Hel ,

I am
Ac o t e
(p e ha me n wi n e y)
Presentation: 1 hour
Q&A: 30 minutes
 “A personal choice to rise above
one’s circumstances and
demonstrate the ownership
necessary for achieving desired
results.
See It, Own It, Solve It, and Do It.”
*The Oz Principle
 “A personal choice to rise above
one’s circumstances and demonstrate the
ownership necessary for achieving desired
results.
See It, Own It, Solve It, and Do It.”

*The Oz Principle
 “A personal choice to
rise above
one’s circumstances and
demonstrate the ownership necessary for
achieving desired results.
See It, Own It, Solve It, and Do It.”

*The Oz Principle
 “A personal choice to rise above one’s
and demonstrate
circumstances
the ownership necessary for
achieving desired results.
See It, Own It, Solve It, and Do It.”

*The Oz Principle
 “A personal choice to rise above one’s
circumstances and demonstrate the
ownership necessary for achieving
desired results.
See It, Own It, Solve It, and Do It.”

*The Oz Principle
“You choose to do what is needed to reach
your individual/team/organizational goals
by engaging in your work and agree to do
what is needed.”
Do all Actions lead to Results?
 Result

Actions

Beliefs

Experiences
 Result

Actions

Beliefs

Experiences
What we What is
want to happening in
happen reality
 Accountability Gap

What we want to What is happening in

happen reality

- Individual level
- Team level
- Organizational level
 Seek solution Stay stuck

Make Choices See Failure

Blame others Take Action

Seek + Provide
Ignore/Deny
Feedback

See possibilities Do nothing

 Seek + Provide
Make Choices Feedback
Seek solution
See possibilities
Take Action

Ignore/Deny See Failure

Do nothing
Stay stuck
Blame others
See It, Own It, Solve It, and Do It.
 See It, Own It, Solve It, and Do It.
having the courage of the lion to see it

- Obtaining the perspectives of others

- Being open and candid in my communication
- Asking for and offering feedback
- Hearing the hard things so that I openly see the
reality in the situations
 See It, Own It, Solve It, and Do It.
Having the heart of the tinman to own it

- Being personally invested

- Learning from both successes and failures
- Ensuring that my work is assigned with my key
results
- Acting on the feedback I receive
 See It, Own It, Solve It, and Do It.
Using the brains as the scarecrow to get info needed

- Constantly asking: “What else can I do?”

- Collaborating across functional boundaries
- Creatively dealing with obstacles
- Taking the necessary risks
 See It, Own It, Solve It, and Do It.
Click your heels as Dorothy to do it

- Doing the things I say I’ll do

- Staying above the line by not blaming others
- Tracking progress with proactive and transparent
reporting
- Building an environment of trust.
See It, Own It, Solve It, and Do It.
You don’t need a wizard, you are the wizard
1. Which aspects drive most energy and passion?
Everyone picks five strengths that best reflect the aspects of their work that drive
the most energy and passion. There are many strengths on the menu of options
but only five can be selected. Once chosen, force-rank from the most (1) to the
least (5) energizing.
Here are some Examples:

Analytical Business Acumen Compassion

Compuser Creativity Integrity & Trust

Intellectual Leadership Priority setting

Horsepower

Problem Solving Strategic Agility Teamwork

2. Why do you do this work?
Pick 5 priorities that best reflect why you do this work. Ideally our work elevates a
sense of purpose and values, these five should tell that story. Rank them from
strongest driver (1) to the relative weakest (5).

Here are some examples:

Compensation & Exploration & Growth & Learning

Benefits Discovery

Helping Others Making a difference Prestige &

in the world Recognition

Solving complex Teaching & Work/Life Balance

problems Mentoring
3. Everyone tells their narrative
One by one, everyone shares their narrative. These are my strengths and these are
my priorities. This is what I contribute to the team and this is why I do this work.
Put it in historical context. There’s a unique story that leads to today’s choices.
Tell your story.
4. Offer Feedback
Offer feedback. Does your teammate’s narrative resonate with the words and
actions you see each day? Share examples. Seize the chance to share a
compliment or challenge an opportunity for growth. Fill the exchange with respect
and professionalism.
5. Communicate commitment
Communicate a commitment to aligned action. Notice that none of the sample
strengths and priorities describe an employee who is selfish, mean, disrespectful,
arrogant, unprofessional, or condescending. By sharing your story, you
communicate an agreement to behave in a way that reflects your best self. The
exercise also gives permission for your teammates to call you out when your
words or actions are inconsistent with your professed character. Transparency
and accountability are the building blocks of trust in a workplace culture. This
Exercise is a starting point.