OZ Accountability Training PowerPoint

The TAKING Personal Accountability Track
TM
©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

The TAKING Personal Accountability Track TM
Activity vs. Results
Activity: Actions people take that lead to

results.
Results: The desired and undesired outcomes

of taking actions.
Doing The Job vs. Achieving The Result
Doing
The Job
Doing The IS Achieving
Job Achieving The The Result
Result

®
The Results Pyramid
RESULTS
ACTIONS

BELIEFS
EXPERIENCES
TM

Murphy’s Law
“If anything can go wrong, it will.”
O’Reilly’s Corollary

“Murphy was an optimist.”
TM

TM

How The Accident Happened...
• “Coming home, I drove into the wrong

house and collided with a tree I don’t
have.”
• “A pedestrian hit me and went under my

car.”
• “An invisible car came out of nowhere,

struck my vehicle, and vanished.”
• “The indirect cause of this accident was

a little guy in a small car with a big

mouth.”
• “The telephone pole was approaching fast. I

was attempting to swerve out of its path
when it struck my front.”
• “The pedestrian had no idea which direction

to go so I ran him over.”
• “The guy was all over the road. I had to

swerve a number of times before I hit him.”
• “I pulled away from the side of the road,

glanced at my mother-in-law and headed

over the embankment.”
Rules Of “The Blame Game”
No. 1: Never blame someone that has a better

excuse than you.

No. 2: Always be prepared to pass the

buck, pin the blame or point the
finger; particularly when its really
your fault.

No. 3: Remember, a good excuse can be as

good as getting the result.

No. 4: Always remember the quality of an

excuse increases proportionately with
the degree to which the “reason” is
outside of your control.

No. 5: Strategically implement the standard

“scapegoat” excuses when normal
deflecting tactics don’t work.

No. 6: When all else fails—admit your guilt

and blame your childhood.

TM

TM
Blamestorming

Wait &
See
Cover Your Confusion/Tell
Tail Me What
To Do
Finger It’s Not My

Pointing Job

Ignore/
Deny
®
DO IT
®
SOLVE IT

®
OWN IT
®
SEE IT
16 Best Practices
See It ®
Own It ®
Solve It ®
Do It ®
Obtaining the Being personally Constantly Doing the things I

perspectives of invested asking, “What say I’ll do
others else can I do?”
Learning from Focusing on the
Communicating both successes Overcoming top priorities
openly and and failures cross-functional
candidly boundaries Staying Above

®
Aligning my work The Line by not
Asking for and with desired Creatively dealing blaming others
offering feedback company results with obstacles
Sustaining an
Hearing the hard Acting on the Taking the environment of
things to see feedback that I necessary risks trust
reality receive
Dictionary’s Definition Of Accountability
“Subject to having to report, explain or justify;

responsible; answerable.”

Two Views Of Accountability
The Oz Principle ®
The Typical
Accountability Accountability
Question Question
the R
E
“Who is accountable “Who is accountable
S

for achieving for failing to achieve
the result?” U the result?”
L
T
The Partners In Leadership Definition

®
of Taking 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.
® ® ® ®

TM

Reasons And Excuses
Reasons become excuses whenever you

stop working on finding solutions.

TM

TM

TM

Accountable
People
Creates Seek

Feedback
Feedback
Do You Have Any

Feedback For Me?
or

What Feedback Do
You Have For Me?
Feedback Filters
Receives a lot of feedback
ACCURATE OR INACCURATE?
Feedback
BASIS OR NO BASIS?

PERTINENT OR IRRELEVANT?
RIGHT OR WRONG?
Acts on very little feedback

“Is that a belief I want them to have?”
Thanks for the Feedback!

The Four Points of

® What
Focused Feedback feedback do
you have for me
around…?
Here’s
Here’s where Where I feel
Focused you could
I feel you Feedback
demonstrate… demonstrate…

even more
Thanks for
the feedback!
Feedback
What Feedback Do You Have For Me?
Thanks for the Feedback!

TM

Instructions
1. Read it
2. Commit it to memory
3. Count the number of:

F
A Culture of Accountability is
built upon the foundation of
effectively using each of the
Steps To Accountability to ®

facilitate a focus on results in the
face of frustrating obstacles.
TM

A Culture of Accountability is
built upon the foundation of
effectively using each of the
Steps To Accountability to ®

facilitate a focus on results in the
face of frustrating obstacles.
Ownership Is:
The ability to tie where I am with

what I have done
and

where I want to be with what I
am going to do.
Making The Tie
If you can’t make the tie,

you don’t Own It!

