The Oz Principle

The Oz Principle Plot Summary

Introduction

Everyone faces challenges in both personal and professional life. When obstacles appear, do you find yourself explaining why they happened, or do you focus on how to overcome them? The difference between these two responses determines whether you remain stuck in circumstances or rise above them to achieve superior results. This fundamental shift in mindset—from explanation to accountability—creates the foundation for exceptional performance. Accountability isn't about blame or finger-pointing. Rather, it's about taking ownership of your circumstances regardless of external factors. When you stop waiting for conditions to change or for others to solve your problems, you unlock tremendous power within yourself. By recognizing reality, accepting ownership, developing creative solutions, and taking decisive action, you can transform any situation and produce remarkable outcomes. The principles in these pages will guide you beyond excuses to achieve the results you truly desire.

Chapter 1: Recognize When You're Below The Line

Accountability begins with awareness of where you stand. Are you operating "Above The Line" by taking ownership of your circumstances, or "Below The Line" where explanations and excuses dominate? Recognizing this distinction is the crucial first step toward superior results. The line between accountability and victimization is clear yet easily crossed. When operating Below The Line, people ignore reality, deny responsibility, blame others, claim confusion, wait for someone else to act, or simply hope things improve on their own. These behaviors form what the authors call the "victim cycle"—a pattern that drains energy and prevents progress. For instance, General Electric once suffered a $450 million loss on a refrigerator compressor project because executives overlooked warning signs, denied problems, and blamed others rather than addressing issues directly. Telltale signs reveal when you've fallen Below The Line: feeling helpless about your circumstances, blaming others, focusing on what you cannot do rather than what you can, avoiding tough issues, becoming defensive, or spending excessive time discussing things beyond your control. When Mike Eagle took over a struggling medical instruments company, he initially blamed previous management, corporate headquarters, and market conditions for poor performance. Only after recognizing his Below The Line thinking could he begin transforming the organization. The gravitational pull of Below The Line thinking affects everyone occasionally. Even highly effective organizations like IBM have stumbled by denying market realities or refusing to acknowledge problems until too late. When IBM's mainframe business declined dramatically, the company initially resisted adapting to industry trends, resulting in billions in losses before new leadership confronted reality. To escape the victim cycle, start by honestly assessing your current attitudes and behaviors. Ask trusted colleagues for feedback about times you might operate Below The Line. This recognition creates the foundation for accountability, as you cannot change what you don't acknowledge. Remember that falling Below The Line occasionally is human—the key is developing the awareness to recognize it quickly. The benefit of recognizing Below The Line thinking extends beyond personal growth to organizational success. Companies that foster this awareness create environments where problems surface quickly and solutions emerge naturally. By helping yourself and others recognize victim thinking patterns, you establish the essential foundation for all superior results.

