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The Oz Principle - dressbarn
Transcript of The Oz Principle - dressbarn
Accountability (Above the Line) ACCOUNTABILITY (Below the Line) VICTIMIZATION See it Mustering the courage to face the brutal facts. Success Failure The OZ Principle Journey to SUCCESS Problem / Situation / Obstacle Success Failure An Attitude of . . .
-Wait and see
-Cover your tail
-Confusion / Tell me what to do
-Ignore / Deny situation
-Find an excuse
Or to summarize - VICTIMIZATION 20
Tried and Tested
Excuses "That's the way we've always done it." SO WE GET
STUCK!!! Success VICTIMIZATION
Wait and see
Cover you tail
Ignore / Deny
Find an excuse So what takes us from . . Climb the Steps to
"A personal choice to rise above
one's circumstances and
demonstrate the ownership
necessary for achieving desired
results - TO SEE IT, OWN IT,
SOLVE IT, and DO IT." EMPOWER!!!
DO IT SEE IT See it Mustering the courage to face the brutal facts. Admit you are stuck
Recognize when you may
fall back below the line. Why do we fail to see it? We choose to ignore change. Obtain the perspectives of others.
Communicate openly and candidly.
Ask for and offer feedback.
Hearing the hard things to see reality. SEE IT: Best Practices SEE IT OWN IT SOLVE IT
DO IT Own it Finding the heart to take accountability. Why do we fail to
own it? We find an excuse why it isn't our responsibility. Accountability Victimization Being personally invested
Learning from both successes and failures
Aligning my work with the desired company results
Acting on the feedback I receive OWN IT:Best Practices SEE IT
OWN IT SOLVE IT DO IT SOLVE IT Obtaining the wisdom to solve the
Problem. Be professionally nimble.
Constantly think: What else can I do?
BE PROACTIVE! What stands in the way of the solution? Obstacles Obstacles push us back
below the line Constantly asking, “what else can I do?
Overcoming cross-functional boundaries
Creatively dealing with obstacles
Taking the necessary risks Solve It: Best Practices SEE IT
SOLVE IT DO IT DO IT Accepting Full Responsibility Overcoming obstacles
Accepting total accountability
Achieving the results you want What keeps us from ultimately
doing it? Gravitational pull from below the line.
Wasting. . . .
and resources. So, how do we take this back
to our professional and personal
situations / problems? First and foremost:
LEAD ABOVE THE LINE! Walk the talk! Doing the things I say I’ll do
Focusing on the top priorities
Staying above the line by not blaming others
Sustaining an environment of trust Do It: Best Practices Recognizing when it's time to intervene.
Learn not to take accountability to the extreme.
Recognize that you cannot control everything.
Provide a model for others. Coaching people above the line:
-Acknowledge (facts and obstacles)
-Ask (What else can you do to achieve your result?)
-Use the steps to accountability
-Commit (to help the person stay above the line) People who make it happen!
People who watch it happen.
People who wonder what happened.
People who never knew anything happened. Types of people “Only when you assume full accountability for your thoughts, feelings, actions, and results can you direct your own destiny; otherwise, someone or something else will.” The OZ Principle Credits Prezi coach & editor:
Skyler Hansen Prezi Architect:
Heather Hansen "No one told me
what to do." "That's the way we've always done it." "It's not my job." "I didn't know you needed it right away." "It wasn't my fault it was late." "That's not my department." "I'm waiting for approval." "Someone should have told me not to do that." "Don't blame me, it was the boss's idea." "I forgot." "I'm too busy to do it." "Someone told me to do the wrong thing." "I thought I told you." "Why didn't you ask me?" "No one invited me to the meeting - I didn't get the memo." "My people dropped the ball." "Nobody's followed up on me: It can't be that important." "I told someone else to take care of this." Results
The actual outcome
Describes what you will “Get”
Answers the question: “why” do you do what you do?
Measures value-added activity
Can be objectively measured in terms of outputs. Activity
A step that leads to an outcome
Describes what you will “do”
Leaves open the question: “why” do you do what you do?
May or may not add value
Typically measured in terms of inputs. Activity Versus Results EXPERIENCES BELIEFS ACTIONS RESULTS The Results
2009 Key Results Surprise Family Relax “Yes” Attitude Dream Delight What did you see? “Why aren’t you making the progress that you really want to make?”
Listen for obstacles: “What else is getting in the way of making progress?”
Identify obstacles you can influence: “Which of these obstacles do you most need to overcome and why?”
Facilitate the SOLVE IT question: “What else can you do?”
Test for movement: “What actions are you going to take?” LIFT Accountability Coaching Model