Modern team leadership Wheelers pdf
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Transcript of Modern team leadership Wheelers pdf
Modern team leadership
By
Graham Little PhD AFNZIM
Redesigning the organization volume 3
What exactly does a team leader do to achieve greatest team
performance?
Modern team leadership removes excuses, defining in clear and
precise scientific terms the processes that will improve team
performance taking the guesswork out of leadership.
If the processes of Modern team leadership are fully delivered to
standard and with commitment and good results are not achieved,
then it can be unequivocally stated that the aims of the team were not
realistic in relation to the market or environment of the team. In
short, the result was not within the power of the team to achieve, the
responsibility for failure not falling on the team, but upon those who
decided the aim of the team in the first place. No other system of
leadership is able to make such a claim.
Implementation of the processes is measurable; the quality of the
implementation is assessed within well defined measurable
parameters. For the first time guesswork is removed from team
leadership.
The processes of team leadership apply at all levels of the
organization. So the lowest level team leader applies the same
processes in the same way as the CEO applies to the senior team.
The remainder of the CEO job is very different, but the role of what
to do to enable greatest team performance is the same at every level.
If you wish to develop your team leadership skills, understand
how to achieve greatest results from your team, and to position
yourself within the talent pool of your organization, then read and
follow the advice in Modern team leadership.
Published by
Self Help Guides Limited
PO Box 36656
Northcote
North Shore
Auckland City 0626
New Zealand
A reaching for infinity book.
Copyright © Graham Little 2011
ISBN 978-1-877341-01-4
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
Contents
Why train team leaders? ................................................................................... 7 Team leadership two day agenda........................................................................ 9 Review of the model and implications for team leaders ...................................... 11 Defining success............................................................................................... 15 Building the architecture to define success ......................................................... 16 Creating focus and accuracy in performance specifications.................................. 18 Create aim/KPI ............................................................................................. 18 Create outputs................................................................................................. 18 Create ideal actions ......................................................................................... 18 Time budget diary reminders ........................................................................... 19 Current goals .................................................................................................. 19 Self-discipline delivers agreed behavioural best practice ...................................... 22 Integrating business processes ........................................................................... 24 Summary of building the architecture ............................................................... 27 Guiding people to be successful ......................................................................... 28 Understanding psychology ................................................................................ 29 Practical psychology for team leaders ................................................................ 34 The struggle to turn choice into action .............................................................. 35 The performance agreement .............................................................................. 35 Personal choice and the performance contract .................................................... 36 Agreement to accept coaching from team leader ................................................. 36 Accept people at their word until they prove unreliable ..................................... 37 Understanding the community frame of reference .............................................. 39 Managing the community frame of reference ..................................................... 41 Building the professional frame of mind ........................................................... 44 Multiple roles .................................................................................................. 46 Performance management ................................................................................ 47 Leadership SHRM processes .......................................................................... 48 Team leader performance management ............................................................. 49 Maintain architecture ...................................................................................... 49 Working on the business ................................................................................. 49 Managing the first step of change to get it right ................................................. 49 Accepting the drive to improve ......................................................................... 50 Change made easy ........................................................................................... 50 Build and maintain the cultural base ............................................................... 50 Self monitoring of performance ......................................................................... 51 OPD-SHRM balanced score card .................................................................. 51 Enabling constant improvement ....................................................................... 52 Strategic leadership planning ........................................................................... 53
Ongoing leadership development ....................................................................... 53 Coaching and performance assessment .............................................................. 54 Team leadership judgment issues ...................................................................... 55 Planning and administration of coaching.......................................................... 55 Interpersonal tone of coaching meetings ............................................................. 56 Simplifying disciplining ................................................................................... 58 The coaching agendas ...................................................................................... 60 Identifying training needs ................................................................................. 60 Definition of training and sourcing training providers ....................................... 61 Performance improvement ................................................................................ 62 Management by walking around ..................................................................... 62 Talent identification and management.............................................................. 64 Develop team creativity and project skills ......................................................... 66 Consequences of delivery of OPD-SHRM ....................................................... 67 Planning for next day ..................................................................................... 67 Role of HR in supporting team leaders ............................................................ 68 The OPD-SHRM model coordinates effort ..................................................... 70 Resources available from HR .......................................................................... 71 Team leadership is critical ............................................................................... 76 Team leaders expected to increase cultural audit scores ..................................... 76 Cultural audit measures the depth of forgiveness ............................................... 77 The higher on the graph the harder it is to improve........................................... 77 The wrestle for excellence ................................................................................. 77 Small gains in culture make for large gains in profits ....................................... 78 HR coordinates company wide SHRM processes ............................................. 78 Academic background ..................................................................................... 83 Introduction to the redesign of the organization book series ............................... 84
The examples used to illustrate are composite drawn from many client interactions. Any
similarity to actual circumstance is unintended.
Why train team leaders?
The UCLA Graduate student sat sipping her coffee. It was 8.45
on a Thursday morning; she had driven down from south LA to San
Diego. Caffeine from the second coffee for the morning was
beginning to generate a buzz, further raising her existing level of
excitement. At last, I feel as if the driving fug is thrown off, she
thought.
The group had completed the introductions, the training room in
San Diego was beginning to feel like home, but each time she came
here she deepened her insight and understanding of the OPD-SHRM
system. Not so much understanding the system itself, but its links
and how various people in various positions acted slightly different
from how others acted, yet all were coordinated because they acted
within the same model. This she now fully understood as a memory
aid; a general concept without the background memory packing,
enabling the aid to be used to guide judgment and make assessments;
then the detail in memory bought forth on what to do.
She looked about the 22 delegates on this two day team leadership
workshop. She knew half of them; they had been on the Time
Budgeting workshop with her. She had already spoken to Pete, the
mature line supervisor, and the young Mexican; someone had
cottoned on to his potential quickly and was schooling him to
become a supervisor. The senior marketing executive and regional
sales manager were also back, and there were two other senior head
office managers.
She was bit surprised at first that ‘team leadership' workshop was
for everyone, but was shown that the skills applied to all levels of a
team, and all team leaders, from CEO down, were expected to
complete the processes and operate their team in the same way.
However, she had also learned that a senior assembly line supervisor
was responsible for five or six assembly team leaders, each of whom
guided a unit with six to ten assembly line operators. So in fact, an
assembly line supervisor could be overseeing fifty staff. No small
job in its own right, bigger in fact than the job of the regional sales
manager.
She looked about the room. They were again seated in a training
U. She exchanged eye contact with the six women in the group, so
with her and the L&D Manager there were eight women on the
workshop.
The L&D Manager was speaking, using a laser pointer to point to
the agenda on the flip chart.
“… any questions?”
“Yes,” said one of the women, “what exactly is verbal ready?”
“Imagine, for example,” said the L&D Manager, that you
overheard one of your team being dismissive of the choice to be
successful, saying there was no real choice.” The woman nodded.
“You are expected to then counter that idea, but counter it with care
and sensitivity, but none the less counter it…” the L&D Manager
paused, “probably begin with a smile, and say ‘well I overheard that,
and it just is not true…’ and then explain that they do have a choice,
and can say no, but do need to accept the consequences of no…”
The woman nodded.
“I get it,” she said, “verbal ready to maintain the attitudes and
choices the group have been guided to make, but that will slide and
erode if left to their own devices, and will be actively eroded by the
inevitable ‘lunch room politicians’,” she signalled the inverted
commas… “We all know about those”. The group laughed and
someone said ‘oh yeah’. The L&D Manager also laughed.
“You got it exactly,” the L&D Manager said.
Team leadership two day agenda
* By the end of the workshop, team leaders will understand and
have basic proficiency with the processes derived from the OPD-
SHRM organization design model. ..Each day eight thirty 8.30 to
four thirty or thereabouts. Lunch twelve thirty, breaks mid morning
and mid afternoon, coffee available continuously. After each
input/discussion there will be small group role plays to practice the
skills to be ‘verbal ready’.
Day 1
1. Review of the OPD-model, and key items arising related to team
leadership.
2. Defining what the team needs to do to succeed.
3. Building the architecture.
4. Integrating business processes.
5. Guiding the team to do what it needs to do.
6. Psychological overview.
7. Frames.
8. Building the professional frame of mind.
9. Performance management.
10. Maintain architecture.
11. Build and maintain cultural base.
12. Coaching and performance assessment.
13. Talent identification and management.
14. Development of team creativity, project identification and
completion skills.
15. Core overall consequences of delivery of 1-5 to standard.
16. Coaching and performance assessment.
Day 2
1. Visit by the HR Director.
2. Role and focus of HR and in helping your team be successful.
3. Relationship between team climate and result.
4. Coordination of corporate wide HR processes.
5. Being verbal ready.
6. Keeping self ‘ready’.
7. Summary. The team leader time budget.
8. Role plays and discussions.
Review of the model and implications for team leaders
“Seriously though,” said the L&D Manager, after a moment’s
reflection, “If you do not exhibit the choices yourself, what will
happen?
“You will get exactly what you deserve”…came a rumble from
within the group; others nodded. The L&D Manager continued.
“You have all been through these choices and processes
developing the cultural base of leadership and teams with your team
leader. I will not be doing it again here; you have all been through
the time budgeting workshop, and have signed it off with your team
leader, that is prerequisite of coming on this workshop.” She
stopped and looked at each person in turn.
“This workshop is about how a team leader carries out that
development with someone else, it is not about carrying out the
processes on you, which has already been done and signed off…”
She was going to continue when Pete stepped in…
“…Okay, we understand. I reckon everyone here is well
committed and we are all it seems to me, looking forward to
sharpening our skills at being able to do it….” He looked about the
group, everyone was nodding. Pete smiled at the L&D Manager,
“No need get too heavy with us…we know you can get heavy and
sharp…you don’t need prove it.”
“Just show me how to be that quick….” He ended and sat back.
The L&D Manager laughed, and said ‘thank you’, and admitted to
occasionally overstepping the intensity.
She nodded still smiling, and switched on the data projector.
Strateg
y
Team
structu
re,
roles in
teams. Id
eal actions to
achiev
e goals
Goals, K
PIs
OP
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HR
MIS
Monito
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implem
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OP
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HR
M
pro
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Psy
cholo
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targ
ets
Lea
dersh
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s 1
Set u
p arch
itecture
Lea
dersh
ip a
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s 2
Build
perfo
rman
ce cultu
re
Lea
dersh
ip a
ction
s 3
Main
tain su
perio
r perfo
rman
ce
En
gagem
ent
Clarity
of g
oals, K
PIs.
Visu
alization o
f ideal
actions.
Com
mitm
ent
Perso
nal ch
oice.
Pro
fessionalism
.
Team
leader su
pport.
Build
ow
n fram
e of
pro
fessional m
ind.
Build
frame o
f reference
for w
ork
.
Man
age co
mm
unity
frame o
f reference
.
Th
e OP
D-m
od
el of
strateg
ic hu
ma
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urce
ma
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emen
t
“You are all well familiar with this model. It is the founding
construction; it coordinates everything we do in terms of all our
strategic human resource management processes, and that includes
team leaders, and in fact especially team leadership.” She paused,
the group was nodding, she continued.
“You also understand this as an orienting concept, not some high
level irrelevant concept. You know how to use this concept to look
at your own team, and then draw from memory all the detail ‘packed’
behind the concept, enabling you to deliver the concept on-the-job...
Any questions?… Anything I need cover, because this is
fundamental.” She waited.
