We once talked about a book called "The Most Popular Leadership Course at Harvard Business School". The most changeable and most impressive part of that book is that a manager must pay attention to the key during the work. Important. Therefore, the key priority is the most important symbol of each company's continuous progress.
But why do many companies continue to spin in place for a long time? Because there is no good way to promote the key tasks, today we will introduce this book to you called "OKR Work Method".
Another thing that attracted me to this book is that what it wants to challenge or to subvert is the KPI method that we used to be accustomed to.
I believe that all people in the workplace will start a cold sweat when they hear the three words KPI. Everyone hates and fears it. The KPI index is from top to bottom. Every year, when each company promotes its own KPI this year, it will have more games with its subordinates and keep bargaining. After receiving the KPI, what is the biggest drawback? He will settle accounts, he will say how I can complete the KPI just right, but it will not release the potential for more completion next year.
So every company can achieve KPI at most, but it can't create more surprises. And everyone is really out of breath, oppressed by KPI, very tired.
So what does OKR mean? The three letters O are Objectives, Key Results. Objectives and Key Results are goals and key results.
OKR's working method was first invented by Intel. After it was invented, a large number of companies in Silicon Valley, including Google and LinkedIn, are using the OKR method.
After I finished reading this book, I ca n’t wait to recommend it to all the entrepreneurs and CEOs I know. I think this book will definitely overturn the management of a large number of enterprises. Its characteristics are from top to bottom and bottom. The combination of the above to generate the power of the entire team is that the entire team is constantly working hard for OKR.
So, there is a particularly good analogy here: why do many companies always stagnate in the development process, or always turn around in the same place?
There is an ancient Greek story called Atalante. Atalante is a pretty girl who runs very fast and loves to run. Her dad wants to marry her, saying you should marry someone. Atalante said, I can't marry someone who runs slower than me, so her dad said, well, we organize a national running competition to let everyone run, and you marry the first runner the man.
Atalante said that I had to race, and they ran together, but she ran very fast, and the other men were left behind by her. At this time, only a boy named Hippomenes followed her. Keep pace. This Hippomenes threw a golden apple on the ground while running, and he brought a few small golden apples to the ground. As soon as the Atalant saw the golden apple, he stooped down to pick it up, and then ran for a while to catch up, and then Hippomenes lost another golden apple, and she stooped down to pick it up again. Three golden apples were lost along the way, and Atalante kept picking them. In the end, Hippomenes won the game and married Atalante home.
What does this story tell us? Tell the general to hurry and not chase the bunny. If you are constantly advancing your company's goals, don't be tempted by a small golden apple on the ground, otherwise your speed will slow down like Atalante.
So the best thing about this book is that it gave us an entrepreneurial story from the beginning, and brought us to a new startup company.
There is a company co-founded by a girl named Hannah and her partner Jack named TeaBee. What does TeaBee do? Both of them especially like to drink tea. They feel that there is a pain point in the world is that a large number of restaurants provide customers with very bad tea. Later, Hannah and Jack thought that good tea was not that expensive, but they really received the tea from the tea farmers and gave it to the restaurant, which could guarantee that the tea was very organic and tasted good. Because they are all enthusiasts of drinking tea, and the price can still be very low, because they reduce the number of channels, so they decided to establish a company that can help tea farmers make money. The tea leaves were collected from the tea farmers and then provided directly to the restaurant, which is ideal.
We say that starting a business starts with a great dream. Their dream is very good. It is necessary to help all restaurants provide better tea to customers, and at the same time help all tea farmers to sell tea at a good price.
So the company TeaBee opened. As a result, after opening, you will find that this matter is not as simple as they thought. Because a large number of restaurants will say that we need a stable supply, can you provide me with a stable supply? If you are a small company and cannot provide a stable supply, then we hope to cooperate with an intermediary. Hannah thinks flexibility is possible. We can cooperate with some middlemen to sell our better tea to the restaurant through them.
Jack thought it was wrong, and this violated our goal. Because our goal is to replace these middlemen, we have to sell tea farmers ’tea directly to the restaurant, but Hannah said that selling the restaurant directly cannot sell it.
