The Universal Stages of

Evolution
Lessons for Leadership Development and Talent
Management
By Richard Barrett

Abstract

This paper places leadership development and talent management in the

context of the evolution of consciousness from the Big Bang1 to the present day.
It identifies three universal stages of evolution and maps these evolutionary
strategies to the seven levels of consciousness model to provide a framework for
leadership development and the continuing evolution of Homo sapiens.

Understanding the Evolution of Consciousness

According to scientists everything that exists in our world began 14 billion years ago
with a “Big Bang”. After that, it was all about evolution. The evolution of energy into
matter, matter into living organisms, living organisms into creatures, and one of those
creatures – Homo sapiens – is now involved in attempting to carry the baton of
evolution to a new level.

The force behind all evolution is the “will” to survive. Every entity that exists in the
physical world is driven by the “instinct” of survival. This applies to atoms, molecules,
cells, organisms, creatures, human beings and all their group structures such as
molecules, organisms, organizations, communities, and nations. Every atomic, cellular,
and human group structure is organized in such a way to maximize its potential for
surviving. What makes survival possible is adaptation. The will to survive drives
adaptation, and adaptation drives evolution. Let me explain.

1
Big Bang: A term used to describe the initial conditions and subsequent development of the Universe.

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Entities are able to exist in the physical world for one simple reason: they have learned
how to manage their internal stability and external equilibrium in the framework
conditions that define their existence. When abnormal changes take place in their
framework conditions, entities must learn to adapt or they will cease to exist. This
applies to atoms, cells, human beings and all their group structures – molecules,
organisms, organizations, communities, and nations.

The purpose of all adaptation is to attain, maintain or enhance the internal stability
and external equilibrium of an entity.

If an entity (atom, cell, human being) is unable to adapt – if it cannot become viable
and independent in the new framework conditions, it will either perish – breakdown
into its component parts, or it will be forced to explore ways to bond with other similar
and compatible entities to form a group structure.

If a group structure (molecule, organism, organization or nation) is unable to adapt – if

it cannot become viable and independent in its new framework conditions, it will
either perish – breakdown into its component parts, or it will have to find ways to
cooperate with other similar and compatible group structures to form a higher order
entity.

The Universal Stages of Evolution

Thus, the evolution of an entity (atom, cell, Homo sapiens) moves forward in three
stages:

Individual entities learn how to become viable and independent in their normal
framework conditions.
As an entity’s framework conditions become more complex and threatening,
an entity learns how to form group structures by bonding with other similar
and compatible entities.
As a group structure’s framework conditions become more complex and
threatening, the group structure (the individual entities) learns how to create a
higher order entity by cooperating with other similar and compatible group
structures.

We see this three-stage pattern of evolution throughout the whole of evolution.

After atoms became viable and independent in their framework of existence,

they bonded with other atoms to form molecules; as framework conditions
became more threatening, molecules became more and more complex, and

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 they learned how to cooperate with each other to form a higher order entity
called a cell.2
Once cells3 had become viable and independent in their framework of
existence they bonded with each other to form organisms; as framework
conditions became more threatening, organisms became more and more
complex they learned how to cooperate with each other to create a higher
order entity called Homo sapiens.4
Now the baton of evolution has been passed to Homo sapiens, human beings
are learning how to become viable and independent in their frameworks of
existence (individuation); then as conditions became more complex they
learned how to bond with other humans to form clans, tribes and nations; and
the largest of these group structures – nations – are now learning how to
cooperate with each other to create a higher order entity called humanity.

In Ervin Laszlo’s, Evolution: A General Theory5 he states that,

“At every stage of evolution, from atoms all the way through to the human
society, the bonding energies between entities have decreased in strength to be
replaced by an increase in cooperation and organization energies. Thus, atoms
are more highly bonded energetically than cells, and cells are more highly
bonded energetically than Homo sapiens. And it follows therefore that from
evolutionary perspective, that cells are more dependent on cooperation and
organization than atoms for their resilience, and human group structures are
more dependent on cooperation and organization than cells for their resilience.
This pattern can also be seen operating as clans evolved into tribes, and tribes
into nations. At the clan level there is a family bond, at the tribal level there is an
ethnic bond, and at the nation level, at least in a democratic nation, there is a
values bond. As the level of bonding energies decreased the level of cooperation
energies increased.”

Thus, we can recognize two types of adaptation at the core of evolution –bonding
which involves physical adaptation – let us call this structural evolution, and
cooperation which involves “mental” adaptation – let us call this consciousness
evolution.