The group shook their heads, they got this, and understood exactly
what they were being told, and agreed with it.
“You understand then about buy and burgle and frames, time
budget, architecture, personal choice, permission to work with the
team leader, and ideal actions as the core of the staff organization
win-win relationship.”
Again, the group was quiet, with much head nodding. All of this
she understood should be known since it was prerequisite that people
knew this prior to coming on the workshop, and she knew that all of
this was carefully covered in the one day Time Budget workshop that
everyone had attended, and the two day induction workshop which
again was compulsory. In addition, their own team leaders had taken
them through all the core processes in their roles, and she knew the
L&D Manager had checked carefully that had been done, before
accepting the nominations.
The L&D Manager changed the slide.
“And the everyday, simplified frame we all must have
immediately available; supported by the background memory detail
packed in behind it with the detail in memory being that which
makes the model so useful …”
“Nothing more useful than a good theory,” said one of the
delegates, “Never really understood that until now.”
Strategy
Monitor
SHRM
processes
done and
done to
standard
Guide
people to
do it
Goal/KPI
cascade
Ideal actions
The OPD-SHRM paradigm
Defining success
“Yes,” said the L&D Manager smiling, “especially when used
properly as devices that orientate us to the situation, backed by lots
of detail ‘behind the scenes’ enabling us to act effectively on the
situation,” she signaled the inverted commas and continued. “The
workshop will follow the process as it is here,” she moved the laser
pointer down the left hand side of the slide, “beginning with building
the architecture.”
Building the architecture to define success
“The architecture defines success both for the company and for
people who have to do the job. As you understand, the architecture
actually begins with the company specified success, from the top,
with strategy, through goals until it defines the ideal actions; delivery
of the ideal actions is success for the person doing the job.” She
paused. “You all bought your performance specifications in your
company roles? You were asked to.” She paused as the group
nodded with a chorus of ‘yeah’.
“The performance specification has key sections of aim, KPIs,
outputs, and ideal actions,” she continued…“but do not be too
concerned with outputs; sometimes they are the same as aims, or
KPIs or even ideal actions. They are not critical; in fact do not get
too lost in any admin. The aim is derived from the team aim above,
which in turn comes from the team aim above that, then the team aim
above that…back to the strategy. This is the goal cascade.” She
paused.
“Then success in each role is defined from the company point of
view: Success from the company point of view is specified in the
KPIs.” She paused again.
“KPIs define what the company needs in each role. The best way
to think of KPIs is as the practical and numerical link to strategy
which then defines the actions needed in the role.” She stopped,
letting people get their mind around the issues.
“So,” she continued, “to recap; It starts with strategy which is
cascaded through the roles as KPIs in each role, which in turn defines
the actions needed in each role to contribute to strategy. If the goal
cascade is apt, and judgment of ideal actions is apt, then it follows to
get the ideal actions then you get the strategy”.
“This is the core which specifies the Time Budget, which is a
report derived from the performance specification in the SHRMIT
system.” She handed out the notes. “I want you in small groups, no
more than five, read these notes, and then review your own
performance specification from the perspective of the notes. I want
you to be sure you can draft or at least redraft a performance
specification if you need to…any questions?” No one spoke they
were looking at the notes.
“One last point,” she said. No one responded. “One last point,”
she said loudly. Every one looked up.
“Thank you,” she said, “remember the HR Department has an
SHRM-OD Manager; her job is to assist people to redesign
performance specifications and hence in turn, time budgets. So you
are not expected to be an expert, but you are expected to know your
way around one of these.” She picked up a performance spec. from
the person nearest her and waved it aloft. “The HR director I expect
will tell you more tomorrow on the support you can expect and even
demand from the HR Department. But the role of the SHRM-OD
Manager is essentially to assist managers to visualize how to do it
better, then assist to redraft the necessary performance specs and
hence time budgets…any questions?…okay then, about an hour; my
assistant”…she pointed to the UCLA student, “…and I will move
about to help.”
Creating focus and accuracy in performance specifications
Get the concept right. Keep it simple. Get it very, very clear.
The performance specification must define excellence in the role.
The aim/outputs focus must be on how the role adds value. ‘Stuff’
always needs to be done, but the focus and thrust must be on the
forward momentum of the business.
Create aim/KPI
Write the title of position at the top of a blank page. ‘Step back’,
so that you ‘see’ objectively and divorce yourself from the role.
Draft aim: If the role was to be done perfectly, what would be
achieved? Check the aim is aligned with the strategy of the business
unit. KPI: If the role was done perfectly how the results would be
measured?
Example, Production Manager: Full on time completion of orders
to the quality standards required and within production budgets.
(KPIs: FOT, no quality complaints, meet production budgets.)
Create outputs
Having drafted the aim, determine the intermediate things that are
required to ensure it is achieved. Many of these will be delegated to
team members. Many of these outputs will have KPIs, but they are
secondary to the main one, which reflects the primary output is
achieved as stated in the aim. Ensure outputs and associated KPIs are
a stretch for people to whom they were delegated (flow).
Example, Production Manager: ensure all equipment maintained
in working order. (KPI no lost time due breakdowns.) Delegated to
chief engineer as an aim for that position.
Create ideal actions
For each output/KPI what actions are required to ensure it is done
and done to standard. Ideals need be apt and insightful into the needs
of achieving results and adding value in the position. Find the
focused, sharp, key things that that need done to build success in the
role.
Ideals must integrate management auditing and review and reflect
the proactive focus on eliminating errors tomorrow. Where there is a
lot of development and change required in the role, then this must be
shown as ‘Managing improvement projects’, and allocated a
percentage of time.
Example, Production Manager: Every month review preventive
maintenance program with engineer and discuss any breakdowns
that have occurred in the month.
Time budget diary reminders
Focus on things that have real potential to be overlooked. Focus
on the things that will most help ensure the actual behavior matches
as fully as possible the ideal behavior that ensures the best result.
Example, Production Manager: Reminder each Tuesday: Walk
around plant with engineer and review plant performance and
production plans for the next week. Monthly time budget reminder –
Meet with engineer for formal monthly review of preventive
maintenance plan and plant operation KPIs.
Current goals
Short term, non-repetitive, finite ending activities in the role. Role
should have new projects each three months focused on improving
performance.
Example, Production Manager: Improve inwards materials flow
into store; reduce count errors to zero and improve accuracy of
computer stock count to 100% by ensuring full use of bar code
scanning. Note: project is an OPD profit improvement project (PIP),
so all financial returns in this project plan are expected to be
achieved.
Build roles without reference to people. Roles define the behavioural
structure needed by the organization to achieve the strategy.
Induct people into the overall behavioural structure, the architecture,
later. Get the concept right first.
Do not be concerned about definitions: Write down what you think
of as outputs, or ideal actions. The process will sort and
clarify.
Outputs in a role become aims in reporting roles. Therefore, if
drafting outputs for roles that you know have roles reporting
to it, and then draft outputs in such a way they are easily and
obviously assigned to the roles below.
The level of the KPI and type of KPI set by what the organization
needs to achieve strategy.
If in discussion, people become concerned with the level of the KPI,
then reassure them by stating that you, as manager will
assume responsibility for the level of the result, what they are
to do is to focus fully on delivering the ideal actions. People
then asked to control the one thing they can at work, their
own behaviour.
Use KPI structure to determine ideal actions. Do not focus on the
number derived from the KPI; this is not the essential aspect
of the KPI. Seek the ‘behavioural structure’, for example, in
sales prospecting and closing this is essential, and in project
management, planning and monitoring progress is also
essential. * These can have KPIs, but the number is less
important than the structure, which immediately guides focus
onto the ideal actions.
Ideal actions must be clear and sharp. There will be some ‘core’, that
will reflect the essentials that need be done to get the KPI, for
example in sales, having a full prospect list each Friday.
Ideal actions are things people do, exactly, and must not
erode to broad and general concepts and platitudes.
Ownership is crucial. See comments under professional mind and
ownership; begin as soon as possible discussing how, if they
want to be successful, they must begin assuming ownership
of their minds.
Presentation of ideal actions is very important, not too many, and not
too few, contain the core, and outline the ‘stuff’ (everything
not core). Stuff is likely important, but does not drive the
results, likely only supports getting the result.
Understand presentation of ideal actions as structuring the person’s
professional mind, so the list is structured into a few clear
steps that make for easy memory and recall. The detail then
comes forth once the key lead step is recalled. If more detail
is needed, then summarise on a separate set of notes, and
attach to the performance specification in the system.
Adding it into the role performance specification will likely
make it too cumbersome and too difficult to keep clearly in
mind.
Allow people to have their personality, but ensure it is expressed
through the ideals, not at the expense of the ideals. Some
people may do some ideals well, so personality may shape
the balance of the standard exhibited by or across a team; but
everyone must be able to deliver all ideal actions to an
appropriate level.
Self-discipline delivers agreed behavioural best practice
The group settled back into the plenary session with their coffees.
She and the L&D Manager had moved about the small groups
helping with review of drafting performance specifications. She had
found it interesting, and by and large most grasped it all very well.
Again the grounding, beginning with the initial induction course, the
same language, same concepts at each level of involvement building
on the one before, or with a slightly different slant, brings out
different aspects of how the OPD-model worked.
“When we get promoted into team leadership,” said one woman
delegate, “this,” she pointed to the performance spec in front of her,
“is all largely done, for the whole team, and we don’t really get much
option on how it is to be done.” The L&D Manager clearly heard it
as a question and replied as such.
“Correct. Good ideas are always welcome and listened to.
Coming in new, you may have some, and they should be listened to,
but in the end your team leader will have last say on the structure in
your team. We have been doing this a while now. The role structure
and ideal actions in your team are what the company has learned
over that time on what works best. Your new ideas will be assessed
and if appropriate we will test them, and if they work they will be
integrated into the roles and ideal actions. The SHRM-OD Manager
will almost certainly be brought in and used as an internal consultant
in any such change process. And then once it is clear on paper, the
L&D team will come in and facilitate workshops where the agreed
change on paper is made real in terms of team member’s behaviour.”
She paused to assess the response of the delegate who was attentively
listening.
“It is about the best judgment of how to achieve the best result and
then seeing that that is delivered with commitment and drive…Any
disagreement?” She paused, waiting… “And if that entails at any
point doing things you are not comfortable with, then discuss it with
your manager and reconcile it, or begin the process of shifting jobs or
resigning.” Again she paused; the last had been said very quietly.
She continued.
“It is not about doing what you may prefer or even think; it is
about doing what the organization has learned works best, but with
an eager eye to new, good ideas…and your manager, his or her
manager, HR Department, and the boss will have a say on what good
ideas are to be applied and what are declined, because what we do
will profoundly impact the results that are achieved. Your ideas may
be accepted, but then they may not. We all need learn live with
that.” She then finished.
“That is the goal-action principle at work; it is the essence of
strategic human resource management as we apply it. It is about
discipline, and about your self-discipline…does anyone have any
comments or objections?”
The woman supervisor smiled…the group was quiet, reflective,
waiting.
“Is that what you call being verbal ready,” she said. The group
burst out laughing, as did the L&D Manager.
Integrating business processes
The group quieted. The L&D Manager waited.
“Okay,” she said, “moving on…”
“…Yes” said Pete, glancing at the woman across the U from him
then looking at the L&D Manager, “I think we can safely say that
topic is laid firmly to rest.” The L&D Manager nodded, and
continued.
