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This is OKR
It is a very good management tool. Google, Huawei, and Alibaba are all using it. Study it carefully and practice hard. OKR is a set of management methods that ensure that the entire organization's efforts are focused on and completed on matters that are equally important to everyone.
Edited at 2021-02-26 23:37:33
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This is OKR
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- Outline
This is OKR
1. What are OKRs?
OKR is a set of management methods that ensure that the entire organization focuses on and completes matters that are equally important to everyone.
OKR
O
Objectives
important
specific
Action oriented
Encouraging
KR
Key Results
specific
time-limited
challenging
and achievable
measurable
Verifiable
Features
OKR is a flexible, data-driven approach suitable for free, data-driven enterprises
Encourage "helpful failure"
Healthy OKR culture
1. The essence of OKR culture
Absolute honesty, abandonment of personal interests and loyalty to the team
2. less is more
3~5 goals per cycle
3. Setting goals from the bottom up
Bottom-up and top-down coexist
4. Be involved together
5. stay flexible
The environment changes and can be modified or even abandoned.
6. dare to fail
Set challenging goals
7. OKR is a tool, not a weapon
Encourage employees to take risks, prevent passive participation, and separate OKR and bonus incentives
8. patient, firm
2. Focus and commitment to priorities
For enterprise-level OKRs, the responsibility lies with senior leaders, who must personally commit to the process.
There are both short-term OKRs and long-term OKRs, and dual lines may be the best way to set goals.
There is no unified standard for time setting
OKR's ambition to go wild, the greater the risk of neglecting important standards
Matching key results should emphasize the quality of the work
Don’t let perfection be the enemy of good
At any point in the OKR cycle, the previous settings can be modified or even completely discarded.
Focus on Remind’s story
You can only do one big thing at a time, so you better know what that big thing is
The story of Promise Nuna Medical Technology
Managers must publicly demonstrate ongoing commitment to their goals and OKR performance and help other team members do the same
3. Collaboration and connection in team work
Transparency is the default setting for an organization’s day-to-day operations and is a fast track to excellence
Everyone can publicly criticize and correct the goals
Goals in organizations that are made public are often easier to achieve than those that remain secretive, and simply pressing the "open" button can increase the overall likelihood of goal achievement.
OKR makes goals more objective rather than black and white
Vertical goals bring in lower-level employees to ensure they are working on the issues the company cares about most
When all goals are overly interconnected along the organizational hierarchy, there are four disadvantages:
1. loss of agility
Layers of meetings can make the implementation process too cumbersome
2. lack of flexibility
people are unwilling to modify it during the cycle
3. Employees are marginalized
In a top-down ecosystem, employees are hesitant to share goal-related questions or promising ideas
4. One-dimensional connection
The effectiveness of horizontal lateral linkages in the organization will be reduced
OKR is that goals can be shared, services and big goals are, and multiple levels can be skipped
The most powerful power of an OKR system often comes from insights outside core management
The ideal OKR system often allows employees to set some goals and most or all key results independently.
Synergy: The Story of the Slimming Pack
Collaboration is about helping people understand what you want others to do
Shared OKRs weaken accountability to a great extent
Connected: The Intuit Story
Leaders should not just focus on the daily work of team members, but should focus on more valuable and long-term plans.
If people understand your priorities and constraints, they will be more likely to trust you when something goes off.
Setting goals is an art, not just a subjective judgment
4. Responsibility tracking
Traceability allows us to continuously modify or adjust the OKR system according to actual conditions
three phases
start up
Employees are most engaged when they can truly see how their work contributes to the company's success
OKR can help employees understand the value of the work itself
Designate one or several people as the "mentor" of the OKR system
real time tracking
The biggest motivating factor for individuals is making progress at work
People are more motivated by making quantifiable progress than by public recognition, financial incentives, or achieving goals themselves.
OKRs do not need to be tracked daily, but do need to be checked regularly - preferably once a week - as a necessary measure to prevent performance from declining.
A well-thought-out OKR is unlikely to collapse in 90 days
When an OKR becomes outdated or impractical, end it immediately. There’s no need to stubbornly cling to an outdated prediction
Goals serve a purpose, not something else
Summarize
Post-event evaluation and analysis can reveal huge value
objective assessment
0.7~1.0 points = green (goal completed)
0.4~0.6 points = yellow (the goal has been progressed, but not completed)
0~0.3 points = red (target failed)
We can't accomplish all our goals
subjective self-assessment
Just for reference, not the final score
There may be extenuating circumstances
The fact that the data is not ideal does not mean that the team must not work hard. There may also be human fraud behind the beautiful data.
