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"If we got kicked out...brought in a new...what do you think he (she) would do?" I feel like this is a great reflective question to make sure we are doing all we can in our current position.

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How do you feel about all of the talk in the text about "victimization"?

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"Much of the work that gets done in this world gets done by those who don't feel well."

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"What can I contribute that will significantly affect the performance and the results of the institution I serve?"

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"Companies fail the way Ernest Hemingway wrote about going broke in The Sun Also Rises: gradually, and then suddenly."

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I'm getting a little "stuck" on the idea of failure as a bad thing--always. Maybe they talk about it again later? I think if we never try anything new we stay "safe" but that's not how innovative companies succeed. I think failure demonstrates a willingness to try new things. Hence, we need to be careful about how we define failure.

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Important for companies to pay attention to the economy and what's happening politically. Wisconsin for example, is down 10%--no more CE required due to loss of unions. What is happening politically and economically affects our company.

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...discusses company histories. How do we share our company history in a way that doesn't feel like "we already tried that"? Do we think it is important for all in the company to understand our company's history?

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I like the "here is what I am going to do" phrase!

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It is what we say, but is it really what we do?

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Out of the list of questions on page 40, the one that stuck was "Have you ever felt that you would have done things differently if it was your company?" What a great question! Anyone? Anyone? Bueller? i.e. I think it's easy to criticize how things are done, but important to ask ourselves "how would I have done it?"

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Love this quote, and it reminds me of our team: "The most powerful working environments apply principles of interdependence and joint accountability, where people don't fear accountability, but teach and coach each other to win."

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I really liked the discussion about what "rings the bell"--what does success look like for any given activity? "To keep our organization focused on results in the face of noisy activity,  we speak of ringing the bell often...Accountability begins, without exception, with clearly defining the results you want and need to achieve...Otherwise they can get lost in the process of doing the job and lose focus on the results" (57).

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I really liked the discussion about what "rings the bell"--what does success look like for any given activity? "To keep our organization focused on results in the face of noisy activity,  we speak of ringing the bell often...Accountability begins, without exception, with clearly defining the results you want and need to achieve...Otherwise they can get lost in the process of doing the job and lose focus on the results" (57).

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One thing I really appreciate about my team, it's that we really don't do the "it's not my job" thing. We are more likely to worry about things that we can't control than about jumping in and helping one another.

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"Then you'll meet people with attitudes of accountability who work hard to hold themselves and others responsible for achieving the results they want." (top of pg. 9)

This reminded me of our C&I team!

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On the maturity continuum, dependence is the paradigm of you--you take care of me; you come through for me; you didn't come thorough; I blame you for the results.
Independence is the paradigm of I--I can do it; I am responsible; I am self-reliant; I can choose.
Interdependence is the paradigm of we--we can do it; we can cooperate; we can combine our talents and abilities and create something greater together.

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I'm still a little sensitive to this term after all the pressures of teaching and measuring success with test scores.....but that said, I agree that the Steps to Accountability are worth review. It would be great to discuss how these steps connect for us specifically in C & I.

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This quote resonates:
"Asking someone else to tell you exactly what to do represents nothing more than an advanced form of excuse making because it stems from the victim's desire to prepare his or her excuse before every taking action."
Don't you think it's key to consider solutions before discussing problems?

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There are some times where "mitigating circumstances that warrant consideration or genuine reason..."

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is important!! We need to know this to make informed decisions.

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If you are unsure, ask for more clarification. Do not remain confused!

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When there is a problem, what if we said to our team leader or executive team, "Here is what I'm going to do, what do you think?" This is taking initiative, but also checking in to make sure the solution is on point.

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Sometimes the solution is much more simple than we make it!

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I like the definition provided on accountability, but I am not sure how I feel about "rise above one's circumstances." Thoughts??

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I love this:
"...you will never overcome a hurtful past until you develop a present- and future-oriented view of your own accountability for getting more out of life."

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"The most powerful working environment apply the principles on interdependence and joint accountability, where people don't fear accountability but TEACH and COACH each other in order to win..."

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"At what point does one's quest to help solve the problem actually get in the way of engaging others in doing the same?"

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What rings the LE bell? Course sales or remarkable experiences? Once we KNOW this, we can and WILL "ring the bell!"n

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Maybe this had the opposite effect that was intended, but these excuses made me sad. As someone who used to be afraid of financial issues (and is slowly getting better), drawing out and jesting about people's fears about the IRS doesn't scream "victim" to me. It screams fear. And while victims certainly often display fear, it shouldn't be dismissed as weak. Likewise, taking action requires bravery and courage- something that should be applauded, but its understandable that people would be afraid to speak up. That shows there is more to it than being a "victim," it also means that there's a perception at the top of the chain that dissent is not always welcome.