Chapter 2: Take Ownership of Your Circumstances

Taking ownership means accepting full responsibility for your situation regardless of how you got there. This crucial second step above the line transforms your relationship with challenges from reactive to proactive, releasing tremendous energy for creating solutions. The Tin Woodsman in The Wizard of Oz symbolizes this principle—seeking a heart to care deeply about results. Like him, when you find the heart to own your circumstances, you stop focusing on what others should do and start focusing on what you can do. Dave Schlotterbeck, CEO of ALARIS Medical Systems, demonstrated this when his company faced serious performance problems. Despite personally giving significant attention to issues like poor product quality and delivery rates, nothing improved—until everyone in the organization took ownership. Within two years, product quality increased from 88% to 97%, delivery success climbed from 80% to 99.8%, and the company's stock price grew by 900%. Ownership requires seeing both sides of any situation—the victim's perspective and the accountable perspective. Brian Porter, a young MBA who felt betrayed when promised opportunities at a pool supply company didn't materialize, initially saw only how he'd been wronged. With a colleague's help, Brian eventually recognized his own contributions to the situation: ignoring warning signs, not securing written agreements, and failing to clarify expectations. This balanced view didn't diminish others' responsibilities but empowered Brian to learn and grow from the experience. Organizations struggle with ownership during times of change. When companies downsize or restructure, people easily fall into victim thinking. However, those who take ownership of their careers rather than blaming circumstances consistently achieve better outcomes. Robert Schaen, former controller of Ameritech, observed: "People are going to have to create their own lives, their own careers and their own successes. Some people may go kicking and screaming into the new world, but there is only one message: You're now in business for yourself." The consequences of failing to own your circumstances can be severe. For example, after the Columbia space shuttle tragedy, NASA, administration officials, and lawmakers all pointed fingers rather than accepting joint responsibility—delaying recovery and necessary changes. In contrast, when an estimator at Bradco discovered he had caused a major project error by overlooking a wall in building plans, he took full ownership despite personal risk. His accountability allowed the company to adjust and complete the project successfully. Taking ownership liberates you from waiting for others to solve your problems. When Josh Tanner struggled after changing jobs, he initially blamed his new colleagues for not appreciating his talents. Only after accepting how his own behaviors contributed to negative perceptions could he transform the situation and eventually earn the promotion he desired. Remember that ownership isn't about accepting blame—it's about connecting your actions to your circumstances and recognizing your power to create different outcomes.

Chapter 3: Solve Problems with Creative Solutions

Once you recognize reality and take ownership of your circumstances, you must develop the wisdom to solve problems creatively. The Scarecrow in The Wizard of Oz symbolizes this principle—discovering that the brainpower to solve problems was within him all along. Toyota exemplifies this problem-solving mindset in the automotive industry. While competitors closed plants during economic downturns, Toyota continued expanding capacity and rethinking its legendary lean production system. As Donald Smith of the University of Michigan observed, Toyota's competitors should "assume that Toyota will constantly improve in the future." This relentless focus on finding better solutions keeps Toyota among global leaders despite changing market conditions. The crucial question that drives effective problem-solving is simple yet powerful: "What else can I do?" By persistently asking this question, you avoid slipping back Below The Line when obstacles appear. The call center division of a major bank demonstrated this principle when tackling handle time—the duration needed to resolve customer calls. Every second of additional handle time translated to a million-dollar annual profit reduction. Rather than accepting previous failed attempts to improve, the team embraced accountability and continuously asked what else they could do. They implemented new hiring practices, software solutions, daily performance metrics, and targeted training. The result? An increase of $143 million to the bottom line. Robert Frey transformed Cin-Made, a troubled manufacturing company, by instilling this problem-solving approach throughout the organization. Initially, employees resisted taking responsibility: "I don't come to work to think," they would say. When Frey asked for their input on solving problems, they responded, "That's not my job." With persistent coaching, employees gradually developed problem-solving skills and began taking initiative. Employees started monitoring quality, reducing waste, and improving processes on their own. The results were dramatic: productivity improved 30%, on-time delivery reached 98%, and absenteeism virtually disappeared. Developing problem-solving skills requires six key capabilities: staying engaged rather than giving up, persisting by repeatedly asking "what else can I do," thinking differently about challenges, creating new relationships and connections, taking initiative without waiting for others, and staying conscious of assumptions that limit solutions. These capabilities allow you to break through obstacles that would otherwise keep you stuck. When the Alpo EZ-Open Can team at Nestle Purina faced pressure to accelerate a product launch, they demonstrated extraordinary problem-solving by asking "what else can we do?" Coordinating activities across three manufacturing locations, they overcame numerous obstacles—from designing special lids to reorganizing production—and launched the product more than a year ahead of schedule. Their achievement earned the company's prestigious Pillars of Excellence Award and established a new benchmark for product development. The wisdom to solve problems creatively distinguishes individuals and organizations that consistently achieve superior results. By developing this capacity, you transform challenges from insurmountable barriers into opportunities for innovation and growth.

