Ideas we use to ‘look’ and ‘see’ situations are on a
frame that represents the structure of our psycholo-
gy. The ideas on the frame are our unique point of
view. The emotions associated with the ideas are the
intensity with which we feel and act out the ideas.
The ideas we apply are called the game plan. The
emotions associated with the ideas are our engage-
ment with the game plan. The psychological equa-
tion is Game plan (focus + clarity) + Engagement =
Result. This says we can lift results by improving
the game plan, that is improving our ideas (focus)
and clarity of that focus, or by increasing our en-
gagement (emotions associated with our ideas), or
both. (For a full discussion on human psychology
see Newsletter 8.)
Psychological principle 1: The clearer in
mind the more effective our action.
1. Current effort and current game plan deliv-
ers the current result.
2. If we build a better game plan apply current
effort, we get an improved result.
3. If we build a perfect game plan and apply
current effort, we get a much improved re-
sult. (For a discussion on perfect human
performance see Newsletter 10.)
Psychological principle 2: If we increase the
effort with a better game plan we get a much
1. If we apply improved effort to a better game
plan, we get a much improved result.
2. If we apply improved effort to a perfect
game plan, we greatly improved result.
There are now two major tasks. Management, think-
ing our what has to be done to have greatest chance
of success, and leadership, interacting with people
guiding them do what is needed with commitment
Management is getting it clear on paper first.
Management is a crucial step done at one’s desk,
applying the goal-action principle to every role,
drafting the role specification on paper, sharpening
it, refining the business processes so the role is tight-
ly and smoothly integrated into the whole organiza-
tion. It is thinking out what the team needs to do to
enable the greatest chance of greatest success. (For
a full discussion applying the goal-action principle
in organizations see Newsletters 3, 4, 6, 7, 9, 11, 14
Leadership is guiding people to act out that
which they agree to on paper.
There is an important step between ‘definitely’
management and ‘definitely’ leadership, namely
having people agree that the role specification,
represents the greatest chance of greatest success in
the role. I prefer to see it as the last step on manage-
ment, where people asked to apply the intellect,
their experience and answer the question: If a per-
son acts out with commitment the ideal actions in
the role specification, would they achieve the re-
sults stated? There is no commitment, no emotion,
merely judgement. Hence management.
Leadership task 1: Keeping the game plan top of
The role specification is agreed, the person memo-
rizes it and adapts it to their personal skills and
style. It must be located on a frame which is how
the person ‘see’ their delivery of role, then and only
then will it act as the game plan orientating the
person to what they need to do each day at work. A
key leadership task to ensure the game plan is kept
top of mind.
Leadership task 2: Build intrinsic motivation.
Intrinsic motivation is the energy the person brings
to their personal work success. This is managed by
exploring with people their engagement and com-
mitment to their own work life success. (For a full
discussion on motivation see Newsletters 5, 8, 10,
Leadership task 3: Build external motivation.
External motivation is the influence of the team
leader and the team on the energy the person ap-
plies to their work.
The first and crucial way to add positive emotional
energy to the game plan is to ensure the person is
having fun while acting out the game plan.
Having fun then supported by ensuring the
person is aware of the importance of their contribu-
tion, that they are doing a good job, and are an im-
portant part of team success.
People act upon the ideas they apply to ‘see’ any situation, the intensity of
that action determined by their emotions associated with those ideas.
Every person striving for perfect game plans perfectly delivered
1. Seeking new thinking.
2. How to double profits.
4. Linking staff action to
5. Human performance
6. HR as rollout of strate-
7. Behavioral structure of
8. Understanding human
9. Linking people to be-
10. Perfect human perfor-
11. Performance manage-
ment moving actual
toward perfect perfor-
12. Built in flexibility.
13. A scientifically proven
balanced solution to
as a driver of results.
14. Redefining engage-
16. All HR policy changes.
17. Lifting expectation.
18. Redefining leadership.
19. Redefining manage-
20. Why has it not been
21. Stop. Reflect. Chose
22. Why can’t we do it
23. Mind of the CEO.
24. HR as the ‘right hand’
of the CEO.
25. Building a ‘verbal
26. Understanding human
27. Building and imple-
menting an integrated
28. Human capital.
29. Finding and develop-
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: email@example.com to meet and explore how this system will lift results in your business.
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