Wondershare EdrawMind
MindMap Gallery This is OKR
- 25
This is OKR
"This is OKR" reading notes: OKR definition, four major tools, functions and related experience cases
Edited at 2020-08-01 09:30:01
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
This is OKR
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
- Recommended to you
- Outline
This is OKR
OKR
OKR
Target
something to achieve
Important, concrete, action-oriented and inspiring
key results
Check and monitor how we meet our targets
Specific, time-bound and challenging but achievable
measurable, verifiable
specific number
The time limit is usually one quarter
critical success factors
Faith and senior management support
score
Score your company’s OKRs
effect
small business
survival tools
medium size
common execution language
large enterprise
flashing road sign
Main points
less is more
Only 3 to 5 OKRs need to be formulated at most in each cycle
Combining top-down and bottom-up goal setting
Be involved together
Collaborate to identify limited issues and define how progress will be measured
stay flexible
If the broader environment changes and established goals appear unrealistic or difficult to achieve, some key results can be modified or even abandoned during execution.
dare to fail
challenging goals
OKR is a tool
Separate OKRs and bonus incentives
patient, firm
It takes a long time to adapt
No company is too young to adopt OKR management. It is never too late for any company to start adopting OKR.
OKR requires a dedicated organization to support it, a leader to control the entire process, and an assistant to follow up the scoring and review.
Contents of this book
Four sharp tools
focus
Focus and commitment to priorities (Chapters 4, 5, 6)
When measuring the importance of something, first consider what is the most important thing in the next 3 months?
The most powerful and active OKRs come from frontline employees
Need high-level support
Leaders lead by example
Communicate clearly
All personnel clearly understand the company’s top-level goals
Leaders must clearly explain why they do something and how they do it.
Care and support key results
3-5 key results
Quarterly OKR setting
Provide immediate feedback after assessment activities occur
Matching key results should emphasize work quality
OKR setting is a dynamic process. The key and premise is to achieve the goal and not to pursue perfection too much.
Less is more, ideal quantity is 3-5
Collaboration
Collaboration and connection in team work (Chapter 7, 8, 9)
Transparency
Goals that are made public in an organization tend to be more achievable
Emphasize the transparency of OKRs
Convert the key results of superiors into the goals of subordinate departments
Pay attention to hierarchy to avoid loss of agility, inflexibility, marginalization of employees, and one-dimensional connections
"20% time" work system, free to work on projects outside of work.
Innovation often happens more easily at the edges of an organization
Lower-level employees can also formulate OKRs from the bottom up, but the prerequisite is that they must at least be coordinated with the company's goals.
Allow employees to independently set some goals and most or all key results
Enable lateral, cross-functional, peer-to-peer and team-to-team connections across your organization.
The premise is that OKR is open and transparent
Responsibility tracking (Chapter 10, 11)
Data-driven, with regular reviews, goal scoring and ongoing re-evaluation
The traceability of OKR allows us to continuously modify or adjust the OKR system according to the actual situation.
three phases
start up
Best-in-class OKR software platform includes mobile app, automatic updates, analytical reporting tools, fact alerts
In just three or four clicks, users can create, track, edit, and score their OKRs, guided by a digital dashboard
Platform role
1. Make everyone’s goals clearer. Users can directly access the goals of the boss, direct supervisor and the entire organization in the OKR system.
2. Conducive to driving team enthusiasm. It's easier to stay motivated and motivated when employees know they're doing the right thing.
3. The OKR system helps improve internal network efficiency. Transparent platforms can guide individuals to work with colleagues who share their professional interests.
4. The OKR system helps save time, money, and reduce frustration.
Track all the time
OKR Mentor
Need someone to supervise
OKR needs to be checked weekly
four choices
Continue: The green area is normal and does not need to be adjusted.
Update: Yellow area where adjustments to key results or objectives are required
Start: Restart with a new mid-term OKR
Stop: red area, the current target is useless and needs to be abandoned
Summary: Clear and Repeat
objective assessment
Calculate the percentage completion rate for its relevant key results
0.7-1=green (goal accomplished)
0.4-0.6=yellow (goal made progress, but not completed)
0-0.3=Red (target failed)
If achieved 100%, the goal may be set too low
subjective self-assessment
Unsatisfactory data does not mean that the team must not work hard. There may also be human fraud behind the beautiful data.
