Evolutionary coaching summit presentation v4

Evolutionary Coaching
“This is a book for all coaches.
But, it is not a book about the skills
and techniques of coaching: It is a book
about the framework of human
development that coaches need to be
familiar with in order to facilitate the
full emergence of their client’s
potential.”
Richard Barrett
May 2014

No matter what type of coach you are, it is important to
recognize that every individual you are working with is
on an evolutionary journey—a natural journey of
psychological development that is common to every
member of the human race.
Where your clients are on that journey significantly
affects their goals and the ways in which they respond to
their life challenges.

Questions we will be addressing in this webinar
1. What is Evolutionary Coaching?
2. How is Evolutionary Coaching different?
3. What prevents people from evolving?
4. Some examples of exercises and surveys

What is Evolutionary Coaching?
A way of understanding where someone is on their
evolutionary journey of psychological development and
what internal and external factors are preventing or
blocking their progress.
Evolutionary coaching brings an overarching context to
the goals and objectives of the individuals you are
coaching.

What is Evolutionary Coaching?
Let’s start with some definitions

Exercises
The exercises included in the book Evolutionary
Coaching help you identify your clients’ primary
motivation; and what secondary motivations they have
that are blocking or preventing them from growing and
developing.
The exercises also help you to evaluate to what extent
the cultures (world views) your clients are embedded in
are supporting or preventing their evolutionary
development.

At any given moment in time,
what is most important to us is the
satisfaction of the needs of the
stage of psychological
development we have reached
(our primary motivation), and the
unmet needs of the stages of
psychological development we
have passed through which we
have not yet fully mastered (our
secondary motivations).
What motivates us is the satisfaction of our needs.

Stages of Psychological Development
Surviving: Learning to stay alive by meeting your
basic physiological needs—warmth, hunger, etc.
Conforming: Learning to keeping safe and secure by
staying loyal to your family, kin and culture.
Differentiating: Learning how to distinguish yourself from
the crowd by honing your natural skills and talents.
Individuating: Letting go of the aspects of your parental and cult-
ural conditioning (beliefs) that no longer align with who you are.
Self-actualizing: Learning to become more fully who you are
by leading a values- and purpose-driven life with integrity.
Integrating: Learning how to align with others who share
the same values and purpose to create a better world.
Serving: Fulfilling your destiny by caring for and
serving the needs of humanity and/or the planet.
EvolutionofPersonalConsciousness
Needs/Primary Motivations

Stages of Psychological Development (Child)
Differentiating: Learning how to distinguish yourself from the
crowd by honing your natural skills and talents.
0-2 years

Stages of Psychological Development (Child)
3-7 years

Stages of Psychological Development (Young Adult)
8-29 years

Stages of Psychological Development (Adult)
30-39 years

40-49 years

50-59 years

60+ years

Stages, Levels and World Views
o We grow in stages of psychological
development
o We operate at levels of consciousness
o We live inside (are embedded in) cultural
world views

Stages, Levels and World Views
All things being normal, the level of consciousness
we operate from will correspond to the stage of
psychological development we have reached.

What We Value at Each Level of Consciousness
Financial stability, wealth, employment
opportunities, health and safety.
Open communication, friendship, loyalty,
caring, recognition, tradition, rituals.
Pride, productivity, efficiency, quality,
professional growth, confidence, excellence.
Independence, adaptability, continuous
learning, personal growth, balance, adventure,
courage.
Trust, fairness, honesty, integrity, openness,
transparency, enthusiasm, commitment.
Collaboration, alliances, environmental
awareness, personal fulfilment, empathy.
Social responsibility, social justice, wisdom,
compassion, humility, forgiveness, ecology.
Survival: Learning to stay alive by meeting your basic
physiological needs—warmth, hunger, etc.
Relationship: Learning to keeping safe and secure
by staying loyal to your family, kin and culture.
Self-esteem: Learning how to distinguish yourself from
Transformation: Letting go of the aspects of your parental and
cultural conditioning that no longer align with who you are.
Internal cohesion: Learning to become more fully who you
are by leading a values- and purpose-driven life with integrity.
Making a difference : Learning how to align with those
who share the same values/purpose to create a better world.
Levels of Consciousness

