The document discusses time budgeting and how it is an important skill for everyone to learn in order to be successful. It describes a conversation between a Learning and Development Manager and a student where they discuss a time budgeting workshop that teaches people how to properly structure their days and stay on task. The workshop is designed to help prevent people from letting their days get away from them like the example of the manager who lost track of what they needed to accomplish.

1. TIME BUDGETING
BUILDING PERSONAL PURPOSE AND
MOTIVATION
Graham Little PhD

2. Time budgeting
Building personal purpose and motivation
By
Graham Little PhD
Founder The Institute of Theoretical and Applied Social Sciences
(ITASS) Auckland, New Zealand info@opdcoach.com
LinkedIn profile www.linkedin.com/in/grahamrlittle
Original notes www.grlphilosophy.co.nz
Social Science Research Network author page
http://ssrn.com/author=2572745
Business web site www.opdcoach.com
Contact info@opdcoach.com

3. 2
Time Budgeting offers the first scientific approach
to organizing our mind relative to our external
circumstances then managing our emotions to achieve
the results to enhance work-life success.
The underlying idea of time budgeting is that for
every goal, large or small, personal or corporate, work
or pleasure there are actions that have to be
implemented if the goal is to be achieved; it is called
the goal-action principle.
Time budgeting consists of two key steps:
• Planning, that is building the behavioral plan in
mind to achieve the goals.
• Building the psychology to do it.
Time Budgeting offers the insights to enable people
fulfill their potential.

4. 3
Published by
Institute of Theoretical and Applied Social Science
Auckland New Zealand
A reaching for infinity book.
Copyright © 2011 Graham Little
Third edition December 2016
ISBN 978-1-877341-37-3
Graham Little asserts the moral right to be identified
as the author of this work.
All rights reserved. Except for purpose of fair
reviewing, no part of this publication may be
reproduced or transmitted in any form or by any means,
electronic or mechanical, including photocopying,
recording, or any information storage or retrieval
system, now known or hereafter invented, without
permission in writing from the publisher.
A catalogue record for this book is available from
the National Library of New Zealand

5. 4
Contents
Executive summary.................................................5
The manager who lost the plot................................7
Definitions and intellectual foundation.................13
Making everyone successful .................................18
Everyone is a leader ..............................................25
Creating the time budget .......................................34
Making sure the aim/goals are clear......................36
Always agree the time budget...............................47
Taking pride in one’s work ...................................51
All roles have ideal actions ...................................58
Living the time budget ..........................................64
Need consistent policy...........................................68
Locating the company in its community...............69
Frames as structures of mind.................................71
The professional frame of reference......................77
Building the game plan..........................................81
Engagement as visualization .................................83
Build positive emotions.........................................84
Helping oneself to be successful...........................86
Work with your team leader..................................89
Consolidation of personal choice..........................92
Making it happen...................................................94
Finding more ‘flow’ ..............................................96
Need disciplined kick start ....................................98
Rounding off the day.............................................99
Summary of key terms in OPD-Theory™ ..........100

6. 5
Executive summary
• Applying revised methodology of social science to
the system person in their environment leads to the
only general theory of psychology.
• The causal drivers of human mood and conduct are
ideas, and the emotions associated with those ideas.
• Ideas set the direction, the emotions provide the
momentum. We can choose our ideas. And we can
choose how much emotion we give to them.
• Personal life success is a choice. Personal work life
success an aspect of life success.
• The methodology also offers very precise link
between daily behavior at work and the national
economy. If each person in a company achieves
their goals, then the strategy is achieved and if
selected with insight, the company will be
successful. If all companies in an economy are
successful then the economy is successful.
• OPD-Theory™ identifies the actions needed (called
ideal actions) that offer greatest chance of greatest
success. The behavioral structure of the
organization is described in the role specifications.
• Distributing the time available across the ideal
actions gives the time budget.

7. 6
• The person agrees that the time budget is the
desirable activity in the job, and if someone does it
to standard they will achieve the agreed KPIs in the
job.
• The time budget then chosen as the core set of ideas
they need adopt to pursue their personal work life
success.
• The person memorizes the time budget, and then
adapts it to their personal style and talents to be the
game plan in their mind of ‘what they do at work to
succeed’.
• The person is guided to build positive emotions
associated with the game plan by visualizing
themselves acting out the ideal actions, eliminating
negative emotions in mind, and building positive
emotions of their success. Hope, self-belief,
knowledge of skill in how to do it and commitment.
• The person is encouraged to pursue this process to
point of finding the fulfilment of flow in the game
plan at work.
Perfect game plans perfectly delivered such that
people, the company, the community and the
national economy all benefit.

8. 7
The manager who lost the plot
Manager1
1
Monday
8.00am Drive to work. Think through the priorities, the
contract that must be completed, the policy
decision on plant A must be finalized, the new
roster needs to be checked – oh and must not
forget the flowers for Anne’s birthday.
8.30am In office. Advised of problem with product
quality at largest customer.
8.45am Meeting in boardroom. Discuss complaint.
Create strategy for dealing with it.
10.30am Back to office. Five messages to phone back
and the phone is still ringing. Take the call.
You reply to three messages.
10.40am Cup of coffee.
10.50am Production supervisor rings about roster.
10.52am Check roster.
11.00am General manager calls at office to discuss the
plans for dealing with the customer complaint.
1
The examples used to illustrate are composite drawn from many client
interactions. Any similarity to actual circumstance is unintended. But,
could be argued to be point of self-learning.

9. 8
11.50am Return other two phone calls.
12.15pm. Lunch.
12.50pm Make notes on phone calls. Draft memo to
sales manager.
1.05pm What next. Shuffle papers. Oh yes. The
contract
1.30pm Your wife calls. Anne, your secretary comes
in to advise the production director wants to
meet and discuss the policy on Plant A. Damn,
forgot to order the flowers.
1.40pm Order flowers.
1.45pm Meeting with production director.
2.35pm At desk. Now what was I going to do? Why
do I feel tired already?
2.40pm Pick up contract.
2.42pm Cup of coffee.
2.47pm Pick up contract.
2.50pm Answer phone call.
2.54pm Pick up contract.
3.15pm Bill from down the hall visits. Cup of coffee.
3.42pm Pick up contract. Where was I?
4.10pm Damn. Need to get out that letter to Jameson.
Dictate letter. Chat to Anne.

10. 9
4.24pm Page four of fifteen-page contract.
4.40pm Telephone call from the sales representative
confirming the customer has accepted
proposals for correcting the defective product.
4.45pm Pick up contract.
5.00pm Try to pick up pace.
5.05pm Begin to have feeling of panic as contract is
going to take lot longer.
5.15pm Telephone rings. Now up to page twelve. It’s
the general manager asking for the contract.
“What have you done all day?”

11. 10
Manager 2
Monday
8.00am Drive to work. Think through the priorities, the
contract that must be completed, the policy
decision on plant A must be finalized, the new
roster needs to be checked – oh and must not
forget the flowers for Anne’s birthday.
8.30am In office. Advised of problem with product
quality at largest customer.
8.45am Meeting in boardroom. Discuss complaint.
Create strategy for dealing with it.
10.24am End meeting by advising team you intend to
work on the contract and are not to be disturbed
unless it is urgent. The sales representative is to
advise your secretary as soon as they have got
acceptance from the customer.
10.25am Discuss aspects of the contract with general
manager while walking back to office.
10.30am At office. Five messages, none urgent. They
can all wait. Tell secretary you are not to be
disturbed.
10.35am Open mail. Dictate two letters. Delegate
remainder to secretary.
10.40am Cup of coffee.
10.44am Relaxation exercise for ninety seconds. Clears
mind and freshens feelings.

12. 11
10.46am Pick up contract.
12.15pm Secretary brings coffee and sandwiches for
lunch. Advises that production supervisor is
enquiring about the roster. You instruct her to
advise supervisor he will have it by 10am
tomorrow.
1.30pm Contract almost complete.
2.00pm Ten high stretches to loosen muscles.
2.45pm Complete contract. Pass to secretary for typing.
List of messages.
2.48pm Relaxation and mind clearing for ninety seconds.
What is important now? Damn forgot flowers and
letter to Jameson.
2.50pm Order flowers. Dictate letter to Jameson.
2.57pm Return call to wife. Anne, your secretary comes
in to remind you the production director has rung
twice to arrange a meeting.
3.10pm Meeting with production director.
3.45pm Begin returning phone calls.
4.00pm Bill from down the hall visits for a chat. Cup of
coffee.
4.14pm Bill politely shown to the door
4.36pm Anne returns final copy of contract. Advises the
sales representative has confirmed the customer’s

13. 12
acceptance of the plan for dealing with defective
product.
4.40pm General manager’s office. Delighted with the
contract. Offers you a sherry.
5.15pm Diary note – check roster. Then off home. It’s
been a good day.

14. 13
Definitions and intellectual
foundation.
Preliminary definitions
OPD-Theory™2
: the organization design theory
derived from the revision of social science
methodology3
. Refer the paper Organization Design in
SSRN4
.
OPD-HCD™: The organization design and
operation technology derived from OPD theory5
. The
trade mark is not registered, and signifies human
capital development within OPD theory.
Foundation references to all points and argument
All comment in this book is founded on the research
and theory creation of the author, researched details of
any comment can be found at the Social Science
2
The trade mark is not registered. It refers to organization design theory
within the intellectual system of The Origin of Consciousness. Hence
the trade mark refers to OPD theory of organizations and it must not
be assumed that any other ideas derived from the vast array of ideas
on organizations, applies.
3
Little, Graham Richard, The Origin of Consciousness (July 26, 2016). The
Origin of Consciousness, Institute of Theoretical and Applied Social
Science, New Zealand, Sixth edition, March 2016. Available at
SSRN: http://ssrn.com/abstract=2814742
4 Little, Graham Richard, Organization Design: Linking Mind to Its Agreed
Organization Role as a Foundation of Economics (July 31, 2016).
Available at SSRN: http://ssrn.com/abstract=2816604
5 www.opdcoach.com.

