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.
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
®
The story of Wizard of OZ
Key Objectives Of The Training 1 Develop greater individual and organizational accountability by introducing a positive approach to working Above The Line
Key Objectives Of The Training 2 Develop greater ownership 3 4 5 for achieving the Results by applying the Steps To Accountability
Activity Result
Actions that lead to results Desired outcomes of taking actions
Activity Versus Results Activity Result • Steps that lead to an outcome • Describes what you will ‘do’ • Some stakeholders may not acknowledge as important • May or may not add value • The actual outcome • Describes what you will ‘get’ • Meets evry stakeholder’s need • Typically measured in terms of inputs • Always adds value—it’s something everyone wants • Objectively measured in terms of outputs
Doing The Job IS Achieving the Result
Creating Accountability !!
Clarify the expected results Link doing the job / getting results
Out of your control
Within your control
Result Pyramid Results Actions Beliefs Experiences
Working with the Pyramid
Working with the Pyramid These components work together because experiences foster beliefs, beliefs drive actions and actions produce results
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
Working with the Pyramid To impact beliefs, Managers must focus on creating new experiences
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 the organisation leaves a footprint of the culture of the company
Victim Cycle Assessment
NON SEQUITUR © 1996 Wiley Miller. Dist. by UNIVERSAL PRESS SYNDICATE. Reprinted with permission. All rights reserved.
“Coming home, I drove into the wrong house and collided with a tree I don’t have”
“A pedestrian hit me and went under my car ”
® Steps To Accountability Module ®
The Oz Principle Steps To Accountability Module See It Module Own It Module Solve It Module Do It Module
BLAME GAME STAGES OF VICTIM CYCLE
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
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
3 Finger pointing People deny their poor results and seek to shift the blame to others (don’t blame me) eg: Herman & Miller
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 ’
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 ?
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
6 Wait & see • Things will get better Eg: Personal care products company
So what is the solution ?
OPPORTUNITYISNOWHERE
© 1991 -1998 Partners In Leadership, LLC. All Rights Reserved. 1998
Feel fulfilled Feel Frustrated Cover Your Tail 5. Wait & See 6. Me What To Do 4. Finger Pointing 3. Confusion & Tell Ignore/ Deny 1. It’s Not My Job 2.
Cover Your Tail 5. Wait & See 6. Me What To Do 4. Finger Pointing 3. Confusion & Tell Ignore/ Deny 1. It’s Not My Job 2.
Moving & staying above the line is about impacting the situation before it is too late
How To Recognise When You Are Below The Line
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)
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
Above The Line …. .
Above The Line I do model accountability and set an example I don’t hold others accountable without holding myself equally responsible
Above The Line I do allow people to drop Below the Line from time to vent their feelings I don’t let victim stories and Below the Line excuses go unresolved
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
Above The Line I do expect people to coach me to get Above the line when necessary I do practice what I preach
Above The Line I don’t get caught thinking that accountability is something everyone else should work on
Dictionary’s Definition Of Accountability “Subject to having to report, explain or justify, responsible, answerable ”
Dictionary’s Definition Of Accountability “Subject to having to report, explain or justify; responsible; answerable. ”
Two Views Of Accountability The Oz Principle Accountability Question ® “Who is accountable for achieving the result? ” Before it’s Too late The Typical Accountability Question “Who is accountable for failing to achieve the result? ” It’s Too late
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
The Oz principle Definition To take ownership for achieving results To stay Above the line and demonstrate Oz principle behaviors To constantly ask, regardless of one’s circumstances “What else can I do ? ”
Flash Cards
Ashok does his job well.
Ashok does his job well. LA training program should pay excellent results.
Ashok does his job well. LA training program should pay excellent results. MXL demand is low due to irregular coverage
Ashok does his job well. LA training program should pay excellent results. MXL demand is low due to irregular coverage I think you can do it.
Ashok does his job well. LA training program should pay excellent results. MXL demand is low due to irregular coverage I think you can do it. Two PSOs are outstanding in your district.
Ashok does his job well. LA training program should pay excellent results. MXL demand is low due to irregular coverage I think you can do it. Two PSOs are outstanding in your district. Fumycin is a highly effective product.
Ashok does his job well. LA training program should pay excellent results. MXL demand is low due to irregular coverage I 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.
Ashok does his job well. LA training program should pay excellent results. MXL demand is low due to irregular coverage I 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 disturba
® See It Module
Accountability behaviors See It Obtaining the perspectives of others Asking for and offering feedback Being open and candid Hearing the hard things
Others perspectives -- WHY ?
