Imagine a team where the team leader has worked with

team members and built sharp agreed behavioral structure

relative to team KPIs. The team KPIs are themselves sharp and carefully derived from the strategy. The team leader

ensures the team members are enjoying the effort, and each

day interacts with the team to build strong positive sense of

fun and success though team work.

Head Office is located in another city. The senior Opera-tions Executive from head office visits the team. At the

team meeting, a team member asks the Executive about the

team KPI and the overall strategy. The senior Executive is unclear on the ‘direction sequence’ strategy→ KPI →

behavioral structure, and unclear on motivation driven by

associated positive emotions so having fun, being success-ful and being offered respect are essential. To cover their

lack of knowledge and understanding the senior Executive

is vague, authoritative bordering overbearing, disinterested bordering dismissive, with negative emotional tone. They

made their comment and left the meeting. The whole team

were involved in the exchange.

What do you think will happen in that team?

Senior leadership is about maintaining the culture of

performance

First, direction, strategy→ KPI → behavioral structure,

defined as agreed ideal actions derived from KPIs plus

ideal actions implementing the business processes integrat-ing the role into the overall team effort and then the team

into the wider organizational effort.

Every person should be clear on the direction in their role.

Precisely, the agreed ideal actions that define success for

the organization and for them personally in the role. This should be already agreed, or in the process of being agreed

on any and all visits. Senior Executive must understand the

process.

The behavioral structure of the team, and of each role in

the team, should have been signed off by the team leader, the manager of the team leader, the divisional manager,

and ultimately the CEO assured the role specifications are in place, apt and effective, so team leaders only need now

to see them implemented and have people ‘turning up’

each day to deliver them.

Second, team motivation. Clear direction is the essential

base, the direction. It is the associated positive emotions in the person assigned to deliver the agreed ideal actions that

give momentum to the effort. Like a top sports team, it is

very apparent to a spectator if they have ‘turned up’ or not. The task of the team leader is to have their team ‘turn up’

every day. Third, when in doubt, a senior Executive

should trust their team leader. If there is a HR Department, then trust they have done their work to standard and the

team leader has the skills to establish the direction in the

minds of team members, keep it daily top of mind, and

ensure team members are emotionally positive turning up

each day to deliver the perfect game.

Senior leadership is being prepared

There is no excuse for not being prepared.

Is the team performing to agreed standard?

How is the team leader rated?

Does the manager of the team leader have any comment?

Does HR Department have any comment?

What is the point of the visit?

How can I leave this team in more heart and more com-

mitted than when I found it? But do so with integrity and

without obvious flattery…

Encouraging creativity and tapping team member

skills and insight

OPD-HCD™: Perfect game plans perfectly delivered.

Working ‘in’ the business is ‘turning up’ and delivering

the perfect game.

Working ‘on’ the business is the team reviewing the role

specifications, refining the perfect game plans in the team.

Often the person who knows most about how to get some-

thing done efficiently and effectively is the person doing it. The mature, quiet senior operator with the wise eyes,

been doing the job for 33 years. Seen it all. Very likely,

they will know… but depending on the team environment,

they may or may not open up and speak of their insight.

All teams can work ‘on’ the business by working on refin-

ing their role specifications. But, it is often difficult to get a team to talk, especially in the beginning. Then there is

the issue of some team members talk too much, and are

not insightful enough or they want to replace head office and rewrite all policy. The team needs to be focused on

what it can control and alter, namely its own role specifi-

cations. But even then, it needs get agreement by the manager of the team leader and perhaps by the divisional

manager. The sign off of the behavioral structure is very

important.

It requires quiet sincerity to draw out the long serving

wise operator. This is where the senior Executive can

always assist the team leader.

Performance: Having agreed ideal actions top of mind associated with

positive emotions to give the actions momentum and zest

Developing the performance culture is more than just getting it done, it is also

tapping the creativity and innovation of the team to stay ahead of the market and

competitors

Newsletter #25 Building a ‘verbal ready’ executive 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.