Chapter 4: Follow Through with Decisive Action

Taking decisive action—the Do It step—transforms insights into results. Without this crucial fourth step, all your awareness, ownership, and problem-solving remain merely good intentions. Dorothy in The Wizard of Oz embodies this principle when she finally clicks her heels to return home, acting on the power she possessed all along. David Glass, former Wal-Mart CEO, exemplifies this action orientation. While other executives visited headquarters to study Wal-Mart's success, Glass spent more time in stores than in his office because "that's where the action is." His commitment to decisive action helped Wal-Mart implement its famous Sundown Rule: "Get things done today—before the sun goes down." This principle ensured same-day service for every request, whether from across the country or down the hall. FedEx drivers Buster Knull and Steven Schott demonstrate this principle in their everyday work. When Buster arrived at Alcoa to pick up a wheel shipment, he discovered the stems needed installation before shipping. Rather than waiting or complaining, he jumped in and helped install the stems himself to ensure on-time delivery. Steven showed similar determination when his delivery van broke down—he borrowed a customer's bicycle, attached a FedEx crate to his backpack, and pedaled ten miles in 90-degree heat to complete his deliveries on time. Many people fail to take decisive action because they fear failure. This gravitational pull toward Below The Line thinking wastes valuable time and energy on excuses rather than results. Strategic Associates, a management consulting firm, illustrates this pattern. When facing declining sales, the entire company met to acknowledge the reality and develop solutions. Everyone enthusiastically committed to a new approach that would involve all consultants in sales activities, not just executives. But when the president secured one large contract, everyone breathed a sigh of relief and abandoned the plan—only to face the same crisis a year later. The steps to decisive action include making specific commitments, establishing clear timelines, reporting regularly on progress, and accepting accountability for results. An American Van Lines driver exemplified these principles when delivering Teradata's first major computer system. Discovering his truck was overweight at a weigh station, which would delay delivery, he didn't blame others or wait for instructions. Instead, he removed the truck's front bumper and spare equipment to meet weight requirements, accepting personal risk to ensure on-time delivery. Similarly, when Guidant faced disaster after a supplier's factory burned down, destroying access to a critical component for their cardiac defibrillator product, they didn't just explain the problem to customers. A cross-functional team worked tirelessly to design an alternative device, submitting it to the FDA a week ahead of schedule. The entire process from concept to FDA approval took just four and a half months instead of the normal years, demonstrating how decisive action can overcome seemingly impossible obstacles. The Do It step requires continual commitment to stay Above The Line, avoiding the gravitational pull of victimization. By mustering the courage to take action despite risks, you transform intentions into accomplishments and distinguish yourself as someone who makes things happen rather than someone who watches things happen.