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Just the title of this section spoke to me... "HELPING people "ring the bell"
we want to help others be successful and not just ourselves. When that happens we see team goals accomplished and then all around company goals! This doesn't just have to pertain to helping our C&I team be successful. Maybe as a company we need to take a look at how each team can help out each other better.

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"When people make a direct connection between their job and the organization's desired results, they breathe purpose and vision into their lives  and become highly motivated."

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"Everyone, even the highest achievers in our complex interrelated society, can get stuck in the victim cycle on occasion, but those who believe in accountability never remain there for long."

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I think it's important to assess the other structures in place within a team that support accountability-- clear communication channels, a culture of support/mentorship, opportunities for relationship building. Each team member must feel connected and valued. This idea may be a little to warm and fuzzy for the authors!

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This chapter is called "The Courage to See It" One of the things I learned "back in the day" was "silence the bell, fly the airplane." I believe we (C & I) "fly the airplane" for the company. I'll explain when we discuss in person.

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I continue to struggle with the author likening traumatic or personal events like mugging or family dysfunction to corporate or business happenings. NOT.EVEN.CLOSE. (IMO)

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I think most people see it, and self correct...that is all.

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I do think owning things is important for each and every person in a family, organization, company, etc. It's also extremely important to personal development (growth of self). The questions on p. 96 could be helpful if reflection is needed.

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I feel like a lot of the examples of "owning it" were really just acts of desperation--these leaders really waited until they were called on it publicly or faced demise before stepping up. It seems like owning it should be about integrity and accountability at every step--not seeing how far you can push it before 'doing the right thing'

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Anyone else uncomfortable with the mugging analogy? I just don't like the flippant references to victims--and now actual physical violence--used in a book about business.

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The discussion of the gig economy and temporary workers  (96) was interesting. What is the solution? I couldn't tell if he was saying temp workers still need to be as loyal to companies (even if companies aren't 'rewarding' loyalty as they did in the past) or if he was saying there is still a benefit for companies  to ensure long-term employment to get the results they want and need. Interesting consideration, especially with our evaluator team!

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I liked the focus on Solve It as a company-wide agenda. This is where we  could benefit from more discussions between teams, especially when it comes to problem-solving or reaching big goals! Do we have clear pathways and channels for all employees to feel like they can "do more" and offer new solutions as they arise?

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"You can gain great insight from frequent, regular, and ongoing feedback from other people" pg. 80

I think C&I does a wonderful job of this!

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I agree with this statement: When you find the heart to own your own circumstances, you automatically gain the commitment to overcome and change those circumstances for the better.  AND I think the most successful people people figure out a support network and allies for change.

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These are powerful and lofty to achieve - especially "Think Differently."  We could do this more often.

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"While you may gain a lot of insight from an candid self-assessment, you can learn even more from the honest feedback of your colleagues, friends, and family."  The trick here is to create a safe environment and relationship trust to give "honest" feedback. This is much easier said than done in my opinion.

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Growing weary of the dysfunctional families label. We are all families, making our way, figuring it out. If you're looking for perfection, you'll be standing alone.

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Growing weary of the dysfunctional families label. We are all families, making our way, figuring it out. If you're looking for perfection, you'll be standing alone.

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We have a sense of ownership because it's our face (vlogs) on the screen, and our name on our blogs. But beyond that, I think we are respected for the work we do, and yes, we all feel a sense of ownership of our responsibilities.

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Fine with the idea of "owning it" but there are multiple steps to our processes i.e. we often have to wait on others to complete a task. 

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Fine with the idea of "owning it" but there are multiple steps to our processes i.e. we often have to wait on others to complete a task. 

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I don't like the idea of shaming people into compliance as in the Tokyo train example.

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Full disclosure: my favorite car brand. Liked the story about how Toyota continually evolves. Considering this book has a 1994 copyright, I can see that what they said is true, as the company continues to evolve today. The Super Bowl commercial featuring Para-Olympians was the first Toyota commercial to not feature a car. Disruptive thinking.

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I like the list on pp 126-127

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Hmm. A lot of "rah-rah" about Wal Mart. They are considered "successful" yet, from what I've read, do not pay their employees a fair wage and do not give their employees benefits.

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Loved the story about the Ping putter and how Karsten Solheim went to the putting green where "the tour's sick and wounded pull in for repairs and they always are looking for a miracle cure.

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It would be interesting to learn more about the authors. Who are they, what are their "credentials"? Can you say "judgmental"?

