Friday, December 16, 2011

Change The Culture, Change The Game: The Breakthrough Strategy For Energizing Your Organization And Creating Accountability For Results By Roger Connors, Tom Smith

Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accountability for Results

Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accountability for Results
By Roger Connors, Tom Smith

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Average customer review:
(22 customer reviews)

Product Description

A fully revised and updated installment from the bestselling author of The Oz Principle Series.

Two-time New York Times bestselling authors Roger Connors and Tom Smith show how leaders can achieve record-breaking results by quickly and effectively shaping their organizational culture to capitalize on their greatest asset-their people.

Change the Culture, Change the Game joins their classic book, The Oz Principle, and their recent bestseller, How Did That Happen?, to complete the most comprehensive series ever written on workplace accountability. Based on an earlier book, Journey to the Emerald City, this fully revised installment captures what the authors have learned while working with the hundreds of thousands of people on using organizational culture as a strategic advantage.

Product Details
  • Amazon Sales Rank: #48499 in eBooks
  • Published on: 2011-01-04
  • Released on: 2011-01-04
  • Format: Kindle eBook
  • Number of items: 1
Editorial Reviews

[Audio Review] Lloyd James expertly narrates the authors third book on organizational effectiveness. His comfortable performance softens the book s serious intentions." and brings some of the jargon and complex sentences down to earth. Building on their four-step accountability formula (see it, own it, solve it, do it), the authors outline a process for making accountability the norm at every level of an organization. The five principles they recommend to guide broad cultural change owe more to sociology than to business school paradigms. These principles encourage experienced-based learning practices, respect how people interact in groups and hierarchies, and guide the many strategies offered for sustaining company-wide accountability. Humane ideas for organizations of any size help people take initiative for getting the important things done. --AudioFile

About the Author

Roger Connors and Tom Smith are cofounders of Partners in Leadership, an international management consulting firm with hundreds of clients in almost all major industries. They are also the coauthors of Journey to the Emerald City, a sequel to The Oz Principle. Craig R. Hickman is coauthor of the international bestseller Creating Excellence and author of Mind of a Manager and other business books.
Customer Reviews

Most helpful customer reviews

7 of 7 people found the following review helpful.
1Same Ol Same Ol
By BookFan Biz Results
I was really hoping to see something new and insightful here but as I read through each page in anticipation, nothing ever developed. this is the same old stuff in a new cover. nothing new here. Seems to me to be the operating model of most authors - write a book, wait a few years - update with a new cover. Smith and Connors need some new ideas.

17 of 21 people found the following review helpful.
By J. Czarnik
OK... 15 Reviews total so far, 12 of them- all 5* on Jan 4, release day. Imagine the coincidence :).

And yes, I actually DO own the book. It is a decent book among a crowded shelf of business management self-help books. Not worth the 5* sweep though.

7 of 8 people found the following review helpful.
5A comprehensive, cohesive, and cost-effective methodology to achieve breakthrough results
By Robert Morris

In Leading Change, James O'Toole suggests that much (most?) of the resistance to change initiatives is the result of what he so aptly characterizes as "the ideology of comfort and the tyranny of custom." Roger Connors and Tom Smith fully agree. In a previous collaboration, The Oz Principle, they explain how to get desired results through individual and organizational accountability. They introduce "Steps to Accountability," a sequence of actions: See It (i.e. recognize what must be done), Own It (i.e. make an investment in as well as a commitment to getting it done), Solve It (i.e. recognize and eliminate barriers with whatever resources may be needed), and Do It (i.e. producing the right results in the right way, as promised). Connors and Smith also suggest that people tend to live and work (most of the time) either above or below "The Line" that divides accountable behavior from behavior that is not.

As they note, "We use the term `result,' rather than `goal' because result implies that either you will achieve something or that you have already achieved it. In contrast, `goal' suggests that you would like to have something happen, but might not accomplish it. A goal tends to be hopeful and directional, but not absolute." In this context, I reminded of what Thomas Edison observed long ago: "Vision without execution is hallucination." Apparently the Yoda agrees: "Do or do not. There is no try."

Connors and Smith devote Part One (Chapters 1-5) to explaining how to create a Culture of Accountability, define the results to be achieved, take effective action to produce them, identify core believes that guide and direct behavior, provide experiences that support efforts, and reinforce results to sustain their beneficial impact. In Part Two (Chapters 6-10), they explain how to align cultural values with change initiatives, apply effective three Culture Management Tools they recommend (i.e. focused feedback, focused storytelling, celebration of incremental progress), and three skills needed to move the culture from where it has been to where it should be (i.e. Lead the Change, Respond to the Feedback, and Be Facilitative). Obviously, it would be a fool's errand to adopt and then attempt to apply all of Connors and Smith's recommendations. It remains for each reader to select what is most relevant and responsive to her or his needs and those of her or his organization.

With regard to buy-in of the plan, once formulated, Connors and Smith suggest and then discuss Five Principles of Full Enrollment (Pages 196-213):

1. Start with accountability
2. Get people ready for the change.
3. Begin with the top and intact teams.
4. Establish a process control and keep it honest.
5. Design for maximum involvement.

Those who need additional assistance with achieving full (or at least maximum) enrollment, I highly recommend John Kotter's A Sense of Urgency and his more recent book, Buy-In: Saving Your Good Idea from Getting Shot Down, co-authored with Lorne A. Whitehead. For supplementary readings, I also highly recommend Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success and Enterprise Architecture As Strategy: Creating a Foundation for Business Execution, co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.


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