Cultural transformation begins with the personal transformation of the leaders. Organisations don’t transform. People do.
The culture of your organisation is a reflection of the values and beliefs of the current leaders of your organisation, and the values and beliefs of past leaders that have been institutionalised in the incentives, policies, structures, systems, processes and procedures implemented during previous times.

The culture of an organisation can best be defined as “the way things are done around here.” In order to change “the way things are done around here,” you not only have to change the behaviours of the current leaders and managers, you also have to change the institutionalised legacy of the past leaders. Our work model is based on Richard Barrett’s 7 Levels of Consciousness.

The most successful organizations are those operating on all seven levels of consciousness:

  • Level 1: Survival consciousness by focusing on profit, financial stability, and the health and safety of employees
  • Level 2: Relationship consciousness by focusing on open communication, employee recognition, and customer satisfaction
  • Level 3: Self-esteem consciousness by focusing on performance, results, quality, excellence, and best practices
  • Level 4: Transformation consciousness by focusing on adaptability, innovation, employee empowerment, employee participation, and continuous learning
  • Level 5: Internal cohesion consciousness by developing a culture based on shared values, and a shared vision that engenders an organisation-wide climate of trust
  • Level 6: Making a difference consciousness by creating strategic alliances and partnerships with other organisations and the local community, as well as developing mentoring, coaching and leadership development programmes for employees
  • Level 7: Service consciousness by focusing on social responsibility, ethics, and sustainability, and keeping a long-term perspective on their business and its impact on future generations, as well as embracing compassion, humility and forgiveness.

 

And why are the so called ‘full spectrum’ leaders the most successful ones? Because:

  • They master survival consciousness by creating an environment of financial security and physical safety for themselves and those in their charge
  • They master relationship consciousness through learning to communicate openly, and by creating a culture of caring and belonging that engenders employee and customer loyalty
  • They master self-esteem consciousness by measuring and monitoring progress towards the organisation’s goals, and keeping the organisation focused on quality, excellence and continuous improvement, such that employees feel a sense of pride in the organisation’s performance, and can pursue their professional growth
  • They master transformation consciousness by becoming responsible and accountable for their actions, learning to delegate appropriately, empowering their executives and managers, and encouraging them to pursue their personal growth
  • They master internal cohesion consciousness by finding a personal sense of purpose/mission to their lives; creating a vision of the future that is a source of inspiration for everyone in the organisation; and engendering a climate of trust
  • They master external cohesion consciousness by actualizing their own sense of purpose through collaboration with external partners in strategic alliances, and enabling their employees, managers and executives to do the same
  • They master service consciousness by aligning the needs of the organisation with the needs of humanity and the planet and performing acts of self-less service with humility and compassion that support their employees, managers, and executives in doing the same.
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