1. Variables 1, 2, and 3 on left define the behavioral
structure, namely those actions which if delivered
enable the greatest chance of greatest goal suc-
cess. Variables 4, 5, 6, and 7 build intrinsic moti-
vation, the internal commitment by the person to
lift the quality of their life committing to their
own standards of success pride, and self-esteem.
Variable 8 build clarity of action. Finally variable
9 is the team leader, supporting the intrinsic moti-
vation by ensuring each person enjoying their day
while doing that which they agreed needs to be
done to enable the greatest chance of greatest
success.
Read the table again. Now, imagine a team living
out the principles as embodied in the able.
People make the choice to be successful in their
work life, they accept the role specifications as
defining success in their job, they agree the ideal
actions offer greatest chance of greatest success,
engage by actively adopting the role specifica-
tions in mind, building game plans with associat-
ed positive emotions that drive behavior at work
and actively visualize themselves acting out the ideal
actions, they build clarity in game plans, making their
efforts more effective. By choosing to be successful,
accepting and agreeing the role specifications as the
means of personal success, and actively engaging in
mind with game plans, people build significant
‘intrinsic motivation’, exactly as exhibited by any
sports person seeking to win the game. They are will-
ing to go the extra, to fight, not for anything outside
themselves, but for their own pride, and personal suc-
cess... they want to feel good about themselves. The
intrinsic motivation is then actively supported by the
team leader who ensure people are enjoying the day,
do what they need do and have fun while doing it.
Do not try to manage culture. Support team leaders
to manage people as per the table. The culture will
emerge.
Innovation and creativity are teams taking time out,
working ‘on’ the business by reviewing the role speci-
fication and ideal actions, making changes on paper,
then adopting those change in game plans in mind and
then the disciplined, self-satisfying task of acting out
the agreed game plans.
The primary drivers of human mood and conduct are ideas
with associated emotions, with the intensity of emotion giving
thrust to the actions arising from the ideas
Read the table carefully.
In business ‘culture’ expresses how the people populating the organization go about
doing that which they need do to make the organization successful
Newsletter 15
Culture
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.
Organization. Business
plan for period.
1. Goal cascade,
KPIs in every
role.
2. Ideal actions
derived from
KPIs.
3. Role specifica-
tions.
Psychology
4. Choice.
5. Engagement.
6. Acceptance.
7. Agreement.
8. Clarity.
9. Motivation.
Fundamental is ideas in
mind with action arising
from those ideas given
momentum by associat-
ed emotions.
Management factor.
1. Improve the goal cascade.
2. Sharpen ideal actions.
3. Clarify role specification, integrate
business processes, operations policy.
4. Review choice of each person to be
successful at work.
5. Review commitment of person to ac-
tively seek work life success.
6. Review with person their acceptance of
the role specification.
7. Review with person they agree that
doing the ideal actions offers greatest
chance of greatest success.
8. Review with person they are clear on
the role specification, and have a clear
game plan in mind.
9. Review with person they have no nega-
tive feelings about doing ideal actions.
And that they feel supported by their
team leader in the striving to deliver the
game plan each day.
Practical actions the team leader can take that
will improve one or more of the factors that
underpin high quality performance.
Cultural audits.
• Focus. Audits
1, 6, 7.
• Accuracy.
Audits 2, 3,
8.
• Commitment.
Audits 4, 5,
7.
• Leadership.
Audits 9, 4,
5, 6, 7, 8.
• Business
processes.
Audits 3, 7,
8.
From the audit result,
the team leader de-
cides action on the
factors judged to
improve the audit
result for next time.