Driving Accountability: The Oz Principle - NACM · Accountability . A personal choice to rise above...

Driving Accountability: The Oz Principle ™

“Inspiring Executive Excellence Beyond the Pace of Change”

Presenter: Rick Hernandez President & CEO

Syntesis Global, LLC [email protected]

1 Copyright 2017. www.syntesisglobal.com

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The Core Competencies Required to Lead a Team in International Credit Management

“Creating Greater Significance in a New Era”

Copyright 2017. www.syntesisglobal.com

Specialized Management Consulting firm Global expertise working with top Fortune 50/100/500

organizations within the public and private sectors World-Class Executive Coaching, Leadership Development,

M/A Integration, Performance Management, Career Transition, Personal Branding

Industries served: Aerospace, Energy, Technology, Utilities, R&D, Pharma/BioTech, Manufacturing, Financial, Healthcare Seasoned consultants with international expertise Hundreds of participants served annually

Syntesis Global™ LLC


1. The 4 Steps to Accountability 2. An allegory: “The Oz Principle®

3. Results vs. lack of accountability 4. Attaining “Above the Line” performance 5. Examine performance improvement

Webinar Outcomes


Thought for the day…


Definition…


Accountability: What’s the Cost?

r

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Conference Board, 2016 Report


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The Oz Principle

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Part 1

Getting Results Trough Accountability

“The Oz Principle,” by Connors, Smith and Hickman


Quest for Greater Accountability r

Partners in Leadership, Inc.

Victim Cycle


Accountability A personal choice to rise above one’s circumstances and demonstrate the ownership necessary for achieving desired results – To See It, Own It, Solve It, and Do It.

Oz Principle: a New Definition

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- Moliere


“Above the Line” Best Practices

1. You invite candid feedback about your own performance. 2. You never want anyone, including yourself, to hide the truth from you. 3. You readily acknowledge reality, including all its problems and

challenges. 4. You don’t waste time or energy on things you cannot control, nor

influence. 5. You always commit yourself 100% to what you are doing. 6. You own your circumstances and your results, even when they seem

less than desirable. 7. You recognize when you are dropping “Below the Line,” and act quick

to avoid the traps of the victim cycle. 8. You delight in the daily opportunity to make things happen. 9. You constantly ask yourself the question, “What else can I do to rise

above my circumstances and get the result's I want.”


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Part 2

Moving Yourself “Above the Line”

Power of Individual Accountability Part 2


Step 1: “See It” r


Victim Cycle

“See It” (feedback)


Step 2: “Own It” r


Victim Cycle

“Own It” (Self-Assessment)


“Own It” Self-Assessment

1. Can you cite the most convincing point of the “other side of the story” that “they” are telling?

2. If you wished to warn someone in similar circumstances not to make the same mistakes, what would you tell them?

3. What facts did you choose to ignore? 4. What facts should you add to the story that you have left

out? 5. What would you do differently if you faced this situation

again?


Step 3: “Solve It” r


Victim Cycle

“Solve It” (Wisdom)

Preparation “Professionally Nimble” Technical Skills Networking Financial Acumen


The “Solve It” Skills Moving from “See it” and “Own it,” to “Solve it”:

What else can I do?

1. Stay Engaged 2. Persist 3. Think Differently 4. Create New Linkages 5. Take the Initiative 6. Stay Conscious


Step 4: “Do It” r


Victim Cycle

“Do It” (Personal Accountability)


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Part 2

Results Through Collective Accountability Part 3

Helping Your Organization Perform Above The Line


“Above the Line” Leadership Applying the Right Touch…

1. Constantly ask yourself the question, “What else can I do?” to achieve the result you desire.

2. Always urge your people to ask the same question: “What else can I do?”

3. Where appropriate, invite people to give you feedback on whether or not they perceive you operating “Above the Line” on a particular issue.

4. Provide honest, yet encouraging, feedback to others when they drop “Below the Line.” (tone, words, body language)

5. Actively observe activities and offer coaching, rather than wait for others to report on their progress on any given project or assignment. Never delay reporting progress to your own superiors.

6. Focus your discussions on things that you and others can control and do, rather than on the uncontrollables.


Leading from “Above the Line” r


Victim Cycle


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Getting Your Entire Organization “Above the Line”

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The Journey “Above the Line”


Summary Five Key activities to improve & sustain a culture of accountability:

1. Training everyone at every level 2. Coaching accountability 3. Asking “Above the Line” questions 4. Reward Accountability 5. Holding People accountable


Conclusion

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Know your audience Strive for “Above the Line” Behavior Build credibility & trust Remember:

Alignment: Vision, Mission, Values & Goals Commitment to Excellence Clarity of Intent “Big Picture”


April 20th - Adapting to New & Demanding Roles May 25th – Thinking Strategically July 27th – Building Relationships with Key Stakeholders August 31st – Executive Decision Making September 28th – Driving Accountability October 26th – Driving Change and Executing Plan November 30th – Conflict Resolution

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Thank You!

Rick J. Hernandez [email protected]

It’s not about doing different things, but about doing things differently – Syntesis Global

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Driving Accountability: The Oz Principle - NACM · Accountability . A personal choice to rise above...

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