The Wizard of Awes

go here When The Wizard of Oz was released in 1939, it was not a big success. In fact, it earned only $3,017,000 on a $2,777,000 budget. Since then it’s gone on to become a classic, renowned around the world because it touches a place in us we sometimes forget we’ve had all along.

Today I’d like to tell you about the one small piece of wisdom you can use from that movie to become renowned yourself. You’ll do it by applying the same, simple consequence of the film, touching a place in your employees they often forget they’ve had all along.

Not many years before the release of The Wizard of Oz, Henry Ford utilized a technique that changed the face of industry. It was the assembly line model, and it made automobiles affordable for the masses. People on Ford’s assembly line were given a job to do. They were told how to do it. They were shown where to stand, how to move, what equipment to operate and the methods by which to do so.

Today, this process is still applied, but at places in business in which it has no business.

Employee job descriptions define processes and procedures for our employees to follow. They also indirectly limit human potential. As a result, it’s easy to treat employees like automatons on a production line.

And they stop thinking. When they stop thinking, they stop growing. When they stop growing, so does your organization. And so do you.

But there’s a secret hidden in The Wizard of Oz that can correct this. This very secret will produce a great return upon your own investment, and with time, you, yourself will become renowned. As the movie has touched deeply the humanity of millions, you will affect your own employees.

To do this, you must bestow a great gift: A diploma.

When the Wizard presented the Scarecrow with a diploma, he actually gave a powerful gift. It was the simple realization of what the Scarecrow had forgotten he’d had all along: The ability to think.

The Scarecrow’s enthusiastic response to this gift? “Oh joy and rapture! I’ve got a brain!”

The Wizard did nothing but give the Scarecrow the permission to be who he’d been all along. Wise. Intelligent. Thoughtful. купить Гиблый Елец And the response was a new-found sense of wonder, of purpose and enthusiasm.

If you want to become renowned yourself, give your followers the gift of your own wisdom: Give them a ThD. Give them a Doctorate of Thinkology. It’s so very easy! Just hand each person the freedom that comes with a ThD and see what happens…

Awe. Joy. And rapture.

Обнинск купить Коксик My friend, this little secret will help you actualize the wizard you already have inside yourself. People will travel across the miles, overcoming any adversity, just to seek you out. And for them, you will have become their real and personal Wizard of Awes.


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4 Responses to The Wizard of Awes

  1. Eric Kulikowski says:

    Awesome article Jeffrey. I like both the play on words and the symmetry with this classic movie. Leaders who are engaging is the key. Leaders who are engaging is what drives high performing organizations. ANd leaders who are engaging create more leaders who are engaging by their inspiration and influence. Thanks for sharing!!

    • Jeffrey Tobin says:

      Thank you, Eric. I appreciate your comments on this. They reflect my thinking… in “Toto.”

      And I ain’t Lion!

  2. Ron says:

    Hi Jeffrey — Great article. I sometimes feel like the Tin Woodsman fighting against a chain saw. I believe that there is a battle between two management styles: innovative leadership and benchmarking. Benchmarking, with its “best practices” “metrics” and “procedures” and sameness, does nothing but stifle innovative and forward thinking leadership. Let’s hope that the much revered benchmarking never becomes a legal standard. Now that’s scary. Lions and tigers and bears! Oh, my!

    • Jeffrey Tobin says:

      Ron, Thanks for your thoughtful comment. I like your analogy to the Ton Woodsman. And I agree that there seems to be a battle between the two. My opinion is that the use of benchmarking alone is a flawed process, but that it can be combined with the freedom of empowerment and innovative leadership. Quantitative data are important; the challenge in my mind is willingness on the part of management to pass more responsibility and control “down hill.” This is how leaders are discovered. This is how everyone discovers their potential. This is how organizations transform.

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