15. 14
Research Network author page,
www.ssrn.com/author=2572745, and the essays, books
and posts at the LinkedIn profile,
www.linkedin.com/in/grahamrlittle.
For a full discussion on OPD-HCD™ refer to the
book: Little, Graham Richard, Executive Pocket
Guidebook (December 12, 2016). Available at SSRN:
https://ssrn.com/abstract=2883985
Intellectual foundation
• Essential intellectual position, refer Little,
Graham Richard, Through the Glass Darkly
(July 19, 2016). Available at SSRN:
http://ssrn.com/abstract=2811861 and Little,
Graham Richard, Redefining Science as the
Social Extension of Human Nature: A New
Intellectual Position Derived from the
Proposition that We Can Only Interact with
Perceptual Fields (November 27, 2016).
Available at SSRN:
https://ssrn.com/abstract=2876338
• Applying the essential intellectual position to
redefine the methodology of social science and
to build the first scientific general theory of
psychology, Little, Graham Richard, The
Origin of Consciousness (July 26, 2016).
Institute of Theoretical and Applied Social
Science, New Zealand, Sixth edition, March

16. 15
2016. Available at SSRN:
http://ssrn.com/abstract=2814742
• OPD-Theory™.
o Complete theory linking people to the
organization, and underlying the
construction of organizations. Refer,
Little, Graham Richard, The Exciting
Promise of Human Resource
Management (HRM) (August 7, 2016).
Available at SSRN:
http://ssrn.com/abstract=2819810 and,
Little, Graham Richard, Organization
Design: Linking Mind to Its Agreed
Organization Role as a Foundation of
Economics (July 31, 2016). Available at
SSRN: http://ssrn.com/abstract=2816604
o The foundation of the national economy
linking daily citizen conduct to economic
success, community health and personal
fulfilment. Refer: Little, Graham
Richard, Why Work (July 19, 2016).
Available at SSRN:
http://ssrn.com/abstract=2811954
• OPD-HCD™ the human capital development
team leadership technology (table 1). Refer,
www.opdcoach.com.
Practical application.
• OPD-Theory™ is after the ‘entrepreneurial’
decision, that is after the strategy is determined,

17. 16
the system enabling complete, apt and accurate
rollout of strategy.
• OPD-HCD™. There are nine team leadership
processes (see table 1).
• The nine factors are the only factors a team
leader need develop with a person in order for
that person to have greatest chance of greatest
work success.
• The cultural audit in the team assesses the
effectiveness with which the team leader
applies the processes of OPD-HCD™, and
guides the team leader decide what action to
take to develop the performance of team
members.
• Applying OPD-Theory™ across the
organization changes every aspect of how HR
fits and is applied across the organization.
• Learning the nine team leader factors is like
learning to ride a bike, awkward at first, but
then becomes simple and second nature, once
learned always remembered, always applicable.
Payback
• The final scientifically valid set of processes for
roll out of strategy. Complete, requires no
additional HR processes or structures. Simple,
once learned. Fully supported by OPD
International.

18. 17
• Thorough application of OPD-HCD™ means
that should the strategy fail, it is due the
strategic decision, and not due team effort.
• The only scientific and accurate direct link
between the mind of staff and actions arising
from within that mind, and the profit and loss of
the business.
• Emergence of a professional culture exhibiting
greatest commitment and engagement.
• Development of people satisfied and fulfilled in
their work life, enjoying their time at work.
• Increased EBIT, depending on the existing
profit to sales ratio, profits increased by 30%-
60%.
For background reading and intellectual depth, refer
Social Science Research Network author page:
www.ssrn.com/author=2572745 and refer books and
papers at the LinkedIn profile,
www.linkedin.com/in/grahamrlittle.
The summary point of Time Budgeting
Successful contributor at work, doing their bit
toward community economic success to the best of
their ability, is a sound base for pride in self.
Guide people in building the ideas in mind enabling
greatest personal work-life success and building a
positive emotional relationship with those ideas.

19. 18
Making everyone successful
“…time budgeting is the one skill everyone needs.
It took us quite a long time to fully understand that, and
we designed and implemented this workshop a few
years back, then really focused on it about eighteen
months ago.” The Learning and Development (L&D)
Manager leaned back and smiled.
They had been chatting for ten minutes, and she –
the UCLA Student - felt they had now moved on to the
reason she was there. She nodded slowly. It was 9.45
am, she had driven down to San Diego from south LA
this morning, and the chat and coffee were shaking out
the fug that settled around her during a couple of hours
drive. The L&D Manager continued.
“You read the little article on the manager who lost
the plot?”
“Yes,” she said, “drives home the point very well,
and makes it clear how easy it is to let a day get away
from you.” The L&D Manager smiled, leaned back
nodding, and then continued.
“The workshop begins at eleven, giving time for
those flying in this morning to get here; we break for a
half hour lunch at one, and then go through to around
four thirty, with short coffee and comfort break in the
middle. I thought it would be useful to have an hour
or so just to go over for you, some of our background
thinking on this workshop. In effect we want to avoid

20. 19
people being lost in their day in the way the manager
got lost.” The L&D Manager paused, and scanned
her notes. The student was again impressed how well
prepared the people were; they always had clear idea
of what they were looking to achieve, and how to
achieve it.
“Okay,” said the L&D Manager, “let us start with
being clear on the aim of this workshop and where it
fits within the overall program of OPD-SHRM.” The
L&D Manager paused, and then continued.
“I know you are really familiar with the ideal
actions, and goal action principle.” The L&D
Manager said.
“I understand,” she said, “that once the ideal
actions are derived from the goals, and everyone is
confident that these actions will in fact deliver the
goals then the focus shifts to delivery of ideal
actions.” The L&D Manager nodded.
“Exactly,” the L&D Manager said, “so you
understand that once the leader, in combination with
the team member, has judged that what is needed is
this set of actions, delivered to this standard, in this
broad priority order, and then the problem comes, that
is, supporting everyone to act out the ideal actions as
agreed.” She nodded agreement, the L&D Manager
continued.
“This idea of time budgeting is to take the ideal
actions and assign time available to them….”

21. 20
“That is in a role?” she asked. The L&D Manager
nodded. She continued, “So the roles are derived from
the team aim, one or more roles make up a job, then
ideal actions derived from the goals are assigned in a
role…although properly it is the goals that define the
role…time then allocated to each role in a job and to
each ideal action within a role. This time allocation
provides the base of the person’s daily diary.”
“Yes,” said the L&D Manager, “exactly. Now the
essence is clear, it seems simple, but it took us quite a
while to work it out.” The L&D Manager paused, and
then continued with emphasis.
“Once the thinking is done, get the ideal actions,
get the numbers. As clearly expressed by the boss,
identify ideals, ensure clarity guide delivery, and the
numbers just turn up as planned.” The L&D Manager
stopped. “Oh, by the way, the boss will open the
workshop; he always does. He has his ‘leader’ talk,
but it is valuable, and the time and effort taken always
impresses people.”
“Okay,” she said, “I think I have got it, get full
delivery of ideal action and the dollars turn up. But
what about staff satisfaction?”
“Good question.” The L&D Manager replied.
“Personal success for people is accurate and
committed to delivery of ideal actions to standard.
They have a hand in determining the ideal actions, but
the final decision rests with their team leader and the

22. 21
team leader’s team leader, actually finally all the way
up to the boss. The boss is very clear that he has
corporate KPIs; these then cascade through the teams
and into roles and then ideal actions are identified in
each role. So in summary, the boss sees his KPIs and
that via the leadership structure, there are identified a
set of ideal actions that underlie those corporate KPIs.
His focus is ensuring apt judgment of goal cascade,
and apt selection of ideal actions, once done then his
problem is ensuring the ideal actions are lived out
across the whole corporation.”
“I can see why he attends this workshop,” she said.
She reflected on the discussion some months ago,
when she had shared the boss’s priorities, and that
following through on delivery of ideal actions was
very high on his list.
“We are very committed to supporting people
feeling very successful in their work life.” The L&D
Manager paused, just to check she was attentive, “But
notice, we aim to make people successful in their
work life, not ‘satisfied’,” the L&D Manager signaled
the quotation marks. “This is a shift, and we use
sports analogies, so is a football team happy when
they lose…no clearly not, especially when they let
themselves down. Should we be happy when we lose,
we think not, again especially when we let ourselves
down, and we let ourselves down when we do not
deliver the ideal actions to standard.”

23. 22
“So if people do not get their satisfaction in life
from striving to be successful, then….” Her voice
trailed off.
“Pretty much…” the L&D Manager said, “it is
never cut and dried, we believe very much in fairness,
balance, being reasonable. We do expect people to
act out their ideal actions with commitment; their
personal success is delivery of the ideal actions. It is
not solely measured by achieving the goals, since the
goals are set by the team leader, and the team leader’s
team leader. The individual has some input, but at
best it is only one third. They have much more input
into identifying the ideal actions to get the goals. You
will hear about this today, from people who have just
been through the process; well, if this workshop is
like every other I have conducted.” The L&D
Manager paused, and then continued.
“It begins at recruiting; seeking people who want to
be successful, with success defined by doing the
things that offer the greatest chance of greatest result.
It has taken a few years to re-orientate the existing
people to this way of life, but we have had very few
casualties. There are always those who do not want to
buy-in.” The L&D Manager paused and shrugged,
then continued. “We ask people to assume
responsibility for the one thing at work they can
control, their own behavior. They are asked to make
that choice. It could be said people say yes because
they do not really have a choice at all. But, they do;

24. 23
they can say no, but with all choices there are
consequences. So when they suggest there is not
really a choice, what they are saying is that they want
to say no, and to have no consequences; that they can
come and go to work as they choose, and not be
expected to perform.” She sat reflecting on the issues.
“It is very simple,” the L&D Manager continued,
“we seek to have people go home every day from
work feeling good about themselves and the effort
they have put in, so when home, they can feel proud
of the person they see looking back at them in the
mirror.” She sat quiet, the L&D Manager waited.
“You seek,” she said, “to enable every person to be
successful in their work life, with success clearly
defined as delivery of the ideal actions.”
“Exactly!” the L&D Manager beamed. “Exactly.
Now you know what this workshop is about, for every
person, no matter how high in the hierarchy, or how
low, and we do not stream it, so senior executives are
in with person who sweeps the floor.” The L&D
Manager stopped, then began to chuckle and
continued. “Although just recently we had a floor
sweeper with a PhD in sociology.” She looked at the
L&D Manager in amazement; the L&D Manager
laughed. “Yes, we were pretty amazed when it came
out. He did not tell us initially; it came out when
someone saw his name in the newspaper. He wanted
a break from it all, so he took a four months

25. 24
temporary job, and says he really enjoyed it: we are
getting a written assessment of our business climate
from him which we are looking to try and use in our
recruitment advertising.”
“But, back to the task at hand”, the L&D Manager
continued, “You grasp the underlying philosophy, and
the key background concepts. For our people, their
time budget - and everyone has one - is the practical,
immediate guide for the actions needed, for success in
their role, or roles if more than one. So the design of
the time budget, the plan of the actions needed is
largely in place, although we will go over that; the
real issue is how they live it. How can they manage
their psychology to ensure they sort of flow into the
ideal actions as something coming out of them, and
not something they feel the need to impose on
themselves. This is the real point of the workshop,
and why we see it as so important.”
They chatted on for some minutes, and then moved
down to the training room, where the L&D Manager
ensured all was in order for the start at eleven.

