The Oz Principle

1. Accountability is a personal choice to rise above circumstances

"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."

The Oz Principle redefines accountability. Rather than a negative concept associated with blame or punishment, accountability is presented as an empowering choice. It's about taking ownership of your situation and results, regardless of external factors. This definition shifts accountability from a reactive stance to a proactive one, focused on present actions and future outcomes rather than past explanations.

The book uses the journey of Dorothy and her companions in The Wizard of Oz as a metaphor for the path to accountability. Just as Dorothy ultimately realizes she had the power to return home all along, individuals and organizations have the innate ability to achieve their desired results. This perspective challenges the common victim mentality and encourages people to look within for solutions rather than relying on external "wizards" or circumstances to change.

2. Recognizing the "victim cycle" is crucial for personal growth

"People tend to remain in the victim cycle because they find a certain amount of at least temporary comfort Below The Line."

The victim cycle traps people in inaction. The book identifies common stages of victimhood:

• Ignore/Deny
• It's not my job
• Finger-pointing
• Confusion/Tell me what to do
• Cover your tail
• Wait and see

These behaviors provide a false sense of safety but ultimately prevent progress. By recognizing these patterns in themselves and others, individuals can begin to break free from the cycle.

The comfort of victimhood is illusory. While it may temporarily alleviate feelings of responsibility or guilt, it ultimately leads to stagnation and frustration. The book argues that acknowledging one's role in creating current circumstances, even if painful, is the first step towards positive change and achieving desired results.

3. "Seeing it" requires courage to acknowledge reality

"Jack Welch, former CEO of General Electric, who defines management as 'looking reality straight in the eye and then acting upon it with as much speed as you can.'"

Facing reality is the foundation of accountability. The "See It" step involves:

• Recognizing when you've fallen "Below The Line"
• Acknowledging the full reality of a situation, even if unpleasant
• Seeking honest feedback from others to gain a complete picture

This step often requires significant courage, as it may involve admitting mistakes or confronting uncomfortable truths. The book emphasizes that without this clear-eyed assessment of reality, any attempts to improve a situation will be misguided or ineffective.

Leaders play a crucial role in fostering an environment where people feel safe to "See It." This involves creating a culture that values honesty and constructive feedback over blame or denial. The example of Jack Welch highlights how this principle applies at the highest levels of business leadership.

4. "Owning it" means taking responsibility for your circumstances

"Owning It requires a candid effort to acknowledge what everyone would rather sweep under the carpet, before it's too late."

Ownership links behavior to outcomes. The "Own It" step involves:

• Accepting how your actions (or inactions) contributed to the current situation
• Avoiding the temptation to blame others or external circumstances
• Embracing both the "victim facts" and the "accountable facts" of a story

This step is often the most challenging, as it requires people to let go of excuses and rationalizations. The book argues that true empowerment comes from recognizing your role in creating your circumstances, as this is the only way to gain the power to change them.

The concept of "joint accountability" is introduced, emphasizing that while individuals must take ownership, accountability in organizations is often a shared responsibility. This balanced approach prevents both the abdication of responsibility and the unfair assignment of blame.

5. "Solving it" demands wisdom to find creative solutions

"The wisdom to Solve It includes anticipating what could occur and preparing for the worst."

Problem-solving requires persistent questioning. The "Solve It" step involves:

• Continually asking, "What else can I do?"
• Staying engaged and persisting in the face of obstacles
• Thinking differently and creating new linkages
• Taking initiative and staying conscious of assumptions

The book emphasizes that solutions often don't reveal themselves immediately, requiring diligence and creativity. It's about moving beyond the obvious answers and challenging the status quo.

The Toyota example illustrates this principle in action. By constantly rethinking and improving their processes, even when they were already industry leaders, Toyota maintained its competitive edge. This demonstrates how the "Solve It" mindset can drive continuous improvement and innovation in organizations.

6. "Doing it" is the ultimate step in achieving desired results

"Results only come when you put all four steps together and passionately, proactively, and persistently Do It!"

Action is the culmination of accountability. The "Do It" step involves:

• Embracing the risks associated with action
• Overcoming the fear of failure
• Persistently following through on solutions
• Remaining accountable for progress and results

This step separates those who merely talk about solutions from those who actually implement them. The book argues that many individuals and organizations fail at this crucial stage, often due to fear or inertia.

The FedEx examples highlight how a "Do It" mentality can manifest in everyday actions, leading to exceptional customer service and problem-solving. This illustrates that accountability isn't just about big decisions, but about a consistent approach to all aspects of work and life.

7. Leaders must model and foster accountability in their organizations

"Above The Line leaders model accountability for everyone within their sphere of influence, remaining accountable for everything they say and do that shapes the model."

Leadership sets the tone for organizational accountability. Key leadership practices include:

• Recognizing when to intervene and coach others Above The Line
• Providing a model others can emulate
• Focusing on controllable factors rather than external circumstances
• Giving and requiring Above The Line accounting of progress

The book emphasizes that leaders can't merely preach accountability; they must embody it. This involves admitting their own mistakes, seeking feedback, and consistently demonstrating Above The Line behavior.

Effective accountability leadership requires a balance between firmness and empathy. Leaders must challenge Below The Line behavior while creating an environment where people feel safe to take risks and learn from failures.

8. Creating a culture of accountability transforms entire companies

"When progress is measured, progress improves. When progress is measured and reported, improvement accelerates."

Organizational transformation requires systemic changes. Key activities for building a culture of accountability include:

• Training everyone at every level in accountability principles
• Coaching accountability consistently
• Asking Above The Line questions
• Rewarding accountable behaviors
• Holding people accountable in a positive, results-oriented manner

The book provides examples of companies that have successfully implemented these practices, leading to dramatic improvements in performance, innovation, and employee satisfaction.

Creating an accountability culture isn't a one-time event but an ongoing process. It involves weaving accountability into every aspect of organizational life, from performance reviews to daily communication patterns.

9. Accountability is key to resolving persistent organizational issues

"Est factum vitae: the enemy of change, the number one foe of accountability."

Common organizational problems often stem from lack of accountability. The book identifies ten persistent issues:

1. Poor Communication
2. People Development
3. Empowerment
4. Misalignment
5. Entitlement
6. Work and Personal Life Imbalance
7. Poor Performance
8. Senior Management Development
9. Cross-functional Strife
10. Programitis

By applying the principles of accountability, organizations can address these long-standing problems. The book argues that many of these issues persist because people accept them as unchangeable facts of organizational life (est factum vitae) rather than taking ownership and working to solve them.

Each issue is examined through the lens of accountability, showing how shifting from a victim mentality to an accountable one can lead to innovative solutions and improved performance. The book provides specific examples and strategies for tackling each of these common organizational challenges.

Last updated: January 24, 2025