So they had a lot of contradictions in their strategy and they often quarreled. This is the first contradiction. Then you will find that there are a lot of things to do in the company, for example, even the daily sales registration is a headache. Because they have not established a perfect system, all the details of sales, outbound, inbound, etc., I believe that as long as the people of the advertising company will have such feelings, they must have someone to record it. So Hannah said, Jack, as a person who knows technology, you should build a system for us. Jack said, okay, I will make the system for you.
Being doing the system, suddenly there are various exhibitions of tea there, which is equivalent to these roadshows such as our China Sugar and Liquor Fair. Jack especially likes to participate in road shows. He thinks that every time he participates in a road show, he can bring a lot of small customers, and at the same time, he can let himself express his views better, so he took more time to do road shows. Hannah found that he was doing a road show, and found that the system did not follow up, and then kept going crazy. Later, there were a lot of quarrels every day, and the whole team was already split by the two of them, because some people supported Hannah, and some people supported Jack. The company's business has not made great progress, only one or two effective sales are from middlemen, so at this time they are faced with a problem, whether or not to continue the company.
When a company starts, it will encounter all kinds of troubles. Many people are turning around in the same place, because there are so many different ideas and contradictions, there are many seemingly opportunities. It ’s a pity if you do n’t catch it, but if you catch it, what you wanted to do Forgot again.
Fortunately, they have an entrepreneurial mentor, called Jim, who is their angel investor and gave them their first money. So, Jim asked them to meet at a coffee shop in Silicon Valley, where he counseled various investment projects, and then Hannah and Jack went to work hard and said he was very painful. Jim said a few words afterwards. Note that I am your investor, and I am not your mother, so all things still need to be solved by you.
Jim introduced them to a new working method in the cafe called OKR. You need to manage your team with goals and key results. He roughly introduced the OKR method, which means you need to develop an OKR. The most important goal we have to achieve this quarter, the entire team is focused on this goal, everyone to promote together, you can review it every week.
When the two entrepreneurs were told by investors, they felt a little confident. They went home and started to practice. The result was about a week or two, and it was still a mess. Why?
Because although there is a key indicator written on the blackboard, although everyone has held a meeting for this matter before, the problem is that there are still so many temptations. Jack has a lot of chores to do, and Jack is particularly opposed to Hannah going to exchange and cooperation with middlemen. He felt that this was contrary to their values. So the whole team found OKR useless. This is where the author tells the story, and it must be up and down.
As a result, when they went to see Jim for the second time, they felt that they might have a showdown with Jim. If the company could not do it anymore, or should one of the two people leave the company? Problem. As a result, Jim brought a person this time. This person was called Raphael.
This Raphael is a typical Silicon Valley tech man, wearing a T-shirt, slippers, and sitting there drinking coffee. Raphael has just withdrew from a successful company and has already earned the first pot of gold because of his technology. Then he is now looking for the next promising company. They talked for a while, Rafael thinks that your idea is very interesting, this company should be able to do a big job, and why is it not going well? They talked about OKR also used, but not good.
Rafael said wait a minute, and I said that I used OKR in the previous company and it was very easy to use. How could it not work? You tell me how you use it. Hannah and Jack told Raphael how to use OKR. Raphael smiled and said that you are not right at all, you have not figured out how to use OKR. Then the next step is to talk to two entrepreneurs about how OKR should be used.
In his first diagnosis, he found at least two very important errors. The first is that Jack and Hannah have set five goals for their OKR, because entrepreneurs are very anxious. They feel that these five things are all top priorities, so they list five very important goals. Raphael said that this is completely impossible. It is difficult for you to achieve five such big goals within a quarter, so such goals will make the whole team fall apart.
The second is that they have a very random meeting. They did n’t start the meeting as OKR should, but they just talked about how the goal was progressing, and then it ended. In fact, they did n’t change the past. Na pushes down such a top-down push system.
Then Raphael took a napkin from the table and drew a cross quadrant on the napkin, which was particularly interesting. When formulating an OKR, you must draw a cross quadrant. In the upper right corner of the cross quadrant is the first quadrant. He writes a goal. There can only be one goal. There can be a large one within a quarter of a time. It is enough to achieve the goal. For example, in the company TeaBee, their goal is to prove to the restaurant supplier that the value of the high-quality tea we provide is the first big goal. It is not enough to write this goal. Below this goal, you have to write three key results. Why? Because you want to measure whether you have achieved this goal, we have to talk about the results.