26. 25
Everyone is a leader
Introductions over, it was ten past eleven, the L&D
Manager looked to her watch when at that exact
moment the door opened and the CEO strode in. She
again acknowledged just how big he was, but more,
his presence simply filled the room. She glanced
about the faces, saw an eagerness to hear what he had
to say, they all knew he would open the workshop;
several had already said how much they were looking
forward to it.
There were eighteen delegates, ten assembly line
workers, four assembly line supervisors each of whom
had three or four assembly team leaders reporting to
them, one senior marketing executive, one regional
sales manager, and two sales consultants. She knew
this course was a little different, since all were new
recruits, none having been in the company for more
than five months. Usually there were at least half and
often more who were repeating the course, which was
repeated for all staff every three years.
The CEO looked across and smiled and spoke to
the marketing executive, then the regional sales
manager. Delegates sat in a training U shape, with the
top table facing into the U, to one side of it. After
introductions by the L&D Manager the CEO settled
into the front seat, and begun his opening to the
workshop. The L&D Manager came and sat next to
her, at the bottom of the U.

27. 26
“Wonderful to see you all here.” He paused, smiled
and met the eyes of each person in turn. “I enjoy
coming and opening this course; I regard it as really
important, and want to take the next few minutes to
explain why I think it so important.”
He looked over to assembly supervisor 2, an older
man who had leaned forward. “Pete, I sense you have
something you want to say, why am I not surprised?”
He looked to the rest of the group, “I met Pete on a
plant tour couple of weeks back, found then he always
had plenty to say.” The group laughed good-
humoredly, she had already felt the leadership respect
for the white haired senior assembly supervisor; even
the marketing executive was respectful.
“Just wanted to acknowledge what has already been
said in the room,” the assembly supervisor looked
about the room, then back to the CEO, “we recognize
how much importance you place on this workshop by
the fact of you taking time to talk with us. I know I
speak for everyone here how much we respect that.”
The CEO nodded.
“Thank you. So let’s cut to the nub of it. You all
have time budgets,” the group nodded, “they come out
of the OPD-SHRM system and you have had a hand
in designing them. They are the very essence of what
you need to do, to deliver the results in your jobs.
Now they are never perfect, they are not the exact set
of actions you need to do on any day, but they carry

28. 27
the gist of it, they carry the things that if you do not
do them for a month or two, then things in your job
will be falling over.” He looked about the group; a
voice from one side said “no argument there.” The
group laughed.
“Now,” he continued, “delivery of your time
budgets, of your ideal actions to standard is what
counts as your success in your job. It moves beyond
the result, which is owned by the team leader, and the
team leader’s team leader, up the chain, until finally it
is owned by me.” He stopped and looked about.
“I want to make this very clear; let’s assume the
ideal actions are all signed off, but they are wrong.
And let’s say you do your bit, and deliver them but we
do not make the results. Then, there is only one
person in the gun.”
“Yeah, you” broke in the mature assembly
supervisor 2, “that’s when you really earn your keep.”
The group laughed along with the CEO.
“I have vested interest to ensure my leadership
team,” he nodded to the assembly supervisors all
sitting in a group, then the two managers, “… have
identified the apt ideal actions, and are guiding people
to deliver those actions.” He paused, before
continuing.
“By delivery of your ideal actions you are
successful; my role is then, to assist you to be
successful and when you are successful I am

29. 28
successful.” He paused again, looking around the
group, there was no banter, and no flippancy the
group was quiet.
“This is not some simple commercial deal, this is
quite personal. I want to be successful; I want to see
all the people in this organization successful; the more
successful you are the more successful I am. That is
the deal I want to strike with you here today.” He sat
back, waiting for someone to speak. He glanced over
to assembly supervisor 2, who nodded but did not
speak.
“I want to be successful,” said the second sales
consultant, “I have already heard that philosophy from
my boss in mid-west. I buy it, I will do the things I
have to do to get the best job done I am able. I have
agreed to work with my boss to build better skills and
so on, and I am looking forward to the rest of this
workshop to explore how I make it easier for myself
to be even more successful. I have to say I like the
philosophy.”
After that other members of the group agreed and
spoke up. Then things went quiet.
“Do you mind a question,” said the regional sales
manager.
“Not at all, shoot.” Replied the CEO.
‘What is your time budget?” The CEO nodded.

30. 29
“Very good question,” he said, “I have been in this
role for a few years, as you all know, and what
happens is you build patterns and habits, and the
document of the time budget gets less important, other
than when goals are changed, and the process begins
again. But what I can share are my priorities which
very much direct what I do.” He went to the white
board and wrote up his priorities.
Strategy selection
Organizational structure to deliver strategy
Business process
SHRM processes
“By and large,” he continued, “the top two are
settled. Yes I keep an eye on social trends as regards
our products, yes I keep an eye on technology for our
products, and yes I check from time to time that our
structure is apt for our markets. But none of this takes
a lot of time. The next two do take time. I am always
looking to refine and improve our business processes.
Think of business processes as a set of pipes with
every aspect of the business, product, materials, and
information flowing through the pipes. Now, what
happens to the flow in a pipe when the pipe is
straightened…the flow improves…which means costs
come down. And the last one is where I spend most
of my time, like here, now. Helping people to define
better ideal actions, actions that will perhaps
straighten out the pipe, helping people to better
deliver the ideal actions, since if we have the right

31. 30
selection of ideal actions and get them better
delivered, you win and I win.”
He sat back, looked around at the four items on the
board. “There is obvious detailed behaviour, like
networking in the Institute of Directors, and with
economists, meeting with the board of directors,
meeting with senior executives, checking they are
doing the leadership things they need do in their
teams.”
“Yep,” said the marketing executive, “Can vouch
for all that…” the group laughed. She saw the CEO
and the marketing executive give each other a short
smile and briefest nod.
“I have my job to do, exactly as you have yours.
Now mine…so they say…is intellectually more
demanding. But, and it is an important but, the
emotional demand of turning up every day and doing
the things I need to do every day is exactly the same
as for you. And we recognise that in putting clear and
definite policy limits on the range of salaries, our limit
is a maximum of 100 times lowest to highest. The
lowest job in this business is rated as 100 times easier
intellectually than the highest job. What is more, at
these higher levels at least thirty five percent of the
income is from performance pay. In general that
percentage falls as you go to lower level jobs.” He
paused.

32. 31
“The measure of my effectiveness is in the monthly
profit and loss…this is not some magical document, it
is merely a set of numbers that summarise whether
you and the other three and a half thousand like you,
did the ideal actions to standard. If we all did, we get
results, if we all did not, then the report is lousy, and I
am raging about asking which ideal actions were not
delivered and why not and what is being done about
it. And as some here can already testify, people better
have answers.”
The marketing manager and regional sales manager
exchanged glances and raised eyebrows, not
unnoticed by several other group members. She
sensed the group were in no doubt he meant it, and
she could see several of them would not want to be in
his sights if the results not there. The CEO looked to
the L&D Manager, who nodded and looked around
the group.
“Any more questions?” She asked. The group was
silent, they understood the opening was completed,
the boss needed to move on. They were respectful.
“One last thing,” said the CEO, “Identifying what
needs to be done is crucial, but then doing it, doing it
well, is even more important. And that is about
leading ourselves to do that which we need do when
we need do it, even if we do not really feel like doing
it.” He stopped, the group was silent; she could feel
the reflection of a sense of purpose that he exuded,

33. 32
had flowed into the group. Not some high energy ra-
ra-ra, but a steely, quiet resolve. He had spoken
softly, it was not energy and lively words that he used,
but the quiet sure presence of his insight and belief in
what he was doing.
The L&D Manager thanked the CEO, and the group
warmly applauded. He nodded goodbye, and was
gone.
“Reckon he does what he needs do each day,”
spoke assembly line worker 3.
“Yes,” replied the marketing executive, “he does, I
see him most days. Lots of steady discipline, but he
also knows how to have fun.”
“Learning to lead ourselves, and hopefully from
there get an opportunity to lead others.” Assembly
line worker 4 spoke for first time, a young man, no
more than twenty two she guessed, Mexican, low
education evident in his speech, but bright eyes and
she had already noted he paid attention the whole
time. His ambition was now clearly evident. He drew
appreciative glances from the regional sales manager,
the marketing executive, and several of the assembly
supervisors.
“Good place for comfort break,” said the L&D
Manager. “When we start again in ten, we are into the
details of leading ourselves.” The L&D Manager
nodded to the young man as the group rose with lively
chatter and headed for the coffee pot.

34. 33
She noticed an assembly supervisor move to chat
with the young Mexican assembly line worker. She
smiled, the L&D Manager noted the smile, and looked
across, then back at her and whispered “It was another
very good outcome from these workshops.”

35. 34
Creating the time budget
The group settled back after the coffee break.
“Okay,” said the L&D Manager, “you all have a
time budget.” there were murmurs of agreement from
around the room. The L&D Manager turned over the
top page on the flip chart to reveal the day’s agenda.
Agenda
1. 12.00-1.00 Review the time budget (by the end of
this session delegates will be clear on what the
time budget is, how it arises, and have answered
fully to their satisfaction any issues that arise in
relation to the time budget):
1.1.Construction
1.2.Components
1.3.Issues arising from the components.
2. 1.00-1.30 lunch.
3. 1.30 to 4.30 Becoming more successful (by the
end of this session delegates will know how to live
the time budget and have committed to the
professional delivery of ideal actions as per the
time budget concept and principles – coffee
available continuously, comfort breaks as the
group choose):
4. Personal choice.
5. The professional frame of mind.
6. Self- help and development.

36. 35
7. Finding the daily discipline.
8. Closing: Where is the catch?
The L&D Manager stood beside the white board.
“Any questions?” she asked. People shook their
heads; they had all seen the agenda on receiving the
background briefing on the workshop. “Okay,” the
L&D Manager continued, “I will treat this next forty
minutes or so as a presentation. If you have questions
give me a yell…well, not literally, since I am just
here,” people grinned, “…you know what I mean,
“there was a ‘nnnaaaahhhh’ from one corner and
again there were grins all round. “There are usually
issues, so ask if anything pops into your mind.”

