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OKR User Manual
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OKR User Manual
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- Outline
OKR (objectives and key results)
"OKR User Manual"
[China] Yao Qiong "Agile Performance Management" "OKR Manual"; [USA] John Doerr "This is OKR"; [USA] Christina Wotek; [Translator] Mingdao Team Cao Yangfeng Wang Yonggui
OKR culture
OKR culture is a responsible culture because it continuously tracks responsibilities; OKR culture is a transparent culture because it requires openness and transparency; OKR culture is a cooperative culture because it strengthens teamwork; OKR culture is a culture of innovation because it encourages challenge innovation;
Targeted
Small Start-ups (Venture Capital)
For employees: need to work in the same direction
For enterprises: survival tools, trial and error tools, focusing on experience to do the most important things.
Medium size business (expansion)
OKR is a shared language of execution
Make expectations clear: What to do quickly? Who is working hard?
For employees: Be vertically and horizontally aligned on goals
large enterprise
OKRs are signposts that tear down “department walls” and build connections between the company and distant contributors
Empower those on the front lines to come up with new solutions and adapt agilely to changing circumstances
Part 1 Practical Teaching
The essence of OKR
History development
Originated from Peter Drucker's "The Practice of Management" in 1954: "Management and Self-Control by Goals"
In 1971, Andy Grove launched the IMBO method (Management by Objectives System) at Intel Corporation.
Basic idea
Summary
An open source system that can be customized based on basic ideas and principles
Based on business and management status
According to the implementation goals and objectives
Summary of business management concepts and experiences
A best practice in management by objectives
OKR is a structured goal setting system
Component 1: What do objectives (O, objectives) want?
Component 2: How key results (KRs) are achieved and how completion is measured
O KRs standard structure
I will achieve (objective), as measured by (key results): I will achieve (objective), as measured by (key results), the target results are rigorous logical relationships. a-m-b reach - measure
OKR cannot replace your correct judgment. It can give you a structured thinking framework to gather ideas, thinking, and judgment into goals and key results.
OKR is focused thinking
Focus: It is a choice and a trade-off
Example
blue ocean strategy
Positioning theory…
Premise and basic assumptions
Organizational resources are limited and we cannot achieve all goals and requirements
Purpose
Commitment: Invest enough experience to ensure the goal is achieved
Reflected in: O (What is the highest priority? KRs (What is the most critical to the goal?)
OKR is not a reflection of daily work, it is something that requires more energy; OKR is not a to-do list, it is a choice based on rigorous thinking about goals.
OKR is the collaborative thinking of organizations, teams and individuals
Basic conclusion: Professor Chen Chunhua, century-old management has moved from division of labor to collaboration. [Focus on improving management efficiency and improving organizational performance, emphasizing the division of labor, power, and benefits]; [The key to achieving organizational performance is to treat the enterprise as a whole, and work together from top to bottom]
How to ensure organizational goals are achieved
Experience and practice: Decompose it layer by layer, and decompose the target into specific departments and even employees.
OKR practices
From top to bottom (Beach Unicorn): OKR's top-down connection, digitalization - the contribution made by completing the numbers; explicit and feasible;
From the bottom up: not only pay attention to the command and control decomposed by superiors, but also pay attention to the inner thoughts of the responsible person (self-setting goals, self-control, self-development), forming inner commitment and reaching consensus to achieve true synergy;
Between horizontals: Be wary of silo thinking (departmental walls or siloism);
OKR is an agile working method
OKR characteristics
Customer orientation, non-task orientation, functional orientation, focusing on the "value" and "meaning" of customers (key results are not only the measurement of tasks, but also the effect of tasks)
OKR is formulated based on logic, which must be verified through data (emphasizing the quantification of results, quantification is not only for evaluation but also for review and verification of OKR formulation logic)
OKR is an open system where goals and progress information are transparent and shared
OKR is a continuous tracking system that requires regular progress updates (cycle iteration through data analysis and continuous tracking, regular review and refresh of goals)
Agile organizations usually use OKR for goal management; OKR is very practical for organizations to establish an agile culture.
