O stands for Objective

KR stands for Key Results (KeyResults)

Achieve the team's most important goals

1. Set challenging and measurable stage goals

2. Make sure you and your team are always moving toward this goal and don’t get distracted by other things.

3. Grasp the rhythm. All members need to always make clear efforts to achieve goals, support and encourage each other.

1. How is it implementable?

2. Are there too many customized OKRs? There are so many that I can’t even name them.

3. Is there review and timely feedback during the execution process?

4. Re-formulate OKR (quadrant chart)

good

bad

Factor 1: Failure to prioritize goals. "If all things are equally important, that means all things are equally unimportant."

Factor 2: Lack of adequate communication, resulting in failure to accurately understand the goals. "When you say something you don't want to say anymore, people start to listen."

Factor 3: Failure to plan. Human willpower and determination to persevere are nowhere near that strong. "Thinking is a question, only doing it will give you the answer."

Factor 4: Not spending time on important things. "Important things are usually not urgent, and urgent things are usually not important."

Factor 5: Giving up easily. "Happy families are all the same, and every unhappy family is unhappy in its own way."

This method is not complicated, just a bit difficult. Because you have to choose the most important goals and not do everything unrealistically. Your goals must be clear and communicated repeatedly to everyone until everyone is on the same page. You have to put in the time to achieve your goals instead of endlessly hoping for tomorrow. You must have a clear plan to keep you moving forward on your projects, even when you feel tired and frustrated. Be prepared to fail, be prepared to learn from failure, and be prepared to try again. "Desire sets us sail, but only focus, planning and learning can reach the other side of success."

Three principles for setting goals

The company sets the company's OKR, and then each department has to think about how to set its own department's OKR, so that the company's OKR can be realized. A team can focus its OKRs on a single key result, which can support the entire OKR.

None of us want to fail, but we must afford to lose. The significance of OKR is not to complete the goal, but more importantly, it can tap the true capabilities of the team.

List the 3 to 4 most important things. Only if these things are completed this week can the team's goals move forward; clarify the priorities of these things.

Things that require preparation or support from other team members are listed in the four quadrants.

If the confidence index you set is 5/10, then the probability of completion is higher or lower. Discuss the reasons with the team.

Pick out two other factors that affect the goal and the team needs to pay extra attention to, such as: customer relationships, team status, system status, etc. When accidents occur in these places, discuss and find corresponding solutions immediately to ensure that OKRs are not affected.

Will this priority list ensure our OKRs are completed?

Are the team’s capabilities OKRs? Who can help us?

Are we ready for a new round of efforts? Does the marketing department know what the product department is going to do soon?

Is our team exhausted? Are there any hidden dangers in my product?

Setting OKR is difficult because the team needs to use this process to review the company and make difficult arguments and choices about the company's strategic direction. Every aspect of the meeting needs to be carefully designed to achieve good results.

The CEO initiates the meeting and all senior managers should participate. Cell phones and computers are prohibited, as this will get everyone in the zone quickly and focused.

A few days before the meeting, all employees should be consulted to think about the goals the company should focus on in the near future. Be sure to give them such a window. Don't procrastinate, as it will never get done.

Discuss - debate - argue - vote sorting - make decisions.

1. All employees submit goals they think the company needs to achieve this quarter. This will allow this method to be implemented smoothly, employees can directly participate in the company's goal setting, and it will inject some interesting things into the corporate culture.

2. Management spends half a day discussing OKRs. Choosing a goal requires a process of discussion and compromise, which is worth spending more time on. Then continue to set key results for the goal as a more precise supplementary explanation of the goal.

3. Management assignment: Introduce the company's quarterly OKRs to the respective departments in charge, and complete the OKR settings for each department. Department managers and members made the final choice through a two-hour meeting, by enumerating goals, categorizing, grouping key results, and ranking by voting.

4. CEO confirms department OKRs

5. Top-down association

6. Personal OKR (optional)

7. Plenary meeting. The CEO explains to all employees what the OKRs for this quarter are and why they are set this way, and then conducts exemplary task dismantling of several of them. When explaining, you should also cover the OKR summary of the previous quarter and point out the results of the previous quarter.

PS: If the OKR is not completed, dare to admit that the key results have not been achieved, dare to admit that the standard set for the key results is too low, learn from the lesson, and set the OKR well next time. OKR is to continuously discover and challenge the team's potential through practice and summary, rather than treating this process as a report or assessment result. Therefore, assuming that the team really has not completed any of the key results, it is necessary to think about why this is the case and how to improve it. If all goals are accomplished, set more challenging goals. Focus your energy on learning summary, tapping potential and efficient execution, and then celebrate the results every Friday.

Develop a good MVP

Set work priorities

Measure goals and summarize learning

Use OKR to create work goals and task lists

Set multiple goals

Setting the OKR cycle too short

Use performance to drive goal completion

No confidence index set

Changes in information index are not tracked

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

Friday is too serious