Basic Needs and Growth Needs
Growth
Needs
(Being
Needs)
Basic
Needs
(Deficiency
Needs)
A basic need is something that is important to get, have or
experience in order to feel physically and emotionally safe
in your framework of existence. These are the needs
associated with the first three stages of psychological
development. Abraham Maslow referred to them as
“deficiency” needs. You feel anxious and fearful when you
are unable to satisfy your basic needs, but once they are
met, you no longer pay them much attention.
Letting go of the aspects of your parental and cultural
conditioning (beliefs) that no longer align with who you are.
A growth need is something that enables you to feel a
sense of internal alignment. Abraham Maslow referred to
these as “being” needs: a way of being in the world, with
minimal fear and anxiety that allows you to feel a sense of
alignment with who you really are at the deepest level of
your being. When you are able to satisfy your growth
needs, they do not go away, they engender deeper levels
of commitment
Transformation
Primary Motivations

Child/Teenage Stages of Development – Basic Needs
Basic
Needs
Differentiating: Learning to distinguish yourself from the
Primary Motivations

Transition and Transformation
Growth
Needs
Basic
Needs
ural conditioning (beliefs) that no longer align with who you are.Transition
Primary Motivations

Adult Stages of Development – Growth Needs
Growth
Needs
Primary Motivations

Basic Needs and Growth Needs
Growth
Needs
Basic
Needs
Differentiating: Learning to distinguish yourself from the
Transformation
Needs/ Primary Motivations

What prevents us from focusing
on our primary motivation?
1. The unmet needs of the stages of development
we have passed through which we have not yet
mastered—our secondary motivations.
2. The stages of development (World Views) of the
cultures in which we are embedded (family,
community, organisation and society) which are at a
lower level of consciousness.

Our unmet needs arise from the parental programming and
cultural conditioning of our childhood and teenage years
By the time we reach physical maturity we are the prisoners of our
parental programming and cultural conditioning.
The persona we display to the world is not our unique self, but our
false self: a self with a socialized mind; a self that did its best to
survive and stay safe in its physical and cultural framework of
existence.
What happens to most of us is our unique self—the person we were
born to become—gets pushed into the background.

The job of an evolutionary coach is twofold:
a) To help clients understand which stage
of development they are at.
b) To help clients break down the bars of
the prisons they have constructed
(parental programming and cultural
conditioning) so they can unmask their
false selves, discover their true selves
and grow and develop the inborn gifts
and talents of their unique selves; and,
c) To help clients evaluate to what extent
the cultures they are embedded in are
helping or hindering them in meeting
their needs, and support them in taking
appropriate actions.
Individuation
Self-actualisation
Primary focus will
normally be on:

Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
28
Exercises: Identifying your Primary Motivation
Note down which motivation you most resonate with.
My primary motivation exercise
Pick out the motivation that you most resonate with, particularly with regard to your working life.
Motivation 1: I am primarily motivated by my need to achieve financial security, provide for myself, and
my family and keep myself and them safe from harm.
Motivation 2: I am primarily motivated by my need to find a place in the world where I feel I belong and
where I feel respected for who I am.
Motivation 3: I am primarily motivated by my need to feel recognised and acknowledged for my skills
and talents and to have opportunities to excel at what I do best.
Motivation 4: I am primarily motivated by my need for autonomy and independence, to have challenges
that test me and adventures that cause me to grow.
Motivation 5: I am primarily motivated by my need to find meaningful work or a meaningful occupation
that aligns with my sense of purpose or the things I am passionate about.
Motivation 6: I am primarily motivated by my need to make a difference through my daily activities and
collaborate with other people who share a similar sense of purpose.
Motivation 7: I am primarily motivated by my need to support and serve those around me in the pursuit
of their purposes and help them find fulfilment in their lives.

29
Note down which motivations has the most values/behaviours.
My primary motivation exercise
Pick out the ten values/behaviours you most resonate with particularly with regard to your working life.
Motivation 1: Survival, safety, control, wealth, financial stability, job security.
Motivation 2: Belonging, friendship, respect, loyalty, caring, harmony.
Motivation 3: Excellence, status, pride, achievement, recognition, continuous improvement.
Motivation 4: Autonomy, challenges, adaptability, accountability, continuous learning.
Motivation 5: Meaning, purpose, integrity, fairness, commitment, creativity, trust.
Motivation 6: Making a difference, coaching, mentoring, collaboration, sustainability.
Motivation 7: Compassion, humility, future generations, ecology, social justice, service.

30
Motivation 1: Surviving—Learning to stay alive by meeting
your basic physiological needs—warmth, hunger, etc.
Motivation 2: Conforming—Learning to keeping safe and secure by
Motivation 5: Differentiating—Learning how to distinguish yourself from
Motivation 4: Individuating—Letting go of the aspects of your parental
and cultural conditioning (beliefs) that no longer align with who you are.
Motivation 5: Self-actualizing—Learning to become more fully who
you are by leading a values- and purpose-driven life with integrity.
Motivation 6: Integrating—Learning how to align with others
who share the same values and purpose to create a better world.
Motivation 7: Serving—Fulfilling your destiny by caring
for and serving the needs of humanity and/or the planet.
Primary Motivations
Below 30
50-59
40-49
60 +
30-39
Age

What prevents us from evolving?
1. The fears we have concerning our Secondary
Motivations—unmet deficiency needs (stages
of psychological development that have been
passed through but not mastered).
2. The cultural world views in which we are
embedded.