So the key result is that the customer repeat order rate reaches 85%. The key result two is that 20% of repeat order customers can complete the repeat order on their own, that is, they particularly want this system to run automatically, rather than requiring every person to stare at each order. The key result three is to complete the transaction amount of 250,000 US dollars. You see that this is our common sales order ratio, repeat order rate, and automatic repeat order rate. These three key results are placed below.
Then he wrote a bracket after each key result, saying that to evaluate the possibility of achieving this goal now, they suggested that starting from five tenths, it is best to set each key result from 50 % Start, the reason is that this result must make you feel that you should be able to complete it in your heart, but it is a little uneasy, this is a good result. If you look at this result and say 0%, then it is definitely wrong, or the result is 80%, 90%. No, it is not challenging, so this good key outcome indicator should start at five tenths. Write a five-tenths behind each key result, and this number will change as we discuss the progress of the goals each week. That is, we are going to assess whether we are closer or farther away from this goal after this week, whether it has become three-tenths or eight-tenths.
So this is the upper right corner, the upper right corner is the goal and its key result. Well, write it down first. It is already quite remarkable that such a big goal can be promoted in this quarter. Then Hannah and Jack said wrong, saying that our daily work will not simply focus on this matter. For example, if someone in the company wants to resign and there are two people in the department arguing, do these things need not be controlled ? The atmosphere of these teams has become very bad, you can't care whether it is impossible.
Raphael said it doesn't matter. Look at the lower right corner. What does the box in the lower right corner say? To write our company ’s status indicators is what is inside the company that is related to advancing this critical task. For example, customer satisfaction, is customer satisfaction a status? This is a state, so write customer satisfaction here. Then the atmosphere of the team, the fluency of the system, these things are a basic environment and software for us to do work, this basic environment and software you can not usually do, but it is definitely not our key goal. It is our way and way to achieve key goals, and this is also our work, so write it in the lower right corner.
What should I do after writing in the lower right corner? Use different colors to mark its status, and red, yellow and green to mark the status of our system. If the customer satisfaction is not good, then it may be red, if it is good, it is green, if the team atmosphere is felt bad by everyone, it is red, if it is good, it is green. The discussion in this part needs to enable all of us to discuss this matter together. This is the status indicator in the lower right corner.
Next, if you want to achieve so many goals in the upper right corner, you must have relevant initiatives, so there is a plan for this week in the upper left corner. This week's plan clearly lists Plan1 and Plan2. What is particularly interesting is that Plan1 represents what must be done this week. Anything written as P1 is what must be done this week. P2 is something that can be done, but in case it is too late, I would rather not do it and finish P1. Without p3, don't do anything that is not important, you have to choose to win. Therefore, there are only P1 and P2 levels in this week's plan. These are the specific steps and methods to advance OKR, and each specific action is written.
For example, a company like TeaBee, whose Plan1 is to sign a contract with TLM Foods, this is a very specific action, I have to be able to sign a contract with a distributor. The second is to complete the requirements document of the order system. Third, you have to recruit people for the interview of three sales candidates. The fourth is to complete the job description of customer service, you see this is the specific job. Write this specific job in the upper left corner. This is something you have to do within one week.
What to write in the last quadrant? In the lower left corner is the next month, we want to follow up some specific actions, for example, like TeaBee, they will write to increase the repeat order rate of customers, optimize the order system, tea sales indicators of restaurant suppliers, and recruitment Pre-sales staff, this is some specific measures that allow this system to follow up within a month.
So after these four quadrants are booked out, this OKR is considered to be a model. Then every Friday, Raphael said that he must have a beer party every Friday, even if the company has no money, even if the big guys get together, they need to have a celebratory atmosphere, buy some snacks, beer, Drink, and then call everyone together to discuss the progress this week. Hannah and Jack felt that this would be too flashy. We were so busy all day, and we needed a beer to celebrate?
Raphael said that you pay attention, this is a very important part, and then they start to implement it in the company. During the implementation, people found that when they first discussed their company's OKR goals, many people's attitude was that we could do as much as you said. Hannah was right, this is related to you, and we must report it to each of you according to the requirements of each of your departments to discuss what we want to achieve together. Then team members, you can express your concerns in a word, what is the biggest difficulty that each department is facing now, and then put these things together. Everyone found out that the current OKR is correct, and then everyone has to work hard to do this.