The effect of self-evaluation varies from person to person. Some people are strict with themselves, while others are just the opposite. So, an astute facilitator or team leader is needed to step in and help recalibrate
Reflection
OKR is action-oriented, but if you just keep working hard without stopping to reflect, it is no different from the "hamster wheel" that never stops.
Have I accomplished all my goals?
What contributed to the achievement of my goals
If not completed, what obstacles did I encounter?
If I rewrite a complete goal, what changes need to be made?
I learned those experiences that can help me effectively formulate OKRs for the next cycle
Tracking: The Gates Foundation Story
There is no need to stick to a rut when solving problems. Consider what would you do if there were no resource constraints?
It is a concrete goal
A mission is directional, while a goal consists of a series of specific steps
5. Fully extended to challenge the impossible
The biggest risk is to do nothing
OKR pushes us away from our comfort zone, leads us beyond the boundaries of our abilities, and keeps moving closer to our dreams.
Employees who set challenging goals not only achieve better performance, but also increase their self-motivation and commitment to their work.
Sometimes they are just ordinary jobs, but taken to an extraordinary level.
OKR is and will always be the central nervous system that guides us forward.
Two baskets of OKR
commitment goals
Complete it all within the stipulated time
visionary goals
Google’s average failure rate is 40%
A grander picture, higher risks, more focused and future-oriented
we need challenge
Only when our lower-level needs are satisfied do we move to higher-level needs
Maslow's needs theory
self-actualization
respect
love/belonging
Safety requirements
Physiological needs
10x speed principle
A 10% improvement means you are like everyone else and you are doing the same thing. You may not fail, but you will never be too successful either
To achieve "10x speed" improvement, you need to reflect on the problem, explore technical possibilities, and have fun in the process.
If you want to be successful, challenging goals cannot be set in stone, nor can you be too ambitious and forcefully set high goals without considering the actual situation.
Extension: The story of Google Chrome
If you want your car to go 50 miles to the gallon, it's easy and requires just a few modifications. But what if I told you that you have to get your car to run 500 miles on a gallon of gasoline? You can only redesign it! ! !
If your goal is to go to a star, you may never reach it, but in the process, you may fly to the moon
Yes, we fell short, but we are laying the groundwork to break down that barrier
Extended: The Story of YouTube
Only by grasping the crux of the problem is the basis for implementing all plans
OKRs are great for startups to use to build their corporate culture. Especially in the early stages of starting a business and when resources are scarce, a clear direction is crucial.
We must be good at grasping the main contradiction and do important things first, otherwise we may never have the chance to do them.
When setting OKRs, no team will say: "70% is enough. We will be successful if we reach 70%." Everyone strives to achieve a 100% completion rate, especially when the goal seems within reach.
Challenging goals can motivate the entire organization to design
Make everyone start to learn to think about problems from a macro perspective
People need a yardstick to determine and measure their direction and performance. Our task is to find that ruler
6. CFR
A lesson in management is “Don’t digitize people”
The “primary role” of a manager is himself. Managers need to establish effective interpersonal relationships with others, inspire common confidence, and build a community with a shared future.
CFR
dialogue
Conversation
A meeting led by subordinates. The content and tone of the meeting are decided by subordinates, and the role of the supervisor is to listen and provide guidance.
Managers' roles range from overseers to mentors, counselors or leaders
Instead of simply making negative accusations, the counselor is more focused on future improvement plans.
5 key areas
1. Goal setting and reflection
2. Continuous progress updates
3. two-way counseling
Help employees realize their potential
Help managers get to the next level
4. Career Development
5. Lightweight performance evaluation
Regardless of salary and bonuses
feedback
Feedback
Two-way feedback is an additional means, it can be anonymous, public, or somewhere in between
Approval
Recognition
Modern recognition is based on performance versus employee performance
method
1. Encourage recognition among colleagues
2. Establish clear standards
3. Share stories that build a sense of identity
4. Increase the frequency and availability of recognition
5. Recognition of company goals and strategies
Everyone's achievements deserve the attention and recognition of others
emphasize
transparent
Accountability
Authorize
teamwork
OKR and CFR are mutually reinforcing
A flexible, agile, non-hierarchical work environment is essential for any successful business
5 questions as the center
1. what are you doing?
