The document discusses aligning employee efforts with organizational strategy through clear role specifications and motivation. It emphasizes that effective implementation requires: 1) conceptual skills to define key performance indicators and ideal actions for roles; 2) training leaders to understand supportive leadership that shifts between authority and emotional support; and 3) comprehensive changes across HR policies, contracts, and executive commitment to fully integrate the new approach. The document cautions that companies attempting this themselves are likely to struggle without OPD International's expertise gained from applying this system successfully.

1. People act according to how they think with the intensity
of action depending on the emotions associated with the
ideas. It immediately follows that to align effort with the
strategy requires people have in mind exactly what they
need do and be motivated to do it. The principles are clear.
First getting the role specification clear and agreed on
paper.
Second, once signed off, then having people memorize
what they need do. The role specification and its clarity in
mind defines focus and accuracy of action.
Third, team leaders manage the crucial cultural base name-
ly people seeking success at work, and willing to invest
reasonable effort to achieve that. This ‘internal drive’ is
referred to as intrinsic motivation.
Finally, team leaders ensure people having fun every day at
work while engaged in delivery of the game plan agreed as
defining their success and contribution at work. Fun. Every
day. Doing what they need do and enjoying it. The team
leader effort to develop positive emotions with the game
plan is referred to as team motivation.
Perfect game plans
There are several crucial and difficult steps.
First, setting the KPIs in every role that grasp the essential
success of the role relative to the overall business strategy.
Too many, and behavioural precision is lost, and the expec-
tation on people too broad and unfocused. Too few, reduc-
es impact and does not adequately define the role relative
to the strategy from which the KPIs derived.
Second, deriving the ideal actions from the KPIs.
Third, deriving the ideal actions from the business process-
es surrounding the role and which integrate the role into
the remainder of the organization.
These activities are difficult creative/intellectual tasks
requiring creative conceptualization skills and drawing on
experience. There is no shortcut, since the role specifica-
tion is the crucial coaching tool for guiding success in the
role.
Due lack of the conceptual/creative/intellectual skills man-
agers and team leaders, regardless of level, are not good at
these tasks.
Perfect game plans perfectly delivered
Getting motivated delivery from the team requires develop-
ing in team leaders a sophisticated relationship with the
team members.
First, when considering the game plan of the person, the
team leader needs to have the confidence of the person that
they, the team leader knows what they are doing. Hence
there is projection and use of authority.
Second, building the emotional base associated with and
supporting the person in their drive to succeed the team
leader needs to understand how to be supportive, to not be
‘authoritative’, but be emotionally supportive.
The sophistication is to understand when to be ‘above’ the
team member, and when to be ‘below’ team member.
Team leaders are not strong with this sort of role/
emotional shift and still retain their ‘presence’.
Why can’t we do it ourselves?
You can. But, global HR is not structured like OPD-
HCD™ which is different and must be all inclusive. If
not, then it just limps and sinks to the level of the existing
system, seen as another HR head office push on team
performance. There are a number of key items to manage.
Role specification clear on paper first, requiring crucial
conceptualization skills managers will not possess.
Align all HR policy ensuring no policy is in conflict
with the new approach.
Integrate the new system into contracts.
Make it compulsory. If the lunch room chatter is about
the new system, and some team leader is able to say…oh,
I am not doing that… it can undermine implementation.
Ensure executive commitment and insightful under-
standing of their role in being verbal ready and supportive.
Train all team leaders in the team leadership needed,
and develop the skills at shifting from ‘authority’ as team
leader to ‘supportive and motivational’.
Ensure clear and responsive administration of the sys-
tem, so any team leader can make changes and get re-
sponses on role specification, team structure, cultural
audits, etc.
Ensure team leaders celebrate all successes.
Ensure team leaders walk about their team each day,
and be heard to congratulate people delivering the ideal
actions to standard.
Ensure team leaders have regular, weekly to start,
meeting with team members where the team leader listens
rather than talks. Encouraging people to assume full re-
sponsibility for their actions and how they will develop
their own performance.
Ensure team leader is interacting to keep ideal actions
‘top of mind’ in all team members.
Ensure team leaders are supporting team members have
fun each day doing the ideal actions that drive organiza-
tional success.
If any four of these items are not done to standard, then
the implementation will be undermined and not achieve
the improvements in results expected of it.
Given it is new, given it is more complicated than it looks,
given it is different from the existing HR best practice,
companies doing it themselves are likely to spend several
years uncovering what OPD International already knows.
That is if the company manages to keep at it and the im-
plementation survives the initial disappointments and
setbacks.
The key to improved organization operation is to align all minds with the actions
offering greatest chance of greatest success
OPD-HCD™: Aligning minds to achieve mutual success
Newsletter #
Why can’t we do it ourselves?
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.