We're in trouble: The strategy isn't clear enough

The team is in trouble, no amount of money will help

The goal is to speak until other people’s ears are calloused before they can listen.

Setting too many goals

Businesses that are not relevant to key results should be cut

Pay attention to deadlines

Let everyone take responsibility

The formulation of key results requires bottom-up discussion

Friday's victory meeting

1. Failure to set priorities for goals

2. Lack of adequate communication, resulting in failure to accurately understand the goals

3. Failure to plan well

4. Not spending time on important things

5. Give up easily

The mission needs to be concise, easy to remember, and as guiding as a program

Mission format: We benefit people in (what field or industry) through (what value proposition)

Goal requirements

key results

How to use OKRs

Measuring goals requires a different approach

Brainstorm key objectives and key results

1. All employees submit the goals they think the company/team needs to achieve this quarter

2. Management spends half a day talking about OKRs

3. Management assignment: Introduce the company’s quarterly OKRs to respective departments, and complete the OKR settings for each department

4. CEO confirms department OKRs

5. Top-down association

6. Personal OKR

7. Plenary meeting

More logical preliminary research

Set work priorities

Product alignment with business goals

Collaborate with others

Measure goals and summarize learning

1. Use the team’s OKR as a starting point and mark the confidence index for completing the goal.

2. List the priority tasks of last week and mark the completion status

3. Make a list of priorities for next week

4. List risks or obstacles

5. Remarks

Multiple goals set

The period for setting OKR is too short

Use performance indicators to drive goal achievement

No confidence index set

Changes in information index are not tracked

Treat Monday’s meeting as a debriefing session, not a conversation

Friday is too serious

1. Use goals to define and drive success

2. Traditional academies cannot provide the goal of making the team highly productive.

3. Track goal progress in real time

4. Communicate goals in emails

5. Top-down goal setting takes into account bottom-up components

Set only one company-level OKR

It usually takes a quarter to challenge OKRs

The goals do not need to include traditional performance appraisal indicators, they need to be inspiring

Discussion will communicate departmental OKRs, do not discuss individuals

OKR is a top-down association. Set up the company first and then the individual.

OKR is one thing that must be done, not the only thing

Monday’s OKR progress confirmation is a conversation

Encourage employees to provide opinions and suggestions on company OKRs

friday celebrations