| In The Oz Principle, Connors, Smith, and Hickman | | | | Tail are rampant. Though majority of the people found |
| brilliantly use the analogy of "The Wizard of Oz" to | | | | in this dimension are weak in accountability, this does |
| discuss a business philosophy aimed in propelling | | | | not mean that very accountable individuals are exempt |
| individuals and organizations to overcome unfavorable | | | | from falling Below The Line. They, too, slip every now |
| circumstances and achieve desired results. This | | | | and then. The only difference is that they know how |
| philosophy can be encompassed in one word: | | | | to get out of the rut. |
| ACCOUNTABILITY. | | | | A Simple Solution to Victimization |
| The eponymous principle builds upon the ethos of | | | | Individuals and organizations Below The Line languish in |
| personal and organizational accountability. It explores | | | | self-pity until they get trapped in the "I Am a Victim" |
| the root cause of an organization's impediments to | | | | mind-set and find it hard to break free from the vicious |
| exceptional performance and productivity, and | | | | cycle. Accountability offers a very simple choice to |
| provides great insight on how to re-establish a | | | | make, albeit a difficult one to act upon: "You can either |
| business from the bottom up, emphasizing on the thin | | | | get stuck or get results." So stark in its simplicity that |
| line that separates success from failure. The Above | | | | most people fail to realize that the ball has always |
| The Line, Below The Line methodology is the driving | | | | been in their court. |
| force behind The Oz Principle. | | | | The Power of Individual Accountability: Moving Yourself |
| The Oz Principle: Getting Results through | | | | Above The Line |
| Accountability | | | | The first step to accountability is recognizing the |
| Just like Dorothy's search for the Wizard of Oz for | | | | problem. It takes great courage to admit that you are |
| enlightenment, individuals and organizations also seek | | | | stuck in a difficult situation. Most people, however, fail |
| out the wizard that will save them from the maladies | | | | to view reality the way it is because they choose to |
| that afflict their workplace. However, the wizard is just | | | | ignore it or they accept the situation as the status quo |
| a distraction, bearing new-fangled business philosophies | | | | and go along with it. |
| and management fads that will only create a layer | | | | To commence the march up the Steps to |
| atop the ugly truth that needs to be revealed. When | | | | Accountability, you must first muster the courage to: a) |
| the core problem is not addressed, the ills will | | | | recognize when you fall Below The Line; b) realize that |
| eventually resurface and the business is back to its | | | | remaining Below The Line not only ignores the real |
| sorry state. | | | | problem but leads to increasingly poor results; and c) |
| Victim Thinking or Failed Accountability | | | | acknowledge and accept reality as the first step |
| When a company suffers from poor performance or | | | | toward taking accountability. |
| unsatisfactory results, individuals from top management | | | | Mustering the courage to See It will lead to the next |
| all the way to the front line begin finger-pointing, forming | | | | step, Owning It. Here, you must have the heart to own |
| excuses, rationalizing, and justifying, instead of doing | | | | the circumstances you've recognized in the See It step |
| something to alleviate the situation. They foolishly | | | | as well as the results that will come from the course |
| profess that the circumstances have made victims of | | | | of action you plan to take. |
| them, that the events are completely out of their | | | | "What else can I do to rise above my circumstances |
| control, and that they shouldn't be blamed for the | | | | and achieve the results I want?" That is the question to |
| company's current problems. It's always something or | | | | continually ask yourself when you find yourself stuck in |
| someone else, never themselves. | | | | a stubborn situation. Apart from creating solutions, |
| Above The Line, Below The Line | | | | Solving It also involves foresight in determining the |
| A thin line separates failure and success, greatness | | | | worst possible scenario that can happen, and being |
| and mediocrity. | | | | prepared to battle it head on. |
| Above The Line, you'll find the Steps to Accountability | | | | Having solutions is not enough if you neglect practical |
| which include in chronological order: See It, Own It, | | | | application. You can't Do It unless you make yourself |
| Solve It, and Do It. The first step, See It, means | | | | accountable not only for immediate circumstances but |
| acknowledging the problem; to Own It is to assume | | | | also for future accomplishment. With this, you are |
| responsibility for the problem and the results; Solve It | | | | empowering not only yourself but also your |
| means to formulate solutions to remedy the situation; | | | | organization. |
| and, as a culminating step, Do It commands the | | | | It's so easy to be pulled back Below The Line, |
| practical application of the solutions identified. | | | | especially if you don't accept full accountability for the |
| Below The Line is where the self-professed victims | | | | situation and the future. A lot people are afraid to |
| play | | | | become accountable because they fear the risks |
| The Blame Game. Here, crippling attitudes such as | | | | associated with it. However, know that without taking |
| Wait and See, Confusion/Tell Me What To Do, It's Not | | | | the big leap, you will never get anywhere. |
| My Job, Ignore/Deny, Finger Pointing, and Cover Your | | | | |