The Oz Principle - A Book overview

The 21 Irrefutable Laws Of Leadership Summary - The Oz Principle - A Book overview

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In The Oz Principle, Connors, Smith, and Hickman brilliantly use the analogy of "The Wizard of Oz" to discuss a business doctrine aimed in propelling individuals and organizations to overcome unfavorable circumstances and achieve desired results. This doctrine can be encompassed in one word: Accountability.

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The 21 Irrefutable Laws Of Leadership Summary

The eponymous principle builds upon the ethos of personal and organizational accountability. It explores the root cause of an organization's impediments to exceptional performance and productivity, and provides great understanding on how to re-establish a business from the bottom up, emphasizing on the thin line that separates success from failure. The Above The Line, Below The Line methodology is the driving force behind The Oz Principle.

The Oz Principle: Getting Results through Accountability

Just like Dorothy's hunt for the Wizard of Oz for enlightenment, individuals and organizations also seek out the wizard that will save them from the maladies that afflict their workplace. However, the wizard is just a distraction, bearing new-fangled business philosophies and management fads that will only generate a layer atop the ugly truth that needs to be revealed. When the core problem is not addressed, the ills will
eventually resurface and the business is back to its sorry state.

Victim mental or Failed Accountability

When a business suffers from poor performance or unsatisfactory results, individuals from top management all the way to the front line begin finger-pointing, forming excuses, rationalizing, and justifying, instead of doing something to alleviate the situation. They foolishly articulate that the circumstances have made victims of them, that the events are fully out of their control, and that they shouldn't be blamed for the company's current problems. It's all the time something or person else, never themselves.

Above The Line, Below The Line

A thin line separates failure and success, greatness and mediocrity.

Above The Line, you'll find the Steps to responsibility which include in chronological order: See It, Own It, Solve It, and Do It. The first step, See It, means acknowledging the problem; to Own It is to assume responsibility for the problem and the results; Solve It means to formulate solutions to remedy the situation; and, as a culminating step, Do It commands the
practical application of the solutions identified.

Below The Line is where the self-professed victims play

The Blame Game. Here, crippling attitudes such as Wait and See, Confusion/Tell Me What To Do, It's Not My Job, Ignore/Deny, Finger Pointing, and Cover Your Tail are rampant. Though majority of the habitancy found in this size are weak in accountability, this does not mean that very accountable individuals are exempt from falling Below The Line. They, too, slip every now and then. The only variation is that they know how to get out of the rut.

A straightforward explication to Victimization

Individuals and organizations Below The Line languish in
self-pity until they get trapped in the "I Am a Victim"
mind-set and find it hard to break free from the vicious cycle. responsibility offers a very straightforward choice to make, albeit a difficult one to act upon: "You can whether get stuck or get results." So stark in its simplicity that most habitancy fail to perceive that the ball has all the time been in their court.

The Power of personel Accountability: captivating Yourself
Above The Line

The first step to responsibility is recognizing the problem.
It takes great courage to admit that you are stuck in a
difficult situation. Most people, however, fail to view
reality the way it is because they pick to ignore it or
they accept the situation as the status quo and go along
with it.

To begin the march up the Steps to Accountability, you must first muster the courage to: a) identify when you fall Below The Line; b) perceive that remaining Below The Line not only ignores the real problem but leads to increasingly poor results; and c) riposte and accept reality as the first step toward taking accountability.

Mustering the courage to See It will lead to the next step,
Owning It. Here, you must have the heart to own the
circumstances you've recognized in the See It step as well
as the results that will come from the procedure of action you
plan to take.

"What else can I do to rise above my circumstances and achieve the results I want?" That is the inquire to continually ask yourself when you find yourself stuck in a stubborn situation. Apart from creating solutions, Solving It also involves vision in determining the worst inherent scenario that can happen, and being ready to battle it head on.

Having solutions is not adequate if you neglect practical
application. You can't Do It unless you make yourself
accountable not only for immediate circumstances but also for hereafter accomplishment. With this, you are empowering not only yourself but also your organization.

It's so easy to be pulled back Below The Line, especially if you don't accept full responsibility for the situation and the future. A lot habitancy are afraid to become accountable because they fear the risks related with it. However, know that without taking the big leap, you will never get anywhere.

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