People act according to the ideas they apply to ‘see’
and ‘understand’ and ‘relate to’ the situation. These
ideas exist on what I describe as a ‘frame’, like a power
point frame. Technically it is a mental set, as discussed
in full in the book The Origin of Consciousness, frame
is a simpler term carrying better visual image of how it
works in us.
The intensity of any set of ideas is due the emotions
associated with those ideas. So the more positive ener-
gy, the more ‘motivated’ we are, the more negative
energy, the more resistant we are. There are two fur-
ther key issues.
First, every frame is linked to our spirit, specifically
draws substantial emotional connection from our spirit.
I define our spirit as the core emotional structures we
developed prior to language, in particular emotions
about ourselves, and our link to the external world. So
we could be tentative, or confident, enquiring or with-
Finally, any particular frame is linked to associated or
related frame, that is ideas that are not directly the idea
in question but bear to the overall topic. In a job for
example, a person may be directly motivated by the
work, but be demotivated by view of making profits, or
views on conservation, or on the ethics of the directors
of the business, etc. No thoughts exist in isolation.
The simplest way is to understand the role specifica-
tion of the job on a frame and as the way the person
‘sees’ the job. I describe this as the person ‘orientating’
themselves to the job via their game plan.
Greatest team performance requires
management plus leadership.
There are now two major tasks. Management, thinking
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: Getting the role specification clear on
Leadership: Guiding people adopt the role specifica-
tion, hold it on a frame in their mind and adapt it
to their skills so form their unique game plan for
the job and live out that game plan to enable the
greatest work life satisfaction.
Management is first getting it clear on
Management is a crucial step done at one’s desk, ap-
plying the goal-action principle to every role, drafting
the role specification on paper, sharpening it, refining
the business processes so the role is tightly and smooth-
ly integrated into the whole organization. It is thinking
out what the team needs to do to enable the greatest
chance of greatest success. (For a full discussion apply-
ing the goal-action principle in organizations see News-
letters 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’ manage-
ment 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 of management, where people asked to apply
the intellect, their experience and answer the question: If a
person acts out with commitment the ideal actions in the
role specification, would they achieve the results stated?
There is no commitment, no emotion, merely judgement.
To get it really clear in mind it needs to
be first clear on paper.
Have you ever had the experience ‘yes, I know what I am
doing’ then when asked to write it down you only knew it
8 out of 10, and improving your clarity to 9 out of 10
enabled a better result.
Reread the following key principles.
Current effort and current game plan delivers the
If we build a better game plan apply current effort,
we get an improved result.
If we build a perfect game plan and apply current
effort, we get a much improved result. (For a
discussion on perfect human performance see
Management is more important than
It is easier to get it clear, to think it out than it is to inspire
people to work harder. Second no matter how hard people
work if they are doing the wrong things they will fail.
By being good managers, by getting it clear and gaining
agreement it is clear, we lay the base of success and ena-
ble better performance than would be achieved otherwise.
Motivation follows success.
Imagine guiding the team to get it much clear. Then imag-
ine the team acting out the clearer ideal actions resulting
in greater success. How will they feel?
Exactly. Even when the success is not acknowledged by
senior manager, people know in their heart, they feel
better about themselves as they look in the mirror in the
Knowing it clearly enables doing it to standard. The suc-
cess from yesterday plus knowing it clearly enables going
in next day and doing it again.
Work life gets more fulfilling.
Game plan (management) + Engagement (leadership) = Result
Keeping leadership simple.
With strong effective management, then leadership can be as simple as saying ‘thank you’
when things done right, and ‘oops, what are we doing about that’ when things not done right.
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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