The Oz Principle - A Book SummaryWritten by Regine Azurin
This article is based on following book: The Oz Principle : Getting Results Through Individual and Organizational Accountability By Roger Connors, Tom Smith, and Craig Hickman Published by Penguin Group, 2004 ISBN 1-59184-024-4 234 pagesIn The Oz Principle, Connors, Smith, and Hickman brilliantly use analogy of “The Wizard of Oz” to discuss a business philosophy aimed in propelling individuals and organizations to overcome unfavorable circumstances and achieve desired results. This philosophy can be encompassed in one word: ACCOUNTABILITY. The eponymous principle builds upon ethos of personal and organizational accountability. It explores root cause of an organization’s impediments to exceptional performance and productivity, and provides great insight on how to re-establish a business from bottom up, emphasizing on thin line that separates success from failure. The Above The Line, Below The Line methodology is driving force behind The Oz Principle. The Oz Principle: Getting Results through Accountability Just like Dorothy’s search for Wizard of Oz for enlightenment, individuals and organizations also seek out wizard that will save them from maladies that afflict their workplace. However, wizard is just a distraction, bearing new-fangled business philosophies and management fads that will only create a layer atop ugly truth that needs to be revealed. When core problem is not addressed, ills will eventually resurface and business is back to its sorry state. Victim Thinking or Failed Accountability When a company suffers from poor performance or unsatisfactory results, individuals from top management all way to front line begin finger-pointing, forming excuses, rationalizing, and justifying, instead of doing something to alleviate situation. They foolishly profess that circumstances have made victims of them, that events are completely out of their control, and that they shouldn’t be blamed for company’s current problems. It’s always something or someone else, never themselves. Above The Line, Below The Line A thin line separates failure and success, greatness and mediocrity. Above The Line, you’ll find Steps to Accountability which include in chronological order: See It, Own It, Solve It, and Do It. The first step, See It, means acknowledging problem; to Own It is to assume responsibility for problem and results; Solve It means to formulate solutions to remedy situation; and, as a culminating step, Do It commands practical application of solutions identified. Below The Line is where self-professed victims play The Blame Game. Here, crippling attitudes such as Wait and See, Confusion/Tell Me What To Do, It’s Not My Job, Ignore/Deny, Finger Pointing, and Cover Your Tail are rampant. Though majority of people found in this dimension are weak in accountability, this does not mean that very accountable individuals are exempt from falling Below The Line. They, too, slip every now and then. The only difference is that they know how to get out of rut.
| | Primal Leadership - A Book SummaryWritten by Regine Azurin
This article is based on following book: Primal Leadership “Leading To Lead With Emotional Intelligence” By Daniel Goleman, Richard Boyatzis, Annie Mckee Published by Harvard Business School Press 2004 ISBN 1591391849 306 pages Primal leadership takes center stage in this book. This concept goes beyond set of conventional competencies on making of a leader. Beyond bottom line figures, this book takes a leap forward with concept of primal leadership through a keen and in-depth understanding of emotional intelligence and its link to leading and building emotionally intelligent organizations. The authors explore idea of leadership as an emotional function. They propose that fundamental task of a leader is to create resonance at work, thereby unleashing positive traits and attributes in people. Emotionally intelligent leaders bring organizational success to fore because they inspire, motivate and foster commitment in people. Harness power of primal leadership in this book and bring out emotionally intelligent leader in you. Primal Dimension of Leadership The use of emotion in leadership functions is a primal task that sets leaders apart. Great leaders move people by channeling emotions in right direction, whether it is in formulating corporate strategy in boardroom or a series of action items in shop floor. Resonance Effect The positive channeling of emotions that empowers people to be top performers is called resonance. The culture of resonance brings out best in people. On other hand, when leaders negatively drive emotions dissonance is created. Dissonance is not conducive to harmonious working relationships as it can undermine people’s potentials. Key to Primal Leadership Emotional intelligence is foundation of making primal leadership work. An emotionally intelligent leader knows how to handle himself and his relationship with people he works with in order to drive up performance. Good Moods, Good Work A good mood is essential for a team to function effectively. It is crucial for a leader to foster positive working relationships because emotional conflicts in a group can hamper a team’s performance. A study of CEOs from Fortune 500 companies revealed that positive overall mood of top management people leads to better cooperation and better business performance. This argument takes view that it is top management that creates conditions for workers to work well. Resonant Leader For emotionally intelligent leaders, resonance comes naturally in their dealings with people. Their actions reinforce synchrony within their team and within organization. The strength of an emotionally resonant leader lies in emotional bond he forms which allows people to collaborate with each other even in face of change and uncertainty.
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