businesses have moved to new grounds : downsizing, flattening, empowering, liberating, team working,...
TRANSCRIPT
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Businesses have moved to new grounds :
Downsizing, Flattening, Empowering, Liberating, Team working, Transforming, Reengineering etc.
To some companies like General Electric, Motorola,the improvements have proved remarkable.
For too many others however, bewildering array of current succes formulas, seems overwhelming and foolish because no one has accurately identified what’s really at the core of a GE’s or Motorola’s results.
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I think any company that is trying to play in the present times, has got to find a way to engage the mind of every single employee.
If you are not thinking all the time about making every person more valuable, you don’t have a chance.
What’s the alternative ?
Wasted minds ? Uninvolved peole ?
That doesn’t make sense.
- Jack Welch
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®®®®
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The story of Wizard of OZ
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1 Develop greater individual and
organizational accountability by
introducing a positive approach to
working Above The Line
Key Objectives Of The TrainingKey Objectives Of The Training
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2 Develop greater ownership
for achieving the Results by applying the Steps To
Accountability
Key Objectives Of The TrainingKey Objectives Of The Training
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Activity
Result
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Actions that lead to results
Desired outcomes of taking actions
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Activity Versus Results
• Steps that lead to an outcome
• Describes what you will ‘do’
• Some stakeholders may not acknowledge as important
• May or may not add value
• Typically measured in terms of inputs
• The actual outcome
• Describes what you will ‘get’
• Meets evry stakeholder’s need
• Always adds value—it’s something everyone wants
• Objectively measured in terms of outputs
Activity Result
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IS
Doing The Job
Achieving the Result
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Creating Accountability !!
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Clarify the expected results Link doing the job / getting results
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Out of your control
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Within your control
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ResultsResultsResultsResults
ActionsActionsActionsActionsBeliefsBeliefsBeliefsBeliefs
ExperiencesExperiencesExperiencesExperiences
Result Pyramid
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Working with the Pyramid
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Working with the Pyramid
These components work togetherbecause experiences foster beliefs,beliefs drive actions and actionsproduce results
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Working with the Pyramid
Working with just the top of the pyramid,Leaders leave unchanged the things that can be hard to change… …but when changed, they make the greatest impact on performance
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Working with the Pyramid
To impact beliefs, Managers must focus on creating new experiences
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Every one of us is creating the culture of this company every day. As a Manager everything you do, everything you say, every where you go in theorganisation leaves a footprint of theculture of the company
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Victim Cycle Assessment
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NON SEQUITUR ©1996 Wiley Miller. Dist. by UNIVERSAL PRESS SYNDICATE. Reprinted with permission. All rights reserved.
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“Coming home, I drove intothe wrong house and collided
with a tree I don’t have”
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“A pedestrian hit me andwent under my car ”
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®®®®
Steps To Accountability® Module
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Steps To Accountability Module
See It Module
Own It Module
Solve It
Module
Do It Module
The Oz PrincipleThe Oz Principle
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BLAME GAME
STAGES OF VICTIM CYCLE
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1 Ignore / Deny
• Auto Makers
• MBAs
Pretending not to know or ignoring a
problem will keep you Below the line
and impair your ability to get results
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2 Its not my job
• Lack of responsibility
• Lack of desire to involve oneself
• Seek shelter from what they perceive to be additional effort without any benefit
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3 Finger pointing
People deny their poor results and seek to shift the blame to others (don’t blame me)
eg: Herman & Miller
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We need to realise that when we blame others, we are actually giving them our permission to have that degree of authority in our lives
-- Colin Hiles
‘ Breakthrough to Peak Performance ’
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4 Confusion & tell me what to do
Response that grows :
Just tell me exactly what you want me to do ?
Willingness to change behaviour, actually transfers responsibility to the superior
Desired response :
Here is what I am going to do, what do you think ?
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5 Cover your tail
• People seek imagined protection that comes from behaving in a Below the line manner
• Craft stories as to why they cannot be blamed
• Documenting back up material
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6 Wait & see
• Things will get better
Eg: Personal care products company
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So what is the solution ?
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OPPORTUNITYISNOWHERE
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© 1
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Wait &Wait &SeeSee6.6.Cover YourCover Your
TailTail5.5.
FingerFingerPointingPointing
3.3.
It’s Not MyIt’s Not MyJobJob2.2.Ignore/Ignore/
DenyDeny1.1.
&& TellTellMe What Me What
To Do To Do 4. 4.