“Does everyone understand the concept of business processes?”
Some looked a little vague. “Think of them as pipes and every
aspect of the organization flows through those pipes…information,
materials, people, orders, cash, instructions, goals. Every pipe has a
purpose; it has a start and flows to a destination. If we remove kinks
in the pipes then flows gets better, so in our analogy improve flow,
reduce costs.” People looked easier.
“Imagine a table, now imagine standing on the table to change the
light bulb,” she patted the table and pointed above her head. “Now, if
the table was shaky, or if you were likely to put your foot through the
top, then changing the light bulb would be more difficult and take
longer. So business processes are to human performance as the table
is to changing the light bulb. The business processes can make it
hard or easy. The effective implementation of key business
processes can profoundly impact results.” She looked around to
ensure they were all with her. People nodded.
“Consider a critical business process like cash flow. Ours begins
in taking orders from retailers. These are then processed for delivery
through the warehouse who informs admin, who do the invoicing and
then manage the debtors. So we ‘see’ one big business process. But
this is impacted by a lot of subsidiary processes, for example, the
level of stock in the warehouse, so there is a process surrounding
management of stock levels. The stock levels are shaped by the sales
business process on product off-take in any month or quarter. Then
those stock levels determine factory weekly, even daily, production.
This is impacted by our quality control systems.” People were
nodding, they got they idea. The L&D Manager paused then
continued.
“Think of business processes as the way the business is
conceptualized, the way it is designed to work. The smoother the
processes and the better they acted out, the smoother the business
operation and the lower the costs….” She paused…
“…Imagine laying say four roles side by side, the business
process that integrates those roles should be able to be seen in the
ideal actions in each role as each person does their part of the
business process. All business processes must involve someone
doing something to act out the necessary step in the business process
at that point in the process. I mentioned the SHRM-OD Manager in
HR Head Office; well, this is the real core of her job, supporting
managers reconceptualise how the processes work so that things run
smoother…then tie the improved process back into the teams, and
roles and ideal actions. It does translate into practical impact on you
in terms of the roles and ideal actions in roles…”
“Again,” she continued, “you do not need be experts, and no need
be frightened of any of this, but you do need understand it. Your
likely involvement is when you are invited into a meeting with your
manager and the SHRM-OD Manager, and asked to comment on the
practicality of role A in your team doing XYZ instead of ABC,” she
paused, looked about, checked everyone was following…. “You will
be required to get involved in the practical implementation steps in
your team…your part in the process and process redesign. So it’s
best if you understand the concept and the broader implications of
that involvement…any questions?” Every one shook their heads.
“Okay,” continued the L&D Manager, “practical exercise. Again
in small groups of no more than four, review your performance
specification, and look for how and where you are involved with
some business process, or your team is involved…then I want you to
draft the steps before and the team before, and the steps after and the
team after…it could be planning, ordering, materials transfer,
information… it does not matter; what is crucial is you get a sense of
how your team integrates with other teams, and you come to ‘see’
how what your people do, and how they will have an impact on
others down stream in the process. It is essential that the link be
clear and on paper. Perhaps, if as a small group you assessed what
performance specification would be the most illustrative, where the
group learned the most about the critical nature of business process
operations and how they are not abstract,” she stressed ‘not’.
“Business processes are not abstract, but end up as ideal actions in
a role.” She stopped.
“Everyone clear?” she asked; ‘yeah’ the general reply.
“Again,” she said, “my assistant and I will come around and help
you with working it out.” The L&D Manager smiled at her, she
smiled back.
Summary of building the architecture
It was just before lunch. The group settled back into the session.
Some had refreshed their coffee, and there was good natured banter
about too much caffeine. The L&D Manager went to the white
board and wrote up.
1. Strategy/goal cascade
2. Roles/KPIs in roles
3. Ideal actions/best judgment
4. Integration with teams before and after
“Anyone who does not understand the fundamentals of building
the architecture?” she waited…several comments of ‘we got it’.
“You should now be able to ‘see’…” she continued, “…that
diagram in your mind. ‘See’ it as just an aspect of the OPD-model
we started with this morning. And now with discussion and review,
you have details ‘packed’ in memory behind each of these steps.”
There was some discussion on detail before they broke for lunch.
Guiding people to be successful
“Architecture has nothing to do with people,” the L&D Manager
emphasised. “People merely inhabit the structure, which is why
architecture is a good name. And by accepting a place in the
architecture people are expected to do the things appropriate and
agreed to get the best result in that position. It is exactly the same as
accepting a position of line backer in a football team.”
It was after lunch. They were discussing building the architecture,
and that it was totally dedicated to achieving the strategy and
specifically corporate KPIs for a specified period, typically a year.
There had been some discussion on the intellectual foundation, and
how the OPD-model was only possible if people were understood as
completely separate from the organization. The relationship between
people and the organization was exactly as in golf; people were not
part of the golf organization, merely played the game within the
rules.
“…if you cannot do the job, don’t take the position. A position
can be modified a bit to fit people in, but only to a certain extent.
The greater demands of the organization, say the defensive pattern in
a NFL team, must take priority.”
Understanding psychology
The L&D Manager waited. No further comment was forthcoming.
The group were at ease; the L&D Manager glanced at her, they
nodded to each other, both felt the discussion and consequences
accepted and understood.
“Then,” said the L&D Manager, “Let’s move on to people, fitting
them into the architecture. We can think of the organization as a
high rise building with each person occupying a room in that
building with each room integrated with others, so that what is done
in one room smoothly flows to the next.” She stopped, turned on the
data projector and displayed a new slide.
The group read through the slide.
“Let’s review,” the L&D Manager said. “You know about buy
and burgle, seeing a house from the point of view of either buying or
burgling it. We see with our mind, not our eyes. Buy and burgle are
then both ‘frames’. Technically it is more complicated, but that is a
very useful, if simple way to think about it. You have been
introduced to the idea of a box of frames as a set of frames in front of
our mind. The box is our psychological structure. As a species, we
work via frames….What is on the frame is ‘us’, our personal way of
seeing things. On each frame is our ‘theory of model’ that orientates
us to the situation. Glass half full versus half empty stuff…although
half full or half empty is also our slant on the situation, our attitude;
so two people see the same glass, and one sees it half full, the other
half empty.” She paused and looked up to the slide then continued.
“Our theories or models on the frame orientate us to the situation.
If we have packed it effectively in memory, using the model on the
frame will lead us to the detail appropriate to manage the situation
(or at least effectively orientate ourselves) which now includes all the
detail we have learned and acquired.” She paused.
“What happens,” she asked, “if we sharpen the model on a frame
relative to some situation, and/or add more effective information
behind it so what we know is more useful in dealing with a situation,
or dealing with us in a situation…?”
“We get sharper, more effective,” said one delegate.
“Get better at managing the situation, or managing ourselves in
the situation…?” said another.
“Anyone disagrees…?” the L&D Manager asked. Everyone
shook their head, this was not new stuff to them; they had seen it in
the induction workshop and time budgeting, as well as actually being
subject to it by their own team leader.
“But,” she went on, “none of it occurs in isolation. So frames
within frames, within…” She changed slides.
We see with our mind not our eyes.
The use of models or theories is intrinsic to what we
are.
Scientific and personal models or theories are
psychologically the same thing.
There is nothing more useful than a good theory.
We can improve our theories and make ourselves
more effective.
Key psychological principles
“This is bit of a repeat, but more general…it poses the question
when we think of ourselves at work, what do we ‘see’?” The L&D
Manager paused again, as the group read the slide.
Our psyche is constructed in section called
mental sets.
We use models or theories to ‘see’ and
orientate ourselves to situations.
We are an ‘object’ in our mind as any other.
If we improve how we ‘see’ situations we have
the potential to act more effectively.
Choosing to improve our work performance is
to first improve the model of ‘self at
work’.
Orientating ourselves
“This,” she said, waving toward the slide, “is the backdrop,
the intellectual structure and assumptions underlying the whole
psychological approach.” She paused.
There was no real discussion, they agreed.
She went to the next slide.
“Final general slide,” said the L&D Manager, “then we can get
specific and real in relation to what does all this mean in practical
team leader terms. What do you have to do to set all this up and use
it as the foundation to guiding people to get better results at work?”
“These factors,” she continued, “are the general factors on which
we build our company cultural platform. In fact in OPD-model, all
companies have the exact same cultural platform, namely a
professional culture with people making deliberate choices as above;
focusing to do what is needed to deliver results in the roles they
select to accept.”
Good judgment requires getting beyond how
we feel, no matter how strongly we
feel.
Performance depends on emotional
intelligence to control feelings that may
otherwise erode performance.
Our good judgment must extend to the
assessment of our own skills.
Our professionalism is measured in our
willingness to do what we must do to
succeed. Including improve our skills.
Self, feelings and success
One group member asked if she could go over the slides again;
instead the L&D Manager handed out a print out of the slides. The
Agreement of the importance of organization
success in community and personal
life.
Decision to pursue personal success at work in
the assigned roles.
Agreement that the ideal actions are the actions
needed to be performed successfully in
the role to get the result.
Agreement that personal success is enhanced
by ensuring clarity of goals and ideal
actions: avoiding distractions;
developing competence in delivery of
ideal actions.
Agreement to positively visualize:
Self at work.
Self doing ideal actions at work.
Developing competence at delivery of
ideal actions.
Working with team leader to improve
ideal actions and refine skills
and competence in their
delivery.
Summary of psychological targets
group went over the printout in small groups, and then had a further
plenary discussion to ensure they had fully grasped the implications.
There were no objections, and no real lack of understanding…there
was a discussion on how the ‘structure’ on a frame was different
from the slant or attitude…the group finally accepting the half glass
of water as the structure, and seeing it with the half full or half empty
the slant.
Practical psychology for team leaders
“Okay,” said one, “what now? What do we actually do?”
“That.” Said the L&D Manager. “Each step on there,” she said
using the laser pointer to refer to the last summary slide.
“Notice,” she continued, “each item is an agreement by the person
to a point or to do something. In that summary are the essentials of
the practical steps you know about, called within OPD-SHRM the
performance agreement and the performance contract.” She paused
then continued.
“You have had the processes done with you by your team leader.
So you have been on the receiving end of these ideas, and so in your
hearts you understand them, and you understand the depth of resolve
and depth of agreement intended and in fact to be followed through
on.” The group sat, reflective for a moment.
“Sure do,” said one, ‘yep’, said several others.
“Fundamental to this is choice,” said the L&D Manager as she
handed out another set of notes. “The psychological model on which
OPD is based; a model built on the same analysis of social science by
the same author, establishes ideas as a primary driver of behaviour,
and establishes finally the existence of freedom and that everyone
can make free choices.” She stopped.
The struggle to turn choice into action
“Choosing and then making the choice happen is not always easy
or simple – like losing weight for example” she said patting her
tummy. The group chuckled at this trim and attractive woman
suggesting she was overweight, but they all took the point. “The
psychological model in fact specifies the wrestle between our habits
and emotional dispositions, based largely on the physical processes
in the brain – ‘entropy’ for those technically interested.” She paused
to assess the reaction. There was none, she continued.
“The tension between entropy and free will is, as the author states,
‘the fundamental of the human condition’: The wrestle to fight habit
and emotions and do and be as we would choose.” She finished
handing out the notes, “Have a quick read and then we can discuss.”
The performance agreement
Success begins in the mind.
