1. The key idea is goal→ action. It is general for every goal.
The rule is very simple, doing the ideal actions does not
guarantee success but not doing them guarantees failure.
Imagine a group of several goals. There will be ideal ac-
tions underlying each goal. We can now group the goals
into a ‘goal set’ underneath which is the set of all ideal
actions called the behavioral structure.
We can now picture this applied across an organization.
The strategy is a complex goal pointing the direction. The
business plan for the period is the extent the strategy is to
be achieved in that period, hence the business plan for the
period is the goal set for that period. The tightly defined set
of goals for the period. Underlying the collection of goals
that is the business plan will be a set of ideal actions which
are the behavioral structure relative to the strategy and the
business plan.
We can picture the organization structure as follows.
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Get the role specifications clear on paper first
Think of your favourite sport. Now think of the key actions
that make for success at that sport... in golf, say sand saves,
or closeness to the pin from the fairway. Now ask: If you
do those actions that determine success more effectively,
would you expect your result to improve? Of course you
would. It would not guarantee it, but you would give
yourself a much, much better chance of being successful.
It is exactly the same in business.
Strategy: The organization purpose, raison d’etre, the
‘direction’, market purpose... etc.
Business plan: That aspect of the strategy to be achieved
in the period.
Organization structure: The manner the organization
maps the strategy onto the target market.
Goal cascade: The KPIs in each role in the organization
derived from strategy that are the framework of achieve-
ment planned in the period.
Role specification: The core performance document
describing the ideal actions for the role.
Behavioral structure: The sum of all role specifications
underlying the business plan.
Getting behavioral structure clear demands KPIs are apt
and accurate, and that the ideal actions derived from the
KPIs are apt and accurate. These are more difficult intel-
lectual skills than they appear, and are core skills that
must be developed in HR Department. For purposes of
organization, human psychology consists of three key
elements.
Choice and engagement: People are asked to choose
their own work success to engage with themselves to
make their work life enjoyable, and fulfilling.
Ideas in mind: The set of the sail. Team leaders work
with people and review the deal actions in the roles they
accept until they willing say ‘yes, if someone does those
ideal actions they have greatest chance of greatest success
with the KPIs’. People agree to translate the role specifi-
cation and build in mind their game plan as how they will
implement the agreed ideal actions and build their person-
al success at work.
Motivation: The wind in the sail. Team leaders enable/
support positive emotions associated with the ideal actions
so people are enjoying that which they agree needs done
for them to be successful in their job.
Get it clear on paper. Encourage people to choose work success and choose to build
clear game plans in mind. Then ensure people enjoy the day doing what they need
do to be successful
Executive focus: Identify the behavioral structure and have people act out the agreed ideal actions
There are several sources of positive emotion associated
with the game plan for the role.
1. From their choice to engage with their success
at work.
2. By team leader having enabling team to have
fun and enjoy doing the work that needs done.
3. From the increased confidence and self-esteem,
since as game plans delivered, the team is more
successful, each individual is able to feel proud
of their contribution.
4. Team success means the boss is pleased, and
if expressed can further add to motivation.
Question for reflection
Is the thinking in your organization as clear and sharp
as it could be such that the concept itself makes peo-
ple the most valuable resource in the business?
Contact: Info@opdcoach.com
Newsletter 9 Linking people to the behavioral structure
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 leader-
ship.
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.
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.
Alternative advise us, do not send, if you do not wish to receive more emails.
Business
plan
Goal cascade (KPIs in roles)
Behavioral structure: The
set of ideal actions in each
role