ConfusionConfusion
Feelfulfilled
FeelFrustrated
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Wait &Wait &SeeSee6.6.Cover YourCover Your
TailTail5.5.
FingerFingerPointingPointing
3.3.
It’s Not MyIt’s Not MyJobJob2.2.Ignore/Ignore/
DenyDeny1.1.
&& TellTellMe What Me What
To Do To Do 4. 4.
ConfusionConfusion
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Moving & staying above the line is about impacting the situation
before it is too late
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How To Recognise When You Are Below The Line
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How To Recognise When You Are Below The Line
• You find yourself blaming others and pointing fingers
• Your discussion on problems focuses on what you cannot do rather than what you can do
• You spend a lot of time talking about things you cannot change (market,field set up etc)
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How To Recognise When You Are Below The Line
• You feel you are treated unfairly, you don’t think you can do anyhing
• You find yourself saying :
Its not my job
Let us wait and see
I can do nothing about it
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Above The Line …..
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Above The Line
I do model accountability and set an example
I don’t hold others accountable without holding myself equally responsible
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Above The Line I do allow people to drop Below the Line
from time to time to vent their feelings
I don’t let victim stories and Below the Line excuses go unresolved
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Above The Line
I do use accountability as a way to empower people towards results
I don’t use accountability as a hammer to nail people when I catch them functioning them below the line
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Above The Line
I do expect people to coach me to get Above the line when necessary
I do practice what I preach
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Above The Line
I don’t get caught thinking that accountability is something everyoneelse should work on
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““Subject to having to report, Subject to having to report, explain or justify, responsible, explain or justify, responsible, answerable ”answerable ”
Dictionary’s DefinitionDictionary’s DefinitionOf AccountabilityOf Accountability
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““Subject to having to report, Subject to having to report, explain or justify; responsible; explain or justify; responsible; answerable.”answerable.”
Dictionary’s DefinitionDictionary’s DefinitionOf AccountabilityOf Accountability
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The Oz Principle®
Accountability Question
“Who is accountablefor achievingthe result?”
The TypicalAccountability
Question
“Who is accountablefor failing to achieve
the result?”
Two Views Of AccountabilityTwo Views Of Accountability
Before it’sToo late
It’sToo late
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Accountability:
An attitude of continually asking ‘what else can I do to rise above my circumstances & achieve the results I desire’ ?
It is the process of proactively seeing it, owning it, solving it and doing it
It requires a level of ownership that includes making, keeping & proactively answering for personal commitments
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The The OzOz principleprinciple Definition Definition
To take ownership for achieving results
To stay Above the line and demonstrateOz principle behaviors
To constantly ask, regardless of one’scircumstances “What else can I do ?”
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Flash Cards
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Ashok does his job well.
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Ashok does his job well.LA training program should pay excellent results.
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Ashok does his job well.LA training program should pay excellent results.
MXL demand is low due to irregular coverage
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Ashok does his job well.LA training program should pay excellent results.
MXL demand is low due to irregular coverageI think you can do it.
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Ashok does his job well.LA training program should pay excellent results.
MXL demand is low due to irregular coverageI think you can do it.
Two PSOs are outstanding in your district.
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Ashok does his job well.LA training program should pay excellent results.
MXL demand is low due to irregular coverageI think you can do it.
Two PSOs are outstanding in your district.Fumycin is a highly effective product.
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Ashok does his job well.LA training program should pay excellent results.
MXL demand is low due to irregular coverageI think you can do it.
Two PSOs are outstanding in your district.Fumycin is a highly effective product.
My attitude impacts the attitude of customers.
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Ashok does his job well.LA training program should pay excellent results.
MXL demand is low due to irregular coverageI think you can do it.
Two PSOs are outstanding in your district.Fumycin is a highly effective product.
My attitude impacts the attitude of customers.With outside music system blaring, there was disturbance.
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®®®®
See It Module
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See ItSee ItObtaining the perspectives of othersObtaining the perspectives of others
Asking for and offering feedbackAsking for and offering feedback
Being open and candidBeing open and candid
Hearing the hard thingsHearing the hard things
Accountability behaviorsAccountability behaviors
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Others perspectives -- WHY ?
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Asking for and Providing feedback
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Feedback creates accountability
• Betty Bingham Clean up operation
One of the VPs
Change in perception
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Being open and candid
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Hearing the hard things
Green Dart …
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Accountable people
Create Seek
Feedback
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Thanks for the feedbackThanks for the feedback
Significance !!Significance !!
What Feedback Do You What Feedback Do You Have For Me? Have For Me?
