OZ Accountability Training

2010PartnersInLeadership.
STPresentation1003ACENG
The TAKING Personal Accountability Track

TM
TM
Activity:
Actions people take that lead to

results.
Results:
The desired and undesired

outcomes of taking actions.
2010PartnersInLeadership.STPresentation1003ACENG
Activity vs. Results
TM
Doing The Job vs. Achieving The Result
Achieving
The Result
Doing The
Job
Doing
The Job
IS
Achieving The
Result
The Results Pyramid
TM
ACTIONS
BELIEFS
EXPERIENCES
RESULTS

TM
TM
Murphys Law
If anything can go wrong, it will.
Murphy was an optimist.
OReillys Corollary

TM

TM
TM
How The Accident Happened...
A pedestrian hit me and went under my

car.
Coming home, I drove into the wrong

house and collided with a tree I dont
have.
TM
The indirect cause of this accident was

a little guy in a small car with a big
mouth.
An invisible car came out of nowhere,

struck my vehicle, and vanished.
TM
The pedestrian had no idea which direction

to go so I ran him over.
The telephone pole was approaching fast. I

was attempting to swerve out of its path
when it struck my front.
TM
I pulled away from the side of the road,

glanced at my mother-in-law and headed
over the embankment.
The guy was all over the road. I had to

swerve a number of times before I hit him.
TM
Rules Of The Blame Game

Never blame someone that has a better
excuse than you.
No. 1:
TM
No. 2:
Always be prepared to pass the

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

Remember, a good excuse can be as
good as getting the result.
No. 3:
TM
No. 4:
Always remember the quality of an

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

Strategically implement the standard
scapegoat excuses when normal
deflecting tactics dont work.
No. 5:
TM

When all else failsadmit your guilt
and blame your childhood.
No. 6:

TM

TM
Blamestorming
TM
Wait &
See
Finger
Pointing
Its Not My
Job
Ignore/
Deny
Confusion/Tell
Me What
To Do
Cover Your
Tail
TM
DO IT
SOLVE IT
OWN IT
SEE IT
TM
16 Best Practices
Obtaining the
perspectives of
others
Communicating
openly and
candidly
Own It
Being personally
invested
Learning from
both successes
and failures
Asking for and

offering feedback
Aligning my work
with desired
company results
Hearing the hard

things to see
reality
Acting on the
feedback that I
receive
Solve It
Constantly
asking, What
else can I do?
Overcoming
cross-functional
boundaries
Creatively dealing
with obstacles
Taking the
necessary risks
Do It
Doing the things I

say Ill do
Focusing on the
top priorities
Staying Above The
Line by not
blaming others
Sustaining an
environment of
trust
See It
TM
Dictionarys Definition Of Accountability
Subject to having to report, explain or justify;

responsible; answerable.
TM
Two Views Of Accountability
Who is accountable
for achieving
the result?
the
R
E
S
U
L
T
The Typical
Accountability
Question
Who is accountable
for failing to achieve
the result?
The Oz Principle
Accountability
Question
TM
The Partners In Leadership Definition

of Taking Accountability
A personal choice to rise above ones

circumstances and demonstrate the
ownership necessary for achieving desired
results; to See It, Own It, Solve It, and Do It.

TM
TM
Reasons And Excuses
Reasons become excuses whenever you

stop working on finding solutions.

TM

TM

TM
TM
Accountable
People
Feedback
Seek
Creates
TM
Feedback
or
What Feedback Do
You Have For Me?
Do You Have Any

Feedback For Me?
TM
Feedback Filters
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of
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ACCURATE OR INACCURATE?
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PERTINENT OR IRRELEVANT?
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RIGHT OR WRONG?
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Acts on very little feedback
Is that a belief I want them to have?
BASIS OR NO BASIS?
TM
Thanks for the Feedback!
What
feedback do
you have for me
around?
Heres where
I feel you
demonstrate
Focused
Feedback
Thanks for
the feedback!
Heres
Where I feel
you could
demonstrate
even more
The Four Points of

Focused Feedback
TM
TM
Feedback
What Feedback Do You Have For Me?
Thanks for the Feedback!

