1. Creating the Future: Building Values-Based Leadership National Symposium - Their Lives, Our Work Niran Jiang May 17, 2007 www.ihexcellence.org

2. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 2  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 Change  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!

3. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 3 Long term Future generations Broad Society and geographical Deep Reflective and spiritual Inclusive Interdependence, Integral Vision

4. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 4 the universe spirituality nature religion nationality environment language race colour planet earth humanity family home sport team locality work team peers pop stars county shared interest animals industry company Broad Inclusive Vision

5. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 5 A Crisis: 6 out 10 Staff find Work Miserable ! Self Actual. Self-Belief Status & Recognition Social & Belonging Security & Shelter Basic Survival 18002000

6. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 6 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.

7. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 7 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.

8. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 8 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.

9. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 9 Time 1900180020002100 Agrarian Age - Manpower Industrial Age – Quality of Product Information Age – Intellectual Capital Consciousness Age – Cultural Capital Frontiers of Competitive Advantage

10. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 10 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

11. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 11 Resilience How do you build an organisation that can survive and thrive in an uncertain world? Given the new operating reality, the critical question is: By building a strong, adaptive and resilient core culture that is values-driven.

12. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 12 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.”

13. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 13 The Iceberg Balance Sheet Intangible value drivers represent 60% - 85% of a Company’s Market Value. Financial Capital Tangible Drivers Intangible Drivers Cultural Capital Structural Capital Intellectual Capital Social Capital Source: INNOVEST Investment Research Community Capital Societal Capital

14. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 14 From Leaders’ Values to Mission Performance Organizational Culture Leaders’ Values/Behaviors Mission Assurance Sustainable Performance GOVERNMENT SECTOR

15. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 15 Where does performance come from?  Behaviours & Performance  Competency & Capability  Attitudes & Motivations  Identity & Purpose  Environment  Beliefs & Values

16. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 16 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

17. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 17 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?

18. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 18 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

19. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 19  Special  Valued  Confident  Self belief I felt ….

20. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 20 “A leader is someone people want to follow” “A leader is someone people want to follow” Leadership Challenge

21. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 21 THE IMPORTANCE OF EQ All Kinds of JobsLeadership Jobs IQ EQ 33% 66% 15% 85% One of Daniel Goleman’s research findings

22. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 22 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

23. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 23 THE QUADRANTS OF EQ Actions Awareness SelfOthers Self Awareness Awarenessof Others SelfSocial ManagementSkills All change starts here Positive impact on others

24. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 24 “Self-Realised High Quality Relevant Input” “Self-Realised High Quality Relevant Input” AWARENESS is

25. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 25 “The Performer’s Choice to Take Ownership” “The Performer’s Choice to Take Ownership” RESPONSIBILITY is

26. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 26 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

27. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 27 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 Some of the 600+ CTT Users in 28 Countries:

28. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 28 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

29. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 29 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.

30. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 30 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 Values-Based Leadership Model *

31. 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 * 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

32. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 32 Manager/Organiser Manage process and system, best practice builder Value Drivers:  Efficiency  Productivity  Quality Values-Based Leadership Model * * Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC

33. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 33 Facilitator/Influencer Empowers others, promotes learning & innovation Value Drivers:  Continuous Improvement  Diversity  Teamwork Values-Based Leadership Model * * Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC

34. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 34 Integrator/Inspirer Creates cohesion, shared values/vision, & community spirit Value Drivers:  Integrity  Cooperation  Trust Values-Based Leadership Model * * Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC

35. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 35 Mentor/Partner Systems perspective, promote alliances and partnerships Value Drivers:  Mentoring  Collaboration  Making a Difference Values-Based Leadership Model * * Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC

36. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 36 Wisdom/Legacy Service to humanity, global vision for sustainability Value Drivers:  Justice  Future Generations  Humility Values-Based Leadership Model * * Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC

37. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 37 1 2 3 4 5 6 7 Wisdom/Legacy Mentor/Partner Integrator/Inspirer Crisis Director Relationship Manager Manager/Organizer Facilitator/Influencer Doing (Skill/Competency) Being (Meaning/Purpose) The Seven Levels of Leadership Excellence Success Significance

38. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 38 The Seven Levels of Leadership Excellence Positive Focus / Excessive Focus WISDOM/VISIONARY MENTOR/PARTNER INTEGRATOR/INSPIRER FACILITATOR/INFLUENCER MANAGER/ORGANIZER RELATIONSHIP MANAGER CRISIS DIRECTOR SERVICE TO HUMANITY Long-term perspective. Future generations. Ethics. 7 6 3 2 1 5 4 Strategic alliances. Employee fulfillment. Environmental stewardship. COLLABORATION WITH CUSTOMERS & THE LOCAL COMMUNITY Positive, creative corporate culture. Shared vision and values. DEVELOPMENT OF CORPORATE COMMUNITY Promotes learning and innovation. Team builder. Empowers others. CONTINUOUS RENEWAL Productivity, efficiency, quality, systems and processes. BEING THE BEST. BEST PRACTICE Good communication between employees, customers and suppliers. RELATIONSHIPS THAT SUPPORT ORG NEEDS Able to manage adversity. Directive. Willing to take charge. PURSUIT OF ORG VALUE & MISSION

39. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 39 “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

40. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 40 The Leader and the Current Culture Current Culture Values 2006 (CVA) Current Culture Nine limiting values in the Current Culture. Very high level of cultural entropy = 64% Bureaucracy Empire building Image Blame Cynicism Manipulation Control Caution Short-term focus Cost reduction Entropy = 64% Luxury Products Distributor Entropy = 52% 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) Leader’s Values 2006 (LVA) LVA Results Seven limiting values. Very high level of personal entropy = 52%

41. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 41 1. client satisfaction 2. client collaboration 3. integrity 4. teamwork 5. humour/fun 6. quality 7. balance (home/work) 8. financial stability A Tale of Two Cultures 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 Smooth Sailing Sinking Ship

42. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 42 Cultural Performance 3 year results Smooth SailingSinking Ship Assets under Management +26%-80% Staff turnover 0%>50% Performance Top quartileBottom quartile

43. 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: People are the key driver of long-term competitive advantage Talented people Sustainable leadership Growth opportunities Return on equity Cost of capital Strong brand Vibrant culture Share price $9.66 $26.50 The average compound growth rate 18% per annum since 1998 Intangible net assets per share Tangible net assets per share Strategic Focus $18.30

44. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 44 ANZ Bank: Evolution of Profit * including significant items under AGAAP

45. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 45 ANZ Group overall employee satisfaction Cultural Transformation Program Begins

46. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 46 ANZ Bank: Current Culture 2000 to 2005 20002001 2002 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 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 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 2003 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 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 Key: Enhancing values Limiting values 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 2005

47. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 47 ANZ has materially outperformed peers in efficiency Source: Published financial reports  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 Cost to Income

48. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 48 ANZ Next Steps: Total Organisational Coherence Personal Values Current ANZ Values 2003 Desired ANZ Values 2003 Key focus in next phase Sustainable Holistic Best-practice Professional Viable Coherent Transformational

49. 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 - 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.

50. 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 - 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

51. 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 – 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.

52. 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 – 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.

53. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 53 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

54. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 54 PL = 12-0 IRO (P) = 4-6-2 IRO (L) = 0-0-0 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) October 2004 Cultural Transformation Tools/The XLR8 Team, Inc. Leadership Values Assessment LEGEND Orange = Values matchP = Positive I = Individual L = Potentially Limiting R = Relationship (hollow dots)O = Organizational 11 Assessors' Top 12 Values (2003) 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) 12 Assessors' Top 12 Values (2004) PL = 12-0 IRO (P) = 5-4-3 IRO (L) = 0-0-0 Leadership Development Journey - Individual 6 Matches (walk the talk measurement)

55. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 55 Leadership Development Journey - Group Current CTS = 43 - 18 - 39CTS = 59 - 26 - 15 October 2005 Cultural Transformation Tools C T S 1 2 3 4 5 6 7 Figure 2: Leadership Entropy Entropy = 9%Entropy < 6% C = Common Good T = Transformation S = Self-interest All Value Votes Desired

56. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 56 The Creation Center – Dissolving Interferences AttitudesBehaviours ValuesBeliefs Finance Evolution Client Society Culture Fitness Personal “ I ” Interference Organisational Interference

57. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 57 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

58. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 58 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

59. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 59 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

60. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 60 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

61. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 61 Values Behaviours Collective Individual Culture Group values and beliefs Social Structures Group actions and behaviours Personality Individual values and beliefs Values Alignment Mission Alignment Structural Alignment Personal Alignment Character Individual actions and behaviours Personal Integrity – Walk the Talk Group Cohesion – Enhanced Capacity for Collective Action Human Systems - Four Quadrants

62. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 62 Change Activation Pathway Critical Support Disruptive catalyst Disruptive catalyst Disruptive catalyst Explosive Chaotic Static Explosive Chaotic Static Growth Output Learning Time

63. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 63 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

64. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 64 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

65. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 65 “Who are you?”

66. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 66 Cast of Characters  fanatic  Joe Cool  hedonist  nice guy  perfectionist  skeptic  crusader  bitch  bully  charmer  control freak  victim

67. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 67 4 Phases of Harmonisation 1. Recognition 2. Acceptance 3. Cooperation 4. Integration © Performance Consultants 2002

68. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 68 Sub-personalities The ‘I’ Self-Management Self-Management

69. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 69 Characteristics of the “I” Consciousness (Awareness) Will, Choice (Responsibility)  Self-accepting, self-directing  Free from distortion, restriction  Individuality, identity  Stillness, constancy, continuity

70. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 70 “Who are you?”

71. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 71 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

72. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 72 Sub-personalities The ‘I’ The Self

73. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 73 The Whole Person PRESENT PAST FUTURE Field of awareness ‘I’ lower unconscious super conscious middle unconscious Universality Individuality

74. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 74 “Who are you?”

75. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 75 Developmental Journey THE HIGHER SELF Psychological / Quantitative/Achievement Spiritual / Qualitative/Values CRISIS OF MEANING CRISIS OF DUALITY

76. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 76 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.

77. Cultivating Human Excellence in People and Organisations Copy right contents, not to be used for commercial purposes without prior permission from IHE 77 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.orgniran@ihexcellence.org www.ihexcellence.org