Thanks to scientific researchers and palaeontologists, the role of physical adaptation in

evolution is well understood through concepts such as the transmutation of species,

2
Cells arose because one atom in particular – the carbon atom – had an internal structure that had more potential
for bonding that all other atoms put together.
3
One cell in particular – the prokaryotic cell – had an ability to bond that was far superior to all other cells.
4
The arrow of evolution passed to Homo sapiens because our species has a greater propensity to bond than all
other creatures.
5
Ervin Lazlo, Evolution: The General Theory, Hampton Press, New York, 1996.

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and the development of taxonomy – the practice and science of classification into
hierarchical structures.

The role of “mental” adaptation is less well understood. There are no “fossils” of
consciousness. The only way to understand the role of consciousness in evolution is to
examine the role of awareness in adaptation at the atomic, cellular, and human levels
of existence.

The Role of Consciousness in Evolution

In order for evolution to begin and progress, every entity involved in the chain of
evolution had to have an awareness of its surroundings. Without awareness there was
no way for an entity to recognize threats to its internal stability and external
equilibrium arising from changes in its framework conditions.

Evolution also placed another requirement on all entities and their group structures;
they had to be able to “institutionalize” their learning about successful adaptation so
that they could pass this learning on to their “progeny”. Without awareness,
adaptation, and institutionalized learning, there would have been no evolution.

Life forms institutionalized their learning by encoding the instructions for adaptation in
their DNA or to give it its full name, in molecules of deoxyribonucleic acid. DNA enables
entities to store information of the type “If you notice in your awareness an event
called “a”, then do “x”, and if you notice in your awareness an event called “b” then do
“y”.” In other words, DNA is an “institutionalized” form of memorizing instructions for
maintaining and enhancing internal stability and external equilibrium that has enabled
entities to survive, and thrive (grow and develop) under increasingly complex
conditions for approximately 4 billion years.

The most important point to notice about the above statement is that atoms and
molecules are significantly involved in “institutionalized” learning and are intimately
linked with awareness and memory-making, particularly with regard to understanding
what to do in circumstances that threaten the survival of an entity.

If therefore, we define consciousness as,

Awareness with a purpose

And, we recognize that the purpose of all entities and their group structures is always
to attain, maintain or enhance internal stability or external equilibrium, we can

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 categorically state that consciousness is present at all levels of creation, and we can
expose the myth that only humans are conscious.6

Whilst attaining and maintaining internal stability and external equilibrium are survival
strategies, enhancing internal stability and external equilibrium is a thriving strategy.
Thriving takes the “pain” out of surviving, and it also allows entities and their group
structures to gain more internal stability and external equilibrium by exploiting
opportunities that present when favourable or “life” enhancing changes take place in
an entity’s framework conditions. Thriving has thus played a significant role in
advancing evolution.

The ways in which atoms, cells and humans respond to situations to maintain their
internal stability are different.

Atoms maintain their internal stability by keeping their electromagnetic fields in

balance, and making structural changes when they bond that minimize their internal
entropy.7 Cells maintain their internal stability by keeping their chemical composition
in balance through a process known as homeostasis.8 Human beings maintain their
internal stability by keeping their emotions in balance through a process called
personal mastery.9

Thus, we can identify three significantly different stages in the evolution of

consciousness – atomic consciousness, cellular consciousness, and human
consciousness (an advanced form of creature consciousness). Each type of
consciousness differentiates itself from the preceding type of consciousness by its
ability to handle greater levels of complexity.

As the structural complexity of entities increased, the complexity of their frameworks

of existence increased, which in turn demanded an increase in awareness, and a higher
level of consciousness.

Thus, structural evolution – how entities bond, and consciousness evolution – how
group structures cooperate, represent a parallel continuum of increasing complexity in
which the reliance on structural evolution (bonding) as a means of building resilience
has been gradually replaced by a reliance on consciousness evolution (cooperation).

6
The one aspect of human consciousness that differentiates itself from creature consciousness is that we are
aware that we are aware. In all other respects creature consciousness and human consciousness only differ by the
degree they are able to handle complexity.
7
Entropy is the amount of energy in a system that is unavailable for useful work. Bonding requires energy which is
therefore not available for useful work.
8
Homeostasis is the property of a living system that allows it to maintain internal stability by regulating its
chemical composition when changes occur in its framework of existence.
9
Personal mastery is the property of a human being that allows it to maintain internal stability by regulating its
emotions when challenging situations occur in its framework of existence.

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 The main conclusion we can draw from the above is that for evolution to continue, we
as humans, and the group structures we form – organizations and nations, have no
option but to focus on the evolution of our individual and collective consciousness. As
a species this is our evolutionary imperative, it is also our pathway to success.

The universal three-stage process of evolution is simply the most successful strategy
that has ever been developed for surviving and thriving.

The Implications for Leadership Development and Talent Management

What this means for leadership development and talent management10 is highly
significant.