DO YOU HAVE ANY FEEDBACK ?DO YOU HAVE ANY FEEDBACK ?
FeedbackFeedback
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Feedback FiltersFeedback Filters
You are not my Boss !!
He is new around here
Why should I listen to him, he does not do it either
HO people donot understand how things are in the field
It cannot be so
etc etc…
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Very LittleFeedback
Lots of Feedback
Feedback FiltersFeedback Filters
Feedback
Feedback
Feedback
Feedback
Feedback
Feedback
Feedback
Feedback
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Feedback
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kFeedback
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dback
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back Feedback
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Thanks for the feedbackThanks for the feedback
What Feedback Do You What Feedback Do You Have For Me?Have For Me?
FeedbackFeedback
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Thanks for the
feedback !
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®®®®
Own It Module
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1.1. Read itRead it
2. Commit it to memory
FF3.3. Count the number ofCount the number of
Culture of accountabilityCulture of accountability
1 minute
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A A Culture of Accountability Culture of Accountability is is built upon the foundation of built upon the foundation of effectively using each of the effectively using each of the Steps To AccountabilitySteps To Accountability®® to to
facilitate a focus on results in facilitate a focus on results in the face of frustrating the face of frustrating
obstaclesobstacles
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A A Culture oCulture off Accountability Accountability is is built upon the built upon the ffoundation ooundation off eeffffectively using each oectively using each off the the Steps To AccountabilitySteps To Accountability®® to to
ffacilitate a acilitate a ffocus on results in ocus on results in the the fface oace off ffrustrating rustrating
obstaclesobstacles
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A A Culture Culture of of Accountability Accountability is is built upon the built upon the ffoundation oundation of of eeffffectively using each ectively using each ofof the the Steps To AccountabilitySteps To Accountability®® to to
ffacilitate a acilitate a ffocus on results in ocus on results in the the fface ace ofof ffrustrating rustrating
obstaclesobstacles
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Own ItOwn ItBeing personally investedBeing personally invested
Acknowledging my involvementAcknowledging my involvement
Creating & maintaining alignmentCreating & maintaining alignment
Owning personal & team Owning personal & team objectivesobjectives
Accountability behaviorsAccountability behaviors
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The ability to tie where I amThe ability to tie where I amand what I have doneand what I have done
andand
where I want to be and what where I want to be and what I am going to doI am going to do
Ownership is:Ownership is:
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If you can’t make the tie,If you can’t make the tie,
you don’t you don’t Own It!Own It!
Making The TieMaking The Tie
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Temporary job
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Owning It
Ask yourself the question
“What else can I do to rise above my circumstances and get the results I want ?”
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““If you’re not part of theIf you’re not part of thesolution, you are part of the solution, you are part of the
problem”problem”
“If you’re not part of theproblem, you’re not part of the
solution”
Making The TieMaking The Tie
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Buy-In/InvestBuy-In/Invest
Comply/ConcedeComply/Concede
Exempt/ExcuseExempt/Excuse
Resist/ResentResist/Resent
AgreeAgreeInvolvedInvolved
DisagreeDisagreeInvolvedInvolved
AgreeAgreeUninvolvedUninvolved
DisagreeDisagreeUninvolvedUninvolved
Levels Of OwnershipLevels Of Ownership
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1. Be careful not create a tell-me-what-to-do attitude in the person you are holding accountable
2. Avoid solving the problem for them by encouraging them to find solutions and identify next steps
3. Encourage them to take accountability for achieving the results
4. Don’t change clearly stated expectations (because of a good story) maintain accountability even in the face of Below the Line behavior
Holding People AccountableHolding People Accountable
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5. Establish an environment where feedback and coaching is sought and freely exchanged
7. Be positive by avoiding lecturing, threatening, and criticizing people into sharing ownership
8. Be specific in terms of when they will proactively report back
Holding People AccountableHolding People Accountable
6. Be clear that they need to provide solutions rather than you
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““Since there are more than 15 Since there are more than 15 generics of fluconazole, I don’t think generics of fluconazole, I don’t think doctor will listen to my detailing of doctor will listen to my detailing of Fumycin”Fumycin”
““The vending machine has more The vending machine has more options than me”options than me”
““I think accountability is on the I think accountability is on the third floor”third floor”
Examples : Examples : Below The LineBelow The Line ... ...
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®®®®
Solve It Module
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Solve ItSolve It““What else can I do?”What else can I do?”
