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In the story The Wonderful Wizard of Oz, the Yellow Brick Road is a path to change for the story's characters. Read the first page
Concordance
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Unfortunately, this in not the case here. Instead, this is yet another entry in the "book as selling tool" sweepstakes. In this sub-genre of the business book, the book is the foot-in-the-door for selling consulting services. Little more than a powerpoint presentation fleshed out with the usual miscellaneous facts and figures, these books are short on everything but jargon. They offer middle managers cozy, self-evident insights and simplistic advice that most company employees find insulting or at least insipid. (Around our office, the charts in the first chapter that show "non-aligned" and "aligned" processes and goals are considered a fine example of this facile and fallacious sub-genre as they keenly demonstrate the obvious in the most obvious fashion possible.)
Business books are not known for their sense of humor, certainly, because as we all know, business is extraordinarily serious. Yet, lack of wit and self-awareness are not virtures either. Nor is the plodding purposefulness with which the authors describe their "innovative" approach, although again, they are clearly in good company in this genre.
A shame really, especially since clearly the publishers felt strongly enough about the book to spend some extra bucks on shiny green foil on the jacket. Then again, perhaps the title is more apt than I take it to be. Like in the Wizard of Oz, we find there is no wizard behind the flashy curtain and special effects, but rather the usual seller of snake oil.
-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.
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!
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