Making The Tie
“If you’re not part of the solution,

you are part of the problem.”
“If you’re not part of the problem,

you’re not part of the solution.”

Levels Of Ownership
Buy-In/Invest
High
Agree
“I Own It”
Involved
Comply/Concede
Disagree
Involved
Moderate

Exempt/Excuse
“I Don’t Own It”
Agree
Uninvolved
Resist/Resent
None
Disagree
Uninvolved
TM

Accountability Coaching Exercise ®
1. Clearly define the result and ask the question:

“Why aren’t you making the progress that you really want to make?”
2. Use the LIFT method to coach them Above The Line:
L isten for obstacles

I dentify obstacles you can influence
F acilitate the Solve It ® Question
T est for movement

LIFT Others Above The Line ®
L isten -- See It ®
I dentify -- Own It ®

F acilitate -- Solve It ®
T est -- Do It ®
Are You Accountable

To Achieve This
Result?

TM

Limitations
The Power Ofof Joint
Just Doing
Accountability
The Job
R R R R
R R
R R
R
R R R R
R
R
R R
R
R
R R
R R R
R
R R R R
A R R
R
R
R
R
R R
R
R
R
R
R
R
R R
R
A
R R R

R R R R
R
R R R
R R R
R R
R
R R R R
R R R
R R
R R R
R
R A
Results we’re not but would achieve…
now achieving
The
TheTAKING
TAKINGPersonal
PersonalAccountability
TM
TM
AccountabilityTrack
Track
Partners
©2010Partners
©2008 In Leadership.
In Leadership ST Presentation
IP, LLC. 1003A-C-ENG
AT PPT_Int - -0508G-E-ENG
The Solve It Question
What Else Can I Do?

Problem
Problem Problem
Problem Problem
Problem Problem
Problem Problem
Problem Problem Problem Problem Problem

Problem Problem Problem Problem Problem
Problem
Problem Problem Problem Problem

Problem
Problem
Problem Problem Problem Problem
Problem
Problem
Below The Line
Below The Line Below The Line

Below The Line Below The Line Below The Line Below The Line Below The Line

Below The Line Below The Line Below The Line Below The Line Below The Line
Below The Line
Below The Line Below The Line Below The Line

Below The Line
Below The Line
Below The Line

Below The Line Below The Line Below The Line Below The Line
Below The Line

Below The Line
Above The Line
Above The Line Above The Line

Above The Line Above The Line Above The Line Above The Line Above The Line

Above The Line Above The Line Above The Line Above The Line Above The Line
Above The Line
Above The Line Above The Line Above The Line Above The Line
Above The Line
Above The Line

Above The Line Above The Line Above The Line Above The Line
Above The Line

Above The Line
Four Kinds Of People
People who make it happen!
People who watch it happen.

People who wonder what happened.
People who never knew anything happened.

The Oz Principle
“Only when you assume full

accountability for your thoughts,
feelings, actions, and results can
you direct your own destiny;

otherwise, someone or something
else will.”

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The TAKING Personal Accountability Track

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

Activity vs. Results

Activity: Actions people take that lead to

Results: The desired and undesired outcomes

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

Doing The Job vs. Achieving The Result

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

“If anything can go wrong, it will.”

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

How The Accident Happened...

• “Coming home, I drove into the wrong

• “A pedestrian hit me and went under my

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

How The Accident Happened...

• “An invisible car came out of nowhere,

• “The indirect cause of this accident was

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

How The Accident Happened...

• “The telephone pole was approaching fast. I

• “The pedestrian had no idea which direction

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

How The Accident Happened...

• “The guy was all over the road. I had to

• “I pulled away from the side of the road,

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

Rules Of “The Blame Game”

No. 1: Never blame someone that has a better

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

Rules Of “The Blame Game”

No. 2: Always be prepared to pass the

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

Rules Of “The Blame Game”

No. 3: Remember, a good excuse can be as

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

Rules Of “The Blame Game”

No. 4: Always remember the quality of an

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

Rules Of “The Blame Game”

No. 5: Strategically implement the standard

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

Rules Of “The Blame Game”

No. 6: When all else fails—admit your guilt

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

Finger It’s Not My

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

Obtaining the Being personally Constantly Doing the things I

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

Dictionary’s Definition Of Accountability

“Subject to having to report, explain or justify;

©2010 Partners In Leadership. ST Presentation - 1003A-C-ENG

Two Views Of Accountability