When it comes to the team atmosphere, some people say that our team should be yellow now, because in fact some people are leaving, they have already started to quarrel, and they have started various political struggles. Hannah said I think yellow may not work, we may have to be red, and everyone laughs.
When we go to discuss the atmosphere of this team in public, you will find that the atmosphere suddenly becomes better. Because in the past we often had a feeling that no one would discuss the elephant in that room. Everyone knows that working here is unpleasant. There are many problems, but everyone avoids it. But when we began to quantitatively evaluate our team atmosphere, everyone can easily face it, it is a matter to discuss, and then began to develop this week's work plan and this month's follow-up plan.
Then at the end of the week, when we had a beer party, everyone found that this day was really important, why? Because in the past, when we held weekly weekly meetings, when reviewing the goal, basically managers said it themselves. Hannah talked about Barabara above, expressed her worries after the talk, and then constantly hinted or reminded others that the team atmosphere was very bad. Then at this time everyone opened the beer and sat there for snacks. At this time, the customer service department talked about it. The person in the customer service department has never spoken loudly in front of everyone before, and then he is going to talk about what we have done recently is related to OKR, where are we advancing, and what we are encountering now Confused.
The most important thing is that the technical men usually do not talk to others, and they are completely housed in a small room. These people who are programming begin to tell everyone that we have made some progress in the program recently. You know that the people in various companies feel particularly mysterious about the technical department. Even their language I do n’t understand, and they do n’t know what they are doing, so I doubt if they are hiding behind that computer and playing games. Then they talked about what improvements we have made, when this program will go online, what will be the effect after going online, and what kind of feedback do you need from everyone.
Through this speech, everyone felt the contribution of others in this team and the feeling that everyone is moving towards the goal of OKR. At this time, the managers will make a final summary. This is a very important dividing line for the improvement of the atmosphere of the entire team. Therefore, the beer party on Friday, no matter how poor the company can be saved, we must let everyone participate.
If the company is particularly large, such as Intel and Google, this meeting can be held in different departments, and the management can hold a meeting of the management. It is possible that the bosses of various departments will do this kind of thing together, and then the boss of each department will return. Go to their department, you can also open their OKR with them, and even OKR can be refined to everyone in the end. So its basic formulation logic is to formulate OKR indicators from the company first, and then decompose from the company to the department, and from the department to each individual. Of course, not everyone is required, but you must know your department at least. What exactly is OKR?
Through this story of Hannah and Jack, we have a general understanding of how OKR works. Then let's take a look at how to set up an OKR process. First of all, what is a good OKR indicator? I briefly summarized it into two points. The first one is to bring you both passion and some worry. If the OKR index is too low, then you will feel no enthusiasm and no worry; but if it is too high, you will feel that there is only worry left, no passion. Our Chinese speaks of the goal of being able to jump, and it is recognized by all. This is a characteristic of a good OKR.
The next step, the establishment of OKR must start from the company's mission, just like Jack and Hannah's goal is to bring better tea to more restaurants, so that more tea farmers can get better income, A group of talents unified with this mission can discuss OKR indicators together, and then the rhythm from company to department to individual.
The third is that the goal must be focused. This book tells you that many companies like to set three to five goals, which is unrealistic. The most effective quarter is a goal. The company's goal may be a big goal, and the department's goal is a small goal. In short, it is a goal. It's good to be able to push one thing clear in one quarter.
The fourth is called the combination of bottom-up and top-down, which is that this goal is definitely not the boss ’s own decision to send a document and it will be over, but requires all the staff to participate in the discussion. How should the seminar generated by OKR be opened? Each such goal must have one or more key results, that is, only the key results can make this goal measurable.
Here are a few principles. The first principle is that the goal must be inspiring. For example, here is a very important reminder, what is a good goal and what is a poor goal, such as 30% increase in sales, users Doubled, the revenue of a certain series of products increased to 5 million US dollars, is this a good goal or a poor goal? The answer is a poor goal.
