What you Reward, you Get! The Bit to the Horse, the Pocket to the Person!

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Leadership
By
Peter Anyebe
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my profile The human-power resource quality hierarchy, HPRQ-H comprises the following
four, 4 categories:
Entrepreneur, Rn
Management, Pc
Leadership, Vc
Labour, √n
By this hierarchy, fresh graduates enter the organization as labour. They grow to
become leaders in their various professions. And this qualifies them for
WordPress management positions. Recall that professional leadership is about domain
expertise. And management concerns strategy, to link organizational competencies
with the opportunities in the market. These leadership and management skills
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form the kernel of what makes an astute entrepreneur.
However, it is at the level of leadership that the HPRQ is developed. This is
summarised in the series below:
1. Time Longevity Leadership
2. Risk Level 6. Novelty
3. Budget Size 5. Change Mgt.
4. Domain Expertice
The Trust Series

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The common denominator that connects the items on the series is trust. Thus,
leadership needs to instil trust in the followership, to demand cooperation in the
changes that are necessary for the envisioned novelty. This is achieved in the
possession of domain expertise. Following Malcolm Gladwell in his book, Outliers:
The Story of Success, the magic number for true expertise is ten thousand hours.
During this period, experience is accumulated in two, 2 fundamental areas, among
others:
Risk
Budget
Given the progressive increase in risk level, as well as in the budget size, the person
builds up trust around themselves. They also build personal confidence in
themselves, to increase dependability and faith. So that when they invite the
followership; “come with me to paradise”, they are willingly obliged. This requires
a positive attitude of the will, which motivates the acquisition of ability. Then when
stimulated, the personality would have been adequately developed to respond
appropriately. This is what the factors Pc and Rn measure.
Faith and trust are both energy forms. While faith is gravitational, trust is adhesive.
Trust operates like the gluon. It is accumulated via the activities that add up to the
person’s experiences. Faith attracts, but it is trust that keeps. Faith is the kernel of
trust. Trust starts being built at the level of leadership. It congeals into faith at the
level of entrepreneurship. Entrepreneurship and leadership share the same
components. Only their arrangements change. Serially:
1. Change Mgt. Entrepreneurship
2. Time Longevity 6. Risk Level
3. Domain Expertice 5. Budget Size
4. Novelty
The Service/Product Series

3. With the entrepreneur, the pep talk would be, “look what I’ve got”. Management
links leadership and entrepreneurship. The pep in this phase is, “I’ve got what it
takes”. This is the phase in which the energy acquired at the leadership level is
applied, in the development of the appropriate strategy for the organisation. Serially:
1. Distribution Management
2. Personnel 6. Organisation
3. Product 5. Customers
4. Strategy
The Soul Energy Series
Strategy links the customers with the organisation, to benefit from its
competencies. This is achieved by getting the appropriate personnel to convert the
competencies into products and services; and ensuring that these arrive at the points
where they are needed. HPRQ, F measures these accumulated experiences as the
factor-F. Relationally:
HPRQ, F = 2X – 1,
X = √ (L / A),
L = Rn/Vc
A = Pc/√n
Given the factor-F, the factor-Nu is derived on the need profile, to categorise the
worker as integrated, adjusted, or adapted. This factor is also predicted from the
ratio of the factors RES on RGT, to derive the factor-Nu’. Then reward, Rw is
evaluated empirically as follows:
Rw = √ (Nu2 / Nu’)
The inverse of the reward factor-Rw quantifies the effects of the business
environment, EB on value creation. It is applied to adjust the factor-C, which is the
input to the measure of ROI.