The Oz Principle

Embark on a transformative journey inspired by *The Wizard of Oz* with *The Oz Principle*. Are you ready to break free from the victim cycle and cultivate a culture of accountability within yourself and your organization? This book offers a powerful framework for shifting from blame to ownership, guiding you to achieve tangible results. You'll discover the courage to confront uncomfortable realities, the heart to take ownership, and the wisdom to solve problems effectively. Learn to lead 'Above the Line,' fostering a workplace where every individual embraces accountability and drives collective success. Prepare to confront persistent challenges with renewed vigor, transforming your organization into an 'Emerald City' where accountability reigns supreme and unlocking your team's full potential. This isn't just a book; it's a journey towards empowerment, offering practical tools and a fresh perspective to navigate the complexities of the business world with courage, wisdom, and heart.

In this chapter of *The Oz Principle*, Craig Hickman, Tom Smith, and Roger Connors use the familiar tale of *The Wizard of Oz* as a powerful allegory for the business world's struggle with accountability. The authors set the stage by highlighting a pervasive issue: the reluctance of leaders to accept responsibility, often resorting to excuses rather than owning mistakes, a habit that only prolongs suffering and hinders progress. They point out that companies often fail not from external forces, but from internal managerial errors, a brutal truth many CEOs avoid. The chapter draws a stark contrast between companies that confront reality head-on, like Intel under Andy Grove and Gordon Moore, who pivoted from memory chips to microprocessors, and those that descend into mediocrity by avoiding accountability, such as Lucent and Xerox, who suffered from ignoring internal warnings and Wall Street pressures. The authors introduce the concept of 'Above The Line' versus 'Below The Line' behavior, where 'Below The Line' represents excuse-making and helplessness, while 'Above The Line' signifies ownership and action, urging readers to move from victimization to accountability. They stress that business leaders often chase management fads, seeking magical solutions instead of fostering a culture of accountability, which they argue is the true source of success. The authors emphasize that the power to achieve desired results lies within an organization's people, not in external wizards or quick fixes, advocating for a shift from blaming others to embracing personal responsibility. They then introduce the 'Steps To Accountability': See It, Own It, Solve It, Do It, providing a framework for individuals and organizations to take charge and drive positive change. The authors highlight that creating a culture of accountability is not just a managerial challenge but the number one issue facing organizations today, citing examples like AES's 'they busters' campaign that helped workers stop blaming external factors. The chapter underscores that while external factors and difficult circumstances exist, progress begins when individuals take charge and accept responsibility for better results, moving 'Above The Line', and ultimately, success boils down to a simple principle: either get stuck or get results.

In this compelling chapter of *The Oz Principle*, Hickman, Smith, and Connors cast a stark light on the pervasive nature of victimization, a cycle that ensnares individuals and organizations alike, hindering their potential and productivity. The authors draw a parallel to Dorothy and her companions in *The Wizard of Oz*, lost and disheartened on their journey, symbolizing how easily we lose heart when faced with obstacles. They introduce the concept of a line separating accountability from victimization, a boundary that events constantly threaten to push us below. The authors highlight that while everyone occasionally stumbles Below The Line, those committed to accountability don't linger there. The chapter dissects the victim cycle into six stages: Ignore/Deny, Its Not My Job, Finger-Pointing, Confusion/Tell Me What to Do, Cover Your Tail, and Wait and See. Each stage represents a deeper entrenchment in avoiding responsibility. To illustrate, the authors present the cautionary tale of General Electric's refrigerator compressor fiasco, a vivid example of how even the most admired corporations can succumb to the victim cycle, incurring significant financial and opportunity costs. They emphasize that recognizing these patterns is the first crucial step toward assuming a 'See It' attitude, a perspective shift necessary to rise Above The Line. The authors offer a checklist of telltale signs indicating one's descent Below The Line, from feeling held captive by circumstances to crafting elaborate stories to avoid blame. They stress that acknowledging this predicament is paramount, as it allows individuals to understand the nuances and subtleties of the victim cycle, paving the way for accountability and results. Through the story of Mike Eagle, a CEO initially mired in the victim cycle, the authors demonstrate how recognizing and owning one's accountability can be transformative, leading to improved performance and a more cohesive team. The lesson: one must be willing to 'burn all other ships' and grasp the helm of the one under their command. Hickman, Smith, and Connors leave the reader with a self-examination tool to detect Below The Line attitudes, underscoring that recognizing the temptation to avoid accountability is the first step toward embracing The Oz Principle: rising above circumstances to achieve desired outcomes. Like a compass correcting its course, recognizing these tendencies allows us to navigate toward accountability, empowering us to shape our destinies rather than being defined by our circumstances.