Secondary motivations
“Unmet needs from the stages of psychological
development we have passed through but not
yet mastered—primarily our deficiency needs
A deficiency need is something that is important
to get, have or experience in order to feel
physically and emotionally safe in your framework
of existence. You feel anxious and fearful when
you are unable to satisfy your deficiency needs,
but once they are met, you no longer pay them
much attention.

The choice between safety and growth
Opportunity
Threat
GROWTH
SAFETY
Situation
FEAR
COURAGE

Abraham Maslow
(1908-1970)
“Why is it so hard and painful for some to grow…? Here
we must become fully aware of the fixative and
regressive power of ungratified deficiency-needs, of the
attraction of safety and security, of the functions of
defence and protection against pain, fear, loss and
threat, of the need for courage in order to grow... Every
human being has both sets of forces within him. One set
clings to safety and defensiveness out of fear, tending to
regress backward, hanging on to the past, afraid to
grow … afraid to take chances, afraid to jeopardize what
he already has, afraid of independence, freedom,
separateness (ego). The other set of forces impels him
forward toward wholeness of Self and uniqueness of
Self, toward full functioning of all his capacities, toward
confidence in the face of the external world at the same
time that he can accept his deepest, real, unconscious
Self (soul).”

Abraham Maslow
(1908-1970)
“Therefore, we can consider the process of healthy
growth to be a never ending series of free choice
situations, confronting each individual at every
point throughout his (or her) life, in which he (or
she) must choose between safety (fear) and
growth (courage), dependence and independence,
regression or progression, and immaturity and
maturity.”
What prevents people from evolving? Secondary motivations

Early Maladaptive Schema
Conscious or subconscious fear-based
beliefs
“Early Maladaptive Schemas [beliefs] seem to
be the result of dysfunctional experiences with
parents, siblings, and peers during the first few
years of an individual’s life.
For example a child who is constantly criticized
when performance does not meet parental
standards is prone to develop the
incompetence/failure schema.”
Jeffrey E. Young, Cognitive Therapy for Personality Disorders:
A schema-focused approach (revised edition) (Sarasota:
Professional Resource Press), 1994, p. 11.

Exercises: Identifying your Secondary Motivations
Note down the motivations where you have the most words.
My out-of-flow days exercise
Pick out five of the following words which reflect the needs you have that are not being met when you
having an out-of-flow day, particularly with regard to your working life.

Exercises: Identifying your Secondary Motivations
Note down the motivations where you have the most words.
My stressors exercise
Pick five of the following words which reflect your unmet needs when you are feeling stressed,
particularly with regard to your working life. What are you needing?

Secondary Motivations
I don’t have enough
I am not loved enough
I am not enough

Feedback Surveys (see www.valuescentre.com)
o Leadership Values Assessment
o Leadership Development Report

Identifying Secondary Motivations (feedback LVA)
15 Assessors’ Perspective
Top ten values Distribution of values
Personal
Entropy = 36%
Activated Soul Mind
0% (30%)
Ego-Soul Alignment
27% (40%)
Ego Mind
73% (30%)
achievement 12
authoritarian (L) 10
being the best 8
competitive (L) 8
demanding (L) 8
determination 7
excellence 7
knowledge 7
power (L) 6
results orientation 6
risk-taking 6
0% 20% 40%
1
2
3
4
5
6
7 0%
0%
0%
27%
37%
9%
18%
9%
ambitious
courage
creativity
excellence
integrity
long-term perspective
passion
results orientation
strategic alliances
vision
Individual’s Perspective
Top ten values
What is immediately obvious from this
example is the mismatch between how the
person sees himself and how others see him.
This person does not have a realistic view of
how he is coming across to others. His ego
projects a false persona. He views himself
operating at higher levels of consciousness
than his behaviours would suggest to his
assessors.
Primary
Motivation
- Individuation
Secondary
Motivations
- Self-esteem
- Relationships
- Survival