37. 36
Making sure the aim/goals are clear
The L&D Manager turned on the power point
projector.
“You are all familiar with this model, the OPD-
model we use and is the basis of our SHRM system,”
she paused and looked about, the group nodded, with
a few ‘yep’, the L&D Manager continued, “It begins
with strategy, and cascades down through the roles in
the organization, although strictly it is the grouping of
goals that create the roles, but that is not today’s topic.
Each team then ends up with an aim derived from the
strategy, and each role in each team then ends up with
an aim derived from the team aim. This is the core,
central process of delegation as it works within the
strategic HR system.” She paused, and then
continued.
“KPIs, key performance indicators, are the
numerical link between the actions needed in the role
and the aim of the team. So the KPIs in a role, define
the purpose of that role in that team and in achieving
that team aim. The key thing about the KPI is the
nature and definition of it, not the numerical part of
it.”
“What exactly does that mean?” Asked the young
Mexican assembly line worker.
“For example,” said the L&D Manager, “let’s say
your KPI was so many units each hour then the ideal

38. 37
actions are defined in relation to that. As you get
better, as you acquire the skills and the mind-set, then
the actual number you can produce each hour should
increase. So the ideal actions are not set so much by
the number of the KPI, but by the definition of the
KPI.” The L&D Manager looked about the group and
back to the young assembly line worker. He nodded
he understood. She continued.

39. 38
Strategy
Teamstructure,
rolesinteams.
Idealactionstoachievegoals
Goals,KPIs
OPD-SHRMIS
Monitoringteam
leader
implementation
ofOPD-SHRM
processes
Psychologicaltargets
Leadershipactions1
Setuparchitecture
Leadershipactions2
Buildperformanceculture
Leadershipactions3
Maintainsuperior
Engagement
Clarityofgoals,
KPIs.
Visualizationof
idealactions.
Commitment
Personalchoice.
Professionalism.
Teamleadersupport.
Buildownframeof
professionalmind.
Buildframeof
referenceforwork.
Managecommunity
TheOPD-modelof
strategichumanresource
management

40. 39
“Leadership 1 then, is the setting up of the
architecture; it is also called leadership
judgment, since it is judgment over several
crucial leadership items.” She ticked them off
on her fingers. “First, setting strategy, largely
the job of the boss, second, deciding the
organization structure, the teams that will most
effectively deliver the strategy to the market;
this is partly driven by the goals derived from
the strategy and partly just by experience of
what works and what does not. Third,
determining the roles in each team and
assigning the goals and or KPIs to each role in
each team, the philosophy being that if the
KPIs in each role are achieved then the team
achieves its aim.” She paused.
“Leadership 2,” she continued is guiding delivery of
the ideal actions in each role. It is also called
leadership effectiveness. I am sure you can
now see some of the background to the boss’s
comments, and why he sees identifying and
delivery of ideal actions as a critical priority of
his. If leadership judgment and leadership
effectiveness are strong, then ideal actions are
acted out and the boss gets his corporate KPIs.”
The L&D Manager took a sip of water then she
continued.
“Guiding people to do it is what we are about here,
so you can also see that while your team leader has

41. 40
responsibilities as regards both leadership judgment
and effectiveness, each person has responsibilities as
to their own delivery of ideal actions, so each person
is expected to lead themselves to achieve that which
they accept as their role. We will talk more on this
next session; for now, I want to return to where the
time budget comes from.” Several of the group
nodded.
“The last part, leadership actions 3, “the L&D
Manager went on, “is the strategic human
resource KPIs; they monitor whether team
leaders are in fact delivering the strategic HR
processes in their teams; again not something
we consider here, but you will be made fully
aware of when you are on the team leader
workshop.” She nodded to the assembly line
supervisors, the two mangers present. She
changed the power point slide, and concluded.

42. 41
“Finally, the simplified version, the version we all
need keep in mind, and use in assessing any team
effort and our own effort.”
“So much for the fast overview, in practical terms
there are two questions,” she wrote them on the white
board.
Strategy
Monitor
SHRM
processes
done and
done to
standard
Guide
people
to do it
Goal/KPI
cascade
Ideal actions
The OPD-SHRM
paradigm

43. 42
* If I did a brilliant job, what would I have
achieved in the team and hence the company?
This is the aim, goal, or KPI.
* What is it that I need to do, what are the actions
that would ensure that I achieve this aim? These
are the key actions that ensure I achieve the aim,
goal or KPI.
“Now,” she went on,” this thinking is largely done
by the system, and by the work of previous people in
your roles and by team leaders. So we can just accept
the time budgets given to us.”
If someone has better ideas then use them
“What if someone thinks that they have smarter
ideas on how to do it?” Said sales consultant 1.
“Good question,” said the L&D Manager. “If
someone has good ideas then they should be bought
forward, tested, then if they work, the time budget is
altered to reflect the better ideas.”
Capturing good ideas
“Understand that the current set of ideal actions is
the result of several people assessing ‘what works,
and what works best’. It is capturing the best of the
thinking of all the people in the roles who were made
aware of this process. Now, new people coming in
may well think they know better…” she smiled at the
new sales consultant…” but new ideas should always
be tested, so the team leader should say okay try it for

44. 43
a few weeks, and let me know. If it works, then test
and change the ideal actions, if it does not, then the
person must revert back to the way the company has
learned, from years sometimes, of trial and error.”
The sales consultant nodded he understood and
agreed. The L&D Manager continued.
“This process of assessing and revising the ideal
actions in a role is a crucial process of working on,”
she stressed the ‘on’, “on the business; while delivery
of the ideal action is working ‘in’ the business.”
Behavioral best practice
“The time budget is the crucial driver of the
business. If the goal cascade from the strategy is apt,
and the organization structure is apt relative to the
market, and if the selection of ideal actions in each
role relative to the KPIs in the role is apt…and all of
that is leadership judgment of the best architecture,
within which is the set of ideal actions that underlie
the corporate KPIs of the boss, then the result is
behavioral best practice for the organization.”
Enabling everyone to win
“So implementation of the time budget across the
organization is achieving behavioral best practice for
the organization. And if time budgets are delivered,
from the boss’s point of view the money just turns up,
and everyone is being successful and enjoying that
success. Everyone wins.”

45. 44
KPIs link strategy and ideal actions
The L&D Manager changed the power point slide.
“KPIs are the link between strategy at the top and
ideal actions people need act out at the bottom.
Everyone got that…? She paused.

46. 45
Key performance indicators
Any goal can be translated into a KPI measure.
KPI should be essence of the role:
If someone was to do a perfect job what would they
achieve and how would it be linked to strategy?
Do not have too many KPIs, 3-5 is usually enough.
Because ideal actions are derived from KPIs too many
can lead to a behavioural structure too broad
and too cumbersome.
KPIs should focus effort; they must not be so diverse
as to demand significantly different skills and
effort.
“Yes,” said assembly worker 4, “think so, and it is
the structure of the KPI, the nature of it that really
shapes the ideal action, more so than the actual
number which should improve as the person learns
and gets better at the job, like with me, on the line; as
I get better, I make fewer mistakes, I am quicker, and
my throughput improves.” The L&D Manager looked
about the group questioningly, there were nods of
agreement.
The person is accountable
“What if,” said the marketing executive, “I think
my KPIs are too high.”
“Then,” said the L&D Manager,” the team leader
must get closely involved. But then let’s say the team
leader does not think they are too high, then the team

47. 46
leader can say ‘right, you focus on delivery of the
ideal actions’, your success is defined by your
committed delivery of these actions to this standard. I
judge the results will be there, and I assume
responsibility for the level of the result. You are
accountable for what you do at work, and for the
delivery of the ideal actions.”

48. 47
Always agree the time budget
The L&D Manager paused, and waited, there were
no further comments; she changed the power point
slide and read through it.
“The KPIs are not very negotiable,” said the L&D
Manager. “The team leader and the team leader’s
team leader are both heavily involved in setting KPIs
in any role. The person in the role obviously has
input but it can be limited, with the final call resting
with the team leader. Setting and agreeing ideal
actions to achieve the KPIs is different, the person is
fully involved. This is also part of why it is not the
number of the KPIs, but the definition of them. It is
the definition that shapes the ideal actions.”
“Just finished those processes, so I think I have a
good handle on it,” assembly line worker six said.
The others nodded they agreed.

49. 48
Ideal actions
Derived from goals/KPIs.
The best judgments of how to achieve best result.
Sharp, clear description of an action.
Business processes must be able to be ‘seen’ in the
ideal actions across roles.
The hierarchy of roles should specify auditing and
overview of results, for example, summary
results that if not to budget are drilled into to
identify which role has not delivered result and
hence in which role were ideal actions not acted
out to standard…?
Ideal actions reviewed with team members until they
say ‘yes if someone did this they would achieve
the result?’
Ideal actions are the ‘behavioural best practice’ in the
role.
The organization wide set of ideal actions are the
‘Behavioural structure’ of the organization.
Discipline is a crucial
“It seems very formulaic, a strait jacket,” said sales
consultant 1. The L&D Manager paused.
“Yes,’ she said, “We hear that a lot.” She paused
again. “Is it necessary to be disciplined to be
successful?” She asked.

50. 49
“Yes, of course.” The sales consultant replied.
“In sales…?” She continued.
“Yes, of course” came the reply.
“At doing what…?” L&D Manager asked.
The sales consultant went to speak … stopped
…then burst out laughing.
The L&D Manager waited and smiled. She turned
to the group.
“Everyone see it…?” She asked innocently.
“Yes,” said assembly line foreman 3, “any reply
about what a sales person has to be disciplined about
is just a set of ideal actions.” The sales consultant
laughed even harder, nodded, stood and bowed to the
L&D Manager.
You can plan to be creative
“Seriously though,” she said, “there is a key point
here,” she looked at the young sales consultant, “Any
good sales consultant knows creativity is needed, at
least going weekly through the opportunities,
assessing which hot and which not, and then being
clever and creative about how each targeted
opportunity is to be advanced a step this week. Now,
you can have a list of smart actions that will advance a
sale, and you can have lists of leads, but matching one
with other is a creative/insightful act that can
profoundly impact the results achieved. The act

51. 50
cannot be structured as an ideal action, but we can
plan the time to give our creativity and our instinct a
chance to work. We cannot plan detailed creative
outcomes, but we can plan to make our creativity and
instincts work for us, we can plan the time and space
to reflect and think.”
Daily judgment needed
“You do not take a time budget as some rigid
formula,” said the L&D Manager, “success is not that
simple. It might be in golf, where training and
playing is quite structured, but even then, you do not
always plan a seven iron from 130 yards; depends on
wind, elevation, and lie etcetera. So it is with the time
budget, and at work it is much more complex than
playing golf, so the ideal actions are more complex.”
She paused, and then continued.
Time budgets drive results
“Typically, it goes like this, you can perhaps ignore
your time budget for a month, even more, but if you
ignore it for say three months, then almost certainly
something will fall over. If you ignore the core
behavioral driver of your numbers, which for example
in sales might be generating opportunities, then your
KPIs will not be achieved and no matter how well you
have done everything else you’ve done will be in the
gun.” The L&D Manager continued. “Anyone any
questions? The group sat reflective, they got the
point.