In their chapter “THERE’S NO PLACE LIKE HOME: FOCUSING ON RESULTS” from *The Oz Principle*, Craig Hickman, Tom Smith, and Roger Connors dissect the common, yet debilitating, misunderstanding of accountability, revealing how it's often seen as a punitive measure rather than a pathway to achievement. The authors illustrate this with Sandy Weill's public acknowledgment of Citigroup's ethical lapses, questioning whether such admissions are genuine steps toward reform or merely damage control. Hickman, Smith, and Connors argue that the conventional definition of accountability—being 'subject to having to report, explain, or justify'— fosters a culture of blame and excuse-making. Imagine a corporate landscape perpetually shrouded in the fog of justifications, where energy is diverted from problem-solving to crafting elaborate defenses. The authors then introduce a more empowering definition: accountability as 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,' emphasizing proactive efforts over reactive explanations. They contrast reactive accountability, exemplified by officials waiting for accidents to install traffic signals, with a proactive approach that anticipates and prevents problems. Joint accountability, the authors argue, is crucial, highlighting how organizational results stem from collective effort, not isolated actions; they evoke the image of a baseball team, where success depends on players diving for the ball, regardless of whose 'territory' it is. To foster this, leaders must shift focus from process to results, creating an environment where people are recognized and rewarded for achieving tangible outcomes, as illustrated by the leader who installed a bell to celebrate sales. The story of Guidant Cardiac Rhythm Management underscores the transformative power of embracing accountability at all levels, moving from a culture of blame to one of ownership and innovation. Hickman, Smith, and Connors invite the reader to become more involved both in coaching others and in checking themselves, always bearing in mind the need for both individual and joint accountability to save the costs of endless explanations from people hiding Below The Line.

In "The Oz Principle," Craig Hickman, Tom Smith, and Roger Connors delve into the critical importance of courage in acknowledging reality, even when it's unpleasant. The authors open with the Cowardly Lion's quest for courage in "The Wizard of Oz," setting the stage for a discussion on how organizations and individuals often falter when faced with difficult truths. They cite Schering-Plough's recall of asthma inhalers as an example of a company that initially struggled to confront its manufacturing issues but eventually took responsibility. The narrative emphasizes that acknowledging reality is the first step Above The Line, echoing Jack Welch's sentiment about management. Hickman, Smith, and Connors highlight how easily individuals can slip into a victim cycle, using the examples of Enron, WorldCom, and Arthur Andersen to illustrate the devastating consequences of ignoring reality. They contrast this with Jim Copeland's courageous decision to separate Deloitte Touche's consulting and accounting services in response to the Enron scandal, a pivotal moment marked by tears and marathon calls, symbolizing a firm step towards accountability. The authors explore why people often fail to see reality, pointing to resistance to change, as seen in AT&T's telecommuting initiative, and the pervasive blame game exemplified by the dysfunctional family fad. The chapter underscores that acknowledging Below The Line behavior requires courage, as does recognizing that remaining there leads to poor results, a truth many resist because it necessitates change. The authors stress that even in cases of genuine victimization, dwelling on the past can be detrimental, like a protective cocoon that ultimately suffocates growth. The consequences of not seeing reality are starkly illustrated by Christopher J. Steffen's short tenure at Eastman Kodak, which cost the company billions, and IBM's near-fatal decline due to its refusal to adapt to changing market trends, a period where missed signals were like foghorns in the night, ignored at their peril. The authors introduce the See It Self-Assessment as a tool for recognizing Below The Line attitudes and behaviors, advocating for seeking honest feedback from others to gain a more accurate perspective. They share the story of Betty Bingham, a human resources vice president who turned around her negative reputation by actively seeking and responding to feedback. The chapter concludes with the benefits of seeing reality, recounting how Partners In Leadership, LLC, addressed a client's perception of inaccessibility, ultimately strengthening the relationship. Ultimately, the authors argue that mustering the courage to see reality is the first step toward accountability, paving the way for personal and organizational growth.