Only we have access to our mind. Therefore, one’s own success
begins with one’s personal choices.
To get it clear in the mind it needs be clear on paper first.
We can ‘portion’ our mind if we choose.
We can build specific frames of mind to do specific tasks.
We can separate ‘self’ from the thoughts in the ‘professional
mind’.
We own our professional mind.
Developing our ‘professional frame of mind’ enables greater
success.
If can improve our success by better managing our professional
mind (emotional intelligence, including moderate and
manage self-talk).
Personal choice and the performance contract
We choose to be successful. But then need follow through with
our choice.
Success requires we pay attention to ensure delivery of ideal
actions until they emerge as habit.
Success is supported by a critical, objective self-assessment of
extent self is a ‘professional’ (defined in terms of these psychological
processes).
If we accept several professional roles we need develop skill at
role transition.
If there are several roles we need be clear of what is in each role
and the any tensions between those roles.
Agreement to accept coaching from team leader
The team leader can assist us develop our professional mind.
We can improve delivery of ideal actions by coaching and
training.
She waited until the group had read the notes; those who finished
early were quietly discussing them while they waited for the
remainder to finish. The last one looked up.
“Okay,” the L&D Manager said, “it is essential you understand
that there is nothing on here,” she referred to the notes, “that anyone
will object to or disagree with. That is our consistent experience.”
People nodded agreement; a couple of people voiced their
agreement.
“So people will agree, but will find it much harder to live by than
they think. The wrestle between free will and entropy is harder than
most people understand. That is where the leadership comes in; we
take time and offer patience to guide people in the delivery of ideal
actions so that they become more and more successful, and the
company success increases as their personal success increases. In
other words, win-win.” She stopped and waited for the ideas to be
absorbed.
Accept people at their word until they prove unreliable
“What about people who say yes, and do not mean it?” asked one
delegate.
“That will happen,” said the L&D Manager, “But we do not play
psychologist, we do not best guess them, we accept them openly at
their word. We can even say, we fully accept your word, and you
will be held to it… say it quietly, it is not a game. And we need to
get that across to people; it is not a game. We are not trying to
motivate them, we will actively assist them be more successful after
they make the choice, but they must make and fully accept all
responsibility for that choice.”
Several delegates spoke about their experience when asked to
make the choice, that it did take them some time to work out it was a
real choice with real consequences. Others spoke about how their
team leader discussed the choice with them and had discussions with
them on their success every two weeks or so.
“We will come back those meetings in a moment, they are
important.” She said. “We need recognise there will be people who
will not try people who will say yes to all we ask and go out and be
disruptive and awkward at every turn. They will demonstrate their
lack of integrity, and when challenged will declare every example
they have on how companies totally lack integrity. And some of
their examples will be correct. I want to talk more about that in a
moment as well.” She paused, sombre, then continued.
“Our approach to such people who will not work with us is to
make sure they understand they do have a choice…” she paused,
“…if the problems persist, we then apply the formal disciplining and
dismissal procedures. Record all discussions, use witnesses at all
meetings, record the problems and performance shortfalls and issue
written warnings.”
“I have found,” said Pete, “that the great majority of people are
reasonable, sensible, and enjoy having some extra success in their
life. I myself know that if someone offers me extra success and
recognition just by doing my job well and consistently, then I am
inclined to follow them.” Several delegates murmured ‘hear, hear’.
The L&D Manager nodded thank you.
“Perhaps,” the L&D Manager went on, “this is a good time to
consider the social issues. Again, not something you are expected to
manage or correct, but you do need to understand the issues, because
you will encounter people with attitudes arising from these issues.”
Understanding the community frame of reference
“You understand frames, and that no frame exists in the mind in
isolation. So people arrive at work from ‘outside’ work and bring
with them the attitudes and points of view that exist about work from
‘outside work’. Now, we can focus all we want on the professional
frame of mind and the frame of reference for the professional frame
of mind, but all of this will sit within an even bigger and broader
frame of reference in people’s minds which we call the community
frame of reference.”
She drew on the white board speaking as she drew…
“…now maybe the community frame is just linked, or maybe it is
the overarching frame within which sits the more specific work
frames…that detail does not really matter, what matters is we cannot
naively assume that people arrive at work with no pre-existing ideas
about work.”
She stepped back and looked at the white board. ‘That’ll do’, she
said almost to herself and turned to the group.
“It is much like balls within balls, but each smaller ball is
influenced by the larger one within which it sits. You understand
how the work frame of reference is in essence the choice to be
successful at work, that then leads into developing the professional
frame of mind…and the influence is not all one way; so if people
have a good experience involving their professional frame of mind at
The professional frame
of mind
Community frame of reference
Work frame of
reference
work, then that can influence what they think about work within their
community frame of mind.”
“But we need to understand,” she continued, “that the very idea of
the professional frame of mind is due to things like visualization, and
professional sport focus and intensity today being well understood in
the community. People know about these things, they know they are
real, and they know they work and they see it most days on TV.”
She paused then continued. “This has always been a psychological
reality, and I am sure Julius Caesar knew this very well…and had he
seen some of the psychological theoretical nonsense we have been
subject to over the last hundred years or so, then he would have had a
huge laugh.” The group chuckled, and she continued.
“People today can almost tell if that golfer will make that tough
shot by the look in their eyes. They are that aware and informed of
this stuff. So this is not new, it is merely at last making the structures
clear, so that people will understand.”
“What sorts of things might be on the community frame of
reference?” She went to the flip chart and stood waiting for the
group to speak. As the group called out the suggestions she wrote
them up.
1. You cannot trust what business says.
2. Business is all out for itself.
3. They take what they want then leave.
4. No loyalty to the people.
5. It’s them and us. And usually them versus us.
6. They never care about people, just about profits.
7. They get rich and we get poorer.
8. They pay themselves heaps and then refuse a 4 percent pay
rise to employees with inflation running at 3 percent, and with
record profits.
9. It is just about greed.
She stopped and turned back to the group.
“And likely you can all bring to mind examples where each one of
those has happened.” The group was quiet, sombre.
“Even if someone turns up with only some of this as the
backdrop, what do you figure will happen?” She waited while the
group considered the question.
“We go back to the white board diagram” a delegate spoke up...“it
is the overreaching frame in people’s minds…it is going to influence
the other frames and focus as they may, there will always be some
level of reservation within the work frame of reference and within
their professional frame of reference at work, because of all this.”
He waved to the flip chart. “We are asking them to focus and work
hard etcetera, and at the back of their mind is all this.” He shrugged.
Managing the community frame of reference
“We have no simple answers.” She said. “But you can see it is
relevant, and important. You are not expected to address issues from
a company perspective. That is the role of the directors; it is the role
of the governance to deal directly with the community frame of
reference. It is dealt with through policy decisions, beginning with
the decision to ‘see’ the organization as existing within the
community and mere financial ownership do not give full rights to
what happen.” She paused.
“I know our directors are wrestling with this stuff.” She
continued, “They agree with it, and I have facilitated workshops
where this stuff was wrestled with and thought through. All very
new for our board who are not used to thinking that their power was
curtailed by the community obligations. These are ethical
considerations on how the organization treats the community within
which it exists, and that ethical treatment will influence how the
community, and how individual people, ethically treat the
organization.”
“It is exactly the boundary where individual freedom meets free
market economics…” Pete spoke out … “but what can we do; where
does that leave us?”
She moved to the flip board and bought up a clean page, held up
the pen and waited; the group understood. As they spoke out, she
wrote up the suggestions.
1. The board is working on this, and understands it. Aiming to
do better.
2. The community depends on organizations for wealth, and with
no wealth the community suffers.
3. If you get treated fairly here and now, is or is not that enough
for you to treat the people fairly back?
4. Does all the bad stuff mean we should not try? If everyone
didn’t try the community would have no organizations and
then the community would suffer.
5. It is not profits that serve the community, it is wages and
expenses. The profits belong to the company.
6. I will treat you fairly, I expect fair treatment back. Your call.
7. I want to go home each day feeling good about me, what do
you want?
She stopped and turned back to the group.
“This does not excuse poor ethics from the board.” She said. “If
that happens, then you really are left with the personal aim of going
home each day feeling good about self, and the fairness of how we
treat one another at work.” She pointed to 3, 4, 6, and 7.
The group sat pondering the items. At last one spoke.
“We can end up meat in the middle…”
“Yes you can,” she said, “you are where the rubber meets the
road… Anyone wish to reconsider?” She sat back.
“You serious? Might be bad but most everywhere else is
worse…” The group laughed. “And it isn’t bad at all…I have a
damn good team, I enjoy my work, they enjoy it, I have a solid boss,
and the big boss comes through regularly and chats with me….I want
someone somewhere ensuring we stay profitable and abreast of
trends and all that other good stuff. I know there may be tough calls,
and I feel more secure knowing we have top brass not afraid to make
them.”
“And yes,” he continued, “I am confident we have people of
integrity running this place, and I am willing to front that stuff…” he
waved to the white board “…with anyone who bad mouths us.” He
looked around to the woman supervisor, “Be verbal ready,” he said
with a grin. The group spontaneously clapped.
Building the professional frame of mind
They settled back down, while some got fresh coffee. She located
the next slide.
“You understand this now very well…there is a simple document
where you can implement and discuss this with team members. It
does need repeating, but the details of that we will look at
shortly…personal choice, ownership of one’s mind, acceptance that
success begins in the mind, and willingness to work with the team
leader in developing one’s own professional mind…” she
paused…“questions?”
There were no questions. The group were getting a very good
grasp of how the psychology worked, frames, frames in frames and
what they could do to enable a reinforcing psychological structure
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.
Step 1: Building the professional frame of
reference for work
Working with team leader to improve delivery of
ideal actions via development of professional
frame of mind
that resulted in people committing to quality delivery of the ideal
actions.
“Okay” said the L&D Manager, “next step is the detailed
professional frame of mind.” She bought up the next slide.
“You have been through this with your own team leaders, so you
know this structure. The difference here is that you are expected to
build and guide maintenance of this structure in the minds of the
team you now lead.” She looked about the room; people were
nodding that they understood the shift and the difference.
“Yep,” said a delegate, “one thing to do it to you, something else
to build it in others.” Group members nodded.
“No worry that is why you are here.” Said the L&D Manager.
“Very soon we’ll be into that exact detail.”
Positive engagement
No negative emotions
attached to any aspect
of engagement
Step2: Building the professional
frame of mind
Clarity of
focus:
List of KPIs
Clarity of
accuracy:
List of ideal
actions
Engagement
Able to visualize
self acting out
ideal actions
Multiple roles
“First,” she said, “one last technical detail, multiple roles.” She
bought up the next slide.
“The only issue with multiple roles is that you must treat each
separately… the full structure needs to be built for each role. This
makes it sometimes tricky to balance, but roles are separated because
they are distinct, and it is important they not get lost as ‘part’ of some
bigger role.”
Managing multiple roles
Role 1 Role 2 Role 3
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.
Performance management
The group settled back after a coffee break. The L&D Manager
wrote ‘performance management’ on the white board. She turned to
the group.
“What does this mean to you?” she asked.
“A lot of work,” was a subdued response, “demanded by head
office that does not add to results.” The group chuckled.
“That is how it was. Not now.” Said the L&D Manager. “We
have a very clear definition of performance management, or PM.”
She paused before then wrote on the white board.