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

TM
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.
TM
Ownership Is:
and
where I want to be with what I
am going to do.
The ability to tie where I am with

what I have done
TM
Making The Tie
If you cant make the tie,

you dont Own It!
TM
Making The Tie
If youre not part of the problem,

youre not part of the solution.
If youre not part of the solution,

you are part of the problem.
TM
Agree
Involved
I Dont Own It
Exempt/Excuse
Agree
Uninvolved
Resist/Resent
Disagree
Uninvolved
Disagree
Involved
Moderate
Comply/Concede
None
I Own It
Buy-In/Invest
High
Levels Of Ownership

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

Why arent you making the progress that you really want to make?
Use the LIFT method to coach them Above The Line:
isten for obstacles
dentify obstacles you can influence
acilitate the Solve It Question
est for movement
2.
LIFT Others Above The Line
isten -- See It
dentify -- Own It
acilitate -- Solve It
est -- Do It
TM
TM
Are You Accountable

To Achieve This
Result?

TM
TM
Limitations
The Power Of
of 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
Results were not

now achieving
R
R
but would achieve
2008PartnersInLeadershipIP,LLC.ATPPT_Int0508GEENG
The
TheTAKING
TAKINGPersonal
PersonalAccountability
AccountabilityTrack
Track
TMTM
TM
The Solve It Question
What Else Can I Do?
TM
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
TM
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
Below The Line
Below The Line
Below The Line
Below The Line
Below The Line
Below The Line
TM
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
Above The Line
Above The Line
Above The Line
Above The Line
Above The Line
Above The Line
TM
Four Kinds Of People

People who make it happen!
People who wonder what happened.

People who never knew anything happened.
People who watch it happen.
TM
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.
The Oz Principle

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2010PartnersInLeadership.

The TAKING Personal Accountability Track

The TAKING Personal Accountability Track

Actions people take that lead to

The desired and undesired

Activity vs. Results

The TAKING Personal Accountability Track

Doing The Job vs. Achieving The Result

The TAKING Personal Accountability Track

The Results Pyramid

The TAKING Personal Accountability Track

The TAKING Personal Accountability Track

Murphy was an optimist.

The TAKING Personal Accountability Track

The TAKING Personal Accountability Track

The TAKING Personal Accountability Track

How The Accident Happened...

A pedestrian hit me and went under my

Coming home, I drove into the wrong

The TAKING Personal Accountability Track

How The Accident Happened...

The indirect cause of this accident was

An invisible car came out of nowhere,

The TAKING Personal Accountability Track

How The Accident Happened...

The pedestrian had no idea which direction

The telephone pole was approaching fast. I

The TAKING Personal Accountability Track

How The Accident Happened...

I pulled away from the side of the road,

The guy was all over the road. I had to

The TAKING Personal Accountability Track

Rules Of The Blame Game

The TAKING Personal Accountability Track

Always be prepared to pass the

Rules Of The Blame Game

The TAKING Personal Accountability Track

Rules Of The Blame Game

The TAKING Personal Accountability Track

Always remember the quality of an

Rules Of The Blame Game

The TAKING Personal Accountability Track

Rules Of The Blame Game

The TAKING Personal Accountability Track

Rules Of The Blame Game

The TAKING Personal Accountability Track

The TAKING Personal Accountability Track

The TAKING Personal Accountability Track

The TAKING Personal Accountability Track

The TAKING Personal Accountability Track

Asking for and

Hearing the hard

Doing the things I

The TAKING Personal Accountability Track

Dictionarys Definition Of Accountability

Subject to having to report, explain or justify;

The TAKING Personal Accountability Track

Two Views Of Accountability

The TAKING Personal Accountability Track

The Partners In Leadership Definition

A personal choice to rise above ones

The TAKING Personal Accountability Track

The TAKING Personal Accountability Track

Reasons And Excuses