In “The Tin Woodsman: Finding the Heart to Own It,” Craig Hickman, Tom Smith, and Roger Connors present a compelling case for personal accountability, illustrating how owning one's circumstances is crucial for both individual and organizational success. They begin with the story of Dave Schlotterbeck, CEO of ALARIS Medical Systems, who turned his company around by instilling a sense of ownership and accountability in his employees, a transformation that led to a 900% increase in stock price. The authors then shift to the pitfalls of avoiding ownership, using the anecdote of Brian Porter, a young MBA graduate who felt “mugged” by a job opportunity gone sour; the key lesson here is that true progress begins when one acknowledges their own role in their misfortunes, not just playing the victim. Hickman, Smith, and Connors emphasize that ownership isn't circumstantial; it shouldn't depend on whether the situation is favorable or not, and that selectively assuming accountability keeps people stuck in a victim cycle, a cycle Brian had to break free from to see his own greed and shortsightedness. The authors caution against the trend of companies relying on temporary workers, highlighting the potential erosion of loyalty and commitment, noting that in the freelance economy, owning your circumstances becomes even more critical. The authors underscore the importance of seeing both sides of a story—the victim and the accountable—to foster genuine ownership, and point to Lee Iacocca's willingness to admit mistakes as a prime example of this principle in action. The chapter culminates with a self-assessment tool designed to help readers identify areas where they may be shirking accountability, as they stress that even victims can move towards happier times by being accountable for where they go from there, turning powerlessness into strength. Josh Tanner’s story underscores this shift, showing how acknowledging his own missteps transformed his career trajectory, a testament to the transformative power of owning it, and illustrating that finding the heart to own your circumstances is the commitment to overcome and change those circumstances for the better.

In "The Scarecrow: Obtaining the Wisdom to Solve It," Craig Hickman, Tom Smith, and Roger Connors underscore the critical importance of cultivating a 'Solve It' mentality within organizations and in one's personal life. The authors begin by illustrating how Toyota, in contrast to its competitors, proactively addressed challenges by rethinking its operations and embracing innovation, thereby setting a benchmark for problem-solving. Conversely, the saga of Ann Taylor Stores serves as a cautionary tale, highlighting the pitfalls of change for change's sake, emphasizing that true problem-solving requires identifying and addressing genuine issues. The chapter introduces the concept of moving 'Above The Line'—seeing, owning, and solving problems—as opposed to dwelling 'Below The Line' in the victim cycle. The authors stress that organizations and individuals must exercise wisdom by tackling real obstacles to achieve desired outcomes. They caution against attempting to solve problems without acknowledging reality, citing the U.S. Air Force's efforts to retrofit nuclear missiles with cooling systems that don't use chlorofluorocarbons as an example of misdirected problem-solving. Hickman, Smith, and Connors advocate for preparation and professional nimbleness, particularly in sectors prone to employment swings, suggesting that individuals should continually update their skills and build a financial safety net. The story of Cin-Made, a troubled company revitalized through employee empowerment and profit-sharing, demonstrates the transformative power of fostering a culture of accountability and shared responsibility; a place where employees are encouraged to ask, 'What else can I do?' Nestle Purina’s accelerated launch of the Alpo EZ-Open Can further exemplifies the benefits of a Solve It attitude, showcasing how cross-functional teams can overcome obstacles and exceed expectations. The authors note that obstacles are inevitable, so staying engaged, persisting, thinking differently, creating new linkages, taking initiative, and staying conscious are skills to be developed. Ultimately, the chapter asserts that developing the wisdom to 'Solve It' is essential for achieving desired results, whether in business or in life, and that the journey Above The Line is fueled by the continuous pursuit of solutions, marked by the question: What else can we do?