Performance management aim: The development and
maintenance of the professional frame of mind of all team members
and application to achieve and improve team results.
She turned to the group.
“Now,” she said, “there are definite actions required to deliver on
this aim, and these actions are measured in each team.” She handed
out the list of SHRMIS KPIs. “I will note behind each action the
SHRMIS KPIs fulfilled by the action.” She turned back to the white
board and wrote the list of actions required for a team leader to fulfill
their team leadership responsibilities. As she wrote, the group
checked the action against the SHRMIS KPIs list she provided.
Performance management aim: The development and
maintenance of the professional frame of mind of all team members
and application to achieve and improve team results.
Leadership SHRM processes
Maintain architecture. Maintain a current time budget in each
role agreed with the person assigned the role.
Build and maintain cultural base: Acceptance of the key cultural
issues of agreement on professional frame of mind, clarity
on paper first, work with team leader on quality of ideal
actions and on delivery of ideal actions. Complete
acceptance of personal choice to strive to be successful at
work via delivery of ideal actions.
Successful coaching and performance assessment: Maintain the
‘professional frame of mind’ to agreed standard in the
team. Team members with personal development plans
(PDP) they accept and working on.
Successful talent identification and management:. Talent
identified and being managed appropriately.
Development of team creativity and project identification and completion skills: Successful completed team
performance improvement project, and profit
improvement project. Team exhibited creativity in
improving performance.
“As I am sure you grasp, if a team leader implements all the
processes listed there”… she referred to the white board items 1-
6…” then they will get a very good result with their team, and be
fully implementing the model, which in the end is what it is all about.
Anyone not agree…?” She stood hands on hips, with a smile, but
clearly challenging the group. There were chuckles all round,
‘nope’, came the response ‘never have a fight in middle of day’, said
another, ‘think any of us would lose that one anyway’ said a third.
And the noise lifted as the group began chatting about this new
approach to performance management.
Team leader performance management
She wrote the main processes on the whiteboard.
“Now, let’s go over these one at a time, then hone in bit tighter on
the core processes essential for us right now,” she said.
Maintain architecture
“The architecture has largely been established for you, and is
given to you. It effectively comes down to the time budgets, but
remember, time budgets include the behavioral detail of business
processes, and hence time budgets impact department costs.” She
looked around to ensure they were following. “Time budgets also
carry the results needed by the organization, so if everyone acts out
their time budget, then the whole organization has greatest chance of
greatest success…”
“All business success,” she said, “is in the detail. The concept
only ever guides the detail to which attend. People were nodding
they were in full understanding of the concept, and beginning to
seriously focus on the detail of implementation.
Working on the business
“From time to time,” she continued, “you will be asked to review
with your team the ideal actions in the team; this is you and your
team working on the business at the level appropriate for you and
your team.”
Managing the first step of change to get it right
“Large scale restructure will be driven from the top. In any
changes to ideal actions you will be surprised how high it will go.”
The group nodded and chuckled, understanding how intent the boss
was on identifying the best ideal actions and having them thoroughly
delivered. In all change, and changing ideal behavior is the start
point of all change, it is Organizational Development…what the
business needs, ignoring people. You can expect a lot of help, your
team leader, the team leader of your team leader, the HR Partner of
your team leader,” she stopped and took a deep breath, the group
laughed, and took the point on the long list of people there to help
then manage change and get it right…“and the SHRMOD Manager
out of HR, not to mention the HR Director himself. And of course
the boss, but it is my experience when he gets involved in that level
of detail there is a problem and you don’t advise that….” She
stopped while the group laughed.
Accepting the drive to improve
“I do suggest, all jokes aside” she continued, “you do get used to
managing change; it is the constant striving to do better, beginning
with OD”…she used the abbreviation for organization
development… “This is thinking out better ways to do things then
drafting that into time budgets. We play hard with time budgets until
everyone is clear it will work, then we role it out via the team
leaders, guiding people to deliver the revised ideal actions.”
Change made easy
All change is the same with clear steps and clear and simple
processes…getting the concept right on paper. On time budgets, test,
test, test, and when satisfied, role it out via team leaders guiding
people to deliver new ideal actions. Which reminds me,” she smiled
and paused, “there is also the L&D Manager”…she bowed to the
group…“to help roll out of new thinking in your team.”
Build and maintain the cultural base
“There are clear processes and very clear documents in relation to
discussing the key cultural issues with your team and individuals in
your team…everyone familiar with these…?” she waved three
cultural management documents in air, people nodded and said ‘yes’.
“You have all filled in responses to these checklists of comment
and issues; you are familiar with personal choice issues, getting it
right on paper first, we are in charge of our mind, and only we can
manage our mind; success begins in the mind and so to be more
successful we need to manage our mind …” she stopped pretending
to be out of breath… again the group laughed, but took the point of
the key list of issues/topics to be consolidated in their team.
She smiled and put the cultural worksheets down.
“And again, remember you are not alone; your team leader will be
very interested in building the cultural base, and you can get help
from HR, your HR Partner, and of course me, L&D Manager.”
Self monitoring of performance
“Do you think it a good thing or bad thing to face oneself?” She
asked.
“Good thing…important…useful” was the response. The group
watched, wary, they knew they had been set up and were not sure in
which direction the set up would proceed.
“So if you had monitoring of your team leadership performance
you would use it…?” She glowed with lively mischief and
innocence.
“Yes. Okay” said the regional sales manager. “I would use the
dashboard… is that what you are referring to…?” She nodded, and
looked around the others…they were nodding.
“Never easy, and we do tend to sort of slide away from it…”
spoke up one supervisor. Others nodded.
“Agreed; which is why it is not left to chance or individual
commitment. You will face your own performance regularly in
discussion with your team leader. So what we go through here
should be implemented with you by your team leader, and so on up
to the boss.”
“Yep, vouch for that,” said the Marketing Manager.
“You will get the dashboard measuring your delivery of the
SHRM processes in your team; you will get cultural audit results for
your team measuring how well you are developing the professional
frame of mind in people. You will get internal customer audits and
actual customer audits measuring how well the ideal actions are
being delivered and satisfying the people your team needs to serve.”
“What if we do not serve customers directly?” Asked one.
“You will get information on that part of customer service you can
influence, so if it is warranty, then that is the info you will receive.
Everyone serves customers, and finally everyone serves the real,
external customer….”
OPD-SHRM balanced score card
“If we loose touch with the hearts and minds of customers, inside
or out …” She shrugged…
“We are all screwed…” came a voice from the group.
“And if we lose touch with the hearts and minds of our team…?”
“We lose there as well, team performance will fall…” came the
reply.
“So you are also getting information on what is called the ‘SHRM
balanced score card. This is about retaining a high internal customer
satisfaction and high external customer satisfaction balanced high
internal cultural audit scores are then assessed against actual team
results.”
Enabling constant improvement
She wrote on white board… then stepped back.
“This is what it is all about.” She said. “If we do not keep
improving, what do think will happen?” The group did not hesitate.
“We go backwards…” was the response.
“All the dashboards, all the data, surveys, etcetera, is merely
information on how well we are doing with delivery of ideal actions
enabling us to then sharpen what we are doing…but if we are
searching for those improvements, and not taking satisfaction from
them when we do them, then it all amounts to nothing.” She stopped
the group reflective.
“And,” she continued, “Guess who is at the cutting edge of that
drive...” a couple of delegates pointed to themselves and then pointed
about the room. “Anyone disagree…? Speak now, and let’s talk
through it.” People shook their heads, ‘we know’, came one reply,
‘this is the challenge and the satisfaction….’
Strategic leadership planning
“The monitoring and data is used to assess what the next
intervention by the team leader needs to be to improve team results.
The process is called ‘strategic leadership planning’. It is strategic
since it is SHRM being managed at a very detailed level according to
the OPD-model” She paused.
“The monitoring”, she continued, “…SHRMIS dashboard,
cultural audits, customer audits both internal and external, and actual
results… combine to give a rather good picture of what is happening,
and that is for every team which gets its own set of data and hence
every team leader can select particular and specific interventions on
the team, to improve one of the elements of the professional frame of
mind. It takes the guesswork out of it; it is a set of levers you will use
with the team to achieve better and better team results.”
“All interventions,” she concluded, “are focused on having people
actively manage their professional frame of mind and so deliver
more effectively the ideal actions, so that results improve and they
enjoy more success.”
Ongoing leadership development
“We are not covering all the details of the implementation of the
OPD-SHRM system, except for one major aspect, the core and most
significant aspect, which is what we are about to discuss. The more
technical things, like doing audits, leadership planning, project
management, learning firm, and so on, will be introduced
progressively over the next two years… yes,” she said in response to
some raised eyebrows, “it takes that long; half day workshops on the
issue, like cultural audits, then follow through and do it…” she
paused then continued.
“There are a lot of processes, and OPD has learned it is crucial to
ensure each process is supported by appropriate behaviors and habits.
It is not enough to just learn the concepts; you have that now. What
is crucial right now is you have an overview, and have the next
critical actions that you need to do and to make habit, then the other
aspects are progressively introduced to steadily build the
sophistication of your leadership in your team.”
Coaching and performance assessment
“This,” she said, “is the core”. She used the laser pointer to
highlight coaching and performance assessment.
“All research shows the most important relationship in an
organization is that between a person and their immediate team
leader.” She stopped for emphasis then continued.
“It is one-on-one interaction with a single focused goal…anyone
want to try?” She asked.
“Not hard,” said one supervisor, “build and maintain professional
frame of mind in the person.” She nodded and went to the flip chart
and wrote.
The goal of coaching is to support people build and maintain the
professional frame of mind in their mind.
“If we do that what happens?” She turned back to the group. One
said ‘we keep the boss happy’, the group laughed. But then the
person continued.
“We can’t keep someone else’s professional mind in place, only
they can do that; our job is to help them help themselves, which
means they have to want to. They choose to, and if they then don’t
bother, we challenge them and if they still do not do what they agree
to, we discipline them.” They paused. The L&D Manager waited.
They then continued.
“We help them keep their choices in place, and by doing that they
should be more satisfied with their daily work life…” they paused
“…and we keep the boss happy”. The group laughed but all agreed.
“Is keeping ones choices in place easy or hard?” The L&D
Manager asked.
“Just because I say I will do it, and want to do it does not mean it
will happen as I want…” the woman supervisor hesitated, then
concluded…“been wrestling with my weight for years…so I know
achieving choices is just not that easy.” The group nodded
agreement respectful of the openness.
“Thank you,” said the L&D Manager, “exactly. Now what does it
mean in coaching and developing people…?” The group paused,
reflective.
Team leadership judgment issues
“Well” said the marketing manager, “there are judgment
issues…do they mean it and are they trying? If so, then help them
and cut them some slack. Be patient, supportive and a little pushy
for them to press themselves harder.” He paused, collecting his
thoughts. “On the other hand, if there is a sense that they are just
conning you along, put them into discipline ASAP. We do have to
take account of the reality of personal change and development, but
also we have to get results, so tension between support and
pressure…it is not all simple, not cut and dried.” He stopped then
nodded firmly and went on.
“One thing I have taken from this, is the need to take advice, use
your team leader to get a clearer more objective perspective on
people, what they do and what they do not do or do not do well, and
the balance between pressuring them and supporting them. And one
place to start is to have a clear image of their progress and energy
and commitment to their own professionalism.”
