1. Ask yourself: If people are not clear on what to do,
will they do it well? And further, if people are
required to think it out while doing it, will they do
it well?
Consider the extreme case, if people have no idea
of what to do will they do it? Clearly not, people
can only do that which they know, and they will
only do assertively and positively that which they
know they know. If someone is uncertain they can
do something, they may push into it, but such
overtly confident people are the exception, most
people are cautious and move into it tentatively.
This all adds up to getting clear first, and agreeing
with the person on what to do, and agreeing with
the person they can do it.
Practice. Practice. Practice.
The second case of thinking it out while doing it
places quite enormous demands on people. Imag-
ine playing the piano. Now imagine having to think
about where to place each finger. Would the person
be able to concentrate on the music, the nuance of
soft-loud, fast-slow, etc.? If one need focus on the
physical demand of something one will not be able
to concentrate on the subtleties of the task. For
example, in business, it a sales person is preoccu-
pied with the next step in the sales process they
will not be watching the prospects eyes, nor listen-
ing carefully to the nuance of what they are saying.
They will be less ‘in tune’ with the prospect than
say a competitive salesperson, and lose the sale.
Clarity first
This sort of analysis leads to the idea of ‘finger
memory’, that is fundamental basics of any task need
to become part of one’s physical habits such as one
can just do it, and do not need think about it. Then
and only then is the mind freed to focus on the nu-
ance. For any moderately complex task top results
require top management of the nuance. All of busi-
ness involves moderately complex tasks. Hence all
business requires awareness and management of the
nuance, which in turn requires fundamental skills be
‘second nature’. People can do the fundamental skills
and crucially they know they can and know they
know they can.
OPD-SHRM role specifications give clarity of
what to do and identify core skills needed to do it
Goal-action builds clarity on paper. Clarity on paper
enables clarity in mind. Clarity in mind enables real-
istic skills assessment and development. The decep-
tively simple idea of goal-action, building clarity
first, means the CEO must understand the concept,
and that if the KPIs are accurately devolved from
strategy into ever role, and if ideal actions are identi-
fied in every role, then the leadership task from Ex-
ecutive down is to have each person in their job de-
liver agreed ideal actions to standard. Delivery of
ideal actions to standard enables greatest chance of
greatest goal success. Greatest chance of greatest
goal success enables greatest chance of greatest stra-
tegic success.
Greatest result is when people are clear on what to do, confident they can do
it, and having fun doing it.
Clarity-in-mind + motivation = greatest result
Within OPD-SHRM management is getting the concept
right. Team leadership is about having people accept the
ideal actions and act them out at work. The CEO must
understand and commit to the processes of the system as
the driver of their intent to achieve strategy. The proac-
tive role of HR is to partner with team leaders in their
wrestle to get the ideal actions clear and agreed by every
person in their team, and then have those people deliver
the ideal actions with verve and commitment.
Human nature in The Origin of Consciousness is de-
fined as the ability to create ideas and apply them in
managing the circumstances we encounter, and the in-
tensity with which we act depends on the emotions as-
sociated with the ideas. We ‘see’ according to the ideas
we hold in mind and we act according to the emotional
intensity we bring to the ideas. The role specification
provides clarity of thinking. Most people are committed
to work to a degree... but the term ‘motivation’ is the act
of team leaders to get more than what is in peo-
ple. Fear is at times used, but it is not strong
long term motivation at work. Under OPD
system the key role of the team leader is to
interact with their team each day and ensure
they are having fun while delivering deal ac-
tions to standard.
Questions for reflection
1. Could management be improved in
your organization?
2. Could leadership be improved?
3. Could the Executive be more effective
in developing a culture of high perfor-
mance?
4. Could HR play a stronger proactive role
in organizational success?
Newsletter 5
Human performance driving results
Newsletter topics
1. Seeking new thinking.
2. How to double profits.
3. Goal—action.
4. Linking staff action to
strategy.
5. Human performance
driving results.
6. HR as rollout of strate-
gy.
7. Behavioral structure of
the organization.
8. Understanding human
psychology.
9. Linking people to be-
havioral structure.
10. Perfect human perfor-
mance.
11. Performance manage-
ment moving actual
toward perfect perfor-
mance.
12. Built in flexibility.
13. A scientifically proven
balanced solution to
human performance
as a driver of results.
14. Redefining engage-
ment.
15. Culture.
16. All HR policy changes.
17. Lifting expectation.
18. Redefining leadership.
19. Redefining manage-
ment.
20. Why has it not been
done before?
21. Stop. Reflect. Chose
and improve.
22. Why can’t we do it
ourselves?
23. Mind of the CEO.
24. HR as the ‘right hand’
of the CEO.
25. Building a ‘verbal
ready’ Executive.
26. Understanding human
motivation.
27. Building and imple-
menting an integrated
motivation policy.
28. Human capital.
29. Finding and develop-
ing talent.
30. Choosing better ideas.
Reading these newsletters you will gain
new insight into how to manage the link
between people and your organization so
that both benefit by increased results,
greater success, increased profits, more
fulfilling work, and greater satisfaction.
Contact: info@opdcoach.com to meet and explore how this system will lift results in your business.
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