1. Think of a goal you set for yourself. Say that relaxing
holiday you have promised yourself. Did you just
jump in and do it, or did you plan? Decided where to
go, booked tickets and accommodation, packed your
clothes, organised your affairs while you were away
for the three weeks, arranged for a neighbour to feed
and water the cat, thought out what you wanted to do,
the side trips you wanted...etc.
Goal-action plan, applies to every goal. The action
plan we refer to as the ideal actions relative to the
goal. In a complex goal, there may be several layers
of ideal actions, each getting more specific. For ex-
ample, you decide to holiday with two other families.
Then top level actions will involve agreeing where to
go, and that may involve some research by each fami-
ly. Once agreed, then more research on activities,
and not all families may want to do the same things,
some may just want to blob out, so then it begins to
get specific and detailed. Finally there is a group
action plan, and within that detailed plans for each
family.
Goal success depends on the aptness of the ideal
actions and the extent they were acted out
The goal is to have a memorable holiday. Then all the
plans are the ideal actions to achieve that. So, for
example we do not want to get on holiday to find we
left important clothes at home, or that the accommo-
dation we planned but did not book was booked out,
or the car warrant expired while away and it was a
full day hassle to have it redone, or that we left no
contact number and the police turned up to check
we were okay because friends got worried about
our silence when we said we would phone
them...etc.
We refer to the plans as the behavioral structure
relative to the goal. Goal success is then deter-
mined by, first apt ideal actions are identified and
accounted for, and second we act out those ideal
action to the standard needed.
This DOES NOT preclude spontaneity or innova-
tion when we get there, it just means that those
things for example, that could disturb goal
achievement are identified and accounted for,
then we flow with the circumstance. If we are not
concerned with the accommodation being booked
out, since we know other is available, then fine,
we flow with that, etc.
Every organization is a collection of goals be-
ginning with the strategy
The organization structure maps the strategy on to
the currently defined market. The goal cascade
defines the contribution of each job to the strate-
gy. The ideal actions are then derived from the
goals in each job. Within OPD we refer to roles.
A job may consist of several roles, with a role
being a unique set of KPIs and ideal actions. Each
role having a role specification consisting of KPIs
and derived ideal actions.
The aim of OPD-SHRM is to identify and deliver the behavioral
structure enabling greatest business success
Engagement: People striving for perfect game plans perfectly
delivered
The mind-set of a person relative to the
assigned role, derived from the role speci-
fication is their game plan for the role.
If the role specifications are apt, and if
people build clear game plans and act
upon them, then there is greatest chance
of greatest goal success.
CEO: Committed to identify and deliver
behavioral structure enabling greatest
chance of greatest business success.
HR: Partner with team leaders to identify
and deliver ideal actions in their team.
Executive: Verbal ready to build perfor-
mance culture.
People: Engaged, striving for perfect game plans perfectly
delivered.
Questions for reflection
1. How apt are the role specifications? Are they suited
as the core coaching tool for team leaders?
2. How clear are the game plans? If game plans in
people are made clearer would you expect perfor-
mance to improve?
3. On a scale of 1-10, 10 high, rate the striving for
perfect game plans perfectly delivered?
4. If the striving for perfect game plans perfectly de-
livered was increased would results improve?
Newsletter 7 Behavioral structure of the organization
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.
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