The Oz Principle: Getting Results Through Individual and Organizational Accountability - Brossura

Connors, Roger; Smith, Tom; Hickman, Craig

Brossura

ISBN 10: 0735200432 ISBN 13: 9780735200432

Casa editrice: Prentice Hall Pr, 1998

Riassunto

Suggests a program of personal accountability at each level of an organization, and shows how executives can lead by example

Su questo libro

Estratto. © Riproduzione autorizzata. Diritti riservati.

Preface

We think that most people would agree that the need for more accountable organizations, teams, and individuals has done nothing but grow since The Oz Principle® was first published ten years ago. Who can deny the business case for making accountability a core ingredient in any corporate culture? People who take accountability and operate Above The Line® always make things happen in organizations. With a company full of accountable people, extraordinary things, even the entirely unexpected, tend to happen.

We have been gratified to see and experience the impact of The Oz Principle over the last ten years. Time and time again, we have been reminded that accountability produces results as we have added up the shareholder value, increased profits, decreased costs, and productivity gains from clients and others who have successfully implemented greater accountability in their organizations. In addition to increased financial performance we have also witnessed improved morale as people come to love their jobs more, learn to cope more capably with daily obstacles, and get the results they want.

The way The Oz Principle has influenced the personal lives of our readers and clients has moved us deeply. Their unsolicited testimonials demonstrate that The Oz Principle works as much magic in our personal life as in our business life. While greater accountability may not cure all the world’s ills, it does provide a sturdy foundation on which you can build long-lasting solutions.

Businesses all over the world have moved to new ground—downsizing, flattening, empowering, team working, liberating, knowledge basing, networking, quality imbuing, continuously improving, process mapping, transforming, and reengineering. For some companies the gains have proved remarkable. For many others, however, the bewildering array of current success formulas, both theoretical and practical, seem overwhelming or foolish as they fail to accomplish the promised results. To our minds, what all the fads and bandwagon programs fail to address is that one essential ingredient is missing from the mix: the fact that results come from people who accept accountability for achieving them. Accountability. Without it, no program can succeed; with it, any program can accomplish even more than its promoters promise.

We’ve seen it over and over again. Whether it is a company on the most-admired list or an organization languishing and on the brink of failure, performance invariably improves when people take greater accountability and ownership for results. Why do they do it? We believe people want to be accountable. Accountability makes them feel better. It empowers them to get amazing results. That is why so many people around the world have so enthusiastically embraced The Oz Principle.

Only when people in organizations escape the deadly trap of victimization and begin to ascend the steps to individual accountability can they claim their own destinies and the future of their enterprises.

We wrote The Oz Principle to help people become more accountable for their thoughts, feelings, actions, and results; and so that they can move their organizations to even greater heights. And, as they move along this always difficult and often frightening path, we hope that they, like Dorothy and her companions, discover that they really do possess the skills they need to do whatever their hearts desire.

Please join us on this new journey through Oz.

Roger Connors
Thomas Smith
Craig Hickman

Chapter 1

OFF TO SEE THE WIZARD:
SEARCHING FOR GREATER
ACCOUNTABILITY
IN BUSINESS

“Who are you?” asked the Scarecrow when he had stretched himself and yawned, “and where are you going?”

“My name is Dorothy,” said the girl, “and I am going to the Emerald City, to ask the great Oz to send me back to Kansas.”

“Where is the Emerald City?” he inquired; “and who is Oz?”

“Why, don’t you know?” she returned, in surprise.

“No, indeed; I don’t know anything. You see, I am stuffed, so I have no brains at all,” he answered sadly.

“Oh,” said Dorothy; “I’m awfully sorry for you.”

“Do you think,” he asked, “if I go to the Emerald City with you that Oz would give me some brains?”

“I cannot tell,” she returned; “but you may come with me, if you like. If Oz will not give you any brains you will be no worse off than you are now.”

