Tom Bronson, the President and CEO of software developer Granbury Solutions, strongly recommended The Oz Principle to me, and I’m thrilled he did. The book presents important and easy-to-recall principles about accountability that can be applied at your organization faster than you can say “yellow brick road.”
Coincidentally, the week I finished typing my notes on the book, a Vantiv reseller partner asked me to create an Accountability Workshop for his team. The Oz Principle will serve as a great foundation for that. Here are 28 of my favorite quotes and concepts from the book:
- While greater accountability may not cure all of the world’s ills, it does provide a sturdy foundation on which you can build long-lasting solutions.
- The Wizard Of Oz’s main characters gradually learn that they possess the power within themselves to get the results they want.
- Cultures of failed accountability have weakened business character, stressed ease over difficulty, feeling good over being good, appearance over substance, saving face over solving problems, and illusion over reality.
- The latest, most up-to-date management concepts and techniques won’t help if you’ve neglected the basic principles that empower people and organizations to turn in exceptional performances.
- How many industries will fall victim to their own denial by continuing to pretend not to know what will one day appear obvious?
- Shift from “tell me what to do” to “here is what I’m going to do, what do you think?” — a truly profound and empowering approach to getting results.
- Most people view accountability as something that happens to them when performance wanes, problems develop, or results fail to materialize.
- New definition of accountability: A personal choice to rise above one’s circumstances and demonstrate the ownership necessary for achieving desired results. This definition includes a mindset or attitude of continually asking, “What else can I do to rise above my circumstances and achieve the results I desire?”
- In addition to representing his or her function, each team member accepts responsibility for overall team results. “We got focused, rather than frustrated, and we made it happen, despite the odds stacked against us.”
- If you find yourself continually surprised by your performance appraisals, we suggest you seek more feedback about your performance, not just from your superiors, but from others who you respect and trust.
- All too often people view unhappy circumstances as accidents of chance; yet when they find themselves in more pleasant circumstances, they automatically take credit for a job well done.
- Truly owning the circumstances that you face requires you to make a link between what has happened and all the factors contributing to the problem, however much that linkage may implicate you.
- The benefits of owning your circumstances more than compensate for the heart-wrenching effort involved.
- Focus your efforts on removing the obstacles standing between you and the outcomes you desire. Unhappy consequences await those who fail to do so.
- Ezra 10:4 – “Arise, for this matter belongeth unto thee … be of good courage, and do it!”
- “Under the bludgeoning of chance, my head is bloody, but unbowed. I am the master of my fate: I am the captain of my soul.” – W.E. Henley
- Identify the uncontrollable issues you face, separating them from the controllable ones. This way, you can avoid complaining or worrying about what you cannot affect.
- As the world endlessly changes, so must we.
- Accounting for progress: an after-the-fact discussion to measure progress towards results.
- Below The Line people: Report only when asked to do so; justify or explain their activities; run and hide when it’s time to report; blame others for lack of results; react defensively to suggestions for improvement
- Above The Line people: Report regularly and thoroughly; analyze their activities in an effort to determine what more they can do to get results; stand and deliver when it’s time to report on their circumstances; welcome feedback
- Regardless of your current position in your organization, you can encourage people to climb out of the victim cycle and ascend the steps to accountability.
- Train everyone from the boardroom to the mail room to understand the crucial relationship between accountability and results.
- By taking accountability for our own success, success will follow. “Only if we can look at ourselves first will we have any chance of turning around these poor sales numbers.”
- It’s surprising how much talk and how little action surrounds a communication problem.
- Joint accountability for people development should exist between employees and their organizations. Individuals at all levels of an organization should take charge of their own development.
- By failing to confront poor performance, organizations unwittingly foster feelings among people who do perform poorly, but don’t know it and thus can’t affect improvements, as well as among people who must pick up the slack because of the poor performance of others.
- Make confronting performance a daily habit.
If you’d like to talk more about how to improve accountability at your ISV organization, please reach out to me. My job as a Reseller & ISV Business Advisor for Vantiv’s PaymentsEdge Advisory Services is to work with Vantiv partners to help them clarify their vision, hire the best team, develop staff, establish best practice systems, improve customer service, and more.
Jim Roddy is a Reseller & ISV Business Advisor for Vantiv’s PaymentsEdge Advisory Services. He has been active in the POS channel since 1998, including 11 years as the President of Business Solutions Magazine, six years as a Retail Solutions Providers Association (RSPA) board member, and one term as RSPA Chairman of the Board. Jim is regularly requested to speak at industry conferences and he is author of the book Hire Like You Just Beat Cancer.