I am using the term talent management as a process for identifying individuals who
display characteristics that an organization values and would like to fast track to
positions of influence in the organization by putting them through an accelerated
programme of leadership development.

I am using the term leadership development as a process for supporting and

individuals in an organization in their personal and professional growth.

The critical questions I now want to address are: What are the characteristics that an
organization should look for in selecting individuals for a talent management pool, and
what form of leadership development is most appropriate for these people?

The answers to both these questions are found in the understanding we have
developed about evolution.

Talent Selection

Whatever type of organization we are talking about, the basic criteria for talent
selection are similar. They are the same characteristics that we find in successful
evolution.

1. Adaptability
2. Continuous learning
3. The ability to bond
4. The ability to cooperate
5. The ability to deal with complexity
6. Low personal entropy11

10
I am using the term talent management as a term for identifying individuals who display characteristics that
suggest they could benefit from an accelerated program of leadership development.
11
Personal entropy is the amount of fear-driven energy that an individual expresses in his or her day-to-day
interactions with people and the organization. It is a measure of a lack of personal mastery skills.

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 In addition to six basic “evolutionary” characteristics, there are four other traits or
competencies that all successful leaders possess. These are the traits and
competencies that build trust. Trust is the glue that holds people together, and the
lubricant that allows energy to flow. 12, 13

The two principal components of trust are “Character” and “Competence” (See Figure
1: The Trust Matrix). 14

Character is a reflection of how you are on the inside – your “intent”, and the level of
“integrity” you display in your relationship to others. These depend primarily on the
level of development of your emotional intelligence and the degree of empathy you
have towards others. Intent is demonstrated by caring, transparency and openness,
and integrity is demonstrated by honesty, fairness and authenticity.

Competence is a reflection of how you are on the outside – your “capability”, and the
“results” you achieve in your role. These depend primarily on the level of development
of your mental intelligence, your education, and what you have learned during your
professional career. Capability is demonstrated by skills, knowledge and experience.
Results are demonstrated by reputation, credibility and performance.

Thus, in addition to the basic evolutionary characteristics, the people selected for
talent management programmes should also possess as many of the trust
characteristics as possible. These are shown below.

7. Intent: Caring, Transparency, Openness

8. Integrity: Honesty, Fairness, Authenticity
9. Capability: Skills, Knowledge, Experience
10. Results: Reputation, Credibility, Performance

12
Steven M. R. Covey. Speed of Trust: The One Thing That Changes Everything, New York: Free Press, 2006.
13
Francis Fukuyama. Trust: The Social Virtues and The Creation of Prosperity, New York: Free Press, 2005.
14
The Trust Matrix was developed by Richard Barrett and inspired by the work of Steven M. R. Covey.

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 Trust

Character Competence

Intent Integrity Capability Results

Caring Honesty Skills Reputation

Transparency Fairness Knowledge Credibility

Openness Authenticity Experience Performance

Figure 1: The Trust Matrix

Thus, the selection criteria for a talent management pool should focus on three
characteristics – evolutionary characteristics, character characteristics, and
competency characteristics. The Character characteristics are the components of trust
that support bonding and cooperation. The full set of talent selection characteristics
are summarized in Table 1.

Evolutionary Character Competency

Characteristics Characteristics Characteristics
Adaptability Caring Skills
Continuous learning Transparency Knowledge
Ability to bond Openness Experience
Ability to cooperate Honesty Reputation
Ability to handle complexity Fairness Credibility
Low personal entropy Authenticity Performance

Table 1: Summary of Talent Management Selection Criteria

Leadership Development

Whatever type of organization we are talking about, the leadership development

process should have four components – one that focuses on leading self, one that
focuses on the leadership skills necessary for leading others, one that focuses on the
leadership skills necessary for leading an organization, and one that focuses on
professional or competence development.

As far as the personal development and the leadership skills components (leading
others and leading the organization) are concerned, the leadership development
process should be designed in such a way that it conforms to the three universal stages

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 of evolution. The same process can be used for all individuals from all industries or
professions.

The professional or competence development part of the leadership development

process, on the other hand, should be designed to reflect the educational
requirements of the type of industry or profession that the individual is involved in.

The leading self component can be broken down into seven stages which map to the
Seven Levels of Personal Consciousness model as shown in Table 2. 15

The leading others component can be broken down into seven stages which map to
the Seven Levels of Leadership Development model as shown in Table 3.

The leading an organization component can be broken down into seven stages which
map to the Seven Levels of Organizational Consciousness as shown in Table 4.