Planning and administration of coaching
“Yes” said another, “I have been guided to do that by keeping
records of the coaching discussion, just hand written notes at this
stage, but then I can track what is said, what is done, and get a sense
of their effort.”
“Great,” said L&D Manager “these coaching meetings must be
very specific, and very clear on target and outcomes. Other issues
may be of concern to the person, but this is not the place; these
meetings are only about the professional frame of mind of the
person, its development and progress with delivery of ideal actions.
And people need to understand and be reminded that both they and
the company benefit from those meetings.” She went to the flip chart
and wrote the list of admin needed for the conduct of the coaching
meetings.
Aim: Support people to build and maintain their professional frame
of mind resulting in better delivery of the ideal actions.
1. Have folder to administer.
2. Agreed: Every two weeks, every month at very least. Time and
place.
3. No more than fifteen minutes.
4. Use the agendas.
5. Meetings need to be a priority, and be seen to be a priority.
6. In folder:
6.1. Agreed time budget for the position. KPIs, ideal actions,
allocation of time as appropriate.
6.2. Keep brief record of discussion. Agreed targets and gains to
be achieved before next meeting. Notes on actual results
being achieved.
6.3. Regular review: Every month, with your team leader on your
coaching with your team.
Interpersonal tone of coaching meetings
“Does anyone not know how to be respectful and sensitive toward
someone else…?” The L&D Manager sat at the front, a questioning
look backed by a slight smile. No one answered.
“Does anyone not know enough about themselves to not know
when they are being insensitive or aggressive, or uncooperative?”
People shook their heads.
“If you get permission from team members who agree to work
with you on developing their professional mind” she continued,
“then on the first opportunity you jump all over them over the
shortfall in results, what do you figure will happen?”
“They will not be very cooperative next time…they will be
nervous and anxious working with you,” said one delegate.
“Anyone disagrees?” asked L&D Manager.
“I think” she went on, “the issue is not that you don’t know, rather
it is remembering when to be sensitive and when to be
pushy…people mix the two up, not because they don’t know how to
do both, but they forget when they need to do which.”
She looked around the group…people were nodding; one said
they did that and then after thought ‘oh heck’… and left themselves
having to correct something they created.
“Then the way to fix that is to remind yourself when which is
essential…it is essential that these development sessions are
sensitive, objective and focused fully on development of the
professional frame of mind…we all agree?”…’ yes’ was the
response.
“Developing the professional frame of mind is the solution to your
performance problems…do you see that?” She asked.
“Yes” was the group’s response.
“So you need to discipline someone, when do you do it…?” She
asked.
“Not during the developmental coaching sessions” said Pete. He
stressed hard the not. The L&D Manager went to white board and
bought around the screen she had prepared.
1. Development/coaching sessions are for their development.
2. Development/coaching sessions are the strategic solution to
performance issues.
3. Focus is on guiding people to strengthen their professionalism.
4. Tone quiet, relaxed, easy, sensitive to development of their
mind.
5. Do not be aggressive, do not discipline do not do anything that
would offend you if your boss did it to you.
6. Remember this, note in your diary until it becomes habit for
you in doing development/coaching sessions.
Simplifying disciplining
“What about disciplining?” Asked one supervisor. “I am bit
uncomfortable with it and as result I over react at times.” Others in
the group nodded.
“Happens,” said L&D Manager, “but think through the number of
agreements that have been made with the person.” The group paused
thinking of personal choice, agreement to manage own mind,
agreement on ideal actions, etcetera. They nodded.
“Now, someone is not getting results and you have to talk to
them.” L&D Manager paused then continued. “So you say: ‘Results
are not good, so which ideal actions are not getting done to
standard…?’ Then they make excuses…and you say ‘but you have
said, and agreed this, and this and this…’ then you look quietly at
them. Where does the pressure lie?”
“On them,” was the reply. “Their integrity is on the line, that
either they mean it and there is some issue in getting to do it, or they
lied: Back to leadership judgment issues. And best, if it is serious,
that it has been discussed and made clear and objective with my team
leader.”
“And if we still do not make it with the team…?” came another
query. Some of the group looked at the questioner in surprise and
then looked questioningly to the L&D Manager.
“Well,” she said, the tone was quiet, gentle, respectful, “you will
be subject to the exact same process, as regards your team leader
with the time budget, as is being discussed here. We all have to get
the results, and we should all find some ‘flow’ and satisfaction in the
effort…that is the point of it all, win-win. In the delivery of ideal
actions to standard you win, and the business gets its numbers and so
it wins.” Some of the group nodded to the L&D Manager.
“Okay?” She looked to the questioner. The person nodded they
understood.
“Let’s have a look at the agendas for the coaching sessions.” The
L&D Manager changed the slide.
Coaching, performance assessment and performance
development
Actions: Specific agendas for one-on-one development
discussions to support and assist people develop and
maintain their professional mind.
Task: Guide people manage their mind enabling improved
delivery of ideal actions.
Tone: gentle, supportive, respectful.
Agendas for coaching 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 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?
Performance improvements: Review actual results; discuss
how to improve delivery of ideal actions. Discuss if
ideal actions can be improved.
The coaching agendas
She used the laser to again highlight the aim of coaching.
Aim: support people to build and maintain their professional
frame of mind resulting in better delivery of the ideal actions.
“We actually call it performance assessment. For the person it is,
for you it is coaching them. There are six agendas, all merely
covering the background that has been discussed and agreed, to
achieve the aim.” The L&D Manager continued.
“These agendas are to avoid it becoming repetitive. So use each
agenda in turn, then if appropriate give it a break for a month or two,
then do it again, each agenda, fifteen minutes. This steady repetition
will do what …?”
“Support people to overcome the inertia in their personal
changes…” said one delegate. She nodded and used the laser to go
over each agenda in turn.
“Review cultural background. Ensure they have memorized the list
of ideal actions; go over the list so they understand. This does not
mean they will do it but at least they know, that you know, they
know what to do. Explore with them how they will do it. This is
having them think out and ‘see’ themselves doing it: Visualization.
Enquire if they have any concerns at doing any of it.”
L&D Manager paused.
“Like, having concerns about challenging people. If that negative
is not dealt with, then a team leader will not do it effectively. This
system makes it much easier because so much reverts back to the
things people say and then not do…but the negatives that lurk will
erode if not bought into the open and dealt with.” She made her
fingers wriggle and the group laughed but got the point. She went on
down the list. “Developing skills, now people have agreed that they
can and should have interest in their own skill development.”
Identifying training needs
She paused and turned to the group.
“This is where your training needs emerge. Frank discussion with
your team members on what training they need to do the ideal
actions better. Now I am here to assist at this point, I or one of my
team collates the requests for training to develop delivery of
particular skills.”
Definition of training and sourcing training providers
“Training,” she continued, “is very specific in concept.” She
wrote on the flip chart.
Training is exactly the development of the person’s ability to
deliver ideal actions required of them.
“Now the difficultly is that while I fully agree with the definition,
the reality is that it makes training very ‘role specific’. And it can be
very hard to meet the level of specific needs involved. This is
especially so if we need to use outside training. So in the last two
years we have built a list of outside providers, or more particularly
outside programs that will meet needs in particular roles.” She
nodded to the regional sales manager and went on.
“Over the last eighteen months the sales team has helped us sort
out various regional sales training providers who get as close as
practical to developing the sort of ideal actions we seek. So if you
have a specific need with someone in a role, contact me, and we can
check the database of potential providers, and if it’s not there, we
will research and offer suggestions to you. When you use a provider,
please,” she put her hand in front of her as in prayer, “please let us
know what you think so we can track providers useful to us.”
Performance improvement
She pointed the laser at the final coaching agenda.
“Performance improvement is also very important. Notice we
separate developing people, which is skill development, from
performance improvement which really begins with reviewing the
ideal actions. How can we be smarter, how can we do it faster,
better, less hassle, less haste more speed, etcetera.” She looked about
the group; they clearly understood.
“Performance improvement involving improved ideal actions is
working ‘on’ the business” said one, “whereas developing skills in
people is just developing delivery of current ideals, so is working ‘in’
the business.” The L&D Manager looked appreciatively toward the
speaker.
“Could not have said it better,” she said.
“And oh…” she continued, “…do not forget the SHRMOD
Manager is here to assist with any improvement project.”
Management by walking around
“How do we decide what to discuss in the coaching sessions?”
asked one.
“Well,” said L&D Manager, “there is lots of auditing…and your
team leader will discuss that with you and assist you to interpret it
into leadership actions…we call the process strategic leadership
planning; selecting a project to improve one of the factors in the
auditing with continuous monitoring.” She paused.
“Then” she said, “there is the obvious, just using your eyes, but
we know we see with our minds, so to use your eyes you need
prepare your mind.” The group nodded to her they understood.
“Management by walking around is the process. But to do it you
need to know what you are looking for.” She went to the flip chart.
Management by walking around: the process of observing your
team at work to assess the extent they are doing ideal actions to
standard.
“What do you figure is the main thing you need prepare?” She
asked.
“We need know the ideal actions needed in each role we
supervise.” Said one of the lady supervisors.
“Exactly” said L&D Manager, “otherwise you are just goofing
off… so when you spot someone not doing it to standard, talk to
them, then make a note to follow up in the coaching. Sometimes
there may be things the group needs to improve; other times it may
be one individual…walk about, watch, make notes, use data from
audits and monitoring, and then discuss.”
“Remember,” she said, “this is the beginning of your leadership
development. There are further sessions over the next two years
where you will be guided in the implementation of all the processes
and be supported in interpreting the results and applying them to
your team.”
Talent identification and management
She used the laser and directed attention to the performance
assessment agendas slide.
“To recap,” she said, “this is the core process. This is focused on
one thing, supporting, building and maintaining the frame of
reference and managing any community frames that may be in the
background. That is the cultural base. Then build or support
building the professional frame of mind, this gives focus and
momentum to accurate delivery of the ideal actions, which if aptly
selected delivers the results.”
“At one time,” she continued, “we had team leaders like you
doing what was called ‘performance management’ which was a once
a year review of the person’s efforts. It was often resented, and
generally did not deliver results, or shall we say did not deliver
results anyway near the performance assessment process we have
just covered. We do not do that anymore, well at least not with
everybody. We still do it with people we judge as having ‘talent’.”
She paused, signaling the exclamation marks. “I want to take a few
minutes to go over how to identify talent, and what to do if you think
you have a talented person.”
“First what to look for….” She ticked off the points and wrote
them up.
1. “People willing, do a good job, and are consistent. All
reflective of the right sort of attitude.
2. People who manage and develop their professional mind
rapidly, or more rapidly than others in your team.
3. People quick with ideas, can ‘see’ how to improve ideal
actions and are interested in delivery of the change.” She
stopped.
“Likely not all,” she said, “but a good start.”
“One point to remember,” She said, “not strictly on talent
identification, but it is important; one person may develop their mind
and moves themselves from say 7 out of 10 to 8.5 out of ten, while
another may move from 7 to 7.5 out of ten.” She paused.
“The thing is…” she continued, “…the emotional and
psychological intensity may feel exactly the same to both. Be
insightful of that; be very careful of using the greater movement of
one person as a whip to punish another.”
“If you think you have a talented person, approach your team
leader and discuss them.” She paused. “Make sure they tick off at
least two of the check boxes. Avoid wasting your team leader’s
time.”