It seems that there are numbers that are very clear and very commercial, but the problem is that no one will be excited for numbers, and no one will give and work hard for numbers, because this thing is not inspiring. The goal must be able to inspire people's minds, what kind of goal inspires people's minds? It may be a sentence, such as taking the coffee direct retail market in the South Bay area, launching a great mvp product that minimizes feasibility, changing the usage habits of coupons in the Palo Alto area, or completing a beautiful round A round of financing This kind of goal doesn't sound like a number, no time, it seems that it doesn't conform to the smart principle we talked about in the past. A goal must conform to the smart principle.
But you will find that when we describe the goal as a system that conforms to the principle of smart, with time and numbers, it gradually becomes inspiring, so the objectives in OKR are ours. The goal must be inspiring and allow the team to agree.
Everyone is fighting a humanistic battle, rather than a simple number. It seems that what we have just talked about is not a good goal. That thing is the key result. That is, if I want to measure whether I have won the sales of coffee in the Bay Area, then I have several indicators, first, second, and third, you will find that after turning the goal of this smart principle into a key result, we The inner strength of the world has become different, so we must find a goal that can inspire everyone to inspire this quarter. This is the first principle.
The second is to have a time period, this time period is reflected in these plans this week, this month's follow-up plan and our overall key indicators.
The third is very important. Every task has an independent team responsible for it, that is, we are most afraid that after setting a key indicator, we will find that everyone is responsible for it, but it seems that the boss is alone. These key tasks of each split should be split on the OKR of the small team, and then the small team should be responsible for the OKR.
So every OKR has a dedicated team responsible for it, which is the most inspiring thing. Because whether it is the technical department, customer service department, recruitment of human resources department, they can feel that they are part of OKR, they are constantly pushing hard.
It's like playing a game. Why do different unions join forces to fight an old monster? They don't even know it, and they are so energetic when they are far away? Because everyone shares a very important part of the task, this gives a sense of wholeness. A person's feeling of happiness comes from the connection between himself and an unknown great whole. When you feel that there is a great whole behind you, you will feel that I am playing a big game in your heart. The feeling at this time is completely different from the feeling that I am just someone else's piece. You are a participant in chess, you are not at your disposal, this is the difference.
So we said that these three principles are inspiring, time-limited and independent teams, and everyone should know that companies such as Google and linked in will encounter setbacks when they first start using OKR. For example, the key to the beginning The measured index is five tenths. As a result, doing one thing, after the next meeting, the discussion became three-tenths or two-tenths, and it became worse and worse, it is possible, so do n’t be discouraged. At the beginning, when everyone is not comfortable with this matter, we should encourage them slowly.
The most important method is to strengthen communication, that is, when the OKR task planning meeting is held on Monday and the beer party is reviewed on Friday, communication is the most important thing. Make sure that everyone in the team can speak and everyone can speak Out of your understanding of this OKR and your current progress, it will already improve the efficiency of the team.
Next we say why OKR works?
First, we said that OKR is a combination of top-down and bottom-up. It is related. For example, as a person who does not understand technology at all, I think it is very difficult to get a technical department done well. One thing, then we need to discuss their OKR with the technical department. For example, the company TeaBee is also the same. Hannah is not a person who understands technology, so they say to set a goal.
I think this goal can be directly referred to the APP of our book club. The goal is that the product performance can reach the standards of well-known companies. You find that it does not comply with the smart principle, it is a feeling, but it is a feeling that can bring inspiration.
Then what is the next key result? 99.8% of the product's normal operating rate, the key result is a response time of less than 1 second, and it will pop up within 1 second of opening. This response time is less than 1 second. Key result three, from the user's point of view, the product loading is completed instantly, and the brackets are determined by the survey. 90% of users say that the page load is immediate.
As long as these three key indicators can be achieved, then we say that the product performance has reached the standards of well-known companies. This is a goal from the top to the bottom. Whether you know the technology or not, you know how to participate Go to OKR's discussion. So this is the first reason why it can be effective, because it is related to each other and everyone can fully communicate. The second is to promote cross-departmental cooperation and communication through OKR. Before, there was no such opportunity. In the past, everyone carried a KPI indicator heavily, that is, you let me help you, no, because you affected my KPI, What if my KPI is not implemented?