Chapter 5: Build a Culture of Accountability

Creating an organizational culture of accountability requires more than individual effort—it demands systematic reinforcement throughout the entire company. Like the Good Witch Glinda in The Wizard of Oz, leaders must guide others toward accountability without doing the work for them. Above The Line leaders exhibit several key characteristics: they recognize when people operate Below The Line, provide a model others can emulate, coach others toward accountability, and balance decisive intervention with appropriate restraint. Media mogul Rupert Murdoch exemplifies this leadership style, consistently rejecting victim stories and focusing on "what else can we do?" Whether facing conservative or aggressive challenges, he never allows his management team to stay Below The Line for long. To build accountability throughout your organization, implement five key activities. First, train everyone at every level to understand accountability's connection to results. Begin by assessing current attitudes toward accountability, then introduce a new positive perspective, and finally make this view a way of life through language, feedback, and daily reinforcement. The Brooklyn sales district at Pfizer transformed from last place to consistent top-ten performance by making "What else can I do?" their team mantra. Second, coach accountability through continuous feedback. When Bill Hansen noticed a colleague presenting Below The Line excuses in a management meeting, he hesitated to speak up. Then another colleague, Julie, diplomatically asked, "What else can you and the rest of us do to make this work?" This question immediately shifted the conversation from blame to solutions. Effective coaching follows five steps: listen sympathetically, acknowledge legitimate obstacles, ask what else can be done, walk through the Steps To Accountability, and commit to follow-up. Third, consistently ask Above The Line questions. Questions like "What reality do we need to acknowledge?" and "What else can we do to achieve results?" focus conversations on solutions rather than explanations. Johnson Controls' mid-Atlantic region transformed performance by shifting from process orientation to accountability. After implementing Above The Line thinking, they doubled sales, tripled profitability, and dramatically improved customer satisfaction. Fourth, recognize and reward accountability. One CEO devoted time in every senior staff meeting to sharing success stories about coaching others Above The Line. Another company created the Pinnacle Award to recognize individuals who achieved results by operating Above The Line. These visible reinforcements demonstrate the organization's commitment to accountability. Finally, hold people accountable in ways that motivate rather than punish. This includes clearly defining desired results, establishing mutually agreeable progress reports, and delivering either praise or coaching based on performance. A hospital administrator challenged a nurse supervisor known for Below The Line behavior to demonstrate a new attitude during her shift. The nurse's subsequent email detailed specific instances where she chose accountability over victimization, transforming difficult interactions into productive conversations. Organizations that successfully build cultures of accountability experience dramatic improvements in results. By implementing these five activities consistently, you create an environment where people naturally ask "What else can I do?" rather than "Why can't I succeed?"

Chapter 6: Coach Others to Rise Above Their Circumstances

Helping others develop accountability requires masterful coaching skills. Like Dorothy sharing her newfound wisdom with her companions, you can guide colleagues toward greater accountability and superior results. Effective coaching begins with recognizing when others operate Below The Line. Listen for victim language like "It's not my job," "There's nothing I can do about it," or "Just tell me what to do." Watch for defensive postures, blame-shifting, or excessive focus on uncontrollable circumstances. At Deloitte & Touche, CEO Jim Copeland recognized Below The Line thinking when employees resisted separating consulting services from accounting after the Enron scandal. Rather than dismiss their concerns, he facilitated a five-hour conference with key leaders to acknowledge reality and develop an Above The Line response. When coaching others toward accountability, apply a delicate touch. Avoid using accountability as a hammer to nail people when they make mistakes. Instead, create an environment where people feel empowered by accountability rather than trapped by it. Follow five key steps: listen sympathetically to their perspective, acknowledge legitimate obstacles they face, ask what else they might do to achieve results, walk them through the Steps To Accountability with a personal example of your own Below The Line behavior, and commit to helping them implement their action plan. The most powerful coaching technique is asking Above The Line questions. Questions like "What reality do we need to acknowledge?" and "How have our actions contributed to our current circumstances?" prompt self-reflection rather than defensiveness. At one North American oil company, safety improved dramatically when meetings focused on "What else can we do to eliminate accidents?" rather than assigning blame. This approach reduced their OSHA recordable level from 8 to 0.7, saving millions in lost time and resources. Hold people accountable through regular progress reports they initiate rather than you demanding. When people suggest their own reporting schedule, they take primary responsibility for results. During these sessions, either praise progress or coach through challenges by asking "What else can you do?" rather than offering your own solutions. This approach maintains their accountability while providing guidance. A hospital nurse supervisor demonstrated the power of this coaching approach when dealing with difficult staff interactions. Rather than agreeing with negativity or avoiding confrontation, she learned to ask questions that redirected focus: "You seem frustrated, would you like to tell me about it?" This simple shift transformed potential conflicts into productive conversations. Reward accountability by celebrating Above The Line behaviors. One restaurant company had general managers anonymously grade both their stores and the organization on accountability behaviors. Regional managers then facilitated group discussions about overcoming obstacles, resulting in significant productivity gains across the company. Remember that coaching accountability takes time—it's a process, not an event. People develop ingrained perspectives they cannot quickly discard, especially if they feel cornered. Create opportunities for others to experience small wins Above The Line, gradually building their confidence in this approach. As they experience the results of greater accountability, they'll naturally adopt this mindset in more situations, eventually transforming their entire approach to challenges.