“The team leader may interview the person; even give them, via
you, one or two projects to test them. If there is agreement, then the
person will be subject to the full performance management at least
once a year, but now it has a different focus; it really is about
building as clear a picture of this person we can. Even I may get
involved. If you do not get what you think is satisfaction from your
team leader, then you may approach the HR Partner Manager, who
may approach head office HR.” She paused. “I do not recommend
you do that lightly, it is possible it could make more senior team
leaders cross with you. Shouldn’t happen but it does. But to counter,
you also need to mentor team members if you judge them not being
recognized when they should be.”
Develop team creativity and project skills
The group had a comfort break. They settled back, some with
fresh coffees.
“Okay.” said the L&D Manager, quite loudly, over the chatter,
“creativity and projects.” She went to the flip chart and wrote.
1. Creativity, working on the business. Review with team the
ideal actions, and improvements to them.
2. Review business processes, internal and external customer
audits to identify where and how ideal actions could be
changed to improve team outputs.
3. Specific projects, like improving some aspect of assembly on
the line, reducing warranty issues at some station, extra drive
at sales via some outlet. These projects agreed by the team,
are special and over and above ‘usual work routines’, they are
aimed at improving profits, and while performance may slip
once the extra focus shifts, there is an intended residue profit
gain.
She looked about the group.
“Specifics” she said, “are dealt with in workshops on this process,
but you need be clear on idea and intent. It is extra effort, over and
beyond… part of our philosophy of continuous improvement.
Without you doing something to continuously improve results from
your team, the term continuous improvement is just a nice lot of
words that have no application.”
There was some discussion, but the group got the idea and was
comfortable with it.
Consequences of delivery of OPD-SHRM
“There are a number of direct consequences of getting all this
right.” She ticked them off.
1. “Team results will be high, consistent with apt identification
of the ideal actions relative to the KPIs.
2. Team members will score high on the mentoring/training
assessment, so there will be a high level of professionalism in
the team.
3. High satisfaction of internal and external customers.”
The L&D Manager paused.
“Any questions?” she asked.
Again there was some discussion on detail, but the group
understood the relationship between maintaining team member
commitment at managing their own professional frame of mind, and
related frames to a high professional standard and performance.
There was no question in the student’s mind that the group was
very clear on their role in managing the professionalism in their team
and that managing that would achieve the result.
Planning for next day
“Right” said L&D Manager, “tomorrow, HR Director in the
morning, for an hour and half. Then rest of day to practice what we
have covered today. I want you in groups of four or five to select a
role play or case study to consider tomorrow. It does not have to be
from this company, so if you have something from a previous job,
then use that. But everyone must have something pertinent to them
and explore applying this process to that problem. Okay…?”
Everyone said ‘yep’.
Role of HR in supporting team leaders
It was the second day of the workshop at eight forty-five and the
HR Director was due in fifteen minutes. The L&D Manager moved
to the front of the group; most people had coffees, and there was an
air of quiet expectation.
“Today,” said the L&D Manager “the HR Director will visit and
cover several key topics. An hour and half maybe” she paused, “then
rest of day is role play and practice, consolidating the ideas we
covered yesterday, ending early today around three thirty, to allow
people to get home”.
People nodded. The HR director came in and the L&D Manager
welcomed him as he took a seat at front table and faced the group. A
slight man of medium height, but impeccably presented, with a
contained energy and enthusiasm everyone felt and could see.
Introductions over, he began.
“Let’s all get on same page, if we not there already. Your job is to
identify and guide delivery of the ideal actions in your team…” he
looked about the group for support, all nodded or murmured ‘yes’.
“My job” he continued, “is to help you do that. Any questions?”
He looked around again. No one spoke. “Oh good” he said, “You
all understand, I can go now.” The group laughed. The HR Director
chuckled, “Oh if it was all that easy…”
“Seriously, however” he said, “it is not that easy, but it is that
focused. Everyone in HR Department has a role aimed directly at
full support of you in your role, doing your job in the way I know
you are being guided and coached.” He nodded to the L&D
Manager. “Not only is the philosophy clear and fully understood, we
are daily striving to deliver it to you. We make mistakes, but we
learn from them, we are constantly looking for better ways to support
people in delivering better and sharper ideal actions.” He stopped.
“There is just one thing I want you to be very clear on from this
talk.” He stopped again.
“We are serious; we are there to help you, to support you.”
He stopped again and looked about the room, meeting each person
in the eye with gentle, quiet certainty.
“We have business partner managers” he continued, “make sure
you know them, and they know who you are. Use them…don’t be
shy to ask. They are your link to HR resources. We have a lot of
skill in the team” he nodded to the L&D Manager, she smiled in
acknowledgement. Some group members quietly said ‘hear, hear’.
The HR Director nodded appreciatively to them then continued.
The OPD-SHRM model coordinates effort
“I want to take a few minutes just to be sure you know exactly the
sort of resources you can access, but before I do, I just want to
explain the model and where we all fit.” He stopped. “You all know
the OPD-model don’t you, I don’t have to put it up do I? We can all
‘see’ it can’t we?” he signaled the inverted commas. The group all
agreed they could see it.
“Picture the organization as a huge fly wheel on an axle. The
faster it goes, the better it performs. The model is the set of gears
that drive the fly wheel; imagine each team as a cog on the wheel,
doing their bit in relation to the model. It sounds a bit mechanistic,
but it gets the idea across of how the model coordinates effort.”
“People, human effort” he continued, “is the key to our success,
but if say a team is pushing off to the left, and not pushing straight at
the wheel, then coordination of effort is lost. Or more to the point, if
some team is not focused on the ideal actions, prefer to do the things
they think need done…then again…” he stopped and spread his
hands wide and shrugged, the group understood exactly.
“The model is not some abstract idea, it is the very essence of how
we need think, how we ‘see’ ourselves in relation to our team, and to
the greater organization…” He looked about the room. He could
see they understood. “But the model does not stand alone, does it..?”
“We need to pack in the detail behind it,” spoke up one lady
supervisor.
“Exactly, then we can ‘see’ and have the detail to act.”
Discussion followed on the OPD-model and packing of the model
and the role of training in guiding ‘seeing’ and ‘packing’.
Resources available from HR
“Now,” he said “are you clear on what you can expect …?” the
group nodded, “…full support.” They nodded again, sensing he
meant it.
“If you do not get support, if you feel you are getting
shortchanged, then you have my permission to let me know…but
please do not waste my time…everyone understand?” Again the
group nodded and said ‘yes’.
“Okay” he continued. “What sort of support.” He looked about,
and then went to the white board. He elaborated on each area of
support as he wrote it up.
1. Partnering managers - sounding board on all things HR.
1.1. Link to more specialized resources in HO.
1.2. Immediate advice on compliance, demographics,
recruitment, internal HR processes, pay, holiday, sick leave,
etcetera.
2. Organizational development. SHRMOD Manager – Leadership
judgment, getting the concept right before trying to do it.
Developing standing human capital value.
2.1. Drafting of role performance descriptions, KPIs, ideal
actions, outcomes etcetera.
2.2. Conceptualizing business process change, assessing impact
on other sections, staying up with technology, especially IT
applications.
2.3. Profit improvement, continuous improvement – begins here.
3. Learning and development – you know about. L&D Manager.
Leadership effectiveness, delivery of ideal actions. Developing
dynamic human capital value.
3.1. Development of frame of mind in your team.
3.2. Training/training advice on delivery of ideal actions.
3.3. Advice on talent management.
3.4. Advice on global transfers, and social and cultural issues that
may arise.
4. Admin and support. Regular info on HR, HRIS, reports and
data on demographics, recruiting, compliance in your
jurisdiction, maintain the SHRMIT system, recording standing
human capital value.
He stepped back and looked at the board then turned to the group.
“Got most of it from your point of view” he said, “bits and pieces
I would add from my point of view, but not significant to team
leaders in the field like you, who are actually doing it.”
The group asked various detailed questions on ‘what if…’ The
HR Director addressed all, and located all within the structure of HR
support as he had outlined.
In general his response went ‘consult your team leader, then with
your team leader, consult your HR partnering advisor; they will then
contact HO if and as needed’.
The link of culture to results
“I want to talk about the link between delivery of ideal actions and
results.” He said. “I get left to do this, even though our L&D
Manager is more than capable, as is even our young student friend.”
“The link we think between cultural audit scores and results.” He
paused. “The cultural audit score effectively measures the delivery of
ideal actions and the graph then relates that to the results.”
He drew a curve on the white board, flattened to the left, toward
the bottom axis, and then rapidly rising to the right along the vertical
axis.
“Two initial points” he said. “First, things often take a lot of
stating, so you can push and push and not much happens, then…off it
goes. We think the curve is flattened at the bottom…as it takes off,
there are increasing gains.”
“We are not sure if the exact graph is sort of exponential as
shown, or straighter. What is important is a link and as we get better
at delivering ideal actions, so key profit ratio improves.” He paused.
“I do not want to make too much of this. What it says is that
small gains in culture can make very big gains in results. Now we
already know that, and here we are beginning to quantify the
relationship in our business….”
He showed the next slide.
“Here is what it is all about. We have actual behaviour, the role
of the team leader is then to move the actual behaviour closer and
closer to the ideal behaviour – which we define as those actions that
enable the greatest result, and remember, these have been agreed
with people so we do not ask people to do something they do not
agree with.” He stopped. Looked about the group, he had no
resistance to the idea.
“We define an increase an increase in ideal actions as an increase
in human performance. Ideal actions are derived from the goals, and
in general if we get more of the ideal actions we get more of the
goal… not much to dispute there….”
“Now,” he went to the white board and wrote.
Assume a 10% improvement in human performance with
1% gain in human performance producing 0.3% sales
increase; 0.2 direct cost decrease; and 0.1% O/head
decrease. Profits increase by 25%. 2% of revenues converted
to profits.
He turned back to the group, and continued.
“A quite small change in delivery of ideal actions ‘culture’ leads
to a 25 percent gain in profits. I don’t want to go over all the details
in the graph and spreadsheet, I want you to see and understand why it
is important…and again, both win…people are more successful and
feeling great about themselves each day, and the business has
improved numbers. Let’s do the math line by line.” He again wrote.
Start:
Revenues: 1,000,000.
Goals/results
Financial results from OPD-SHRM
Ideal actions
Actual behavior
Human performance increase
(Causally increases results)
Link to results (OPDPPL)
Direct costs: 700,000.
Fixed costs: 200,000.
Profit: 100,000.
Revenues, 10% increase in human performance, with OPDPPL
link of 0.3, therefore revenues increase 3% to 1,030,000.
Direct costs, 10% increase in human performance, with OPDPPL
of 0.2, therefore direct costs go down 2% to 706,500.
The result of that is the gross profit is increased to 323,000.
Fixed costs or overhead, 10% increase in human performance,
with OPDPPL of 0.1, therefore fixed costs decrease by 1% to
198,000. Therefore the result is profit increases to 126,000 or
thereabouts.
He turned to the group.
“Now,” he said, “with a 10% change in human performance,
profits increased by 26%. So the company wins, along with every
person doing better than they are expected to do, they feel better
about that; it is like the football, getting it right and winning.”
Team leadership is critical
“It all adds up” he said, “to team leadership being critical to us,
and not for some naive philosophical reason…we do not do it for
reasons of altruism; we do it because it is focused and extremely
effective business sense.” He paused, “Have I shown you enough to
convince you we are for real?”
“You had convinced us before with your sincerity and intensity”
said a delegate, “but the graphs make it clear why you think and feel
as you do, so you are a sharp and effective business person doing the
things to make the most of your business….”