“That is true,” said the Scarecrow.
—The Wizard of Oz, L. Frank Baum

Like all powerful literature, The Wizard of Oz continues to enthrall audiences because its plot strikes a nerve. The book recounts a journey toward awareness; and from the beginning of their journey, the story’s main characters gradually learn that they possess the power within themselves to get the results they want. Until the end, they think of themselves as victims of circumstance, skipping down the yellow brick road to the Emerald City where the supposedly all-powerful Wizard will grant them the courage, heart, wisdom, and means to succeed. The journey itself empowers them, and even Dorothy, who could have clicked her red slippers and returned home at any time, must travel the yellow brick road to gain full awareness that only she herself can achieve her desires. People relate to the theme of a journey from ignorance to knowledge, from fear to courage, from paralysis to powerfulness, from victimization to accountability, because everyone has taken this same journey himself. Unfortunately, even the most ardent admirers of the story often fail to learn its simple lessons: Don’t get stuck on the yellow brick road; don’t blame others for your circumstances; don’t wait for wizards to wave their magic wands; and never expect all your problems to disappear. In today’s complex environment, the temptation to feel and act like victims has become so pervasive that it has created a very real crisis.

BUSINESS CHARACTER IN CRISIS
Most companies fail because of managerial error, but not many CEOs and senior executives involved will admit that fact. Instead of taking responsibility for shortfalls and failures, far too many of today’s business leaders offer every conceivable excuse from a shortage of resources to inept staff to competitor sabotage. From presidents in the Oval Office to entrepreneurs in the garage, no one wants to take responsibility for their misjudgments and mistakes. Yes, shortfalls and failures occur every day. This is a natural part of business and life, part of the human experience, but attempting to duck responsibility for such shortfalls and failures serves only to prolong suffering, retard correction, and prevent learning. Only acceptance of greater accountability for results can get a person, a team, or an organization back on the path to success.

Unfortunately, no one wants to hear the brutal facts associated with bad news, especially Wall Street. No wonder the public’s confidence in the economy, the stock market, business in general, and CEOs in particular, has plummeted to new lows. After Lucent’s stock price dropped in value by more than 80 percent, CEO Rich McGinn was replaced because he had listened and responded to Wall Street rather than to his own company’s scientists and salespeople. Lucent scientists were telling him that the company was losing its position in new optical technology; his salespeople were telling him that sales were being propped up by deep discounting. But that wasn’t the sort of news that Wall Street wanted to hear, and McGinn knew it. McGinn had gotten very good at delivering unwavering growth, and stock analysts loved it. As a result, Wall Street glorified McGinn and his executive team. McGinn and Wall Street, it was a match made in economic heaven. Sadly, however, it was a fool’s match made in a temporary heaven. Lucent’s scientists and salespeople were eventually proven right. Competitor Nortel eclipsed Lucent by introducing improved voice and data transmission technology with huge market success, leaving Lucent lagging far behind, and the deep discounting eventually devastated the bottom line. McGinn was finally replaced by Henry Schacht, who spent his first few months on the job reminding Lucent shareholders and the rest of the world that a company’s stock price is a byproduct, not a driver, of success. When the entire global economic system seems to favor rhetoric and excuses over results and accountability, the problem threatens us all.

It threatened Xerox, even though Xerox CEO Anne Mulcahy finally faced reality and told Wall Street analysts that the company had an “unsustainable business model.” Her acceptance of that reality came too late, as Xerox teetered on the brink of bankruptcy. For years, Xerox executives had been blaming the company’s poor performance on everything from international politics to economic fluctuations to market upheavals, never facing the bad news of the company’s deeply flawed business model. Management wizard Jim Collins, best-selling author of Good to Great and Built to Last, argues that what must glaringly separate great companies from mediocre ones is the latter’s tendency “to explain away the brutal facts rather than to confront the brutal facts head-on.” Companies such as Lucent and Xerox sank into mediocrity because they attempted to avoid accountability for the underlying causes of their bad news. They’re not alone. The list of well-known companies that encounter problems, fail to face bad news and deal with it, and waste time justifying and explaining inadequate performance continues to grow. Enron, Arthur Andersen, Global Crossing, Kmart, Sunbeam, Tyco, WorldCom, AT&T, Polaroid, and Qwest all became slaves to Wall Street, turned a deaf ear to bad news, oversold their strategies, dumbed down their cultures, glorified their bosses, and made countless other mistakes that destroyed value.

Even though Wall Street sends its share of wrong messages and certainly needs revamping, that’s no excuse for any company to sit back and wait for the government ...

Product Description

Book by Connors Roger Smith Tom Hickman Craig

Dettagli dell?edizione

• Editore: Prentice Hall Pr
• Data di pubblicazione: 1998
• ISBN 10: 0735200432
• ISBN 13: 9780735200432
• Rilegatura: Copertina flessibile
• Lingua: Inglese
• Numero di pagine: 320
• Contatto del produttore: non disponibile