Journey to the Emerald City
By Roger Connors, Tom Smith
Publisher: Prentice Hall Press
Number Of Pages: 256
Publication Date: 2002-07-15
ISBN-10 / ASIN: 073520358X
ISBN-13 / EAN: 9780735203587
Binding: Paperback
Summary: Great book for any leader!!
Rating: 5
I am a bank manager for a large corporation. We have a great culture established so I purchased this book not to learn how to change our corporate culture but that of my banking center. I am only about half way through the book at this point but I had to get on here and say that this is one of the most impressive books I have purchased in a long time!
I would say if you are looking at ways to impact your team and develop a culture of accountability this book is exactly what you need. It does cover some things that just make sense but other things are able to be implemented immediately for improvement. My team has noticed the difference in my leadership style as a result. We have to hold them accountable but how do we do it in a way that is effective and not offensive? This is covered.
One of the first things that were an "AHA" for me was regarding how we get results out of people. I have always thought we just need to impact behaviors to get the results we were searching for. The authors suggest a more in depth model. They suggest that it has four levels - First, Experience (create experiences that will enforce the desired behaviors); Second, Beliefs (once they have an experience it creates beliefs); Third, Actions (if they believe something then they will put it into action); Finally, Results (when the actions are what is desired the desired results will follow). Too many times we increase goals to get certain results BUT we forget to move the experiences, beliefs and actions in the same direction. There is so much more!
Summary: Ignore the man behind the curtain...and the contents of this book.
Rating: 1
Oh brother, another corporate winner. Accountability? That is a not a new idea. HR people love this stuff because it allows them to try and be fun while trying to fool you into accepting bad policies, programs and processes. Yes, I get the parable, but as long as corporate America pretends to trust the employees, the employees will pretend to be accountable. Save your money for an oil change for your car instead.
Summary: A Beguiling Title...
Rating: 5
For me, the authors wrote a solid "how to" book on developing a culture within an organization that gets results. Practical and easily understood approaches to fashioning cultural change for achieving results are presented point by point within the pages of this work. For example, several issues addressed are:
-exposing the fallacy of activities for the sake of activities with no appreciable results
-recognizing that every organization has a culture and how to transition that culture into one of effective accomplishment and results-oriented accountability at every level and with every member of the organization
-conveying an agenda on how to make that transition and sustain the new results-oriented culture
It is all here in understandable and ready-to-apply form. While the authors don't pretend that this work to change culture is simple or can be accomplished overnight, they do provide a very focused and forthright view of what is important to work on and maintain as progress is made.
If your organization could be achieving better results or needs to meet promised goals, this is an easy read that contains critical ideas, notions and concepts on how to get there fast.
Summary: Begin the journey...
Rating: 5
Due to the recent successes and significant accomplishments of Orbital Transportation Management Systems (TMS), I want to provide you with an update on the cultural transition of TMS. In June 2001, TMS began the Journey to the Emerald City. What a process! The material and practical exercises led each of us to evaluate ourselves individually as well as how we related to each other. We ended with a renewed vigor and commitment to make TMS a world-class organization. And most importantly, as the organizations leaders, we were aligned around a new culture.
Well, here we are seven months later. Today we are a different organization. The organizational boundaries that prohibited our progress are gone. The indifference to one another's problems have been replaced with cross-functional ownership. The disparate views of how TMS works have been replaced with a set of TMS specific beliefs that guide our actions. And most importantly, we are aligned to hit our results.
2001 was the best year in the history of TMS since its inception. I can confidently say that without our cultural transition we would not have been as successful in hitting our financial goals for 2001.
David Mathisen
Vice President, General Manager
Orbital Transportation Management Systems
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