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Measure What Matters by John Doerr// In companion with the website :…

- - - - creates the most engagement
      - To make important for all people involved, link goals to a team's broader mission
        
        It respects targets, while allowing flexibility in the way that the group is working
- - - - "seemed to know exactly what he wanted and how he was going to achieve it"
- - - - wrong decisions can be corrected once results begin to roll in
      - non decisions or those that have been hastily abandoned teach us nothing
      - Leaders must have the ability to not only get across the "why" (principle/vision) but also the "what" (practice/execution)
        
        For feedback to be effective, it must be received very soon after the activity it is measuring occurs
        
        Set objectives for relatively short periods of time
        
        The length of time can be altered based on the context and culture of the business
    - - With goal setting, less is always more. OKRs is a strategy that allows for excellence because it is provided a focus. This can only happen when the number of objectives is small.
      - Above all, objectives must also be significant. The objectives list is not a catch-all list for everything that needs to be solved, rather, it is a set of curated goals that merit special attention
  - - - The three watchwords for entrepreneurs : solve a problem, build a simple product, talk to your users
  - - - For the leaders themselves, growth internally to benefit the company as a whole was a result of private OKRs// allowed themselves to be kept accountable
      - Important to note that the system doesn't always work the first time. Continued alteration
- - - - "Meritocracy flourishes in sunlight" and organizational poisons are limited because everyone knows what's happening everywhere = no backstabbing
    - - Allows for junior staff to view everyone's goals, all the way up to the CEO. Critiques and corrections are out in public view
      - Because everyone can see what everyone surrounding them is doing, it allows them to see whose working on similar things so that they can work together or provide ways to reduce redundant efforts and save time and money
      - The transparency OKRs individual's work has the ability to be knit together into team efforts, departmental projects, and the overall mission.
        
        Vehicle of choice for vertical alignment
    - - Doesn't have to ladder down levels. Objects might jump from group to group
      - To also avoid compulsive behavior, it is also encouraged that some goals emerge from the bottom up. Difference in position and perspective are aware of different issues and it allows them to always tackle objectives that are necessary
        
        Micromanagement is mismanagement
        
        Unless a company is facing an extreme time sensitive emergency, it benefits the company to be less directive and lighter with their touch.
- - - - Update : Modify a "needs attention" key result or objective to respond to changes in the workflow or external environment
      - Start : Launch a new OKR mid-cycle, whenever the need arises & Stop : an at-risk goal has outlived its usefulness, the best solution may be to drop it
      - Continue : If an on track goal isn't broken, don't fix it
    - - Subjective Self-Assesment
        
        Even though your raw score might be lower, if you take to account the interactions that created the data and see that they were meaningful interactions, it could increase your overall score for the OKRs. The scores are a guide rather than a grade
        
        By allowing for assessments, it drives a superior goal setting process for the next activity. There are no judgement, only learnings
        
        Objective data is enhanced by the goal setter's subjective judgement
      - Reflection
        
        Close out a OKR cycle by providing yourself with questions that allow you to reflect on how well you have completed a cycle
        
        allow you to be retrospective and forward-looking at the same time and create a new set of key results
        
        If things went really well, savor it. Throw a party.
      - Objective Scoring (Scale of 0-1.0)// Assign a score for each benchmark and average out and multiply by 100 to get a %
        
        .4 to .6 = yellow ( We made progress, but fell short of completion)
        
        .0 to .3 = red ( We failed to make real progess)
        
        .7 to 1.0 = green (We delivered)
    - - It doesn't scale. When the size of a company grows okrs have to be changed for the size, you can't just try to divide up the OKR for more people
      - Make sure everyone's goals are more visible = seamless access to provide direction and drives motivation b/c more eyes on you. Also promotes networking because colleagues can see who has shared interests
      - saves time, money, and frustration- don't have to waste time looking for stuff/ all relevant information is ready when you are
- - - - Committed objectives are tied to metrics. They are achieved in full within a set timeframe
      - Aspirational objectives reflect bigger-picture,higher-risk, more future-tilting ideas. They can originate from any tier and aim to mobilize the entire organization. By definition they are challenging to achieve and about 40% fail to achieve it