Atiim is an OKR goal-setting, tracking, and achievement platform for high-performing teams & organizations.

Transcription

1 Atiim is an OKR goal-setting, tracking, and achievement platform for high-performing teams & organizations.

2 How To Use OKR Goals for Alignment

3 Zorian Rotenberg CEO & Founder of Atiim Software Executive on management teams of several highly successful global companies, experienced with managing rapidly scaling international teams and employees Speaker at MA Technology Leadership Council, The Conference Board, Heartland Technology Group, and others Contributor to WSJ Accelerators, CSO Insights, Salesforce.com and Hubspot articles, and many others Degree in Finance with minors in Applied Mathematics and in Computer Science from Lehigh University and he earned his MBA from Harvard Business School

4 Agenda What are OKRs? Why High-Performing Organization Use OKRs How to Launch OKRs Easily and Successfully How OKRs Make Your Managers Effective And much more!

5 What are OKRs?

6 OKRs A management approach used to align everyone at your company, focus everyone s effort on what really matters and make all progress measurable so that you can achieve your top corporate objectives and accelerate your business performance and results.

7 John Doerr launched his Measure What Matters book in 2018, a business bestseller about OKRs where he shares valuable lessons about managing organizations effectively.

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9 Different from MBOs MBO Intel MBO OKR

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11 John Doerr & 4 Superpowers of OKRs 1. Focus and Commit to Priorities 2. Align and Connect for Teamwork 3. Track for Accountability 4. Stretch for Amazing

12 OKRs Defining Os and KRs Objectives (Os) - WHAT we want to accomplish - A concise statement, significant and action-oriented - The Objective is the direction (Andy Grove) Key Results (KRs) - HOW we will achieve the Objective & how we measure progress - A specific, measurable and verifiable statement - KRs help you measure your progress towards the Objective - A Key Result can be a Milestone (qualitative yet still measurable) or Metric-based (quantified)

13 We Want to: {Objective} as measured by this set of KRs: {1. Key Result} {2. Key Result} {3. Key Result}

14 Goals vs Tasks and Projects A task - a single thing that you do - a to do that one person can do in under a few days - a task is activity focused A project - an initiative done by one or more people and which requires multiple tasks to complete - a project is activity focused A goal - an outcome that you want to achieve as the desired future state - to achieve the goal, you need to complete one or more projects (and allocate resources, schedules, etc.) - a goal is not an activity it is focused on achievement of results and outcomes

15 Everybody Does OKRs One of the essential qualities of OKRs is: everybody does them Everybody Many early adopters were from the tech world but companies from other industries such as BMW, Anheuser-Bush, Samsung and Disney follow the principles and practices of OKR Regardless of the size of your company or its life-stage, through the implementation of OKRs, you can begin the continuous management improvement process In sum, objectives and key results are a potent, proven force for operating excellence for Google, so why not for you? Image source:

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17 Why High-Performing Organization Use OKRs

18 The performance of your company is directly linked to the performance of your people.

19 Challenges Companies Face 95% of employees do not fully understand the company s goals or what s expected of them 40% of global CEOs cite failure to align as the single greatest challenge to executing strategy 84% of companies are not using their workforce to its full potential 50% of average workforce time is wasted on non-productive work Source: Brookings Institute & SHRM Research; Harvard Business Review: Office of Strategy Management, Robert Kaplan and David Norton; Harvard Business Review: Why Strategy Execution Unravels, Robert Kaplan and David Norton; PWC - Saratoga Institute / Corporate Executive Board Research: Measures that Matter.

20 Source: Gallup,

21 Total cost of your workforce: 70% Source: Brookings intitute & SHRM Research

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23 OKR video 600,000+ global views!

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26 How to Launch OKRs Easily and Successfully

27 OKRs an Easy Goal-Setting System Simple Transparent Regular Check-Ins Quarterly, not Just Annually Full Alignment and Cascading

28 Why CEOs and HR Implement OKRs Clear communication of top organizational strategic goals Help connect everyone s goals to the company s top Improve employee s focus on what truly matters Better agility due to more frequent cycles Drive alignment all across the organization Increased transparency at your company Improve engagement of your people

29 Managers Run the Goal-Setting Process: HR / People Ops must localize the Goal-Setting and Continuous Performance Management process with the people managers. It must be owned locally by managers and their teams, but supported, empowered, and administered by HR.