In this chapter of *The Oz Principle*, the authors Craig Hickman, Tom Smith, and Roger Connors underscore the critical importance of the final step in their accountability model: Do It. They begin by illustrating David Glass's hands-on leadership at Wal-Mart, a leader who embodies the principle of taking action and driving results. The authors stress that true accountability extends beyond just identifying and owning problems; it demands proactive and persistent action. They paint a vivid picture through the stories of a FedEx driver, Buster Knull, and Steven Schott, who go to extraordinary lengths to ensure deliveries, showcasing the 'Absolutely, Positively Whatever It Takes' attitude. The essence of 'Do It' is about embracing responsibility for future accomplishments, becoming a beacon for both individual and organizational progress. The authors caution against stopping short of this final step, as it leaves one vulnerable to slipping back into the victim cycle, an undertow that can sabotage even the best intentions. They highlight that fear of failure often erects walls between problem-solving and actual execution, a barrier that must be overcome to achieve success. To illustrate, they contrast Morgan Stanley's long-term success with other firms' fleeting gains during the junk bond era, demonstrating that steadfast adherence to values and decisive action are paramount. Furthermore, the cautionary tale of Strategic Associates, a consulting firm, reveals the consequences of failing to translate solutions into action, leading to a recurring cycle of crises. The authors then shift to Karsten Solheim, the founder of Ping, who, after facing setbacks and dismissals, resolved to bring his inventions to life himself, showcasing the power of determination and personal initiative. Similarly, Guidant CRM's rapid development of a critical component in response to a supply chain crisis exemplifies how decisive action and a commitment to accountability can lead to innovation and market leadership. The chapter also examines the story of a young MBA graduate, Terry, who initially falters due to a lack of understanding of his organization's culture, but then turns things around by embracing accountability and taking action to improve his relationships and contributions. Ultimately, the authors conclude by reminding the reader that true accountability lies in recognizing one's power to rise above circumstances and actively pursue desired results, a principle echoed in both ancient wisdom and modern success stories. The journey to accountability, like Dorothy’s, requires clicking one's heels and actively choosing to return to one's Kansas, armed with the knowledge that the power to transform lies within.

In this chapter of *The Oz Principle*, Craig Hickman, Tom Smith, and Roger Connors draw inspiration from Glinda, the Good Witch, to explore the essence of Above The Line leadership, a style marked by ownership, accountability, and a relentless pursuit of results. The authors set the stage by noting that while personal accountability is crucial, leaders must also foster it in others. The central tension emerges: how to guide individuals toward accountability without resorting to coercion or control. Like Glinda, effective leaders don't do the work for others; instead, they coach and mentor, prompting individuals to tap into their own resources. The authors underscore the increasing demand for ethical leadership, revealing a Korn-Ferry survey indicating that corporate directors prioritize leadership qualities over mere financial returns, a sign of shifting expectations. A key insight is recognizing when to intervene when others fall Below The Line, ensnared in victim narratives; like Rupert Murdoch, Above The Line leaders cut through excuses to address core problems. Yet, the authors caution against taking accountability to an extreme, warning that overzealousness can diminish effectiveness. It's like pounding on a single piano key, drowning out the richness of the full composition. Another critical point is acknowledging the uncontrollables—external factors that leaders cannot influence. Instead of dwelling on these, wise leaders focus on strategies to navigate various scenarios, separating the controllable from the uncontrollable. The authors stress the importance of modeling accountability, noting that leaders who deflect blame create a culture of distrust and cover-ups, a stark contrast to Jack Welch's emphasis on candor and facing reality. To effectively coach others, Hickman, Smith, and Connors present a five-step process: listen, acknowledge, ask, coach, and commit, guiding individuals from reaction to learning. Finally, the authors emphasize the value of accounting for progress, contrasting Below The Line reporting, marked by justification and blame, with Above The Line reporting, characterized by analysis, ownership, and a receptiveness to feedback. Above The Line leaders give and require Above The Line accounting, setting a standard for the entire organization.

