Businesses have moved to new grounds : Downsizing, Flattening, Empowering, Liberating, Team working, Transforming, Reengineering etc. To some companies.

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

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

2 Develop greater ownership

for achieving the Results by applying the Steps To

Accountability

Key Objectives Of The TrainingKey Objectives Of The Training

Activity

Result

Actions that lead to results

Desired outcomes of taking actions

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

IS

Doing The Job

Achieving the Result

Creating Accountability !!

Clarify the expected results Link doing the job / getting results

Out of your control

Within your control

ResultsResultsResultsResults

ActionsActionsActionsActionsBeliefsBeliefsBeliefsBeliefs

ExperiencesExperiencesExperiencesExperiences

Result Pyramid

Working with the Pyramid


These components work togetherbecause experiences foster beliefs,beliefs drive actions and actionsproduce results


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


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 theorganisation leaves a footprint of theculture 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 intothe wrong house and collided

with a tree I don’t have”

“A pedestrian hit me andwent under my car ”

®®®®

Steps To Accountability® Module

Steps To Accountability Module

See It Module

Own It Module

Solve It

Module

Do It Module

The Oz PrincipleThe Oz Principle

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

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hip,

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hts

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erve

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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

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

Moving & staying above the line is about impacting the situation

before it is too late

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)


• 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 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 everyoneelse should work on

““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

““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

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

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 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 ?”

Flash Cards

Ashok does his job well.

Ashok does his job well.LA training program should pay excellent results.


MXL demand is low due to irregular coverage


MXL demand is low due to irregular coverageI think you can do it.



Two PSOs are outstanding in your district.



Two PSOs are outstanding in your district.Fumycin is a highly effective product.




My attitude impacts the attitude of customers.




My attitude impacts the attitude of customers.With outside music system blaring, there was disturbance.

®®®®

See It Module

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

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

Create Seek

Feedback

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

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…

Very LittleFeedback

Lots of Feedback

Feedback FiltersFeedback Filters

Feedback

Feedback

Feedback

Feedback

Feedback

Feedback

Feedback

Feedback

Feedback

Feedback

Feedback

Feedback

Feedback

Feedbac

kFeedback

Feedback

FeedbackFee

dbac

kFeedbackFeedback

FeedbackFeedback

FeedbackFeedback

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k

Feedbac

k

Feedback

Feedback

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Feedback

FeedbackFeedback Fee

dback

Feed

back Feedback

Feedback

Feedback

Feedback

Feedback

Feedback

Feedback Feed

back

Feedback

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Feedback

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Feedback FeedbackFeedback Feedback

FeedbackFeedback Feedback

Feedback

FeedbackFeedbackFeedback

Feedback

FeedbackFeedback

Feedback

Feedback

Feedback

Feedback Feedback

Feedback

Thanks for the feedbackThanks for the feedback

What Feedback Do You What Feedback Do You Have For Me?Have For Me?

FeedbackFeedback

Thanks for the

feedback !

®®®®

Own It Module

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

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

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

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

Own ItOwn ItBeing personally investedBeing personally invested

Acknowledging my involvementAcknowledging my involvement

Creating & maintaining alignmentCreating & maintaining alignment

Owning personal & team Owning personal & team objectivesobjectives


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:

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

Temporary job

Owning It

Ask yourself the question

“What else can I do to rise above my circumstances and get the results I want ?”

““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

Buy-In/InvestBuy-In/Invest

Comply/ConcedeComply/Concede

Exempt/ExcuseExempt/Excuse

Resist/ResentResist/Resent

AgreeAgreeInvolvedInvolved

DisagreeDisagreeInvolvedInvolved

AgreeAgreeUninvolvedUninvolved

DisagreeDisagreeUninvolvedUninvolved

Levels Of OwnershipLevels Of Ownership

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

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

““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 ... ...

®®®®

Solve It Module

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


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 ?”

Listen for obstacles:

What else is getting in the wayWhat else is getting in the way of making progress?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?”

‘Solve it’ Self assessment, Pg. 36


Test for movement:

“What action are you going to take ?”


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 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?

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

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


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

Clarify the expected results

Link doing the job / getting results

Creating AccountabilityCreating Accountability

Creating AccountabilityCreating Accountability

Why people fail to do it ?

Gravitational pull ?

Victim cycle ?

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


Joint Accountability …

R R

R

R R

R

Joint accountability

“ “ 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 ” ”


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

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


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


ResultsResultsResultsResults

ActionsActionsActionsActionsBeliefsBeliefsBeliefsBeliefs

ExperiencesExperiencesExperiencesExperiences

Result Pyramid

Clarify the expected results Link doing the job / getting results

Keep your face to the sunshine & you will not

see the shadows

Helen Keller

Businesses have moved to new grounds : Downsizing, Flattening, Empowering, Liberating, Team working, Transforming, Reengineering etc. To some companies.

Documents

performance working

actionsproduce results

poor results

motorolas results

organizational accountability

accountability modulesee

accountability modulesteps

expected results link