52. 51
Taking pride in one’s work
“We will break in half hour,” the L&D Manager
said. People nodded. A couple rose and refilled their
coffees.
“What about a service technician?” asked assembly
line worker 4.” Been doing it for six years, has a list
of jobs for the day, pretty much the same sort of list
they had yesterday, same as the days last week, and
last year. How do you stop ideal actions from driving
that person to boredom and distraction?”
“We have already faced that one,” said assembly
line worker 8, “it’s very real. The only solution is to
see oneself as a crafts-person; take pride in quality
and output. But even that is not easy on your own. It
really needs your team leader to assist and to tell you
that from time to time then it gets a lot easier to
maintain it.”
“Great, exactly,” said the L&D Manager. “We will
discuss this much more next session; for next half
hour I would like to review an actual time budget, just
go over it, with you having your own in front of you,
everyone got theirs?” General grunts of agreement
and shuffling as people got out their time budgets.
The structure of a time budget
The L&D Manager turned over the flip chart to the
sample time budget.

53. 52
“This is for a service technician,” she said. “We
have service centers we own, and some we contract,
but the time budget for both sets of technicians is the
same.” She paused.
“Let’s go over it from the top.” She said. “So, from
the top…
The top is the sign off, it is not merely
administrative, and you will be asked to again affirm
your time budget on your return to your work team.
Sometimes we simply have the title of the role,
sometimes the person’s name. We have found it
makes not a lot of difference.
The hours worked, and the percent of time able to
be planned (plannable time) within that. In this case,
the role can be planned out quite fully. If someone
has customers walking in at any time, for example,
then there would be lot less ‘plannable’ percentage.
In this case, there is just the aim, but the KPIs are
implicit, for example, completing jobs to labor
standard, most jobs are quite well understood and
known even before the technician gets to the job. And
down the side, the chargeable time is expected to be
170 hours each month, strictly 171.1.
Then the ideal actions, with clear and well defined
emphasis on those actions that drive the numbers, in
this case chargeable time/time recovery.

54. 53
The percentages alongside the key ideal actions,
daily operations for example, are the percentage of the
day to be spent on this ideal action. If this percentage
is then multiplied to the plannable time (176.4x97%)
it comes to the monthly hours on this task. Now, in
this instance, this is also a key KPI, but that is not
always the case.
From this time budget, the person is expected to
manage their daily diary to match the time budget.”

55. 54
Time Budget Report
'Sign off' means psychological acceptance and people
'see' what to do; it is not merely administrative. The
team leader is responsible for the sign off for each
team member.
Personal Details
Position title/Job
title
Service Technician
(Technician)
Team members
name
Technician
Position level 2 - Senior or experienced
person.
Hours/month
available
180 hrs
Planable time 98% (176.4 hrs/mth)
Aim
Every job is completed to agreed quality standard and
labor hours standard.
Every job is completed to customer satisfaction.
Ideal actions hrs/mth
Daily planning (1%):
(1) Before leaving each day liaise with
Service Manager to allow awareness of
following day’s workload.
1.8 hrs

56. 55
(2) Review and compare current days
charged hours against budgeted target
hours, and discuss with Service Manager.
Daily operations (97%):
(1) Ensure all jobs completed to agreed
time and standards.
(2) Ensure up sell opportunities
maximized.
Daily operations support:
(1) Ensure clocking system is used
accurately.
(2) Ensure all warranty paperwork
completed to required standard, including;
Fault; Cause; Remedy.
(3) Ensure all warranty parts are tagged
and stored correctly.
(4) All necessary paperwork is complete
i.e. service books and service stickers are
updated.
(5) Prior to signing off the R/O, do a
thorough scan of the client’s equipment,
and make the necessary notes of potential
faults that may arise later.
(6) Ensure non service repair parts are
retained for customers own perusal, to be
discarded later.
(7)Ensure checking and disposal of all used
parts from previous days repairs.
Daily admin :
171.1 hrs

57. 56
(1) Ensure all paperwork completed to
required standard: ► Job cards ►
additional work memo’s ► service labels
► service books
Housekeeping (1%):
(1) Ensure vehicle and service centre area
is kept clean.
(2) Ensure tools kept clean, stored and in
serviceable condition.
(3) Ensure consumables are checked and
shortages are noted.
1.8 hrs
Meetings (1%): Participate in training and
company meetings as required.
1.8 hrs

58. 57
She paused then continued.
“Any questions, everyone following this basic
structure, where it comes from and how it arises?”
“I understand that one,” said the marketing
executive, “and I actually understand my own, but
what about more subtle roles, and more subtle ideal
actions….”
“Before doing that, there are a lot of people here
where this time budget would very much parallel
theirs,” she turned to the group, looking around
questioningly at assembly line people. There were
nods of understanding.
“Yes, understand it,” said an assembly line
supervisor, supported by two assembly line workers.

59. 58
All roles have ideal actions
“Okay,” said the L&D Manager. “Would team
leadership be subtle enough, those coming on the
team leader course will explore this in great detail,
including all the necessary skills to deliver this time
budget. Several of the team leaders in the group
nodded agreement. She turned over the flip chart to a
team leader time budget.
“Now there is nothing special about this, it is a time
budget like any other, so every team leader has their
‘business’ time budget, and their team leader time
budget. A thing to note -This role is allocated 15
hours each month. So if the person works 180 hours
each week, then only 165 can be allocated to their
business role. - The time is then allocated across the
ideal actions within the role, so for example, the
‘daily’, ideal action is expected to take 3.4 hours a
month, and so on for the others.
There are two key drivers of results in this role.
First, there is the ongoing one on one performance
assessment every two weeks; this is the coaching the
team leader is expected to do to ensure the person is
maintaining and developing their professional frame
of mind…we will talk a lot more on that shortly.
Second, there is the strategic HR structure; you can
see that, if you read from quarter 1 to 4, and see the
way it repeats. This repetition is the systems being

60. 59
delivered on a regular basis whereby the ideal action
structure is developed and fully maintained.”
“Is there anybody who thinks their role cannot be
analyzed in this way, and remember that in effect you
are saying that it is not possible to think out in
advance, the actions that offer the greatest chance of
greatest success.” The marketing manager and
regional sales director were reflective, poring over
their own time budgets. “The question is,” the L&D
Manager continued, “whether or not the key things
that need to be done to succeed in any role can be
conceptualized …?” she paused, watching the two
executives.
“To claim it is not possible is a very big claim,
contrary to all the experience we have had to
date…and further, to date, our experience is the more
you conceptualize and wrestle to do so, the clearer it
gets; and the clearer it gets, the better it can be done.”
She paused again, still no response from the two
executives. She waited.

61. 60
Time Budget Report
'Sign off' means psychological acceptance and
people 'see' what to do; it is not merely
administrative. The team leader is responsible for
the sign off for each team member.
Personal Details
Position title/Job title Team Leader (Team leader)
Team members
name
Team Leader
Position level 3 - Team leader or first
level manager.
Hours/month
available
15 hrs
Plan able time 90% (13.5 hrs/mth)
Aim:
To retain and develop delivery of the agreed
behavioral best practice (ideal actions) in the team
to ensure greatest team result.
KPI's: No red in SHRM-KPIs. All strategic HR
processes in the team to the agreed standard.
Ideal behavior hrs/mth
Daily (25%):
Management by walking around
(MBWA) ensuring staff behavior
consistent with agreed ideal actions
3.4 hrs

62. 61
Impromptu discussions on ideal actions,
and verbal audits of whether they clear
and being followed through.
Ongoing performance assessment
(25%):
Every two weeks with each team
member, one-on-one review of
professional frame of mind and delivery
of ideal actions. Use agendas provided
and team development folders to track
progress and maintain records.
3.4 hrs
Quarter 1(10%):
Establish new business development
project goals in each role for coming
three months.
Performance report on team members in
talent management pool.
1.4 hrs
Quarter 2 (10%):
Complete team cultural audit. Review audit
data.
Set team development goals/plan for next
six months.
Set team training plan training for next six
months to develop skills at delivery of
ideal actions.
1.4 hrs
Quarter 3 (15%):
Review business processes in team and that
the team is effectively serving the internal
2.1 hrs

63. 62
teams it needs serve for smooth and
efficient operation.
Working on the business: Review ideal
actions, KPIs, and roles with team report to
own manager on changes to achieve a
better result.
Review goals set in quarter 1. Establish
new project current goals for coming three
months.
Quarter 4 (15%):
Complete cultural audit. Review audit data.
Review progress on team development and
training plans set in quarter 2.
Set team new development goals/plan for
next six months.
Set new team training plan training for next
six months to develop skills at delivery of
ideal actions.
2.1 hrs
“Interesting question,” said the regional sales
manager, “what aims cannot be conceptualized into
actions that best enable those aims…?”
“Then further,” he continued, “is there anything in
principle where this process would not apply…given
you have already covered creativity.” The rest of the
group sat watching the exchange. The L&D Manager
waited.

64. 63
“Nothing,” said the marketing manager, “there is
nothing that cannot be sharpened and improved by
thinking more carefully about it.” He paused, and
looked at his fellow executive, shaking his head, “I
would not have said that coming into this, but now, I
can see it, using our noggin to get it right, but that
does not preclude learning and getting it better as we
learn how to do it. Then capturing it in the strategic
HR system, so if I am the greatest marketing
executive this company ever has, the essence of what
makes me great is captured and carried forward, so
the company should never go back from whatever
level I manage to lift it to.” He looked around, “I do
not mean to be that egotistical, just to illustrate the
point…”
“Yeah sure…” came the droll response, and the
group burst out laughing, including the marketing
manager.
“Let’s have coffee and comfort break,” said the
L&D Manager over the noisy chatter.