Everyone in the team sees more punishment and more threats, so you know what is the essential difference between KPI and OKR? The essential difference between KPI and OKR is the difference between Newton ’s values and Darwin ’s values, that is, one is to suppress from top to bottom, and the other is to generate these differences from bottom to top. The result of mechanized design from top to bottom.
In today's society, if you still want to use fear, we will make this topic clearer in "Reproducible Leadership". If you still want to use fear, you will be fined. If you manage a team, the efficiency of the team must be lower and lower.
Because the result of a closed system is an increase in entropy, and the result of an increase in entropy is an increase in confusion, so I believe that the feelings brought by KPIs are familiar to most people in the workplace, which are passive, stressful, and uncomfortable Then, no matter whether the boss smiles or not, he hides the possibility of fines, bonuses, even expulsion and unemployment.
And OKR is different. OKR is everyone fighting together. We often celebrate, often solve problems together, and then celebrate our progress every week. This feeling is completely different.
Then the third one is that the goal should become a regular rhythm, that is, let us review the goal to become a regular rhythm. I have seen a lot of companies develop very quickly at the beginning of their last venture, but then they slowly quieted down in a stable rhythm and have not changed for a long time. The reason is that the boss doesn't care much about the target, because just like that, we set the target at the beginning of the year and talk about it at the end of the year. If we can't adjust the target again, the year will be over again.
No, the goal is to become something that we have to pay attention to every week, and then constantly amend the contents of our cross quadrant and those four quadrants. Then why doesn't it work, why does OKR encounter setbacks in many cases?
The general reason for frustration is that the first one is that we have not set a priority for the goal, that is, we do not have the most important goal, and the objective is not clear.
The second is the lack of adequate communication. When the OKR meeting is held, everyone does not speak or the boss keeps talking about it. You know that it is very important to measure the level of participation of a company. It is to watch the meeting. During the meeting, if only the boss keeps speaking, and the people underneath holding the small book to quickly remember, and hard to remember that look, then basically this company lacks communication. But if everyone's state is relaxed during the meeting, everyone can speak their own words, and everyone can speak out their concerns on behalf of their own department, that is, full communication.
The third is that I failed to understand the goal, that is, the people underneath did not understand why OKR was set this way?
The fourth is that Plan1 and Plan2 are not well planned, that is, the things in the quadrant in the upper left corner are not clear.
The fifth is not to spend time on important things, often tempted by the golden apple that fell to the ground, and ran to do those little things.
The last one is to give up easily, just say a few days later, it is too complicated, too troublesome, and then give up. You know that the human brain needs to work hard when adapting to a new tool. If you do n’t have enough energy, you ca n’t learn something new. Therefore, we may be accustomed to introducing a new management tool, which will inevitably bring some new tasks to our work. For example, if we want to meet for this management tool, we need to use this method to hold a retrospective. There is a meeting to arrange tasks, so does this increase the workload? I give it up, and you will return to the old road when you give up. This is the difference, so I must not give up easily.
Finally, let's talk about how a scientific OKR indicator is generated, that is to say, how to open an OKR meeting? It has been described quite clearly here. It is not advisable to have too many people to participate in the meeting first, more than a dozen people are probably enough. The meeting is initiated by the CEO, and senior management should be involved. It is forbidden to carry mobile phones and computers during the meeting, which will allow everyone to enter the state quickly and concentrate. There are many people who say that I have to take my phone to memorize it or I have to take my phone to count it. You enter it on paper and do not bring it to the venue.
This is important because the way one looks at a mobile phone affects others. I often hear many people say that I am taking notes, and I take notes with my mobile phone, but the way you look at your mobile phone affects the atmosphere of the entire meeting. Well, what you want to speak, specific figures.
A few days before the meeting, all employees should be consulted to let them think about the company ’s recent focus, so that employees can think about it. If it is a big company, it is critical that those dozens of managers need to think about this problem, and then be sure to give them such a window, only one day is enough, don't slow down.
For a busy company, procrastination will never be completed. Let them think about what is the most important goal that our company should promote in the near future? Then find someone who can be a consultant or appoint a department manager to collect the most popular suggestions. You need to prepare for 4.5 hours for the meeting. Two hours is a link, with a minute break in the middle. Even if this is planned clearly, 4.5 hours will be half a day. Every executive needs to prepare one or two goals to bring to the meeting, and then write down the most recognized goals of employees on post-it notes. The executives collect many goals from the department. This goal comes from their communication with employees. And collect.