“Good, then the next stuff, which is a more directly relevant to
your task, which is identifying and guiding delivery of the ideal
actions to a standard all day and every day at work.”
He went and drew on the white board, a flattened ‘S’ shaped
curve; with the numbers 1 to 10 along the bottom.
Team leaders expected to increase cultural audit scores
“Along the bottom we have the cultural audit scores with the
graph measuring the response by people on tests where they need to
rate things 1-10, with 10 high.”
“At the bottom,” he continued, “The graph flattens out, since if we
are negative we get more negative from 4 to 1, but not enormously.
At the top, if we are positive we get more positive going from 6 to
10, but not enormously.” HR Director paused and reflected on the
slide for a moment.
“The action occurs between 4 and 6, where the response goes
from negative to positive of course significantly emotional.”
“We use this graph to chart your team cultural audit scores. The
measures of good- 8.5-9.3, poor -below 5.5, excellent – over 9.3,”
the L&D Manager used the laser pointer, “so if your score is 7.5,
which is satisfactory, you are expected to do things, called strategic
leadership planning, that will move it higher. Higher means people
are delivering ideal actions more effectively, they are more
successful, and the company is getting better results.”
Cultural audit measures the depth of forgiveness
“Because the score reflects a largely emotional response by people
we can think of the graph as measuring the depth of forgiveness in
people.” He paused.
“Think of it like this.” He said. “Imagine a ball bearing sitting on
graph, and it has a chock behind it. Now when management make a
mistake it removes the chock and the ball bearing rolls back. Now
the steepness of the slope dictates how far the ball bearing will roll
back… so if the ball bearing is at say 5 a very steep part of the graph,
or at least the beginning of a very steep part, it is likely to roll back to
four, from emotionally positive to negative, and the team leader has
to pick the group up and get them going. Now if the ball bearing is
at 8.5…”
“…it might not roll back much at all” said a delegate. The HR
Director nodded.
The higher on the graph the harder it is to improve
“Now…from a very practical point of view…from your point of
view …the higher along the graph, the higher the score…the better
you have done, the harder it is to improve. While the graph is flatter
up top think of it as being sticky and as the score gets bigger, the
stickiness gets worse. So getting to 7.8 is one thing, getting to 8.8
can take as much effort again.”
The wrestle for excellence
“Why?” asked a delegate.
“Several reasons: People become comfortable at the level they are
at. Small issues loom much larger, something is unimportant at score
6.5 because there are other things more important, so it is seen as
small … becomes the key thing to fix at 8.2; Management errors no
matter how small, cause repetitive progress then slippage to keep the
score static. Then there are crucial issues of coordination, so every
bit of policy needs to reinforce every other bit….”
“It is summed up by the senior team here as the ‘wrestle for
excellence’ a term coined by the boss, who sees this very clearly.”
He looked to the marketing manager, who said ‘oh yeah’… and they
both laughed.
“There is no reason why ideal actions cannot be acted out 100
percent. None!” The HR Director said emphatically.
“Think of it like this…” he continued. “A golfer knows exactly
how to hit the perfect shot, he knows it is possible and has done it. If
his mind is elsewhere, he knows it will not happen, hence the focus
we have on getting minds appropriately on the job. But, on any
given shot, it is a percentage…it is not always perfect. So perfection
is a wrestle each time. So it is with delivering ideal actions….” He
stopped.
“It begins at the top: Mediocrity is not acceptable.”
“Not under any circumstances… ” said the marketing manager.
“So executives need to fully understand why they strive for
excellence.” The HR Director said, and changed the slide.
Small gains in culture make for large gains in profits
“Okay, again I only want you to grasp the idea, not the
detail…putting the two graphs together.”
He redrew the two graphs one above the other on the white board,
with the flattened ‘S’ at the top, and the graph linking cultural audit
to the dollars at the bottom.
“Now,” he said, “assume a team leader moves the culture audit
from say 8.3 to 9.0. If we then go to the graph below, then along the
bottom is the movement in culture…the increase in which we deliver
the ideal actions. Then we relate the increase in culture to the results
along the right side. Going from 8.3 to 9.0 could produce a very
large gain in results….” He stopped.
He looked at the marketing manager. They smiled.
“It starts at the top” said the marketing manager, “setting the tone
of striving and wrestling with self to do better than one thought one
could.” He stopped. “Willingness to challenge oneself… This is a
big part of the reason why I am here…. ” The HR Director nodded.
“Any questions … no ... then let’s comfort stop. Just one last
small topic, then you can get on with rest of your day.”
HR coordinates company wide SHRM processes
They settled back, the HR Director sat with fresh coffee… he had
spent the break moving around the group chatting so the break had
taken longer…she had spoken to the L&D Manager about it, who
said he always did; the break was just an excuse for him to get
among the team leaders and chat. The L&D Manager finished with
how it always surprised her how much came out a year later about
when he met so-and-so on the workshop…then, the L&D Manager
said, she found out he kept notes immediately after on his initial
impression of each person.
They each had the team leader time budget in front of them.
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/month)
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
Impromptu discussions on ideal actions, and verbal
audits of whether they clear and being followed
through.
3.4 hrs
Ongoing performance assessment (25%)
Every two weeks with each team member, one-on-one
review of professional mind and delivery of ideal
3.4 hrs
actions. Use agendas provided and team development
folders to track progress and maintain records.
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 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.
2.1 hrs
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
“I have no doubt” said HR Director, “you are very familiar by
now with this…” everyone nodded.
“The one thing I want you to see now is the sequences from
quarter to quarter…there are in fact other things, but they will be put
in soon. See how for example how things in quarter two turn up in
four. From this you can immediately imagine 350 team leaders
doing this all at same time.” He stopped.
“Everyone see it?…again, do not worry about the detail, but
understand it is useful and important, so all team leaders are doing
those cultural audit graphs at the same time…There are lots of
benefits. What I want you to understand is that there is a group
doing the coordination.” He stopped, looked across to the L&D
Manager.
“Any questions or issues…” he said looking back to the group.
There was no response, people shook their heads. He looked back to
L&D Manager. “What next for the group?” He asked.
Turning ideas into action “Well, likely right now bit of break, this stuff…” she waved to the
white board and slide still showing, “…is pretty intense. Let’s get
our minds back from being loaded. Then we have role plays and
case studies; they have selected their own, all focused on actually
doing it, rather than agreeing how to do it and review what is
involved….” She looked around at the group. “It is lots of fun, so
we will laugh, give one another lots of feedback, and generally begin
the task of making habit that which we have spent a day and a bit
talking about.”
“Sounds like a great afternoon…pity I am not able to join you.”
He offered handshakes all round, with an occasional encouraging
comment. Then the HR Director was gone.
“He gave us a lot of time” commented one delegate, “Impressive.”
Others agreed.
The remainder of the day was exactly as discussed.
1. Sharing each other's role plays and case studies.
2. Referring back to the ideas from the previous day and a bit.
3. Notes on changes and plans for when they back on job.
4. Lots of input from everyone.
She drove back to LA that afternoon, tired, but thinking again how
much she had got from the experience.
Graham Little
Graham Little is a thinker and social science theorist. He has
researched social science for thirty years, combining his intellectual
interests with counseling, corporate training and consulting. His
ideas on theoretical social science can be found at
www.grlphilosophy.co.nz.
His aim is to achieve superior thinking in social science and apply
that thinking to practical social issues.
The OPD-model and strategic human resource system derived
from it, is the first such practical issue, namely how to build better
economic organisations integrating those organisations into the
community to the benefit of both.
Dr Little is the founder of OPD International offering improved
strategic human resource management to organisations that improves
profits. The OPD-SHRM system is based on the OPD-model. OPD
International has Regional Directors in Asia Pacific, United
Kingdom, North America, and South Africa.
Graham Little has two adult children is a keen trout and salt water
fly fisherman, and lives in Auckland, New Zealand.
OPD International can be contacted through [email protected].
Academic background
Dr Pieter Nel, Professor and Head of Human Resources at Unitec
in Auckland, is the global academic spokesman for OPD-model and
leads co-authoring the academic publications the first of which were
published in early 2010.
* Nel and Little An Integrated Strategic Human Resources Model
to Achieve Organizational Objectives
http://www.usq.edu.au/~/media/USQ/Business/Journals/NelLittle
%20Paper%201.ashx
* Nel and Little, Sustainable leadership: The fundamental
solution to lasting superior staff performance
http://www.uunz.ac.nz/pdf/journal/edition1/Journal_part4.pdf.
Introduction to the redesign of the organization book series
The books present the OPD theory from different points of view,
and work through applying the theory from the point of view of
CEO, team leader, manager and of HR. Volume 6, Building
community wealth and health examines the OPD theory from point
of view of the link between organizational success, economic success
and the wealth and health of our communities.
Books one and two are the suggested beginning, Rollout is the
overview of the intellectual base of OPD theory. After that, then
select the books to read that best match your interests/position.
1. Executive pocket guidebook: Summary of state of art ideas in
making organizations more successful (Redesigning the organization volume 7). A short and easily read link between what
has been traditional and typical of global HR thinking and the new,
improved ideas in the OPD theory and the technology derived from
it. Book 7 in the series, but the one best read first as the easiest
introduction linking current global received wisdom on
organizations to the new wisdom from the OPD theory.
2. Time budgeting: Getting the best result in the time available. (Redesigning the organization volume 2). Managing one’s
mind to enabling greatest chance of greatest success.
Application of the ideas on improved performance at the
lowest level, first on oneself.
3. Rollout: Improving rollout of business strategy (Redesigning the organization foundation book). The crucial intellectual
foundation of the new way of leading in organizations. This is
the most intellectually challenging book of the series but all
other books are derived from the platform outlined in Rollout.
Reading Rollout can be delayed to the last book if you are
more comfortable.
4. The last leadership book you will ever need to read: The
guide to achieving results and satisfaction in a business. (Redesigning the organization volume 1). An easily read
overview from the point of view of senior executives in the
organizations. The last leadership book presents an overview
of the key ideas from the perspective of different executive
functions, CEO, CFO, Vice President (VP) Human Resources,
Operations and Sales.
5. Modern team leadership to achieve results and satisfaction in a team (Redesigning the organization volume 3). From the
point of view of the first line team leader, what it means, what
do they do, and how they need to implement the new ideas.
6. The role of human resources management in the modern
organization: Making human resources the driver of success. (Redesigning the organization volume 4). Exactly as
the title suggests, the OPD theory worked through in detail
from the point of view of the Vice President Human
Resources.
7. The mind of the CEO: Thinking habits of the successful CEO. (Redesigning the organization volume 5). A derailed
discussion of what the new ideas mean of the CEO, the shift in
CEO priorities and how they need to think in order to follow
and fulfill the logic of the new theory of ensuring the business
they lead has greatest chance of greatest success.
8. Building community wealth and health: Achieving a wealthier and fairer society. (Redesigning the organization volume 6). The
economy consists of commercial organizations. The strength of the
economy determines the wealth of the community. Therefore any
theory that presents how to improve organizational success must
deal also with the link between that success and community success.
Building community wealth present unique and insightful linkages
between business success and a fair and balanced distribution of that
wealth to ensure all in the community enjoy the benefit of their
efforts.
Redesign of the organization books are on G R Little author page
on Amazon, www.amazon.com/author/grahamlittle
