and behaviours

Group Cohesion – Enhanced Capacity for Collective Action

Cultivating Human Excellence in People and Organisations

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change activation pathway
Static

Growth

Output

Explosive

Chaotic

Static

Disruptive

catalyst

Disruptive

catalyst

Disruptive

catalyst

Chaotic

Explosive

Static

Chaotic

Explosive

Explosive

Learning

Time

Critical Support

Critical Support

Critical Support

Change Activation Pathway

Cultivating Human Excellence in People and Organisations

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multiplicity
Multiplicity
  • ‘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’
  • Somerset Maugham

Cultivating Human Excellence in People and Organisations

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sub personalities
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

Cultivating Human Excellence in People and Organisations

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“Who are you?”

Cultivating Human Excellence in People and Organisations

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cast of characters
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

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4 phases of harmonisation
4 Phases of Harmonisation
  • 1. Recognition
  • 2. Acceptance
  • 3. Cooperation
  • 4. Integration

Cultivating Human Excellence in People and Organisations

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© Performance Consultants 2002

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Self-Management

The ‘I’

Sub-personalities

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Characteristics of the “I”

Consciousness(Awareness)

Will, Choice(Responsibility)

  • Self-accepting, self-directing
  • Free from distortion, restriction
  • Individuality, identity
  • Stillness, constancy, continuity

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“Who are you?”

Cultivating Human Excellence in People and Organisations

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dis indentification
Dis-indentification
  • 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

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The Self

The ‘I’

Sub-personalities

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The Whole Person

Universality

Individuality

‘I’

super conscious

FUTURE

middle

unconscious

PRESENT

Field of awareness

lower unconscious

PAST

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slide74
“Who are you?”

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slide75
THE HIGHER SELF

Developmental Journey

CRISIS OF DUALITY

Spiritual / Qualitative/Values

CRISIS OF

MEANING

Psychological / Quantitative/Achievement

Cultivating Human Excellence in People and Organisations

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what is human excellence
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

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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: [email protected]

www.ihexcellence.org

Cultivating Human Excellence in People and Organisations

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