Actively redefining boundariesActively redefining boundaries
Creatively dealing withCreatively dealing with obstaclesobstacles
Staying focused on resultsStaying focused on results
Accountability behaviorsAccountability behaviors
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LIFT AccountabilityLIFT Accountability CoachingCoaching ModelModel
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LIFT AccountabilityLIFT Accountability CoachingCoaching ModelModel
The model is used to lift people who are stuck below the line
Clearly define the result not being achieved.
Ask the the question :
“Why aren’t you making the progress that you really want to make ?”
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Listen for obstacles:
What else is getting in the wayWhat else is getting in the way of making progress?of making progress?
LIFT AccountabilityLIFT Accountability CoachingCoaching ModelModel
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LIFT AccountabilityLIFT Accountability CoachingCoaching ModelModel
Identify obstacles you can influence:
“Which of these obstacles do you most need to overcome, and why?”
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LIFT AccountabilityLIFT Accountability CoachingCoaching ModelModel
Facilitate the Solve It question:
“What else can you do?”
‘Solve it’ Self assessment, Pg. 36
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LIFT AccountabilityLIFT Accountability CoachingCoaching ModelModel
Test for movement:
“What action are you going to take ?”
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LIFT AccountabilityLIFT Accountability CoachingCoaching ModelModel
If no movement, ask:
“Are you accountable to achieve result”
“ What will happen if you don’t achieve it”
(You may need to use leverage to help LIFT them above the line)
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Keys to creating leverageKeys to creating leverage
If you had to take accountability for overcoming one of these obstacles, which would it be? Why?
If your life depended on it, what else would you do?
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LIFT Role Play
* What went well
* What did not go well
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What mistakes can happen while Coaching someone for above the line ?
What mistakes can occur while using the LIFT Model ?
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Listen more / its never enough
Do not solve the problem for them
Do not ever get to determining concrete actions
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Listen for obstacles
Identify obstacles you can influence
Facilitate the Solve It question
Test for movement
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®®®®
Do It Module
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Despite the many benefits that accrue from applying the other three steps, results only come when you pull all four steps together and DO IT
Doing it requires that you continuously stay Above the line
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Do ItDo ItBy reporting proactivelyBy reporting proactively
Relentlessly following-upRelentlessly following-up
Doing the things I say Doing the things I say I’ll doI’ll do
Measuring my progress toward Measuring my progress toward achieving intended resultachieving intended result
Accountability behaviorsAccountability behaviors
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II am accountable to am accountable to Do ItDo It by by reporting proactively, relentlessly reporting proactively, relentlessly
following up, doing the things I say following up, doing the things I say I’ll do, and measuring my progress I’ll do, and measuring my progress
toward achieving the intended resulttoward achieving the intended result
Do ItDo It
SMSM DefinitionDefinition
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Clarify the expected results
Link doing the job / getting results
Creating AccountabilityCreating Accountability
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Creating AccountabilityCreating Accountability
Why people fail to do it ?
Gravitational pull ?
Victim cycle ?
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Cultural Transition:Cultural Transition:
Changing the ways we think about Changing the ways we think about how we do business and adopting how we do business and adopting corresponding changes in actionscorresponding changes in actions
The Oz PrincipleThe Oz Principle
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Joint Accountability …
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R R
R
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R R
R
Joint accountability
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“ “ Only when you assume full Only when you assume full accountability for your accountability for your thoughts, thoughts, feelings, actions, and resultsfeelings, actions, and results can can you you direct your own destinydirect your own destiny; ; otherwise, someone or something otherwise, someone or something else willelse will ” ”
The Oz PrincipleThe Oz Principle
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People who People who make things happen things happen People who People who watch things happen things happen
People who People who wonder what happened what happened
People who People who never knew anything knew anything happaened happaened
Four Kinds Of PeopleFour Kinds Of People
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Culture Of Accountability:Culture Of Accountability:
is defined as people being accountable to is defined as people being accountable to think and act in the manner necessary for the think and act in the manner necessary for the team to achieve resultsteam to achieve results
The Oz PrincipleThe Oz Principle
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Culture does impact resultsCulture does impact results
Leaders can manage effective cultureLeaders can manage effective culture
Culture produces results, results create cultureCulture produces results, results create culture
The Oz PrincipleThe Oz Principle
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ResultsResultsResultsResults
ActionsActionsActionsActionsBeliefsBeliefsBeliefsBeliefs
ExperiencesExperiencesExperiencesExperiences
Result Pyramid
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Clarify the expected results Link doing the job / getting results
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Keep your face to the sunshine & you will not
see the shadows
Helen Keller
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