1.
SEVEN STAGES OF
ORGANIZATIONAL
& LEADERSHIP
DEVELOPMENT
Richard Barrett
Barrett Academy for the
Advancement of Human Values
(www.barrettacademy.com)

2.
To create a values-driven world
where all people , organizations
and societies thrive.
Founder of the Barrett
Values Centre

3.
President of the Academy
for the Advancement of
Human Values
To discover, incubate and develop ideas
and concepts that support the evolution
of human consciousness.

4.
“Organizations grow and develop
in the same way as individuals—by
successfully mastering their needs
at each stage of development.”
Richard Barrett

5.
The Seven Stages of
Organizational Development

6.
In the middle of the 20th century,
Abraham Maslow developed a theory
that linked well-being to the
satisfaction of needs. He postulated
that well-being comprises five
components.
Each component acts as a
foundation for the subsequent
component.
Origins of the Barrett Model

7.
From Maslow to Barrett
Our basic well-being
arises from our
ability to meet what
Abraham Maslow
called our deficiency
needs - our survival,
safety and security
needs. Furthermore,
we must learn to
master our
deficiency needs
before we can focus
on our growth
needs.
Growth Needs
Deficiency
Needs

8.
The Barrett Model differs from Maslow's model in three important ways; it gives
more definition to the process of self-actualization; it focuses on consciousness
rather than needs and it relabels the different levels of the model.
From Maslow to Barrett

9.
The Seven Stages of
Organizational Development
Drive for Stability
Drive for Profitable
Growth
A Necessary Condition for
Evolution

10.
Full-Spectrum Consciousness
The most successful
organizations are those that
develop Full-Spectrum
Consciousness - the ability to
overcome the challenges
associated with every level of
organizational consciousness.
Viability
Collaboration
Contribution
Alignment
Evolution
Performance
Relationships

11.
Financial viability,
stability and health of
employees.
VIABILITY
FOCUS

12.
Your company is profitable and
financially stable. It focuses on
long-term sustainability and not
on short-term results.
It provides safe and
comfortable working conditions
for its people.
VIABILITY

13.
Without profits or access to a
continuing stream of funds,
organizations quickly perish.
Every organization needs to make
financial viability and stability a
primary concern.

14.
When companies become too
focused on financial viability,
they develop an unhealthy
short-term focus on
shareholder value.

15.
In such situations, making the
quarterly numbers—satisfying
the needs of the financial
markets—can preoccupy the
minds of the leaders to the
exclusion of all other factors,
including the needs of
employees.
Time for
Cost
Reduction

16.
Harmonious
interpersonal
relationships and good
internal communications.
RELATIONSHIPS
FOCUS

17.
People walk into the office each
day they smile and greet each
other warmly.
There is a healthy sense of
respect and customers feel
their needs are cared for.
RELATIONSHIPS

18.
The critical issue at this stage of
development is to create a
sense of loyalty and belonging
among employees, and a sense
of caring and connection
between the organization and its
customers and suppliers.

19.
Preconditions for creating a sense of belonging are open
communication, mutual respect and conflict resolution.

20.
When leaders display territorial
behaviours, blame, internal
competition and internal politics ensue.
When the leaders are more focused on
their own success rather than the success
of the organization, they begin to compete
with each other.

21.
Efficiency, excellence,
productivity, quality and
professionalism.
PERFORMANCE
FOCUS

22.
The organization invests in high
performing systems.
It trains it’s people to be
excellent at doing their jobs and
the staff are proud to tell others
who they work for.
PERFORMANCE

23.
At this stage of
development, the
organization is focused on
staying relevant to its
customers, pursuing
excellence by adopting best
practices, and constantly
implementing productivity
and efficiency
enhancements.

24.
A precondition for
continuous performance
improvement is the
encouragement and reward
of excellence.

25.
Organizations that get stuck in
the third stage of development
tend to be structured
hierarchically for the purposes
of central bureaucratic control.

26.
Adaptability, employee
empowerment,
continuous renewal
and continuous
learning.
EVOLUTION
FOCUS

27.
The organization moves
forward through innovation and
continuous improvement. It is
adaptable and resilient.
Employees feel empowered,
have the courage to ask tough
questions and it is OK to make
mistakes.
EVOLUTION

28.
To fully respond to the
challenges of this level of
consciousness the
organization must
actively garner
employees’ ideas and
opinions.
For many leaders and managers, this is a new role requiring new skills.
Employees want to be accountable—not micro-managed and supervised

29.
More accountability is given to
everyone and structures
become less hierarchical.
Teamwork is encouraged and
more attention is given to
personal develop-ment and
relationship skills. Diversity is
seen as a positive asset in
exploring new ideas.

30.
This requires the
organization to be
flexible and take
calculated risks.
A precondition for
success at this
level of
consciousness is
encouraging all
employees to think
and act like
entrepreneurs and
stimulate
innovation so that
new products and
services can be
developed to
respond to market
opportunities.

31.
Internally cohesive
organization that has a
capacity for collective
action.
ALIGNMENT
FOCUS

32.
People feel inspired by the
vision and values.
There are high levels of trust
and a deep sense of purpose,
fun and team spirit.
ALIGNMENT

33.
The key to success at this level of consciousness
is the establishment of a strong, positive, unique
cultural identity that differentiates the
organization from its competitors.