Identifying Secondary Motivations (feedback LVA)
There is a strong correlation between how
people see this person and how she sees
herself: there are four matching values in the
top ten—listening, open to new ideas, team
builder and vision. She has a low level of
personal entropy. This is an authentic
individual.
caring 14
coaching/mentoring 8
enthusiasm 8
collaborative 7
making a difference 7
authenticity 6
integrity 6
listening 6
open to new ideas 6
team builder 6
vision 6
19 Assessors’ Perspective
Top ten values Distribution of values
1%
1%
2%
2%
19%
5%
20%
23%
18%
9%
0% 20% 40%
1
2
3
4
5
6
7
Personal
Entropy = 4%
Activated Soul Mind
27% (30%)
Ego-Soul Alignment
43% (50%)
Ego Mind
30% (20%)
building trust
courage
empathy
high standards
learning
listening
open to new ideas
team builder
vision
wisdom
Individual’s Perspective
Top ten values
Primary
Motivation
- Self-actualization
- Integrating
Secondary
Motivations
- None

Identifying Cultural Blockages to Growth
Self-reporting survey
• Individual Values Assessment (IVA)
Feedback survey (involving whole group)
• Cultural Values Assessment (CVA)

How to identify cultural blockages to personal growth
If the cultures your clients are embedded in are less advanced
in their development than your clients are, your clients may
find it difficult to explore their full potential—high entropy
cultures. They will seek to work elsewhere.
If, on the other hand, the cultures they are embedded in are
more advanced in their development than they are (low
entropy cultures), your clients will feel supported in exploring
their development, at least up to the levels of psychological
development that these cultures have attained or are willing to
tolerate.

Identifying cultural blockages to growth (IVA)
Personal Values Current Culture Desired Culture
1. adaptability
2. commitment
3. control (L)
4. ease with uncertainty
5. humour/fun
6. Integrity
7. perseverance
8. risk-taking
9. self-discipline
10. well-being
1. bureaucracy (L)
2. confusion (L)
3. control (L)
4. cost reduction (L)
5. empire building (L)
6. hierarchy (L)
7. job insecurity (L)
8. long hours (L)
9. results orientation
10. silo mentality (L)
1. achievement
2. commitment
3. customer collaboration
4. customer satisfaction
5. ease with uncertainty
6. honesty
7. inclusiveness
8. partnerships
9. professionalism
10. trust
Individual
Primary
Motivation
- Shifting from
Individuating to
Self-actualizing
Organization
Motivations
- Differentiating
This is not a good fit. The
individual is being held back
by the “toxic” culture of his
organization. It will be
difficult for this person to
grow and develop in this
organization.

Identifying cultural blockages to growth (CVA)
Here we see the views of 80
managers of the current and
desired culture of their
organisation. The organisation is
stuck in the first three levels of
consciousness. The managers want
the organisation to move to the
transformation level of
consciousness.
Current Culture
1. cost reduction (L) 64
2. profit 40
3. results orientation 36
4. blame (L) 34
5. demanding (L) 32
6. long hours (L) 29
7. accountability 27
8. job/insecurity (L) 26
9. lack of appreciation (L) 25
10. control (L) 25
18%
16%
14%
8%
4%
13%
15%
7%
4%
1%
0% 10% 20%
1
2
3
4
5
6
7
Cultural
Entropy = 48%
5%
22%
73%
Desired Culture
1. continuous improvement 40
2. customer satisfaction 36
4. coaching/mentoring 28
5. leadership development 26
6. teamwork 23
7. open communication 22
8. adaptability 21
9. employee recognition 21
10. information sharing 21
3%
5%
13%
12%
31%
20%
13%
3%
0% 20% 40%
1
2
3
4
5
6
7
16%
51%
33%

Identifying cultural blockages to growth (CVA)
The 80 managers see themselves
primarily at the self-actualization
level of development. They want
the organisation to move to the
transformation level of
consciousness to overcome the high
cultural entropy, and then move to
the internal cohesion level.
13%
53%
34%
Desired Culture
1. continuous improvement 40
2. customer satisfaction 36
4. coaching/mentoring 28
5. leadership development 26
6. teamwork 23
7. open communication 22
8. adaptability 21
9. employee recognition 21
10. information sharing 21
3%
5%
13%
12%
31%
20%
13%
3%
0% 20% 40%
1
2
3
4
5
6
7
16%
51%
33%
Personal Values
1. commitment 39
2. honesty 33
3. making a difference 31
4. positive attitude 29
5. achievement 27
6. humour/fun 27
7. integrity 27
8. fairness 26
9. performance 26
10. initiative 23
1%
1%
4%
10%
18%
19%
34%
9%
4%
0% 20% 40%
1
2
3
4
5
6
7
What prevents people from evolving? Culture

For more information
Go to: www.valuescentre.com
See Blog: http://evolutionarycoachingblog.wordpress.com
Get the Book: Evolutionary Coaching by Richard Barrett
Contact Me: richard@valuescentre.com

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