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3 Newsletter goal-action

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3 Newsletter goal-action

  1. 1. I have yet to meet a manager who does not think team performance could be improved 10%. But, and a crucial BUT, ensuring the improved team effort drives increased team results depends en- tirely on the exact link between staff effort and results. A 10% gain in performance can drive a 4% change in sales and costs which due the multiplier effect will lift profits 30-50%. With greater staff satisfaction from the success. Who would not want that? Doing ideal actions does not guaran- tee success but not doing them guar- antees failure Think of a goal, any goal. Can you imagine it being achieved without doing those actions needed to achieve it? The idea is silly. So we have a general proposition, for every goal there are actions, called ideal actions, necessary for the goal to be achieved. Ideal actions offer the greatest chance of greatest goal success. They belong to the goal and are of the quality that doing them does not guar- antee success but not doing them guarantees fail- ure. Organizations are collections of goals Strategy is the foundation of the organization, its purpose, the reason it exists. Derived from strate- gy are divisions, business units, teams and roles in teams. Each unit has goals derived from the unit above. The goal structure from strategy to every role in every team is called the goal cascade. If each goal in each of the lowest units is achieved, then the overall strategy is achieved. Success for people is delivery of ideal actions to standard while organization success is achievement of the goals Selection of ideal actions in a role was only partly the choice of the person to deliver the role. The ideal actions are signed off by the team leader, and manager of the team leader and ultimately by the CEO. Identification and delivery of ideal actions to stand- ard is the rollout of strategy. The CEO is responsi- ble for strategy achievement, hence is responsible for roll out of strategy. They can delegate the effort of identifying goal and ideal actions in each role, but they cannot delegate the responsibility for it. If the CEO is not committed to the process of ensur- ing clarity of goal-action in every role, and commit- ted to the delivery of the ideal actions to standard in every role, then organization results will be less than they could be. People have the choice to do it or not People have the choice of doing the ideal actions or not and so choose success or failure. This choice is exactly the same as that of any sports person intent on winning the game. Business is not a game, but our relationship between the ideal actions neces- sary for success in sport is exactly the same as our relationship with the ideal actions for success in business. If people choose not to do the ideal ac- tions, then the organization has the choice of ask- ing them to leave. For every goal there are ideal actions that must be acted out if the goal is to be achieved Building in flexibility and innovation To be flexible in sport means having skills with different types of play, and having the judgement of when each type of play is ap- propriate and when not. The same applies in business. Flexibil- ity is crucial, but it must be ‘built in’ to the skills, understanding and mind set of the person. The structure of ideal actions must take account of flexibility, and guide creativity on identifying what has been learned, what has changed, and what needs to be developed. Each person working ‘on’ the business by creatively adjusting and adapting their agreed ideal actions, and working ‘in’ the business by delivering agreed ideal actions to standard. Questions for reflection 1. Could the goal cascade be clearer? Could the ideal actions be clearer? If ideal actions and KPIs 10% clearer, would that ena- ble an 8% gain in staff performance? If staff performance im- proves 8%, could this improve sales and cost 2%? What is the impact on profits of a 2% increase in sales and a 2% decrease in costs? (If EBITDA is 10% at start, it improves to 11.8%). 2. Who is responsible for driving the focus as outlined in 1? The CEO...? What is role of HR, Executive team, and team leader- ship...? 3. If goal-action principle fully applied, what is the effect on per- formance management, training and coaching, engagement, talent identification and management, promotion, manager and leadership development, recruitment, culture and cultural development ... etc.? 4. Is innovation and flexibility important? How does a tennis player or golfer build it into their play? How could it be built into ideal actions? Newsletter 3 Goal—action 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. Alternative advise us, do not send, if you do not wish to receive more emails.

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