1. Imagine a team where the team leader has worked with
team members and built sharp agreed behavioral structure
relative to team KPIs. The team KPIs are themselves sharp
and carefully derived from the strategy. The team leader
ensures the team members are enjoying the effort, and each
day interacts with the team to build strong positive sense of
fun and success though team work.
Head Office is located in another city. The senior Opera-
tions Executive from head office visits the team. At the
team meeting, a team member asks the Executive about the
team KPI and the overall strategy. The senior Executive is
unclear on the ‘direction sequence’ strategy→ KPI →
behavioral structure, and unclear on motivation driven by
associated positive emotions so having fun, being success-
ful and being offered respect are essential. To cover their
lack of knowledge and understanding the senior Executive
is vague, authoritative bordering overbearing, disinterested
bordering dismissive, with negative emotional tone. They
made their comment and left the meeting. The whole team
were involved in the exchange.
What do you think will happen in that team?
Senior leadership is about maintaining the culture of
performance
First, direction, strategy→ KPI → behavioral structure,
defined as agreed ideal actions derived from KPIs plus
ideal actions implementing the business processes integrat-
ing the role into the overall team effort and then the team
into the wider organizational effort.
Every person should be clear on the direction in their role.
Precisely, the agreed ideal actions that define success for
the organization and for them personally in the role. This
should be already agreed, or in the process of being agreed
on any and all visits. Senior Executive must understand the
process.
The behavioral structure of the team, and of each role in
the team, should have been signed off by the team leader,
the manager of the team leader, the divisional manager,
and ultimately the CEO assured the role specifications are
in place, apt and effective, so team leaders only need now
to see them implemented and have people ‘turning up’
each day to deliver them.
Second, team motivation. Clear direction is the essential
base, the direction. It is the associated positive emotions in
the person assigned to deliver the agreed ideal actions that
give momentum to the effort. Like a top sports team, it is
very apparent to a spectator if they have ‘turned up’ or not.
The task of the team leader is to have their team ‘turn up’
every day. Third, when in doubt, a senior Executive
should trust their team leader. If there is a HR Department,
then trust they have done their work to standard and the
team leader has the skills to establish the direction in the
minds of team members, keep it daily top of mind, and
ensure team members are emotionally positive turning up
each day to deliver the perfect game.
Senior leadership is being prepared
There is no excuse for not being prepared.
Is the team performing to agreed standard?
How is the team leader rated?
Does the manager of the team leader have any comment?
Does HR Department have any comment?
What is the point of the visit?
How can I leave this team in more heart and more com-
mitted than when I found it? But do so with integrity and
without obvious flattery…
Encouraging creativity and tapping team member
skills and insight
OPD-HCD™: Perfect game plans perfectly delivered.
Working ‘in’ the business is ‘turning up’ and delivering
the perfect game.
Working ‘on’ the business is the team reviewing the role
specifications, refining the perfect game plans in the team.
Often the person who knows most about how to get some-
thing done efficiently and effectively is the person doing
it. The mature, quiet senior operator with the wise eyes,
been doing the job for 33 years. Seen it all. Very likely,
they will know… but depending on the team environment,
they may or may not open up and speak of their insight.
All teams can work ‘on’ the business by working on refin-
ing their role specifications. But, it is often difficult to get
a team to talk, especially in the beginning. Then there is
the issue of some team members talk too much, and are
not insightful enough or they want to replace head office
and rewrite all policy. The team needs to be focused on
what it can control and alter, namely its own role specifi-
cations. But even then, it needs get agreement by the
manager of the team leader and perhaps by the divisional
manager. The sign off of the behavioral structure is very
important.
It requires quiet sincerity to draw out the long serving
wise operator. This is where the senior Executive can
always assist the team leader.
Performance: Having agreed ideal actions top of mind associated with
positive emotions to give the actions momentum and zest
Developing the performance culture is more than just getting it done, it is also
tapping the creativity and innovation of the team to stay ahead of the market and
competitors
Newsletter #25
Building a ‘verbal ready’ executive
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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