An astute facilitator or team leader needs to be involved to help recalibrate.
Reflection
Have I accomplished all my goals?
If so, what contributed to my success?
If not, what obstacles have I encountered?
If I were to rewrite a complete goal, what would need to change?
What lessons have I learned that can help me formulate OKRs for the next cycle more effectively?
Extension (Chapter 12, 13, 14)
Challenge the impossible
two baskets
commitment goals
Daily assessment indicators are closely linked and should be completed 100% within the specified time.
Visionary (challenging) goals
Bigger vision, higher risk, more future-oriented (average failure rate 40%)
At least 30% of goals are considered unattainable when they are set.
subtopic
CFR (Chapter 15, 16)
Continuous performance management
dialogue
Authentic, high-quality communication between managers and employees
Talk about key issues
Is this goal more difficult to achieve than you originally thought?
Was this the right goal to begin with?
Is it motivational?
Should we double down on the two or three things that really made a difference last quarter, or pick a new core task?
effect
The conversation between managers and subordinates "will improve the quality of work of subordinates. A 90-minute conversation can affect the work efficiency of subordinates for two weeks."
Dialogue can "teach and teach". By talking about specific problems and situations, the supervisor teaches his subordinates the skills and knowledge he has mastered, and proposes specific ways to solve things.
The subordinate should explain to the supervisor in detail what he is doing and what he is worried about.
five key areas
Goal setting and reflection
The focus of the discussion should be on how to effectively align personal goals and key results with organizational imperatives
Continuous progress updates
Rely on data to quickly monitor the real-time progress of employees' work, and be ready to solve problems at any time
two-way counseling
Help employees realize their potential and help managers reach the next level
Career Development
Help employees improve their skills, identify opportunities for growth, and allow them to see room for future promotions in the company
Lightweight performance evaluation
One is based on organizational needs and summarizes and compares organizational input and employee output since the last meeting.
Better conversations
Personal wishes that you want to achieve in the next two to three years
How to break them down into two-week plans
What makes you happy? What consumes your energy? What is your ideal career?
values dialogue
What kind of organization do we want to be? How do we want employees to perceive their jobs and our products? How do we impact the world?
feedback
Two-way communication between colleagues face-to-face or online to assess work progress and explore future directions for improvement
Today’s employees want to be “empowered” and “motivated” rather than have their managers point their fingers at their work
Two-way (or 360-degree) feedback is an additional means of continuous performance management. Can be anonymous, public, or somewhere in between
Approval
Reciprocal recognition based on the size of individual contributions
Modern recognition is based on the comparison between performance and employee horizontality. It is a bit like "recognition crowdsourcing". Everyone can recognize the performance of others at any time, and can also be recognized by others at any time.
Ways to improve employee recognition of the company
Encourage recognition among colleagues.
When employees' achievements are recognized unanimously by their peers, it inspires a culture of gratitude
Establish clear standards.
Correctly identify whether the employee is performing an action or a result: accomplishing a specific goal, achieving company goals, or demonstrating company values. At the same time, replace "best employee of the month" with "performance of the month".
Share stories that build a sense of identity
Instant messaging tools or company blogs can be used to share the stories behind these achievements, giving recognition more meaning.
Increase the frequency and availability of recognition
Even small achievements should be praised.
Recognition of company goals and strategies
Whether it's customer service, innovation, teamwork or cost reduction, anything that is in the best interest of the organization should be raised promptly and supported.
five questions
What are you doing?
How are you doing? How are your OKRs going?
Are there any obstacles in your work?
What do you need from me to help you achieve your goals?
What help do you need to achieve your career goals?
pact promotes four elements
1. Employees and managers have monthly one-on-one conversations about how things are going
2. Conduct quarterly review and communication on OKR: What is the plan for this quarter, what can and cannot be done, why is this situation happening, and what changes can we make?
3. Semi-annual career development symposium: what positions have they worked in, what position they are in now, what position they want to go to in the future, as well as their work experience and what support they need from the organization for their plans.