Next, all these post-it notes are posted on the wall. At this time, you will imagine that there are many colorful post-it notes on the wall, and then let everyone stand up and pass these contents together, eliminating duplicates, and see if everyone has Matters of special concern, then merge similar goals together, and eventually reduce the goals to three by voting, discuss, debate, argue, vote, and then make a decision.
In the next section, we mobilized all participating executives to freely list all the indicators that they can measure these goals, that is, what we obtained by voting is the most important thing we need to promote in this quarter, and It is the objective in our OKR. Next, we will speak fully to realize this objective. The most important measurement results are called the key results, and then list them.
This is actually what we call the process of free enumeration and brainstorming. If we can make full use of brainstorming, that is, if you have heard us talk about a book called "Stanford University's Most Popular Creative Class", you Can you know what to do with brainstorming? In this process, everyone is fully motivated to speak in large numbers, and then everyone can express their views and ideas. Do n’t criticize and evaluate too much. We just need to see whether they can be merged and whether the same can be eliminated. , Slowly you will find that the team's goals will actually be focused together.
Then at this time, we obtained the most important OKR for our quarter by voting. This is the most important thing for us in the next quarter. In this process, the CEO can certainly play a big role, because the CEO is the person who leads the meeting, and the CEO should also be the person who knows the company best. I find it difficult to say that the votes cast by this team are completely different from what the CEO thought. If the votes cast by the team are completely different from what the CEO thought, and there is a big disagreement, then both parties may need to review where they came out. problem.
In fact, I think if the people in the company can communicate transparently and openly, can everyone know what is the most important thing in the company? Don't be greedy, choose an indicator that will make the company make great progress. It's as if this OKR from TeaBee said to prove to the restaurant supplier the value of the high-quality tea we provide. This sounds like only one thing.
But if you can prove this thing in a quarter of a year, it actually needs to do a lot of things. Your product quality, ordering system, sales staff coordination, and the maturity of the sales team are all here, so everyone. Don't be greedy, it is very important to find an OKR goal that can bring qualitative changes to the company.
What is the final suggestion? In order to allow everyone to remember the OKR method more clearly, we will finally summarize these few things. As long as you are done, it will bring a qualitative change to your team.
The first is to set up only one company-level OKR, unless your company has multiple business lines, multiple business lines are divided into different companies to design. But if you only have one company, then it has an OKR, this is the first thing, don't be greedy.
The second is to give myself three months to challenge OKR. The goals that can be accomplished in a week are definitely not challenging, so do n’t ever set OKR, always thinking that I hope to achieve it as soon as possible, so give I set an OKR with no vision. I don't need three months at all. It is a thing to do in a week or two. It is at most our P1, P2, but it should not be OKR.
The third is that there should be no traditional performance appraisal indicators in the goal, and the goal should be inspiring. This is a very big challenge for a large number of traditional enterprises. Because many people think, oh my god, how is it possible, how to do without performance, how to do without KPI? We spent so much money and so many consultants before we established the KPI system.
But did you find that the KPI system has already exhausted our team? Everyone has no enthusiasm for work. And now this society, in fact, is why we believe in OKR more. In companies like Fan Deng Book Club, there are few KPI punishments within the company. The reason is that we believe that people ’s potential creates far more The imagination of the team.
As the boss, you can imagine that we have increased by 20% this month, but it is possible that the team can grow tenfold. Because the tools have also changed and the environment has changed. Now we all talk about exponential organizations. Everyone remembers that it is the company ’s The speed of development is getting faster and faster, so the only thing you can't limit is the ability and imagination of employees, which is the most important.
But if you limit your imagination with your poor 10% growth and 20% growth, people will have an anchoring effect and people will find it difficult to achieve KPIs. Facts have proved that a large number of companies will have doubled or tenfold growth, so this is very challenging, and there should be no traditional performance evaluation indicators in the goal.
In the weekly inventory progress, start with OKR. The communication department level does not need to communicate personal OKRs at the meeting. Personal OKRs only need to communicate one-on-one. You must confirm the progress of OKR every week. OKR is related from top to bottom. The company's OKR is set first, then the department, and finally the individual.