34.
A critical requirement is a shared vision of the future
that inspires employees, a shared set of values that
provides guidance for decision making, and an
organizational purpose that is more than making a
profit.
VISION VALUES
PURPOSE

35.
A precondition for
success at this stage of
development is to build
a climate of TRUST.

36.
High level of internal
connectedness and
external
connectedness through
strong collaboration.
COLLABORATION
FOCUS

37.
Strong focus on leadership
development means that
leaders are making a
sustainable difference inside
and outside the organization.
This is a collaborative working
environment for staff,
customers, suppliers and the
community, where people focus
on win-win for all concerned.
COLLABORATION

38.
The organization should support employees
in becoming all they can become, both
professionally and personally.
Leadership development is given significant
emphasis at this stage of development.

39.
Employees must feel that the company cares
about them, their futures and their needs.

40.
Companies operating at this
level of consciousness go the
extra mile to make sure they are
being responsible global
citizens.

41.
CONTRIBUTION
FOCUS
The well-being of
society, the planet and
future generations.

42.
For people in this organization,
ethics is not about compliance but
doing what they believe is right, in
their hearts.
By doing their jobs well, people
know they are serving society and
future generations.
CONTRIBUTION

43.
The organization takes great care to make sure their activities, products
and services are in alignment with the UN’s Sustainable Development
Goals.

44.
The critical issue at this level of
consciousness is developing a deep
sense of social responsibility by caring
about social justice, human rights, and
the ecology of the global environment.
SOCIAL JUSTICE
ECOLOGY HUMAN RIGHTS

45.
To be successful at this level of
consciousness, organizations
must embrace the highest
ethical standards in all their
interactions with employees,
suppliers, customers, partners,
investors and the local
community.

46.
The Seven Levels of
Leadership Development

47.
The Seven Stages of
Organizational Development
Manager
Leader
Transition

48.
Financial viability,
stability and health of
employees.
CRISIS MANGER
FOCUS

49.
They understand the importance of profit
and shareholder returns. They manage
their budgets meticulously.
They are appropriately cautious in
complex situations but are willing to take
risks that do not compromise the
organization’s resilience and future.
They maintain a long-term perspective
while dealing with short-term issues and
goals.
CRISIS MANAGER

50.
Harmonious
interpersonal
relationships and good
internal communications.
RELATIONSHIP MANAGER
FOCUS

51.
Relationship managers invest a lot of time
in building harmonious working
relationships.
They know how to manage conflicts
because they know how to handle their
emotions and respond to the emotions of
others.
They believe in open communication.
They acknowledge and praise staff for a
job well done. They are accessible to their
employees and their customers.
RELATIONSHIP MANAGER

52.
Efficiency, excellence,
productivity, quality and
professionalism.
PERFORMANCE MANAGER
FOCUS

53.
Brings logic and science to their work. They
use metrics to manage performance. They
build systems and processes that create order
and efficiency and enhance productivity.
They have strong analytical and technical
skills. They are experts in their fields. They
think strategically and move quickly to
capitalize on opportunities.
They are rational in decision-making. They
plan and prioritize their work and provide
stability and continuity.
PERFORMANCE MANAGER

54.
Adaptability, employee
empowerment,
continuous renewal
and continuous
learning.
FACILITATOR/INNOVATOR
FOCUS

55.
Readily seek advice, build consensus, and
empower their staff. They give people
responsible freedom, making them
accountable for outcomes and results.
They resist the temptation to micromanage
the work of their direct reports. They
promote participation, equality, and
diversity. They are adaptable and flexible.
They embrace continuous learning. They
actively engage in their personal
development and encourage their staff to
do the same.
FACILITATOR/INNOVATOR

56.
Internally cohesive
organization that has a
capacity for collective
action.
AUTHENTIC LEADER
FOCUS

57.
A self-actualized individual who has
discovered his or her sense of purpose.
They promote a shared set of values and
demonstrate congruent behaviours that
guide decision-making.
They demonstrate integrity and are living
examples of values-based leadership.
They walk their talk. They build internal
cohesion and focus by creating a shared
purpose.
AUTHENTIC LEADER

58.
High level of internal
connectedness and
external
connectedness through
strong collaboration.
MENTOR/PARTNER
FOCUS

59.
Create a working environment where
individuals are encouraged, supported,
and empowered to fulfil their potential.
They create mutually beneficial
partnerships and strategic alliances with
other individuals or groups. They
collaborate with customers and suppliers
to create win-win situations.
They go beyond the needs of compliance
in making their operations environmentally
friendly and socially responsible.
MENTOR/PARTNER

60.
VISIONARY LEADER
FOCUS
The well-being of
society, the planet and
future generations.

61.
A holistic perspective on life. Because they can
rely on their wisdom, they can handle multiple
levels of complexity.
They care about their organization, and they also
care about the world. They care about their
current employees, and they also care about
future generations. They see the purpose of the
organization from a larger, societal perspective.
They are committed to social responsibility and
ethics. They are not prepared to compromise
long-term outcomes for short-term gains.
VISIONARY LEADER

62.
Book
THE NEW LEADERSHIP
PARADIGM
E-Learning

63.
PERSONAL
EVOLUTION
ORGANIZATIONAL
EVOLUTION
SOCIETAL
EVOLUTION
LEADERSHIP
DEVELOPMENT
E-LEARNING COURSES

64.
ORGANIZATIONAL EVOLUTION
E-LEARNING COURSES

65.
NEXT SESSION
19TH Of OCTOBER AT 6 PM CET
BUILDING A
VALUES-DRIVEN
ORGANIZATION

66.
www.valuescentre.com
www.barrettacademy.com
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