65. 64
Living the time budget
It was a lively, if not noisy coffee break. She
looked around the U as they settled back to the
workshop table. The L&D Manager caught her eye
and smiled knowingly, there was a lot of strong
purposeful energy in the group.
“Okay,” said the L&D Manager, “let’s get on. One
of the assembly line workers, always quick with a
joke.
“To the nearest bar…?”
“Yep,” came back the L&D Manager, “as soon
after four forty five as we can.” The assembly line
joker rolled his eyes and shrugged. “We now need to
look at living the time budget, particularly the
understanding of our psychology to make it easy and
to enable it to flow, as opposed to feeling we need
push ourselves.”
Consolidating personal choice
“I know you have all been through this, but we will
do it again,” L&D Manager paused then continued.
“You all want to be successful in your job? I need
a positive answer from each person.” Each group
member replied ‘yes’, in turn.
“I also know you fully understand the choice you
have just made, and that you will be held to it.” There
were nods around the room. She could see there was

66. 65
clear understanding of the choice and what it meant.
The young Mexican assembly line worker spoke.
“Our supervisor took a lot of time with several of
us on this issue. There was concern that people would
say ‘yes’ just to be compliant. A lot of time was taken
to make sure my people understood the nature of the
choice they were making.”
‘Yes’ to avoid consequences of ‘no’
“And what did you learn?” Asked the L&D
Manager.
“That you could say ‘no’,” said the young Mexican,
“but if you did you needed to accept the consequences
of that. That it was a contract, part of the formal
employment contract, where the person, me, had
rights, and the company had rights. I did not have to
choose to be successful, but if I did not the company
did not have to continue to work with me, training me,
and otherwise support my efforts to build more
success into my life.” He paused then continued.
“That the choice is a life value choice, and it must
come from the heart. It was put to us that everyone
has the right to choose their own life values, and if
one of those life values was to be uninterested in your
own success, be unwilling to put in reasonable effort,
fair day’s pay for fair day’s work, then why should the
company bother…I actually did not say ‘yes’
immediately; I asked to think about it, and that was no
problem, in fact encouraged. I went home and

67. 66
discussed it with my girlfriend, and my Dad. Then
went in next day and said ‘yes’.” One or two others
were nodding; they understood exactly what was
being said. “I am happy to say yes in this group.” He
ended.
“Thank you,” said the L&D Manager, somber but
warm. She smiled at him. “There is always the issue
of people not really believing they can say no, they
might like to, but they never want the consequences of
no. The key insight is that the company has rights in
the agreement, so we now go to some lengths to make
that clear and for people to see it is a life style and
personal values choice.”
“What if it’s too hard,” asked one.
“Everyone has a hand in defining the ideal actions;
and doing the ideal actions to standard, is personal
success. Therefore it can never be too hard. If the
ideal actions are too hard, then you need to speak up
when they are being discussed. If you do not think
you have the skill to do the ideal actions, then again
speak up and you will be trained, and you will be
allowed time to build the skills. Just do not see how it
can ever be too hard.” She paused, “what we have
really discovered is that it is never too hard, just too
hard for people to be bothered. And we do not see
why we should be sympathetic with that. So we put
the onus on people up front to make their choice,
making it very clear we will hold them to it.” The

68. 67
group was quiet, somber; they knew this was
important and fundamental.

69. 68
Need consistent policy
“But,” The L&D Manager went on, “It is crucial
that the responsibility is not simply handed to the
individual, that every aspect of our HR policy must be
consistent with the personal choice to be successful,
that our team leaders schooled in how to deal with
people on the basis of the choice they make. We have
learned this is a lot more difficult than it sounds,
which is why we have this course, and the one on
team leadership, and the ones on HR policy, and we
have a written HR policy in every cafeteria, etcetera.
This whole structure is founded on every person
making a life value choice to be successful, including,
most importantly, the boss. He made that clear.” She
stopped and looked about the room then continued.
“Then, when you have 3000 or more people,
choosing to be successful, accepting that their
behavior at work is coordinated with the actions of
people they do not know, will never meet, yet equally
part of the whole, the result can be…“she
hesitated,”…well, simply fantastic, brings out all the
clichés about what a group of people can really do and
achieve when they put their minds to it.” The white
haired assembly supervisor 2, Pete, leaned forward.

70. 69
Locating the company in its
community
“It is the modern day version of the Japanese idea
of job-for-life, but it is based on really sound
psychology, not some mere paternalism. As a result, I
really believe I am contributing to the commercial
success of my community, and suddenly the
‘economy’ comes down to me doing my bit every
day. The economy is not something ‘somewhere
else’,” he used his hands to signal the inverted
commas, “I am part of this global company, which is
part of my community, and my actions each day assist
to build the wealth and hence health of my
community. I know this organization could have gone
offshore; they looked at it some years back, before
this OPD-SHRM system was fully underway. That
decision was about money. Now decisions are still
about money but more about the community and
people, and offering something back to people for
making the effort, a fair deal for all.”
“Oh,” he continued, “it’s crucial also to understand
that for the community it is not about profits, but
about continuation of the wages, salaries and costs.
These are ten times profits, which belong to the
business, it is loss of these expenses that hammer a
community when companies leave, not loss of the
profits.”

71. 70
“Thank you,” said the L&D Manager. “Any more
comments…? …No…?…Well” she continued, “I
thank you “personally, and on behalf of the company
for you choosing to join us, and become part of us.”
The group clapped…

72. 71
Frames as structures of mind
“Okay,” the L&D Manager continued, “want to
keep moving, and discuss what happens in our minds,
and managing our minds to make the most of
ourselves; it is a cliché that we are our own worst
enemy, but it is true. Everyone familiar with ‘buy and
burgle’? Looking at a house to buy it means you will
see different things from looking at a house to burgle
it.”
“Yep,” said an assembly line worker, “took me a
while to get my head around it, but I get it now, and
understand about having a box of
frames/transparencies in front of my mind, and I ‘see’
the world via those frames. I now also understand
that the frames are how my psychology works, and
what is on the frames/transparencies is ‘me’, my
particular point of view, the ‘buys and burgles’ and in
particular I can choose to change what is on the
frames and so change my point of view.”
“Yes,” another spoke up, “and I found it really
helpful to understand how the core of ‘me’ was
constant, that I could change a point of view, without
changing ‘me’, just making me more effective. I got
this on the induction course, which I was very
skeptical about, but it was great, it was a lot more than
saying how great this place is…it was a real eye
opener.”

73. 72
Success begins in our mind
“Great, so we understand about frames as the way
we work, and what is on the frames as how we
personally see things. And what we see depends on
what is on our frames.” The L&D Manager paused.
“Then you all agree, that we act consistently with
what we ‘see’, that it is impossible to act outside the
frames via which we see the world and our place in it;
that to act differently we need see it differently that
our success begins in our minds.”
“Absolutely,” the group replied.
Only we have access to our mind
“Further,” she continued, who has access to your
mind? Bit of a silly question, isn’t it, since we are the
only ones with access to our minds. You all agree?”
“Absolutely again.” And the group laughed.
Committing to manage our minds
“Then the logic follows, if we commit to our
success, and we agree success begins in our mind, and
we understand how the mind works in terms of
frames, then the first thing we need do is to work out
the sort of frame we need, relevant to work, to support
us being successful at work…” the L&D Manager
paused and looked about the group. “No, not
absolutely again…but do you agree?”
“Yes,” the quieter reply with smiles all round.

74. 73
“Think about it,” said the L&D Manager. “This is
very important. It sets up where we start, and why we
do it the way we do.”
“Understand,” said one of the quiet assembly line
workers, “I need to set up frames in my mind
consistent with my choice, then manage that frame so
that rather than me feeling I need push me into doing
things, it more flows out of me because my mind is in
the right place for it.”
“Exactly,” affirmed the L&D Manager, “anyone
with any comment…any counter argument…?” The
group shook their heads. “Then we all agree the issue
is identifying and setting up our own frames to
orientate us to our work, with those frames being
consistent with our choice.”
Commitment is not vacating judgment
“One thing,” asked a sales consultant, “what if I
don’t get treated fairly. How do I fit my response into
that frame? Is this a bit like brain washing…?”
“Fair question…no it is not brain washing, since
only you have access to this mental structure. No
frame stands alone, although we can of choice focus
on one at a time. So on another associated frame
might sit judgment issues like the questions: is this
fair? Am I being asked to do reasonable things? Is
this ethical? Am I being fairly treated? Is this
treatment in line with what I expected? This is you
holding the company to account for how it treats you,

75. 74
and you are encouraged to do that.” She stopped, and
looked at the sales consultant, then around the group.
“Is that okay…does that answer the question?”
Everyone nodded.
Focus: One frame at a time
“What is focus…?” The L&D Manager asked.
The group was quiet.
“Well,” said the marketing executive, “focus is
focus, not thinking about anything else in order to be
well…focused.” He laughed, “Even I can hear it is bit
circular.”
“Exactly,” said the L&D Manager. “Focus is
looking through one frame at a time. The mind is
uncluttered with the only thing in focus is the precise
task at hand.” The group was reflective.
“Think of a top golfer, or any sports person…but
the golfer is hundred and forty yards out, has say a
nine iron in their hand. Are they thinking about their
family at that point…Very unlikely…and if they
are…? Likely not a very good shot. Focus. So now
let’s look into their mind…what is happening? They
will have pared everything back to just what they
know of nine iron shots, they will be judging
distanced wind, lie of ball, trajectory, and position of
flag and the shape of the green.”
“Shite,” said the young joker, “now I know why my
score does not improve, I play with this gorgeous

76. 75
young female neighbor… I focus, but it isn’t on golf!”
The group laughed. “When she leans forward for the
shot in those tight shorts, boy do I focus…” And the
group really cracked up into peals of laughter…
“Exactly,” said the L&D Manager, “excellent
example of lack of focus in relation to the task at
hand.” The group laughed again.
Life factors can erode focus
“We get it,” said one of the mature assembly line
workers. “And we agree; it is a very good way to
understand focus…seeing the task and what has to be
done through one frame. So reality of work, if you
need focus, and I have one of my kids in hospital…”
She stopped and shrugged. She was the only female
in the group, so in all three females were in the room,
L&D Manager, the assembly line worker, and the
student.
“Agreed totally, and on some occasions depending
on discussion with people, we may even recommend
they do not come into work. Some line jobs can be
dangerous if your mind is not on the job.” The L&D
Manager stopped and looked about the group; there
was full understanding of focus, and reality of ones
mind being distracted by personal factors.
“Great.” Said the L&D Manager, “anyone not
grasp exactly what focus is and how to manage it.”

77. 76
“Got it clear.” Said the young wag. “Frame with
just task at hand on it. Living it not so easy…” the
group smiled, “keen to hear about that…” He paused,
and in a quiet voice almost to himself,” Maybe my
golf score will improve…” the group laughed again.
Improving focus improves performance
“Okay, then what we need do is clear; build a frame
relative to the task at work, with that frame being
quite singular, so that when we bring it to mind we
can then pare everything else away so we improve our
focus.” The L&D Manager paused, “do you think that
if someone does this they would improve performance
at work?”
“Yes,” replied the group.
“It’s unquestioned that better focus, clearer mind,
better clarity on the aim, and better judgment on the
best way to get the aim, all on a frame, which we can
bring to mind as needed, so focus is much, much
better …” the sales consultant paused, “Performance
has to lift.”