2. How are you doing? How are your OKRs going?
3. What’s holding you back at work?
4. What do you need from me to help you achieve your goals?
5. What help do you need to achieve your career goals?
At Google, OKR only accounts for 1/3 or even lower of the performance appraisal ratio. OKR data is cleared after each cycle
Ditching Annual Performance Reviews: The Adobe Story
1. management support
2. Clear company goals and alignment with personal goals
3. Proper training and investment in making managers and leaders more effective
7. keep improve
Bake a little better every day: the zume pizza story
When leaders can become better communicators and motivators, it is easier for ordinary employees of the company to grow into self-disciplined and rigorous thinkers.
OKR teaches you how to manage a company under various resource constraints
If a company does not develop these thinking habits from the beginning, the expansion of the company will often exceed the capabilities of the management team, which will lead to two results.
Company closures
Management team replaced
Implant the rigor and orderliness of large companies into small companies
Force people to think deeply, thoroughly and relevantly about the business
Every company has some people who insist on their own opinions and are good at expressing them, but there are also some unknown employees whose voices are hard to be heard or even ignored. OKR gives everyone the opportunity and right to "equality voice"
Every two weeks, one-on-one conversation, one hour
Make OKR a common language for the team
8. importance of culture
Strategy is just the "breakfast" of culture. Culture is the foundation of a company and the meaning of our work
Consider OKRs and CFRs as tools for company culture change
Culture is a set of values and beliefs that govern how things are done in a company. The root of a company's success lies in building a positive and strong corporate culture
No one wants to be the one holding them back, and everyone is genuinely proud of the team’s progress.
A high-motivation corporate culture depends primarily on the interaction of two core elements
catalyst
All behaviors that support work
clear goals
Allow authorization
Provide adequate resources and time
Teamwork
Learn from problems and successes
Allow for free exchange of ideas
like OKR
Nutrient solution
All actions that individuals take to support each other
respect
Approval
encourage
emotional comfort
embrace opportunities
like CFR
The culture advocated by OKR/CFR is a transparent culture. Leadership based on a sense of mission is far better than command-oriented leadership. The flatter the organizational structure, the more agile the organization
Creating a "team first" working relationship network and realizing "bottom-up" autonomy and participation of organizational members are the core characteristics of a values-driven company
When an organization is not ready to fully open up and take responsibility, it needs to build its culture before implementing OKRs.
Changes in corporate culture start from small things and require employees to experience them personally.
We are moving from a hero culture to a team culture
9. Summary
1. Ideas are easy, execution is most important
2. A basic characteristic of human nature is that when people contribute to the choice of a course of action, they are more willing to see it successfully realized
3. When you are really in a senior management position, you are actually teaching
4. Good ideas are not bound by hierarchy. The strongest and most active OKRs often originate from frontline employees
5. The art of management lies in being able to choose one, two or three activities from seemingly equally important choices that will fully leverage and allow you to focus on them
6. Successful organizations tend to maximize the use of existing resources and focus on creating top-notch products.
7. 3 slogans for entrepreneurs
1. Solve the problem
2. Create simple products
3. Communicate with users
8. For a startup, the only constant is change
9. The more challenging the goal, the more likely it is that it will be abandoned. People are used to having their boss set goals and then follow them. If the captain abandoned ship in a storm, the sailors could not be expected to bring the ship into harbor.
10. Elitism thrives in the sun
11. Innovation is often more likely to occur at the edges of an organization than at its center
12. People who know where they are going tend to know better how to get there
13. In business practice, there is rarely a single right answer. Freeing people's minds and supporting them in finding the right answers is how we help everyone succeed
14. Success in a company should be based on the best ideas and ideas, not the biggest titles
15. Definition of an entrepreneur: someone who not only thinks about possibilities, but puts them into practice
16. The real success mechanism is to build capabilities and inspire employees to sincerely serve the company.
17. For a service industry, nothing is more valuable than employees, especially those who are confident, believe they can create value and are willing to work for the company for a long time. Turnover is expensive. The best way of personnel mobility is internal mobility, that is, employees achieve career development in your company, rather than switching jobs to other companies. People don't want to be homeless by nature, they just want to find a place where they feel they can reflect their worth
18. Management needs to develop and foster shared values, goals and ways to build trust