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Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accounta bility for Results Hardcover – January 4, 2011


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Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accounta bility for Results + How Did That Happen?: Holding People Accountable for Results the Positive, Principled Way + The Oz Principle: Getting Results Through Individual and Organizational Accountability
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Editorial Reviews

Review

"Lloyd James expertly narrates [this]…book on organizational effectiveness. His comfortable performance softens the book's serious intentions." ---AudioFile --This text refers to the MP3 CD edition.

About the Author

Roger Connors and Tom Smith are co-founders of Partners in Leadership, an international management consulting firm with thousands of clients in almost all major industries. They are also the co-authors of the prequel to this book, The Oz Principle, and the follow-up book, How Did That Happen?
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Product Details

  • Hardcover: 240 pages
  • Publisher: Portfolio; 1 edition (January 4, 2011)
  • Language: English
  • ISBN-10: 1591843618
  • ISBN-13: 978-1591843610
  • Product Dimensions: 6.2 x 0.9 x 9.2 inches
  • Shipping Weight: 15 ounces (View shipping rates and policies)
  • Average Customer Review: 4.2 out of 5 stars  See all reviews (68 customer reviews)
  • Amazon Best Sellers Rank: #71,313 in Books (See Top 100 in Books)

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Customer Reviews

4.2 out of 5 stars

Most Helpful Customer Reviews

Format: Hardcover
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.
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57 of 69 people found the following review helpful By Chuckie G on May 3, 2011
Format: Hardcover Verified Purchase
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.
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21 of 27 people found the following review helpful By BookFan Biz Results on August 3, 2011
Format: Hardcover
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.
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12 of 16 people found the following review helpful By Lit Lover on January 9, 2011
Format: Hardcover Verified Purchase
I would highly recommend this book to all business people, whether they are top leaders or managers at any level in any type of organization. The emphasis on getting results though a culture of accountability sets it apart from the feel-good books about corporate culture because the authors actually give readers a proven formula for success. It's not easy working with something as hard to quantify as culture, but the authors pull it off. The book is fascinating and well-written. And its many good examples bring the topic to life.
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1 of 1 people found the following review helpful By Jake Hunter on May 5, 2015
Format: Paperback
Executive Summary
This is a review of Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accountability for Results by Roger Conners. The target audience of the book is corporate communicators and how to create workplace accountability. The strengths of the book are very informative on how to change the way people think and create accountability. The weaknesses of the book are some example are to short and do not give enough detail. I recommend reading this book because it provides insight on how to energize the company and create a corporate change in accountability.

Who is the book written for?
This book is written for high level professionals who are looking for a way to bridge the cultural gap. When reading the book it provided many insights into how corporations need to go about changing the way that they build their culture. The first thing it did was introduce the “Steps of Accountability” which was a set of actions that need to be done in order to get the culture to change in the way that it needs to be. When you can evaluate your workers and find their strengths, you can effectively create the environment that you need.

Specific Strengths of the Book
What I liked about this book is that it laid the ground work for what needs to be done for success. They went through and evaluated organizations and how they respond to what is being said and what can become achievable. There were two major examples that I really liked.
1. Do not use the word “Goals” but “Results.” Goals can be lofty and can sometimes be unachievable. Results can be obtainable and can create a sense of urgency and people will believe that it is something that can be achieved or is already working to be achieved.
2.
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Format: Paperback Verified Purchase
• Executive Summary
This is a review of Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accountability for Results, by Roger Connors and Tom Smith. The target audience of the book is business professionals interested in developing a culture of accountability within an organization. In my opinion the strengths of this book are few, though conceptually the authors propose a foundational, though rudimentary, structure describing how one might go about inciting cultural change. That said, there are too many weaknesses to justify suffering through the long winded “real-life” examples that compose the bulk of most chapters; specifically the outdated concepts that are the core of the material presented, the oversimplification of the information’s utility as applicable to all business cultures, and the incessant lists, methods and systems the authors advertise as essential to the process of instilling a culture of accountability. There are so many better choices in this field of study that I cannot comfortably recommend the book; not even as foundational reference material.

• Who is the book written for?

The book is written in such a way that makes me suspect that the authors were providing high level leaders something to distribute among their subordinate managers as required reading when approaching the topic of change management through cultural development. Therefore, I was not surprised at the many customer reviews stating that they were, in fact, encouraged by a manager or boss to give it a read and explain the large brush strokes to their direct reports and teams.
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