78. 77
The professional frame of reference
The L&D Manager switched on the data projector.
Then read through the slide.
Building the professional frame of reference for work
Choosing to be successful in work life.
Accepting success begins in mind.
Accepting need to manage own mind.
Accepting that if build professional frame of mind
will be more successful.
Agreeing to work with team leader on development of
own professional frame of mind.
Working with team leader to improve delivery of
ideal actions via development of professional
frame of mind
“Frames,” she went on, “are never in isolation.
They are always linked to other parts of our mind.”
She glanced at the young wag,”…and they can be
linked to parts unrelated to the task at hand.” The
young man chuckled, looked down and blushed.
“The overall frame is called the frame of reference.
Think of it as frames within frame, and sometimes
within that frame again, the Eastern idea of balls with
balls, within …” A voice cut in ‘not a good choice of
analogy’. The group laughed to the further
embarrassment of the young man. The L&D Manager

79. 78
waited quietly until the group picked up on the point
the joke was over, although she knew she had made
the mistake of furthering the joke. She then
continued.
“The frame of reference is typically largely
emotional; it emotionally orientates us to the other
frames nested within the overall frame of reference.
But we cannot grasp emotions easily, so we make
deliberate decisions and invest our emotions into the
frame of reference through our decisions.” She
looked back to the slide.
“For our professional frame of mind, our first
decision is to be successful. Not for the organization,
but for ourselves. I think everyone can understand
how that is an important emotional decision that will
significantly influence all other frames relative to
work.” The group nodded.
Assuming responsibility for our own mind
“Perhaps the next item is the third on the slide, full
acceptance for development of our own professional
frame of mind,” she paused, “we have agreed that we
are the only ones with access to our mind, and success
begins in our mind, so to seek success means we need
manage our mind. This OPD-SHRM system asks
everyone to do that which they can do, to accept
responsibility for themselves. Does anyone think they
cannot build a professional frame for work, and act

80. 79
according to that frame…?” No one spoke, several
shook their heads. The L&D Manager went on.
“It is not about making yourself do it; it is about
building the way of thinking that guides your actions
so you do it, and so it flows out of you. Is everyone
beginning to see what I am trying to describe.” There
was a murmur of ‘yes’ and ‘getting it…’
“Good,” said the L&D Manager, “now, is it easy or
hard to do it all on your own? That is, build and
manage the professional frames on your own?”
“Not easy,” said an assembly supervisor, “it is why
any sports person has coaches, and even at the top,
people they have mental coaches and I must admit I
see more clearly now than ever before what it is such
people do. I saw an ad on TV about the PGA tour,
when one of the top players said he thought the whole
game was mental, well, it likely is once you have the
skills.” He sat back, reflective, and then leaned
forward, “It gives me a whole new perspective on
getting performance from my team for example.”
Several other members of the group said ‘hear, hear’.
“Thank you, exactly.” Said the L&D Manager.
“This brings us to the second item of the slide,
working with your team leader. Your team leader
should discuss with you about you giving them
permission to work with you on developing your
professional frame of mind. Both you and they have a
vested interest in that, since you both have a vested

81. 80
interest in supporting and developing your
performance.” The L&D Manager paused and looked
about the group. There was some hesitancy evident.
“It is crucial, however, that the team leaders have
the skills, that they understand why this is important,
and know how to do it so that every wins. Most are
good, some need to be better. And we are working
very hard on that, and I know some of you will be
coming on our team leader training workshop quite
soon.” She paused… “Anyone here not think their
professional frame of mind can be developed?” There
were no responses. “Anyone here thinks it is not
useful to have a discussion about professional actions,
with the intention of improving how well we do
them.” People shook their heads. “Then why so
quiet… where have you gone to?” The L&D
Manager waited.
“Nowhere really,” said Pete, the mature assembly
supervisor, “just taking time to get my mind around it.
And I think or sense others doing the same.”
Several others in the group spoke and a discussion
followed on what an individual could do to build and
maintain their own frame of mind, and how that could
be assisted by someone else. Finally one asked “what
exactly are we talking about?”
The L&D Manager changed the data projector
slide.

82. 81
Building the game plan
Clarity of focus: List of KPIs
Clarity of accuracy: List of ideal actions
Engagement: Visualize self, acting ideal actions
Positive engagement: No negative emotions
“Here is a diagram of the professional frame of
mind.” She said. “On the left is the list of KPIs in the
role and ideal actions derived from those KPIs. If you
do not know what these are you can hardly do them,
so clarity of these is crucial, and they can be
memorized just like a list, so there is really no reason
why someone cannot know these exactly, and be able
to recall them when asked.” People nodded.
“Does everyone know and understand
visualization” she looked about the group.
Visualization is important in business
“Yeah,” said an assembly line worker, pointing to
the young wag, “it’s what he is doing on the golf
course.” The L&D Manager had to smile, and the
group laughed. The worker continued in a much more
serious tone, “But of course that is loss of control of
the image, and will not help his golf.” The L&D
Manager nodded.
“Thanks,” she said, “exactly the point. Any one not
get it…” there was no reply, with lots of shaking of
heads, and murmur of ‘get it’.

83. 82
“On the right at top,” she continued, “is
visualization; this system proposes it is as valuable in
business as it is in sport, and in fact this OPD-SHRM
system proposes that the relationship between the
person and ideal actions in sport and business are
exactly the same, so all the same rules we know of in
sport to succeed apply equally in business.” She
continued.

84. 83
Engagement as visualization
“To get the best from ourselves in sport and in
business we need to be able to ‘see’ ourselves doing
the action that gets best result. This is visualization.
If we can visualize ourselves doing it, then we give
ourselves the greatest chance of doing it to standard.”
“Under this model, a person visualizing him or her
acting out the ideal actions is ‘engagement’. It is
quite precise, and we know this model works; we
have established that, the world knows it works in
sport, and a sales consultant about to meet a client can
visualize their ideal action exactly as a sports person
can visualize what they need do to get the best result.
And remember, and this is important, frames are
linked, so this is not giving away any judgment, or
any assessment of your rights or what is fairly due to
you.” She paused, watching the group.
Retain personal dignity and integrity
“Feeling good about ourselves is important, being
proud of me, our integrity, and our dignity. I know
others make different choices, but for me, I will do
my best. If I do not think I am being fairly rewarded
or recognized, I will to talk about it, but if there is no
change, I will continue to do my best until I leave.”
The mature delegates nodded. She did not pursue the
point, it was noted, and in the main accepted.

85. 84
Build positive emotions
“The final step is to attach positive emotions to the
ideal actions or precisely to the visualization of the
ideal actions. Attaching positive emotions is perhaps
a bit too much, but we need be wary of any lurking
negative emotions. For example, if a sales person
does not like prospecting; or a supervisor is nervous
and anxious about confronting poor performance. We
need to be honest with ourselves, and then with our
team leader, to get support and advice on managing
these reactions. If we ignore negative reactions like
this they will definitely erode and reduce our
performance.” The L&D Manager stopped and
looked about the group to check they were with her.
People nodded and again said “we get it, okay.”
Managing multiple roles
“One last technical point before getting practical
about what you can and need to do. That is managing
multiple roles. It is simply the same processes several
times; they are exactly the same as we have covered.
It gets complex juggling the frames in our mind as we
swap between roles.” She paused, and changed the
slide on the data projector. She went through the
slide, “any one not seeing it? It is just applying these
same processes four times. It is a mental juggle.” She
stopped waiting. There was no response, other than
people nodding and looking reflective as the reality of
being say a team leader and a senior accounts sales

86. 85
consultant. Or the QA specialist and line supervisor,
or as put by the marketing manager, “being the sales
manager and marketing manager, very different roles
and not an easy juggle.”
Managing multiple roles
For each role:
Need to know KPI (focus) and ideal actions
(accuracy) in each role.
Time distribution between roles.
Manage transitions between roles.
Positive engagement in each role.
Judgment of when which role appropriate.
A couple of the group stood to stretch, and some
went for more coffee. “Take five,” said the L&D
Manager.

87. 86
Helping oneself to be successful
“That completes the formal input on building one’s
professional frame of mind. Any questions about the
concept…before I begin to explore exactly what to
do?”
“No,” said the regional sales manager, “I think we
all get it; at least that was what I gleaned from the
chat over coffee. I think we are now keen to
understand exactly what to do.” Others in the group
nodded. The L&D Manager returned to the slide on
the professional frame on the data projector; then
went to the white board.
“Okay,” she said, “looking at that…” she nodded to
the slide, “what do you think you can and should do?”
She picked up the white board marker in readiness.
There was dead silence.
“Obviously,” said an assembly supervisor,
“memorize the ideal actions and KPIs; know them,
then, at least we know what to do even if we don’t do
it.”
“Then,” said another, “be able to see yourself doing
it, the visualization thing…”
“Root out negative reactions. They will erode you,
have you going through the motions, but not really
committed.”

88. 87
“Keep one frame in mind at a time,” said the
marketing manager, “harder than it sounds but it stops
trying to play golf and being distracted by your golf
partner,” the group laughed, “yes, it was a great joke,
and I enjoyed it too but it is real, it is what happens, so
we can remember it and use it. Understand how
important it is to manage distractions, not that we
should not have fun, but know when to cease the fun
and move our minds onto the task at hand, and the
start of that is to bring out our professional fame to
mind.”
“Agreed totally,” said one of the sales consultants,
“and to have the diagram…” he nodded to the slide of
the professional fame … “firmly in mind, so we can
bring it to mind whenever we
Choose then from there recall the key things that help
in our management of ourselves.”
“Good point,” said the L&D Manager looking
around from writing on the white board. “You can
now all hold the diagram of the professional frame in
mind, and know the detail, we call it packing the
concept, all the underlying issues are now ‘packed’
into that diagram for you. If you see the tight shorts
as they line up to make the shot you know exactly the
extent that is the wrong image, and you know you
need make a rapid transition from the wrong image to
the right image to get the task done.” There were no

89. 88
jokes this time, everyone understood exactly what was
being said, and some were making notes.
* Memorize your agreed time budget.
* Be able to visualize yourself doing the agreed
ideal actions, practice this visualization.
* Build positive reactions attached to the ideal
actions, be very honest with yourself over potential
negative reactions and talk to someone about them
before they erode your performance.
* Manage distractions. Keep one frame in mind at
a time. When distractions occur, make the shift to
the correct frame needed to get the result. If
needed take a minute to collect your thinking to use
your imagination to help you.
* Ensure you ‘see’ the model of the professional
frame of mind, and then build details in your mind
of your time budget and ideal actions.
Occasionally, think through the detail ‘packed’ into
the image you have in mind, and let yourself
wander though that detail so that you have it handy
when you need it.
She looked around when completed, the group was
writing down the notes. She waited until they had all
finished. Those who finished first were quietly
talking about the notes and what they intended to do
when they returned to the work place.