4. Sustained and self-driven insight. What do I do well?
Continuous Improvement (Chapter 17)
The Importance of Culture (Chapter 18, 19, 20)
The essence is absolute honesty, abandonment of personal interests and loyalty to the team
Five questions to ask about team performance
structure and clarity
Are our team’s goals, roles, and execution plan clear and defined?
psychological safety
Can we feel safe and comfortable taking risks in this group?
meaning of work
Are we doing something important to each of us?
reliability
Can we trust each other to deliver quality work on time?
work impact
Do we sincerely believe that the work we do is truly meaningful?
Two core elements of a highly driven corporate culture
catalyst
All behaviors that support work
Set clear goals, allow for delegation, provide adequate resources and time, work as a team, learn from problems and successes, and allow for a free exchange of ideas.
Nutrient solution
All actions that individuals take to support each other
Includes respect, recognition, encouragement, emotional reassurance, and opportunities for hugs
Case
Intel's core goals: profit margins to be twice the industry standard, market leadership in all product lines that have entered the market, and providing employees with "challenging work" and "growth opportunities"
company level
Target
We want to dominate the mid-range microcomputer component business
key results
10 new designs for the 8085 processor
individual level
Target
Demonstrate the superior performance of the 8080 processor
key results
1. Write 5 benchmark programs
2. Develop a sample
3. Prepare sales training materials for field personnel
4. Contact 3 customers to prove that the materials can be used
Operation Smash
company level
Target
Making the 8086 the best performing 16-bit microprocessor family, measured as follows
Key Results (Second Quarter 1980)
1. Develop and release 5 benchmarks showing the performance of the 8086 series (Application Development Department)
2. Repackage the entire 8086 series of products (Marketing Department)
3. Put 8MHz parts into production (Engineering Department, Manufacturing Department)
4. Sampling the digital coprocessor by June 15 at the latest (Engineering Department)
department level
Engineering Department Goals (Second Quarter 1980)
On May 30, Qianxiang CGW delivered 500 8MHz 8086 parts
key results
1. Complete the imaging photos before April 5th;
2. Deliver version 2.3 to the chip manufacturer before April 9.
3. Complete the tape test before May 15th
4. By May 1 at the latest, chip manufacturing plants will begin producing product samples.
Golden sentence
Clear focus, open sharing, precise measurement, a pass to reach the highest goal
Performance transcends qualifications, managers become coaches, mentors and designers, actions and data speak louder than words
It almost doesn't matter what you know. How you treat what you know, what you can learn, and what you have accomplished is what matters most
Scientific management involves "knowing exactly what you want people to do and checking that it is done in the best, most economical way"
Companies should be “built on trust and respect for their employees – not just as profit-making machines”
Give full play to the management principles of personal ability and responsibility, while establishing a common vision and direction of efforts, building a team spirit, and coordinating individuals and common goals in harmony.
When people contribute to the choice of a course of action, they are more likely to want to see it successfully implemented
Guide customers to understand that long-term systems and services are more valuable than short-term practicality. Target audience becomes CEO of client company
Intel excels at taking strategy and turning it into actionable, collaborative projects
Employees can bring possible problems to management’s attention
Don’t hire smart people and tell them what to do; let them tell me what to do - Steve Jobs
We don’t want “bureaucratic obedience”, what we need is “loving obedience”
Success in a company should be based on the best ideas and ideas, not the biggest titles
People are more motivated by making quantifiable progress than by public recognition, financial incentives, or achieving goals themselves.
Learning from direct experience is more effective if combined with reflection. That is, be intentional about summarizing, refining, and articulating key lessons learned.
We don’t learn from experience, we learn by reflecting on it
The definition of an entrepreneur: someone who not only thinks about possibilities, but also puts them into practice
Communication can change the way individuals think, then change the way individuals behave, and ultimately change the way organizations behave.
The best way to move people is internal mobility, that is, employees develop their careers within your company rather than jumping to other companies.
First you need to find the right people for the organization, weed out the inappropriate ones, and then put the right people in the right positions. ——"From Good to Great"
Book "The Progress Principle"
Relevant resource experience
Google OKR template
Basic rules for designing OKRs
Goal: What is it? It must be tangible, objective and clear.
Key Result: How? Describe results, not actions.
Complete evidence must be included. The evidence must be available, feasible and perceptible
category
Commitment OKR
It will definitely be realized. The expected value is 1.0. If it is less than 1.0, you need to explain the reason for the unfinished part.
