1. We choose to include ideas and their actions in our life if and only
if they are important enough to us. What is it that will make ideas
and their actions important enough?
Imagine working for a company. It is well managed, the people are
fun to be around the work is enjoyable. Business ethics are strong,
you, like all the team, feel respected and valued. You would go out
of your way to get the result, since you know the directors and
governance of the company would go out of their way for you.
Is this enough to ‘engage’ with this company? Yes, it is. Could you
be more ‘engaged’?
Now imagine the dark side. Things get difficult, the company asks
for help, and everybody agrees a pay cut so no one gets laid off.
The company gets sold. You disagree with some marketing deci-
sions as the company fights to build sales. Now, your personal
finances are not as solid, you have some concerns about what is
going on and while it is still a good place of work, you are facing a
different reality.
Engagement with the company remains solid, but with reservations.
Aiming to build own success is something that will always serve
you
The most important thing in your life is your health and welfare. If
that goes, then all those whom one loves and whom supports will
lose the quality of that support.
In other writing I show how our daily activities are linked to the
national economy by doing our bit at work (posts at LinkedIn, and
the book Why Work). Your success at work is precisely doing the
ideal actions agreed in your role to the fullest extent and standard
you are able. But, one acts out the actions not for the company, but
for ourselves. Each morning, when one looks in the mirror, the
pride swells knowing the person looking back did a solid day
yesterday, delivered the ideal actions agreed to a good standard, and
in so doing served oneself, served the company, served the team,
served the team leader, whom one likes, and served society.
Engagement is our commitment to our life
We engage with ourselves and in doing so we engage with life.
Our engagement with doing the ideal actions at work to serve our
own success is exactly the same as engagement with our grand-
child, or with the darts team at the club, or the energy in the read-
ing group, or rebuilding the bathroom. We do things to the level
we set and agree first with ourselves so that we feel good about
our involvement.
Work is part of our life, not something separate from it, but some-
thing central to it, and from which one can draw life satisfaction.
We engage with life, part of which is engaging with our own
success at work.
Review again the table below from newsletter 13. Three key
variables define the structure of the organizations, the goal cascade
within includes the organization structure and mapping the strate-
gy onto the market, the ideal actions agreed to offer the greatest
chance of greatest KPI success, and the clarity of the role specifi-
cations.
The organization design is then integrated with the psychology.
People make the choice to be successful in their work life, they
accept the role specifications as defining success in their job,
they agree the ideal actions offer greatest chance of greatest suc-
cess, engage by actively adopting the role specifications in mind,
building game plans with associated positive emotions that drive
behavior at work and actively visualize themselves acting out the
ideal actions, they build clarity in game plans, making their efforts
more effective. By choosing to be successful, accepting and agree-
ing the role specifications as the means of personal success, and
actively engaging in mind with game plans, people build signifi-
cant ‘intrinsic motivation’, exactly as exhibited by any sports
person seeking to win the game. They are willing to go the extra,
to fight, not for anything outside themselves, but for their own
pride, and personal success... they want to feel good about them-
selves. The intrinsic motivation is then actively supported by the
team leader who ensure people are enjoying the day, do what they
need do and have fun while doing it.
Engagement is attaching positive emotions to those ideas and actions we choose to
include in our life
The immediate practical act of engagement is visualization of ideal actions with no negative
emotions
Newsletter 14
Redefining engagement
Newsletter topics
1. Seeking new thinking.
2. How to double profits.
3. Goal—action.
4. Linking staff action to
strategy.
5. Human performance
driving results.
6. HR as rollout of strate-
gy.
7. Behavioral structure of
the organization.
8. Understanding human
psychology.
9. Linking people to be-
havioral structure.
10. Perfect human perfor-
mance.
11. Performance manage-
ment moving actual
toward perfect perfor-
mance.
12. Built in flexibility.
13. A scientifically proven
balanced solution to
human performance
as a driver of results.
14. Redefining engage-
ment.
15. Culture.
16. All HR policy changes.
17. Lifting expectation.
18. Redefining leadership.
19. Redefining manage-
ment.
20. Why has it not been
done before?
21. Stop. Reflect. Chose
and improve.
22. Why can’t we do it
ourselves?
23. Mind of the CEO.
24. HR as the ‘right hand’
of the CEO.
25. Building a ‘verbal
ready’ Executive.
26. Understanding human
motivation.
27. Building and imple-
menting an integrated
motivation policy.
28. Human capital.
29. Finding and develop-
ing talent.
30. Choosing better ideas.
Reading these newsletters you will gain
new insight into how to manage the link
between people and your organization so
that both benefit by increased results,
greater success, increased profits, more
fulfilling work, and greater satisfaction.
Contact: info@opdcoach.com to meet and explore how this system will lift results in your business.
Alternative advise us, do not send, if you do not wish to receive more emails.
Organization. Business
plan for period.
1. Goal cascade,
KPIs in every
role.
2. Ideal actions
derived from
KPIs.
3. Role specifica-
tions.
Psychology
4. Choice.
5. Engagement
6. Acceptance.
7. Agreement.
8. Clarity.
9. Motivation.
Fundamental is ideas in
mind with action arising
from those ideas given
momentum by associated
emotions.
Management factor.
1. Improve the goal cascade.
2. Sharpen ideal actions.
3. Clarify role specification, integrate busi-
ness processes, operations policy.
4. Review choice of each person to be suc-
cessful at work.
5. Review commitment of person to actively
seek work life success.
6. Review with person their acceptance of
the role specification.
7. Review with person they agree that doing
the ideal actions offers greatest chance of
greatest success.
8. Review with person they are clear on the
role specification, and have a clear game
plan in mind.
9. Review with person they have no negative
feelings about doing ideal actions. And
that they feel supported by their team
leader in the striving to deliver the game
plan each day.
Practical actions the team leader can take that will
improve one or more of the factors that underpin
high quality performance.
Cultural audits.
• Focus. Audits
1, 6, 7.
• Accuracy.
Audits 2, 3, 8.
• Commitment.
Audits 4, 5, 7.
• Leadership.
Audits 9, 4, 5,
6, 7, 8.
• Business
processes.
Audits 3, 7, 8.
From the audit result,
the team leader decides
action on the factors
judged to improve the
audit result for next
time.