OKR is a growth mindset
Edwin Locke, the father of structured goal setting theory: The more challenging the goal is, the better the results will be. (Challenging goals push us out of our comfort zones and beyond the boundaries of our abilities). Google proposes to set OKRs to make people feel "uncomfortable excitement"
Employee type
knowledge workers
New generation employees
Challenge culture - a culture that tolerates failure
Commitment-based OKR: Based on superior goals and requirements, based on the current situation, priority resource investment guarantees, and must be completed 100%.
Challenge OKR: Based on the responsible person's own dreams and the future, resources may not be sufficient, and it is extremely difficult to complete 100%.
As time goes by, the challenge type will also transform into the commitment type.
The relationship between OKR and KPI
KPI (Key Performance Indicator): What you want to do and do it in the most economical and optimal way
OKR (Objective Key Results Management): Select key 1-5 items based on other scenarios unchanged
Different from contact
the difference
connect
KPI is the source of OKR, but it is not the same as OKR
OKRs will make KPIs accomplished better
BSC (Balanced Scorecard)
It is a method and tool to determine goals
basic rules
Target cycle: Based on the specific situation of the enterprise, it generally does not exceed the quarter. It can be formulated quarterly or annually. The organization can formulate the year, and the department or individual can formulate the quarter.
Quantity limit: Don’t have too many. If there are too many, you won’t get together. As a rule of thumb, OKRs generally do not exceed 5, and each O should have 2-5 KRs.
Ambitious (Google’s “Moonshot”)
Challenging target features
uncomfortable
Couldn't do it before
can be completed
Use the confidence index to measure 70% (assessment of self-state)
How to achieve challenge goals
Hard work, such as working more hours or working smart, continuous improvement, innovation and breakthroughs
Weight: The importance of one indicator relative to another indicator (does not need to be set, but priority can be set)
Set priorities: Commitment OKR, Challenge OKR
Sorting sets priority: the previous ones are higher than the later ones
Formulation method (here mainly refers to O)
Top down -60%
Supervisors assign goals directly to employees
Bottom-up -40%
Employees set their own goals
The two are carried out in parallel, and superiors and subordinates fully communicate and reach a consensus. can include each other.
Keep track of
It is necessary to update OKR progress information, continue to track it, and integrate it into actual work. Provide information updates at least weekly. A quarter lasts about 13 weeks, and each week is probably close to 10%. Understand the obstacles or challenges in achieving goals by comparing accomplishments.
Establish corresponding forms, systems, and mechanisms to ensure that employees can more easily implement them, form a habit of continuous tracking and a management culture, and be agile to sort out, integrate, cancel, and merge emerging problems.
score
A process of self-control that measures the completion of key results or goals (not a basis for rewards and punishments)
Scoring method
interval score
Perform KR scoring first, and then average all KR scores as OKR scoring
It is recommended to score in the range of 0-10
KR scoring rules
0: Unacceptable result, not completed
0.3: Did not achieve the desired goal
0.7: Didn’t meet the challenging goal, but achieved the desired goal
1.0: Achieve the challenging goal and complete
Completion percentage rating
Perform KR scoring first, and then average all KR scores as OKR scoring
Judging rules
Quantitative KR (KR with quantitative results)
Completed results/goal required results
Milestone KR (completion of tasks by deadline)
In the range of 0-1, completed is rated as 1, uncompleted is rated as 0, and overfulfilled is rated as 1.
Decoupling OKR from appraisal and compensation
Andy Grove: OKR is not a legal document based on performance evaluation, but should only be an input to determine the quality of individual performance.
Scores cannot be directly related to performance pay. This will "destroy OKRs" and is not conducive to the creation of a challenge culture.
OKR scores cannot be directly used as performance appraisal scores. Careful consideration is required if necessary.
Openness and transparency (core feature of OKR)
significance
Stimulate responsibility commitment: the first commitment is to disclose goals, the second commitment is to regularly update progress, and the third commitment is to disclose scores.