Visionary OKR
OKRs that express our predictions about how the world will change, that we may not have a clear idea of how to get there, and the resources necessary to achieve this OKR received an average score of 0.7.
Bugs and Traps
Trap 1: Failure to correctly differentiate between commitment-based OKRs and vision-based OKRs
Trap 2: OKR settings as always
Should be based on results that the team or customer really wants
Trap 3: Fearful vision-based OKR
Need to understand and clearly express the final desired goal state
What else could we do if we had a surplus of labor and a little bit of luck?
If our resources were unlimited, what kind of world would I be living in a few years from now?
Litmus test: When asking customers what they want, have the company's expectations met or even exceeded the customer's needs?
Trap 4: Moving forward with a heavy load
The resources consumed by commitment-based OKR plus vision-based OKR should exceed all the resources of the company.
Trap 5: Low-value targets
There must be clear business value.
Trap 6: Suboptimal key results for committed goals
The setting of key results is valuable, but the goals cannot be fully achieved through effective collaboration.
All key results have a score of 1.0, and therefore the goals achieved should also have a score of 1.0
Typical OKR cycle
4-6 weeks before OKR starts
Senior leaders brainstorm for the company's annual OKRs and first-quarter OKRs
2 weeks before OKR starts
Discuss OKR setting company-wide for the upcoming year and first quarter
OKR starts
Discuss setting the team’s OKRs for Q1
OKRs start week 1
Share employee OKRs for the first quarter
The entire cycle after OKR starts
Employee progress tracking and sign-in
Near the end
Employee feedback and scoring Q1 OKRs
Communication: Performance Conversations
Goal planning and feedback
Which OKRs are you going to focus on to get the most value for your role, team, or company?
Which of these OKRs align with key initiatives in the organization?
process upgrade
How are your OKRs going?
What key capabilities do you need to be successful?
Are there some factors that prevent you from achieving your goals?
Which OKRs need to be adjusted, added, or removed to take into account the change in priorities?
Directly led by managers
What behaviors or values do I want to consistently demonstrate in my reporting?
What behaviors or values do I want to start or stop demonstrating in my reporting?
What knowledge can I provide that will help him or her reach his or her full potential through reporting?
What excites you most about your job?
What would you like to change about your role?
upward feedback
What did you get from me that you found useful?
What obstacles have you encountered from me? Causes your abilities to be ineffective?
What can I do for you to help you be more successful?
Career Development
What skills or abilities would you like to develop to improve your current role?
In what areas are you willing to improve yourself in order to achieve your career goals?
What skills or abilities would you like to develop for your future role?
How can I and the company help you achieve your goals from a learning, growth and development perspective?
Communication prepared for performance
What are the employees' primary goals and responsibilities during this time?
How are employees performing?
If an employee performs poorly, how can he or she make it right?
If an employee is performing well or exceeding expectations, what can I do to keep them performing without burning out?
When are employees most engaged?
When are employees least engaged?
What strengths does the employee bring to the job?
What types of learning experiences might this employee benefit from?
What should employees focus on over the next 6 months? In his current role, does he live up to expectations? How to maximize the contribution of your current role? Or how to prepare for the next opportunity—whether it’s a new project, an expansion assignment, or a new role?
Ask yourself
Have my goals been achieved?
Have I discovered an opportunity?
Do I understand the connection between my work and larger milestones?
What feedback can I give my manager?
Further reading
Andy Grove
"High Output Management"
"Andy Grove" by Richard Tedrow
"Trinity: The Intel Legend" by Michael Malone
About culture
"The Age of How: How is Everything" by Dover Seidman
"Lean In" Sheryl Sandberg
"Absolute Candor: The Ultimate Secret to Being a Great Boss" by Kim Scott
Jim Collins
"From Good to Great"
"Choose Zhuoye"
Bill Campbell
"The Playbook: Coaching—Guidance from Bill Campbell"
"Be Straight Talk for Startups: 100 Insider Rules for Beating Trouble"
About Google Inc.
"Redefining the Company: How Google Works" Eric Schmidt
"Redefining Teams: How Google Works" by Laszlo Bock
"In the Bush: How Google Thinks, Works, and Shapes Our Lives" by Stephen Levy
About OKR
"OKR Work Method: High-Performance Secrets for Google, LinkedIn and Other Top Companies" Christina Watke