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Change the Culture, Change the Game

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Change the Culture, Change the Game

The Breakthrough Strategy for Energizing Your Organization and Creating Accountability for Results


15 min read
10 take-aways
Text available

What's inside?

In an era when change is the new gravity, it’s time to apply sound ideas.

Editorial Rating



  • Innovative
  • Applicable


In this new, revised version of their 2002 book, Journeys to the Emerald City, management consultants Roger Connors and Tom Smith offer wisdom, anecdotes and facts to help you modify your organizational culture for positive business results. The authors discuss change, culture, and people by providing three-step programs, five-principle approaches, three-level matrices, and a pyramid. The authors employ multiple models because they address elements of the workplace that are as intangible as they are important. As Connors and Smith are fond of saying, “Either you will manage the culture, or it will manage you.” This is proven true even though formulas and jargon occasionally muffle their sound methods and useful message. getAbstract recommends this book to CEOs, executives, human resources professionals, parents and anyone running a team who wants better results.


“Creating a Culture of Accountability”

As a leader, you must be alert to “organizational culture,” which is comprised of workers’ thoughts and actions. Ignoring culture is risky, because failing to shape your culture keeps your team from achieving improved results. You form culture by paying attention to your workforce’s “experiences, beliefs and actions.” Being attuned to these aspects means taking care of results. Once you identify the outcomes you want, you must determine how the current state of your company’s culture can lead to those outcomes. Remember that such a transformative process is neither a one-shot action nor something you can delegate.

In the most desirable organizational culture, people exhibit “Above the Line” accountability. They approach problems with the process: “See It, Own It, Solve It and Do It.” “Below the Line” executives avoid responsibility when things go wrong and don’t feel answerable for making them go right. They are skilled at assigning blame. Organizations thrive when they have plenty of above-the-line employees.

Where to Begin: Results

To hold your team members accountable for new, improved results, be clear about ...

About the Authors

Management consultants Roger Connors and Tom Smith co-wrote Journeys to the Emerald City, The Oz Principle and How Did That Happen?

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