Chapter 7: Balance Results with Personal Fulfillment

Achieving superior results shouldn't come at the expense of personal wellbeing. The final dimension of accountability involves creating balance between work demands and personal fulfillment—a challenge that grows increasingly important in today's demanding environment. The World Health Organization recently called job stress a worldwide epidemic. As companies downsize and flatten organizational structures, employees often face pressure to do more with less. John Sculley, former Apple Computer CEO, observed that "A good night's sleep is a remnant of agrarian and industrial ages. The information age is making a night's sleep a thing of the past." This 24-hour workday creates tremendous strain on individuals and families. When organizational demands disrupt personal life, you can easily feel victimized and betrayed by the company to which you've dedicated yourself. Rather than accepting this imbalance as inevitable, take ownership by acknowledging reality and developing creative solutions. Bill Delano, founder of an Internet service for job stress, recommends applying the Steps To Accountability: See It by identifying what exactly causes your stress; Own It by not personalizing criticism; Solve It by distinguishing between what you can and cannot control; and Do It by setting achievable goals and celebrating accomplishments. One client company addressed work-life balance head-on when bringing several new products to market. Management recognized employees were sacrificing personal lives for the company and invited candid feedback about the situation. After thoughtful deliberation, they made balancing personal and professional life one of six corporate beliefs guiding their culture. As a result, any employee could decline late meetings without fear of reprisal. By supporting employees who took accountability for their choices, the company achieved remarkable growth and profitability while maintaining a healthy culture. Cross-functional strife represents another area where balance creates superior results. Organizations where departments battle each other—marketing versus manufacturing, sales versus R&D—waste tremendous energy on internal conflicts rather than external results. At Johnson Controls, departments initially focused solely on their own objectives rather than overall business outcomes. As Allen Martin, area manager, described: "People in different departments were so concerned about covering their tails and documenting things they'd done that it impeded our ability to be innovative." After implementing accountability training, departments began working together toward three strategic goals: grow 15%, become number one in the market, and change the business's value proposition. The result? Sales doubled, profitability tripled, and customer satisfaction soared. Balance also applies to avoiding "programitis"—the tendency to chase management fads rather than focusing on fundamentals. From total quality management to reengineering to empowerment initiatives, organizations often jump from one program to another without addressing the underlying accountability issues. As Shapiro, Eccles, and Soske observed in Sloan Management Review: "Fad surfing—riding the crest of the newest panacea and then paddling out just in time to ride the crest of the next one—has been big business over the past twenty years." The most successful organizations balance innovation with accountability fundamentals. Creating balance doesn't mean avoiding challenges—it means approaching them with wisdom. Resource constraints will continue, workweeks may lengthen, and change will accelerate. By acknowledging these realities while taking ownership of your response, you transform potential sources of stress into opportunities for growth and fulfillment.

Summary

The journey to accountability parallels Dorothy's adventure in Oz—discovering that the power to achieve superior results lies within you all along. By recognizing when you operate Below The Line, taking ownership of your circumstances, solving problems creatively, and following through with decisive action, you transform yourself from victim to victor in any situation. This fundamental shift in mindset—from explanation to accountability—creates the foundation for extraordinary results in both professional and personal life. The most powerful question you can ask yourself isn't "Why did this happen?" but "What else can I do?" This simple yet profound shift redirects energy from explanations to solutions, from past circumstances to future possibilities. As the authors remind us, "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." Begin today by identifying one situation where you operate Below The Line, then apply the Steps To Accountability to rise above your circumstances and achieve the results you truly desire.

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Roger Connors

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