OKR: Objectives and key results
- Pull the plug on losers to fail fast
- Ideas are easy, execution is everything
- Objectives: What needs to be accomplished
- Key result benchmarking and monitoring, aggressive but realistic
- Hard goals drive performance better than easy goals
- Well defined challenging goals increase productivity
- Write down goals and share freely
- OKR demolish silos
- Actions and data speak louder than words
- Commit, focus, align and stretch
- All in the spirit of engagement and accountability
- Testing our limits with freedom to fail
- CFR: Conversation, Feedback and Recognition
- Have short and long range goals
- Consult employees in defining goals: Hendy Groove, mgt by goals
- No more that 5 key results
- Half in consultation with employee
- No dictating, social contract on how success will be measured
- Key OKR can be modified
- Set OKR beyond immediate grasp
- Stretched goals
- OKRs are a tool not a legal document
- OKR and bonuses must be kept separate
- Great companies are improved by leadership
- What is the most important for the next 3 to 6 months ?
- Successful organisations focus on a handful set of objectives
- Feedback must be an integral part of OKR
- Employees want to give feedback to their managers
- Public transparent OKRs
- Do you have feedback on how we could stretch even more
- Inspirational OKR: What could my customer need. What can it look like when you are free of constrains
- Typical mistakes
- Failing to distinguish between committed and inspirational OKRs
- Business as usual OKR without changing what we are doing
- Sand Bagging: Somewhat more that resources allow for
- Low value objectives, they need to have clear business value
- Insufficient key results
- OKR must
- Take more than 5 minutes to set
- Should fit on one line
- Use real dates
- Must be measurable
- Culture is how you as a senior behave. People are watching and modelling you
- Identify OKRs with the most leverage for outstanding performance
- Focus on 3-4 OKRs at most for the quarter
- No more that 5 measurable measures
- Elevate OKR to higher mgt to get more lateral support
- Explain why an OKR is important for the organisation. Keep repeating it yourself
- Encourage 50% bottom up OKRs
- Make all lateral dependencies visible
- When an OKR is dropped make sure it is know across
- Replace incremental OKR with exponential OKRs!
- “Hyper focus” by Bailey Chris
- “Eliminate negative thinking” by Howell
- OKRs must be prioritised. Anything coming its way should be escalated
- An OKR that doe snot require rearrangements is probably a business as usual OKR
- Failed OKRs need a post mortem
- Aspirational OKR will exceed the capacity of delivering by design
- If objective does not fit on one line it is probably not crisp enough
- Use real dates and make sure they are measurable and specific
It is our choices that show who we truly are, far more than our abilities
J.K Ralling
CFR: Conversation Feedback among peer Recognition
- Communicate with clarity
- Name your company top priorities
- When you are tired of saying it to people start hearing it
- Cross the why as well as the what
- If you are certain you will nail it, you are probably not pushing hard enough
- It is the short term goals that drive the work
- Nothing drives us more forward than a deadline
- A 3-month horizon curbs procrastination
- “High input management” by Andy Groove
- OKR should provide focus and thus each OKR must be small
- Have expert tell us what to do , not what the should do
- Cascading goals are slow and not transparent
- Ignite OKRs
- Strength based and fact driven
- Purpose: Mutual teaching and exchange of information
- What are you doing
- What are you concerned about
- What have you learned
- It is the employees meeting, the supervisor facilitates what is happening
- Facilitates heart to heart discussion
- Goal setting and reflection to align individual goals with organisation objectives
- Ongoing progress update with problem solving (what is working well, what is not working so well)
- 2-way coaching
- Career growth, expand vision of the company
- Light weight performance review, summarise what the employee has accomplished in the context of the organisation needs.
Discussions to have
- Goal Planning and reflection
- What OKRs are you planning to focus on to drive the greatest value for your role, your team, your company
- Which OKRs align with key objectives in the organisation
- Progress updates
- How are your OKRs coming along?
- What critical capabilities do you need to be successful?
- Is there anything stopping you from meeting your objectives?
- What OKRs need to be shifted or eliminated in light of the shift in priorities?
- Management les coaching
- What behaviour and values do I want my reports to continue | start | stop exhibiting?
- What coaching can I provide to help the report realise his/her full potential?
- What part of your job excites you?
- What/any aspect of your role you would like to change?
- Upward feedback
- What are you getting from me that you find helpful?
- What are you getting from me that prevents you from being effective?
- What can I do for you to allow you to be more successful?
- Grow
- What skills or capacities would you like to develop to improve in your current role? or future role?
- In what areas do you want to grow to achieve your career goals?
- From a learning and grow stand point, how can I help you get there in the company?
- Prep-work
- In the next 6 months what should the focus of the contribution be:
- Meeting expectation in its current role?
- Maximising contribution in its current role
- Preparing for the next opportunity? (new project, responsibilities, role?)