Asking for and Providing feedback
Feedback creates accountability • Betty Bingham Clean up operation One of the VPs Change in perception
Being open and candid
Hearing the hard things Green Dart …
Accountable people Seek Create Feedback
Feedback Significance !! What Feedback Do You Have For Me? DO YOU HAVE ANY FEEDBACK ? Thanks for the feedback
Feedback 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…
Feedback Filters ck ee F db ee ac db k ac ba ck k Fe ed Fee db Feedback Fe Feedback b. Feedback ac ed k k ac b ack k ack edb b c k ed ba Fe ac Fe ck F Fe eed db Fd a F bac e b eed k Fee back bac ed k ck Fe dba Feedback Fee ack Lots of Feedback ba F eed ck ba F ed Fe Fe ed Fe k Feed db edb bac ck back eed ack ac ba F k ck ack Fee ack eed db ack db F e e k db Fe Fe edb ac ac ee Feed k e F db F b e F ack a k b ck Fe ack Feedbackeedbac c. Feedba b k eed a edb eedback ed ck Fe F Fe ck ck Feedba k ck dba Feedback bac Fee Feedback d eed ba Feedback Fe F Fe ck ed ck k ba e ba ac ck dba eed b ack ed F c db Fe. Feedback k Fee ck Fe F d. Feedback eedb b ack Fee ack k dba bac ck d Fee ba Fee e ed Fe ed ba ck ck Feedba Very Little Feedback. Feed k bac Feedbac Fe k Feedback ed ba ck ck Feedback ba d eed e F F
Feedback What Feedback Do You Have For Me? Thanks for the feedback
Thanks for the feedback !
® Own It Module
Culture of accountability 1. Read it 2. Commit it to memory 3. Count the number of 1 minute F
A Culture of Accountability is built upon the foundation of effectively using each of the Steps To Accountability to facilitate a focus on results in the face of frustrating obstacles ®
A Culture of Accountability is built upon the foundation of effectively using each of the Steps To Accountability to facilitate a focus on results in the face of frustrating obstacles ®
A Culture of Accountability is built upon the foundation of effectively using each of the Steps To Accountability to facilitate a focus on results in the face of frustrating obstacles ®
Accountability behaviors Own It Being personally invested Acknowledging my involvement Creating & maintaining alignment Owning personal & team objectives
Ownership is: The ability to tie where I am and what I have done and where I want to be and what I am going to do
Making The Tie If you can’t make the tie, you don’t Own It!
Temporary job
Owning It Ask yourself the question “What else can I do to rise above my circumstances and get the results I want ? ”
Making The Tie “If you’re not part of the solution, you are part of the problem” “If you’re not part of the problem, you’re not part of the solution”
Levels Of Ownership Agree Involved Buy-In/Invest Disagree Involved Comply/Concede Agree Uninvolved Exempt/Excuse Disagree Uninvolved Resist/Resent
Holding People Accountable 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 Accountable 5. Establish an environment where feedback and coaching is sought and freely exchanged 6. Be clear that they need to provide solutions rather than you 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
Examples : Below The Line. . . “Since there are more than 15 generics of fluconazole, I don’t think doctor will listen to my detailing of Fumycin” “The vending machine has more options than me” “I think accountability is on the third floor”
® Solve It Module
Accountability behaviors Solve It “What else can I do? ” Actively redefining boundaries Creatively dealing with obstacles Staying focused on results
LIFT Accountability Coaching Model
LIFT Accountability Coaching Model The model is used to lift people who are stuck below the line Clearly define the result not being achieved. Ask the question : “Why aren’t you making the progress that you really want to make ? ”
LIFT Accountability Coaching Model Listen for obstacles: What else is getting in the way of making progress?
LIFT Accountability Coaching Model Identify obstacles you can influence: “Which of these obstacles do you most need to overcome, and why? ”
LIFT Accountability Coaching Model Facilitate the Solve It question: “What else can you do? ” ‘Solve it’ Self assessment, Pg. 36
LIFT Accountability Coaching Model Test for movement: “What action are you going to take ? ”
LIFT Accountability Coaching Model 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)
Keys 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?
LIFT Role Play * What went well * What did not go well
What mistakes can happen while Coaching someone for above the line ? What mistakes can occur while using the LIFT Model ?
Listen more / its never enough Do not solve the problem for them Do not ever get to determining concrete actions
Listen for obstacles Identify obstacles you can influence Facilitate the Solve It question Test for movement
® Do It Module
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
Accountability behaviors Do It By reporting proactively Relentlessly following-up Doing the things I say I’ll do Measuring my progress toward achieving intended result
Do It Definition SM I am accountable to Do It by reporting proactively, relentlessly following up, doing the things I say I’ll do, and measuring my progress toward achieving the intended result
Creating Accountability Clarify the expected results Link doing the job / getting results
Creating Accountability Why people fail to do it ? Gravitational pull ? Victim cycle ?
The Oz Principle Cultural Transition: Changing the ways we think about how we do business and adopting corresponding changes in actions
Joint Accountability …
R R R
Joint accountability R R R
The Oz Principle “ 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 ”
Four Kinds Of People who make things happen People who watch things happen People who wonder what happened People who never knew anything happaened
The Oz Principle Culture Of Accountability: is defined as people being accountable to think and act in the manner necessary for the team to achieve results
The Oz Principle Culture does impact results Leaders can manage effective culture Culture produces results, results create culture
Result Pyramid Results Actions Beliefs Experiences
Clarify the expected results Link doing the job / getting results
Keep your face to the sunshine & you will not see the shadows Helen Keller
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