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"Success" to the authors is measured in profitability. There are other ways to measure success--like: happiness of employees, giving back to the community, making the world a better place, etc.

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What makes them "experts"?

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Their measure for success is profitability. What about employee happiness, giving back to the community, being good earth citizens (clean energy), and helping workers find balance? My point: there are so many more measures to success than $. Have you ever read The Happiness Study?

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Their measure for success is profitability. What about employee happiness, giving back to the community, being good earth citizens (clean energy), and helping workers find balance? My point: there are so many more measures to success than $. Have you ever read The Happiness Study?

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A few years ago, a Princeton study suggested that $75,000 is the happiness tipping point-earning more than that, happiness may not really improve. This needs to be adjusted, however, by your area's cost of living, so here's the benchmark by state (and DC).

Business Insider posted these charts based on the latest cost-of-living data data from the Council for Community & Economic Research. As you can see in the graphic below, there's quite a difference by state:

There are other variables to consider, such as the size of your household and your personal happiness needs. Also, a smaller study suggested a $50,000 salary is when we start to see significant differences in life satisfaction and well-being.

Still, the benchmark may help you appreciate your salary more-or work towards getting there, whether through negotiating your salary, moving to a better job, or actually moving.

Head to Business Insider for more on the magic $75K number and why it might still be applicable (even though the equivalent for today's income is $83K).

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$83,000 Is The New $75,000 Happiness Benchmark For Annual Income

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A few years ago, a Princeton study suggested that $75,000 is the happiness tipping point-earning more than that, happiness may not really improve. This needs to be adjusted, however, by your area's cost of living, so here's the benchmark by state (and DC).

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"If you sit on the sidelines watching 'the game of your life' play out before your eyes, you relinquish your ability to affect the final score..."

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Josh's story..."I should have worked more closely with the people and the culture of the ...company to obtain their ideas and involvement in the programs I was trying to implement. I could have been more open to their suggestions, and I should have involved myself more with their plans, purposes and priorities."

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I think this statement applies as we (C and I) talk about how to write and deliver content in the future: "Toyota is adapting to accommodate its new workers and advanced technologies." Insert customers for workers here.

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I actually like these...I'm "owning the fact" that I have some work to do on some of these. :)

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You "see it" and "own it" but someone else doesn't and that gets in the way of "solve it"?

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Have to say, I sorta love this poem.

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"...many studies show that you cannot control 90% of what you worry about!"

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I believe LE and C and I do a great job currently of reporting progress on measurable goals.
-"report regularly and thoroughly"
-"stand and deliver when it's time to report"
-"analyze their activities in an effort to determine what more they can do to get results"

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I'm curious as to what others thought when looking at the assessment in this chapter in regards to LE and teams. I feel most of LE (overall, individually and as teams) does NOT demonstrates.

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I hope to never use the language and imagery of the victim cycle even though that's what the authors recommend. Beating a dead horse, here, I know...I just hate this language and concept in comparison to work and business and PEOPLE.

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To me, this is the same as focusing on solutions to problems instead of identifying the problem repeatedly and spending a ton of valuable time trying to determine why it happened. We do need that information, but the focus should be on solution finding.

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I like this a lot:  "Remember, only when you assume full responsibility for your thoughts, feelings, actions, and results can you direct your own destiny; otherwise someone or something else will."

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I would really like to know from L Squared and our executive team "What rings the bell?"

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Management fads...is "Oz Principal" one of them?

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I'm looking forward to hearing take aways from the group today. For me, two things:
1) We can use the "Here is what I am going to do phrase" to empower all individuals at LE. If we see an issue, propose a solution.
2) Although I basically hated the book, I do agree that we should all try to stay "above the line" in general!

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"...they actively seek and provide feedback; they hold themselves to the same accountability standard as everyone else; and they desire to help others follow their lead."

Keely- you are great leader for C&I!!!

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I like how this section acknowledges that people view  accountability in different ways, some of which are useful ways of looking at it and others which are not so useful and may need to be changed.

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I think it's possible (and essential) to recognize our own individual accountability, while also actively working to shine a light on systems/process that are broken.

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I appreciated the discussion on 214 about the importance of every team member receiving feedback from all other levels. Growth is for everyone and constructive feedback is necessary for this!

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"The first crucial challenge to creating greater accountability is training everyone from the boardroom to the mailroom to understand the crucial relationship between accountability and results"--I think the importance of company-wide training and reflection when introducing new programs can't be understated. If a new approach is truly going to stick and a company wants to develop a common language to address issues (as the author recommends) we need to spend time as a company developing deep knowledge of this program. I'm not sure just reading a book will create company-wide changes if that is the goal of the book study? Just food for thought.