30 The key is to set and check-in on the goals frequently.

31 Goals + Feedback Increases Performance Source: Gallup Employees Want a Lore More from their Managers

32 94% of employees prefer that managers do regular Check-Ins Source:

33 How Check-ins Work Progress Check-in (every 1-4 Weeks) Progress Check-in (every 1-4 Weeks) Progress Check-in (every 1-4 Weeks) Progress Check-in (every 1-4 Weeks) Q1 Q2 Q3 Q4 Q1 Each Check-In Starts with looking at progress and feedback on goals / objectives Help from the manager to overcome any issues or roadblocks Always includes constructive, strengths-based feedback Coaching, talent development, training conversations Any other key day-to-day topics to make progress

34 Start Your Meetings by Checking Progress on OKRs How is your progress on your top goals? Do you think you re on track overall? What are the small wins you re proud of?

35 Identify Problem Areas Early Where are you stuck? What are the bottlenecks where I can help you? What goals are At Risk (in the red)? How can I help you attain these goals?

36 Cross-Functional Alignment & Collaboration Are teams aligned? Is there cross-functional collaboration? Are people commenting on each other s goal progress, praising goal attainment, nudging the effort, offering feedback?

37 On Questions Linking OKRs to Compensation For companies moving to continuous performance management, the first step is to divorce compensation from OKRs, both raises and bonuses. OKRs will influence your performance rating and review, but not determine it. So it s one factor out of several. If you really want to develop people, you should give them clear feedback about what they need to do to grow. But that s not when you tell them what their bonus is Image source:

38 3 Keys to Success 1. Discretion 2. Common Sense 3. Walk before you run

39 How OKRs Make Your Managers Effective

40 Employees Top Complaints About Managers Harvard Business Review:

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42 Google s conclusion? Source:

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46 Key takeaways from Project Oxygen on the behaviors of Google's best managers Clear strategy for the team Is a good communicator Does not micromanage Discusses performance Results-oriented Good coach Source: Google rework, Great managers still matter: the evolution of Google s Project Oxygen, February 2018:

47 Key takeaways from the 12 Elements of Great Managing based on a study of over 10 million interviews on how great managers inspire top performance in employees Connects the job to the organization s mission Sets clear direction and what is expected Discusses progress Recognition for good work Enables learning and growth

48 Key takeaways from the Decoding Leadership: What Really Matters from McKinsey. Clarify objectives, rewards, and consequences Develop others Give praise Strong results orientation Source: Decoding leadership: What really matters, By Claudio Feser, Fernanda Mayol, and Ramesh Srinivasan,

49 So what are the consistent & repeating principles?

50 Agile Goals / OKRs Progress Check-in Feedback The Lifecycle of Effective Management Recognition Review Snapshots 1. Set clear direction set & track agile goals (i.e. OKRs) 2. Do regular 1-on-1 Check-Ins (weekly or bi-weekly conversations with coaching & development) 3. Enable constructive peer feedback 4. Provide regular recognition 5. Periodic performance snapshots (typically 2-4 times per year and grounded in data collected from regular check-ins)

51 Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others. - Jack Welch, former GE chairman and CEO Image Source:

52 Global Human Capital Trends 2018 Many companies now want transparent OKR goal systems they can update frequently as teams and business change. They want a system for regular employee-manager check-ins that makes the process simple, asks easy questions, and tracks activity and discussions. They want a system for multidirectional feedback that encompasses pulse surveys, developmental feedback, and coaching. Source: Deloitte Global Human Capital Trends survey data, Deloitte Consulting LLP, 2018

53 Source: Bersin & Associates, Modern Performance Management and Next-Generation Recognition and Rewards, Stacia Sherman Garr

54 Free Gifts for Our Webinar Attendees

55 Want a Live Demo? Free Goals/OKRs Consultation Customer Case Studies Just say Hi in the Subject Line to: SeeDemo@atiim.com

56 Thank you! Questions?

57 Image Sources &