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Oz Principle - Esurance

The Oz Principle
by

Heather Hansen

on 6 November 2014

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Transcript of Oz Principle - Esurance

"I didn't know."
"If you had told me it was that important, I would have done it."
Climb the Steps to
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
-Finger Pointing
-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
Confusion
Finger pointing
Ignore / Deny
Find an excuse
So what takes us from . .
Climb the Steps to
Accountability
ACCOUNTABILITY:

"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!!!

OWN IT
SOLVE IT
DO IT
SEE IT
See it
Mustering the courage to face the brutal facts.
Admit you are stuck
on victimization.
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
OWN 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. . . .
valuable time,
energy,
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:
-Listen
-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
Pyramid
dressbarn
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
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