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18 Redefining leadership


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18 Redefining leadership

  1. 1. 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 improved result. 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 and energy. 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 and 15.) 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 mind. 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, 11, 14.) 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 Newsletter #18 Redefining leadership 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: 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.