Then, OKR is not the only thing you need to do, but it is something you have to do. Believe that everyone can ensure that things go smoothly, and do n’t cram every task into your OKR. Many managers worry that after I draw this table, will I only do the things in this table, and I will not do other things. No, the inside of this table is to ensure that even if I do n’t do anything else, I have to do this. This is OKR to ensure that this team must achieve this in the three months. This is The meaning of OKR.
But it doesn't mean that the company has nothing to do. I have to list everything above. This is a different way of thinking from our past KPIs. KPI hopes to manage it in as much detail as possible. Everything is stipulated here. If you are not on the KPI, you can not do it at all. That is the KPI's thinking. You find that it is still passive and still promoted from top to bottom.
But the difference between OKR is that OKR is what we all want to achieve from the heart, so in order to achieve this, I may do a lot of off-table things, I will do a lot of things outside the cross quadrant, because this is My own goal is to be achieved, so you do n’t need to list everything in detail.
But the things listed above must be done. This is the difference in essential thinking. The OKR progress confirmation on Monday is a conversation, not a report or a reminder. You know, sometimes when doing this meeting on Monday, it may become that all departments are demonstrating merits or all departments are brushing their presence.
What is a brush presence? That is, he hopes to put forward a lot of things that make people feel horrified, saying that this matter is bad again, or that he put forward a lot of things that are very difficult for him, the troubles caused to him by others, etc. This is a behavior of brushing the sense of existence.
The most important thing in this meeting is communication and conversation, that is, what problems do you have, how can everyone help you, how can you make this matter better, and then see where others progress. I often talk about it in the team. You tell me a bright spot is much more helpful than telling me a shortcoming. Because you told me where there are highlights in this company, I know this matter should be copied, this matter should be promoted to more people, but you tell me what is wrong in this company, then I just know this problem, I had more worries, and I didn't even think about how to solve it. The solution is in the highlights.
So if we can promote our highlights and discuss constructive issues more openly and honestly at the OKR conference, instead of simply complaining and listing the presence, this meeting will be successful Much more, this is the time for the meeting on Monday. Then encourage employees to give their opinions and suggestions to the company's OKR. This OKR is not just a top-down, but also a bottom-up component, so everyone can participate, and then publicize the OKR. Google will put their OKR on the company's intranet. People from all companies can see what our company's recent OKR is and what our goal is. I hope our company can do the same.
Put our OKR on the wall, put it on the website, and then pop it in our work system, etc., to let everyone know that the nearest focus is here. Then Friday ’s celebration is a readjustment for Monday ’s harsh business, which can keep the team optimistic and positive, so I emphasize that Friday ’s beer party, no matter how poor the company is, do n’t save it, try your best To create an atmosphere of victory, we call it the victory meeting.
If you think about it, if a company can make progress every week when everyone is together, this is exactly the same as playing a game. This is the reason we call the game to change the world, so if you can bring these young people together, upgrade and fight monsters together, and make continuous progress every week, you will let them go. They will not go. Because they will feel that the company is constantly growing, and they are constantly making progress. But if every time I turn into a boss who scolds them from top to bottom, and constantly accuses them, saying that our company is going to end, how dangerous it is now, saying that everyone is not attentive all day, then I believe many people will gradually work Lost confidence.
Because this book started with a small startup team such as Hannah and Jack, it may give everyone a feeling that OKR is only suitable for startups? But do n’t forget that giants like Google and Intel are already huge giants. They still use the OKR method, so OKR is not only suitable for startups, it is also suitable for large companies.
I think this is a revolutionary book. Although it is very simple, I wrote such a simple tool using the story method, but you know that a good tool is simple. Its richness and complexity lies in the application. If every company starts to use it, it will produce a variety of changes, so I think this may be a book that caused a storm.
I hope it can really improve the working atmosphere of large and small teams, so that everyone can switch from the oppression of KPI to the passion of OKR. Entrepreneurship requires passion. Entrepreneurship is really our process of changing the world. People live for meaning, so I hope everyone can give our team more meaning and continuous improvement methods and feelings. The goal of OKR.
Hope everyone can benefit from this book, thank you all, and we will see you next week!