90. 89
Work with your team leader
“What can we expect of the team leader, at least
when should we expect, bearing in mind I am one,”
said an assembly line supervisor. The L&D Manager
nodded.
“Good point,” She turned shuffled through the
laptop for a minute and then bought up the slide on
performance assessment.
“This slide is from the team leader workshop,” the
L&D Manager continued, “these are the suggested
agendas for development discussions, done for say
fifteen minutes every two weeks, so this lot takes
three months, then maybe a break, then go over it
again, or as needed for the next three months, another
break etcetera.”
People were nodding they got the idea.

91. 90
Coaching and performance assessment
Actions: Specific agendas for one-on-one
development discussions to support and assist
people develop and maintain their professional
frame of mind.
Task: Guide people to manage their mind, enabling
improved delivery of ideal actions.
Tone: Gentle, supportive, respectful.
Agendas for development meetings
Cultural base: Personal choice to be successful;
agree that success begins in the mind, and agree
to work with team leader to build professional
frame of mind.
Knowing what to do: Ensure full understanding and
recall of KPIs and ideal actions.
Engagement: Visualization of ideal actions. Ask:
how would they implement the ideal actions?
Ask them to describe what they would do. Get
them to describe it in first person to enable them
‘seeing’ it happening.
Positive engagement: Ask if there are any aspects of
doing ideal actions where they feel
uncomfortable. Guide emotional intelligence
skills to assist them deal with any discomfort.
Developing skills: Ask: Can you do this … is any
training needed?

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Performance improvement: Review actual results;
discuss how to improve delivery of ideal actions.
Discuss if ideal actions can be improved.
“First, the tone should be quiet and respectful. You
are giving permission to the team leader to share in
your professional frame of mind; if someone let’s you
into their mind, and then you dump on them, what
will happen.”
“They will never let you back in, not trust you
again.”
“Exactly,” said the L&D Manager, “hence the
importance of the tone. It is not some special
‘leadership behaviour’ merely doing that which
everyone know is reality, and acting respectfully
toward the privilege another person has afforded
you.”

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Consolidation of personal choice
“Does our resolve weaken?” She asked.
“Yes.” Came the group reply.
“So we need to repeat it to keep it settled. That is
the first agenda on the slide, review decisions on
personal choice, managing own mind, etcetera.”
Memorize the time budget
“Then review that the time budget is understood
and memorized. This does not mean people will do it,
but at least they know what to do.”
“Then review that people can visualize themselves
doing the ideal actions. Not necessarily ask directly
‘can you visualize doing it’…perhaps guide a
discussion which explores them doing it. This is
followed by exploring that there are no negative
emotions eroding delivery, perhaps initially just noted
in what people do, since they will not necessarily and
immediately share any personal emotional
idiosyncrasies.”
“While doing these last two,” the L&D Manager
went on, “the team leader should check that people
know and understand the model of the professional
frame of mind.” She paused.
Improve own skill at ideal actions
“The fifth item is reviewing skills. Discussing
what they will do in the third visualization interview,

94. 93
the team leader can act as sounding board and suggest
alternative ways of acting so that the ideals are
delivered as fully and as well as they can be. In this
‘developing skills’ discussion, the person is guided to
confront any skill deficiency, and what can be done;
so from this there may arise suggestions for training,
possibly outside courses.”
“Finally, the last interview is about performance
improvement, so linking ideal actions to higher
targets, discussing how the ideal actions themselves
could be improved, and so on.”
“The philosophy is on the team leader supporting
the person in their choice, namely they aim to be
successful, so the team leader is there to support them
achieve that.” The L&D Manager stopped, several
delegates were making notes, “Remember,” she went
on, “if you are a team leader you will get this on the
team leader workshop.”

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Making it happen
The L&D Manager waited until the group had
finished making notes.
“Any questions?” She asked. She waited; several
flipped over the notes they had been making and the
hand out notes they had. All were reflective.
“My mind getting bit tired,” said an assembly line
worker. Others nodded.
“Nearly done. Hang in there.” She said kindly. “Is
everyone clear on practical steps they can do to make
themselves more successful?” Everyone nodded.
“Great,” she continued. “The outcome from today
is that you will now apply these skills to the plan for
you in your job, instead of the general diagram of the
professional frame you will use your own time
budget; memorize it, visualize it, etcetera…” she
paused, as several made notes. “You will then be
requested to meet with your team leader within two
weeks when you will be expected to go over your own
plan, review ideal actions from memory, review the
personal choice, review visualization and acting out
ideal actions. In short, do a review of building the
professional frame, including the frame of reference
as it applies to you.”
“Now,” she concluded, “if you have not had that
interview with your team leader within three weeks of
today, you are to advise me…okay…you can all

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understand why. And I have to advise the boss.”
People smiled.

97. 96
Finding more ‘flow’
“One last input,” she smiled, “then we’ve done.
Has anyone heard of ‘flow’; it was proposed by a
fellow called Mihaly Csikszentmihalyi? I pronounce
it ‘Mihaly’; that’s not too bad, then ‘sixth-sense-
Mihaly’. Likely not right, but at least it gives me a
handle on it. It is the idea that people are happiest
when they are engaged fully in an activity. They lose
themselves in the activity. Everyone understand?”
The young wag leaned forward then thought better of
it, the group roared with laughter. The L&D Manager
smiled, and went on, “How do you think such an idea
fits with the discussion, and with the model of
psychology you now understand and are applying to
you?”
“Losing oneself in the ideal actions,” said the
female assembly supervisor, “applying the
professional frame, bringing it to mind, and keeping
that and that alone in mind, and we should end up in
this flow.” She paused and looked to the L&D
Manager who nodded encouraging her to keep going.
“I guess if you do not find flow, then likely you are in
the wrong job, and you are forcing yourself in some
way. Or perhaps you have this job as stepping stone
for yourself, which means the links to other frames in
your mind will be positive, and so you will find flow.
Have I got it?” She said looking to the L&D
Manager.

98. 97
“Absolutely,” said the L&D Manager. “Exactly.”
“Is flow useful?”
“Yes.” Said several group members. “It must
increase daily satisfaction, going home at night
feeling a lot better about the day just gone.”
“Is that likely to help motivation?” L&D Manager
asked.
“Of course. If people feel good going home they
will be keener to come in next day and do the same.”
“Can you see how to do flow, to build flow in your
team?” L&D Manager asked.
“Yes, by using these techniques, it becomes
something team leaders can measure, and there are
very precise steps and skills to develop it. Flow is the
result of doing exactly what we have been shown
today.”

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Need disciplined kick start
“Will flow just occur?” L&D Manager asked.
There was reflection for a moment then the senior
assembly line supervisor spoke.
“No, it won’t. It is there in people, but we are
always too inclined to look at the tight shorts instead
of thinking about our golf shot,” everyone smiled, but
they took the point. “We need that initial disciplined
kick-start, to get us into the frame, then flow comes,
as we do it, we don’t start in flow, we flow into flow.”
“So, I guess,” he went on, “we need two things;
first we need to remember flow is real, it is good, and
we enjoy it. I can recall the times I have been in flow,
time just disappears, and I feel good afterward. I have
not had it much at work, but I will fix that using these
techniques, because I see I can fix it. Second, I will
set myself a spot on my way to work where I will be
into my professional frame of mind, so I get to work
already to flow into flow. That is what I am going to
do.” The group watched, he stopped and looked
around, everyone spontaneously clapped. As the
energy subsided, the L&D Manager spoke.

100. 99
Rounding off the day
“Could not have said it better, thank you.” She
looked about and smiled. The room clock showed
four twenty.
The L&D Manager guided a round of discussions
on what next, and how to do the work back on the job.
The L&D Manager glanced again at the room
clock, it was four forty five she rose and moved to
head of the U.
“Thank you all,” she said, it has been a good day,
and I have enjoyed working with you.”
“No,” said Pete, getting to his feet, “It is us who are
grateful, it has been great, and I have learned a lot,
although I am not sure I expected to, so thank you.”
He sat down and the group applauded.
The L&D Manager shook hands with each
participant. The student watched and chatted with
several of them then she and the L&D Manager
moved back to the L&D Manager’s office.
They had a coffee, and reviewed the next workshop
on team leadership, then she took her leave to drive
back to LA, it had been a great day.

101. 100
Summary of key terms in OPD-
Theory™
Scientific foundation: The REASONED intellectual
position that begins with the proposition without
photons we cannot see.
Strategy: The central focus, the reason the
organization is formed.
Goal-action: For every goal there are actions that must
be delivered to standard if the goal is to be
achieved.
Ideal actions: The actions derived from goals that offer
the greatest chance of greatest goal success.
Doing ideal actions does not guarantee success
but not doing them guarantees failure. Also,
includes those actions needed to act out the
business processes in which the job is embedded
and which integrates the job with the team and
with the remainder of the organization.
Role specification: KPIs and ideal actions agreed
needed to succeed in the role.
Choice: Choosing work-life success.
Time budget: Role specification with the initial
assessment of the time required for each ideal
action.
Working ‘on’ the business: Reviewing/editing the
time budgets.

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Organizations: Collections of jobs, a job defined by
the goals derived from strategy. Goal-action
defines ideal actions in every job.
Behavioural structure: The set of ideal actions
underlying a strategy. Expressed in the set of
role specifications.
Game plan: The agreed time budget adopted in mind
of the person assigned and accepting the role.
Perfect human performance: Perfectly defined
behavioural structure perfectly delivered.
Actual human performance: Actual staff
performance relative to perfect human
performance.
Performance gap: The gap between actual and perfect
human performance.
Performance management: Closing the performance
gap.
Strategic human resource management (SHRM):
action to define the performance gap and then
close it.
Aim of human resources: (1) Administer HR much as
it does now. (2) Proactive improving results by
partnering with team leaders to identify the
behavioural structure of each team and guide
delivery of that behavioural structure to
standard. The central source of expertise on how

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to get the best from a team by applying OPD-
Theory™.
Standing human capital value (SHCV): A measure
of the quality of the behavioural structure as
captured in the SHRM-information system
(SHRMIS). Standing human capital value is
owned by the organization and can be
capitalized on a balance sheet.
Dynamic human capital value (DHCV): Measures
leadership effectiveness at closing the
performance gap. Dynamic human capital value
is owned by people. DCHV cannot be
capitalized, but is of sufficient note as to justify
a section in, for example, the annual report.
The scientific foundation leads to the general theory
of psychology which leads to OPD-Theory™ which is
the only SCIENTIFICALLY REASONED way of
designing and operating organizations offering the
greatest chance of greatest success.