Promote collaboration (which cannot be solved by collaboration awareness alone): Goal visualization
Improve the level of professionalism: personal goals are related to organizational goals, feel the meaning and value of one's own work, have a sense of honor, fairness and mutual encouragement
Form an agile foundation: (an effective way to deal with the current UVCA): The foundation of agile is open and transparent information sharing
Open and transparent operating principles
Organizational executives can see everyone’s OKR information
Superiors can see the OKR information of all subordinates
Subordinates can see the OKR information of superiors
Team members can see each other’s OKR information
People with work contacts can share OKRXINXI
Special handling of confidential information
Confidentiality of Sensitive Information
The OKR responsible person can be authorized to make other open-scope settings.
open and transparent form
Publicly shared files internally
Open in the office area
Application information system for disclosure
Leveraging a system to manage OKRs consider the following key functions
OKR development/update
The relationship between OKR target points is displayed and dependencies are marked.
OKR progress update
early warning system
Visibility settings
Update information record
Information notification
Connect with organizational structure, positions and email systems
Social elements: endorsements, comments
Associated with other management elements and management environment
OKR formulation
Develop ideas
Based on insight: reflecting thinking mode, professional experience, observation and analysis ability, innovation awareness, etc.
Choose priorities and set goals (non-urgent matters)
corporate goal hierarchy
Mission: the value and meaning of the organization’s existence (50 years, 100 years)
Vision: What the company hopes to become, a specific description of the future, and a blueprint for future development (10 years, 20 years)
Feature 1: Consistent with mission
Feature 2: Clear and verifiable
Feature 3: Inspiring
Company goals: Thinking with reference to the four perspectives of BSC (financial perspective, customer perspective, internal process perspective, learning and growth perspective)
Principle of trade-offs
One is to have goals from a financial perspective, such as revenue and profit.
The second is to prioritize the goal of value proposition, which reflects the company’s core capabilities.
Third, similar goals or goals with direct logical support relationships can be merged.
The most important trade-off principle: the most valuable goal in the cycle that requires the most energy
Target classification
Department/Employee Goals
Source: Decomposition of superior goals
Follow Principle 1: All OKRs from superiors are directly taken over by subordinates.
Follow principle 2: The KR of the superior OKR becomes the O of the subordinate
Follow principle three: The subordinate O has a supporting role (partial influence) on the superior KR
Source: Collaboration requirements between departments/employees
One is the collaboration generated by completing OKR
Second, collaboration must complete OKR, which is the key point.
List OKR collaboration table
OKR collaboration cannot replace daily management
Resource requirements require caution and require budget approval
Goals must be proposed by departments/employees
Source: Goals proposed by department/employee
Goals for improvement, innovation, and breakthrough projects within the scope of responsibility (that can support organizational goals and development)
Management improvement goals
Learning and growth goals
goal thinking
Thinking about goals based on KPIs
You can consider setting the most critical and important KPI goals that are difficult to complete as OKR goals.
Thinking about goals based on role mission
Each department/position has a unique role and mission, unique mission and value. Characters are meant to fulfill missions and values well
Thoughts on role mission
Note 1: The value brought to customers needs to be confirmed by communicating with customers and thinking from the client’s perspective.
Note 2: Role missions change dynamically and require regular review
Note 3: Based on a clear role and mission, consider setting goals from the perspective of customer requirements, superior requirements, operational shortcomings, and professional development.
writing goals
goal writing paradigm
basic paradigm
what: answer what to do? [Adverb] Verb [Noun]; why: Explain why you want to do it? [verb noun]
Paradigm combination
Goal = verb noun (optimize sales process)
Goal=verb adjective noun (create flagship product)
Goal=Adverb Verb Noun (Significantly enhance the company’s brand influence)
Goal=what (verb noun) why (verb noun) [Change performance management, activate organizational vitality]
Characteristics of a good goal
The goal is generally a qualitative description
Clarify the direction of action without using verbs with unclear responsibilities
Scope of responsibility is controllable
It can be completed within the corresponding period
Need to be inspiring and challenging rather than incremental goals
Concise, usually no more than 20 words
Determine key results against goals
Always take the goal as the starting point and core
thinking of ideas
Strategy: The strategy to achieve the goal can be analyzed using driving factors
First check whether the key results comply with business logic, for example, sales revenue = traffic X conversion rate X customer unit price.