Stages of
Levels of Consciousness Focus
Evolution
Devoting your life to self-less service in pursuit of
Stage 3: 7 Service
your purpose and vision
External
Making a Actualizing your sense of purpose by working with
Cohesion 6
difference others to make a difference in the world
Internal Finding meaning in life by uncovering your passion
Stage 2: 5
Cohesion or purpose and creating a vision for the future
Internal
Becoming more of who you really are by
Cohesion 4 Transformation
uncovering your true authentic self
Satisfying your need to feel good about yourself,
3 Self-esteem
and pride in your performance
Stage 1:
Satisfying your need for belonging and feeling
Personal 2 Relationships
loved and accepted
Mastery
Satisfying your physiological needs and creating a
1 Survival
safe and secure environment.

Table 2: The Personal Development Component

15
Richard Barrett, Building a Values-Driven Organization: A Whole System Approach to Cultural Transformation,
Butterworth-Heinemann, Boston, 2006.

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 Stages of
Levels of Consciousness Focus
Evolution
Societal Embracing social responsibility, human rights,
Stage 3: 7
Alignment ethics, and long-term sustainability
External
External Building strategic alliances with like-minded
Cohesion 6
cohesion groups for the benefit of all stakeholders
Internal Creating a cohesive culture based on shared
Stage 2: 5
Cohesion values and an inspiring mission and vision
Internal
Continuous Empowering employees to grow and develop by
Cohesion 4
Renewal giving them responsible freedom
Building employee pride through best practices
3 Performance
and efficient systems and processes
Stage 1:
Building employee and customer loyalty through
Personal 2 Relationships
open interpersonal relationships
Mastery
The pursuit of financial stability, profit, employee
1 Survival
well being, health and safety

Table 3: The Leadership Skills Component

Stages of
Levels of Consciousness Focus
Evolution
Social responsibility, sustainability and ethics. Long-
Societal
7 term perspective. Future generations. Social justice.
Stage 3: Alignment
Compassion, humility and forgiveness.
External
Collaboration in strategic alliances and partnerships
Cohesion External
6 with like-minded organizations and the local
cohesion
community. Employee fulfillment. Mentoring.
Shared vision and shared values. Integrity, honesty, and
Internal
5 trust. Fairness, openness and transparency. Passion,
Cohesion
Stage 2: creativity, and commitment.
Internal Adaptability, accountability, responsibility,
Cohesion Continuous empowerment, and continuous renewal and learning.
4
Renewal Goals orientation. Personal growth and development.
Diversity.
Focus on systems, Bureaucracy, hierarchy,
processes, quality, silo-mentality, power and
excellence, and status seeking, Confusion,
3 Performance
professional growth. complacency, image,
Continuous arrogance.
improvement.
Stage 1: Employee and customer Internal competition,
Personal loyalty. Friendship, open manipulation and blame.
2 Relationships
Mastery communication and Internal politics. Gender
employee or ethnic discrimination.
Excessive control and
Financial stability, profit,
caution. Risk-averse.
organizational growth,
1 Survival Corruption, greed and
health, safety and welfare
exploitation. Short-term
of employees.
focus.
– HEALTHY FOCUS UNHEALTHY FOCUS

Table 4: The Seven Levels of Organizational Consciousness

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 The health and unhealthy motivations described in Table 4 are a direct reflection of the
consciousness of the leaders. The purpose of leadership development should be to
build organizations that focus on the healthy motivations and at the same time display
low levels of cultural entropy.16

The unhealthy motivations create high levels of cultural entropy that are directly
sourced from the personal entropy of the leaders. This is why organizational
transformation always begins with the personal transformation of the leaders, and
learning how to lead your self is the most essential component of any leadership
development process.

I refer to leadership development as a process and not a programme because personal

transformation is a life time journey. In other words, learning to lead your self is an
ongoing process and not an event. It is an ongoing process because there are always
layers and layers of subconscious fear-based beliefs that have to be managed,
mastered or released if you are to become more authentic, and there are always new
depths of understanding to be discovered around your purpose in life, and how you
bring that purpose to fruition for the benefit of your organization and/or society.

Therefore, it is vitally important that the Leading Yourself component of a leadership

development process should: a) teach the skills that allow you to continue with your
own self-mastery, b) provide a coach or counsellor that can be called upon whenever
necessary to support you in the process, and c) give frequent opportunities for
individuals to seek and receive regular feedback from their subordinates, peers, and
superiors.

Conclusion

The intent of this paper is to provide a structural overview of the key characteristics
necessary for the development of a successful talent management and leadership
development process modelled on the three universal stages of evolution and the
seven levels of consciousness model.

The details of such a process will be exposed in my upcoming book, The New
Leadership Agenda to be published in 2010.

Richard Barrett www.valuescentre.com

December 2009

16
Cultural entropy is the amount of energy in an organization that is consumed in unproductive work. It is a
measure of the conflict, friction and frustration that exists within an organization.

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