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. Alternative advise us, do not send, if you do not wish to receive more emails.