Secondly, determine the influencing factors on these key results, such as increasing the unit price O. According to professional experience (industry practice, etc.), there are four methods of price stimulation, sales recommendation, related sales, and product mix.
Logic has clearer thinking and is more targeted
Dimension: The dimension of the goal, which can be analyzed using a pyramid structure
Task: Time for task completion, milestone method (if the implementation path to complete the goal is very clear, key results can be formulated according to task completion practices)
Type (by metric type)
Ratio KR; Quantitative KR; Milestone KR; Subjective KR;
OKRT structure: select appropriate tasks around the results between rollers to better complete key results and achieve goals
Write key results
key results paradigm
Key results writing paradigm: how: How to do it? how much: (what result is achieved) through (measure), achieve (measurable result);
Paradigm combination
Key results = process results
joint result = result
Good key result characteristics
Comply with SMART principles (basic principles of goal setting)
"SMART Checklist"
Based on value, repeatedly ask yourself whether you are focusing on the goal or the method or task to accomplish the goal (the task is just some untested assumptions)
measure of value
Light degree: quality, quality of tasks, comparative stability, technical parameters
Medium level: results, the purpose of a task or the output of a task, including increasing customers and improving conversion rates
Deep: impact on core operating indicators, such as revenue, profit, employee engagement, customer satisfaction
is critical
Judgment basis 1: Is this necessary?
Judgment basis 2: Is this important?
Judgment basis 3: Does this require more attention and energy?
By completing these, can the goal be achieved?
Check OKRs
"Checklist"
How to set up OKRs step by step and check them
How to implement OKR
Specific implementation process
"Time Frame for OKR Implementation"
Example: Developing company annual strategic OKRs
Continuous performance management tool CFR (conversation, feedback, recognition)
The effectiveness of performance management processes and policies is getting smaller and smaller, but they cannot be abandoned directly. The introduction of OKR must upgrade the process management and change management communication system, and introduce continuous performance management.
Continuous Performance Management CFR
Core: Strengthen the "process management" that was ignored by the original performance management, instead of focusing on "assessment".
Characteristics that distinguish it from traditional performance management
One is to implement a dynamic goal setting system, such as OKR
The second is to strengthen process communication, such as CFR (continuous performance management tool focusing on dialogue, feedback and recognition)
Decouple target ratings from assessment and salary
OKR and CFR blend and promote each other
CFR
conversationconversation
In the past, performance management focused on how to fairly and objectively evaluate past performance, ignoring future performance and development. The weapon to promote employee performance development and self-improvement is not authority, rewards and punishments, but dialogue.
value of dialogue
Communicate and reflect on goals regularly to ensure work is on the right track, understand the value and meaning of goals and reach consensus;
Frequent progress updates keep them focused on their goals without slacking off and constantly overcoming obstacles.
Real-time performance coaching, paying employees’ potential through coaching-style coaching, and promoting employee and performance development
Regular performance reviews allow employees to understand managers’ expectations and evaluations, and clarify role expectations and values.
Regular career dialogues to align employee strengths and interests with organizational development
Dialogue characteristics, different from traditional communication
Involved by both parties, sometimes employee-led
Communicate with each other and inspire each other, rather than command and guide (coaching style dialogue)
Relaxed environment to avoid stress
Focus on the future rather than obsessing over responsibilities and performance
Conversational skills to become a great coach
An effective dialogue between the coach and the coachee, open source, directional and strategic dialogue to gain insight into their mental models, tap their potential, discover possibilities, achieve self-transcendence and self-breakthrough, and achieve their goals;
John Whitmer: GROW Model
G: goalsetting, confirm employee goals (heuristic questions)
R: reality check, clarify the current situation and objective facts (retrieve facts around the target to find more possibilities)
O: options, find solutions (find the best solution)
W: what when who will, formulate an action plan (more ways to motivate them to act with enthusiasm, support and check)
Type of conversation (according to topic) "Paradigm"
Goal setting, progress updates, performance coaching, goal reflection, performance reviews, career development
feedbackfeedback
Characteristics and Disadvantages of Traditional Performance Appraisal Feedback
One-way (feedback from superiors to subordinates, once or twice a year), easily affected by policies.