In "The Emerald City and Beyond," Craig Hickman, Tom Smith, and Roger Connors extend the principles of accountability from the individual to the organizational level, emphasizing that a culture of accountability requires buy-in from every member, from the boardroom to the mailroom. The authors highlight the initial challenge: most people view accountability negatively, associating it with blame and punishment rather than ownership and results. To shift this perspective, Hickman, Smith, and Connors advocate for comprehensive training that helps individuals recognize Below The Line viewpoints and embrace a new, positive definition of accountability, one where people choose to rise above their circumstances. This transition requires deep emotional commitment, not just intellectual assent, as the authors illustrate with the image of someone trapped in a victim story, burdened by stress. The authors stress the importance of continuous feedback, turning it into a living, breathing element of the organization's culture. They paint a scene: Bill Hansen, attending a management meeting, realizes his colleague Stan is making excuses, a vivid moment of Below The Line behavior. However, instead of directly accusing Stan, another colleague, Julie, gently guides the conversation Above The Line, demonstrating the power of coaching over accusation. The book underscores the value of asking Above The Line questions, like "What else can I do?", a mantra that helped Clint Lewis transform his underperforming sales team. Hickman, Smith, and Connors emphasize that accountability must be rewarded and reinforced through organizational structures, from performance appraisals to daily interactions. They warn against the trap of bureaucratic inertia, urging leaders to actively shape a system that values Above The Line behavior. Finally, the authors stress the critical link between personal commitments and organizational results, noting how easily projects can balloon out of control when accountability wanes. They offer practical guidelines for holding people accountable in a motivating, not punishing, way, stressing the importance of clearly defining desired results and providing opportunities for progress reports. Ultimately, the chapter champions the transformative power of accountability, capable of lifting individuals and entire organizations to unparalleled heights, one step Above The Line at a time.

In this chapter of *The Oz Principle*, Craig Hickman, Tom Smith, and Roger Connors address the courage needed to confront persistent problems in business, reminding us that fear often stalls progress. The authors present a top-ten list of unresolved organizational issues, from poor communication acting as a granite roadblock to accountability, to misalignment creating inefficiencies. They stress that communication issues often stem from feeling unheard, leading to a blame game, but highlight Pfizer's success in tackling post-merger communication breakdowns by fostering dialogue and accountability. The authors note that while most executives acknowledge that people are their most important asset, development often enrages them, and people development requires joint accountability, urging individuals to take charge of their own growth. They dissect the confusion around empowerment, arguing that it's not something given, but something taken through initiative, replacing the cry of "Empower me!" with the proactive question, "What else can I do to achieve the result?" Misalignment, they argue, permeates every level, causing teams to falter, but Johnson Controls demonstrates that alignment around strategic thrusts can yield remarkable results. The authors caution against cultural entitlements, which undermine performance if expected regardless of results, illustrated by Nu Tech, Inc.'s struggle when entitlements were challenged. They confront the pervasive work-life imbalance, advocating for a balanced approach rather than sacrificing all for business success. Poor performance, they assert, must be confronted skillfully, as failure to do so fosters victimization, while senior management development hinges on candid feedback, as seen in Steven Jobs' journey of learning to take criticism. Cross-functional strife, often a tradition, demands recognition that the real enemy isn't internal, but a lack of teamwork. Finally, the authors warn against "programitis," the endless chase for the next management fad, emphasizing that results come from a unified sense of accountability. They conclude with examples like Precor and Eli Lilly Company, showcasing the benefits of operating Above The Line, where accountable people working together can achieve almost anything, urging readers to embrace the unending journey toward accountability.

"The Oz Principle" delivers a potent message: accountability isn't a burden, but a pathway to empowerment. By embracing the 'See It, Own It, Solve It, Do It' framework, individuals and organizations can transcend the victim cycle, characterized by blame and inaction. The book underscores that true progress stems from taking ownership, proactively seeking solutions, and acting decisively, fostering a culture where results are valued over excuses. Ultimately, the journey 'Above The Line' demands courage, wisdom, and a relentless commitment to personal and collective growth.