There is bias
conscious bias
tend toward the center, toward the broad, toward the strict
unconscious bias
Lunar halo bias (halo effect), logical bias, contrast bias, recent bias...
Employees feel unfair
Timely feedback, colleague feedback, 360-degree feedback
Characteristics of effective feedback
To be continuous: the setting frequency should not be infrequent or frequent
Be timely: provide timely feedback when something happens
Be specific: the content (goals, key implementation processes and results) should be objective and not judgmental, focusing on goals and specific behaviors
Have multiple perspectives: seek feedback from work collaborations or relationships
Be based on trust: enough trust and support and advice
To protect privacy: appropriate time and place, avoid embarrassment and combine employee personality
Tips for effective feedback
Follow the SAID model
"SAID Model"
Ask for feedback
Do you know your goals?
Have you asked anyone else?
Were activities or effects observed to achieve the goal?
Can you use the feedback you receive to evaluate your goals?
Can you use the feedback you receive to improve your performance?
receive feedback
Step 1: Relax and maintain a good attitude
Step 2: Active listening
Step 3: Clarify the information (ignore emotional feedback, ask for ambiguous feedback, ask for recent examples for outdated feedback, ask for information sources and judgment criteria for inaccurate feedback)
Step 4: Feedback accordingly (evaluate real usability; think about behavior that can be improved: abandon improvement goals, change behavior to achieve goals, ignore feedback; jointly develop an action plan)
Step 5: Keep in touch with the feedback giver
recognitionrecognition
traditional performance appraisal
Advocating "carrot and stick", they mainly use ignorant measures such as performance bonuses and performance salary increases, but with little effect.
New Accreditation Scheme Accreditation Strategy
recognized value
Promote employees to increase work engagement
Improve manager-employee relations
Promote employee innovation
Essential strategies for attracting and retaining employees
Approved Features
Be timely and promptly praise verbally or via email
Be comprehensive: don’t just praise those few people
Require everyone to participate: let them participate in the recognition process
Be specific and authentic: recognize specific behaviors and details
To discuss impact: tie employee efforts to goals or values
Be diverse: verbal, bulletin board, material rewards
Consider the individual needs of employees: their interests and concerns
Customized approval
Paul Lawrence and Nitin Nohria's "Drive: How Human Nature Shapes Choice", four basic emotional needs or drives drive human behavior, and recognition must satisfy emotional needs.
Four emotions: acquisition (paid vacation, job promotion), combination (colleague recognition, award ceremony), understanding (learning projects, character selection), defense (recognition card, recognition medal)
acknowledgment email
personal
team
Get to know your employees
interest
Hobby
What special gift do you like?
Do you mind being publicly praised?
Will you look at others with appreciation?
Eight incentives for implementing OKRs
External incentives turn to internal drives, and the entire incentive system becomes a system
Incentives to encourage OKR drives
OKR Ambassador Award; OKR Excellent Team Award;
Incentives to encourage teamwork
Teamwork Award; All Staff Recognition Award;
Incentives to encourage commitment to responsibility
Individual Timely Award; Team Celebration Award;
Incentives to encourage innovative breakthroughs
OKR Winning Project Award; OKR Innovation Breakthrough Award;
Example of comprehensive accreditation system
Pyramid type: timely recognition at the bottom with high frequency at any time and a small amount of material investment; small quarterly rewards in the middle; very few at the top.
Technology improves the agility of CFR operations and can be used as a reference
Communication invitation, voice recording, online survey, sorting, likes, comments
Share examples of benchmark companies
Chongqing China Unicom successfully implemented OKR
Basic situation; shortcomings and shortcomings; specific existing problems; the significance of building KPI OKR; the basic operation process of building it; the benefits obtained and review summary
Examples of OKR formulation for various positions
"Import Manual"
Starting from corporate vision and mission
Corporate annual strategy OKR
Annual strategies are broken down to departments/employees
Ensure execution and support corporate strategic goals.