Video: Startup Lab workshop: How Google sets goals: OKRs

https://www.youtube.comwatch?v=mJB83EZtAjc

Book: In the plex - Steven Levy

(about the beginning of google)

eg. OKR gmail

launch by September

have 1M users by November

it sanctions the ability to take risks

public knowledge

everyone's OKRs are public in the company

cf job description

history of OKRs + grades

how to connect

- individual

- team

- company

eg. Football team

or for defensive team

have a net positive takaway

less interceptions and fumbles than other team

- impose discipline on org

- helps me indiv understand what im working on and why

- conscious descision what not working on

- public -> everyone can see exactly what working on

-by writing OKRs that are measurable, you are establishing how you're gonna measure, what you are working on

- negotiate what KeyResults will be

Quarter = 12 weeks

if 12 OKRs, then only 1 week per OKR

mentally draining (juggling, keep track)

"more than half from the company's objectives should be coming from bottom up"

-> motivation

not evaluation

-> OKRs are not a standard element of the annual performance evaluation

(summary what I did, what means for company, whether I want promotion)

OKRs not factored in

target: .6 / .7

consistent 1 = sandbagging

< .4 = missed entirely

-> reevaluate if you wanna keep working on that objective

Objective

going in, you should feel unsure you can achieve it

Sample OKRs

over organic growth!

-> did I move the needle?

Objective score = avg

goal: provide feedback to

- individual

- group

- company

"grades don't matter, except as directional indicators of how you're doing"

"if you're spending more than a few minutes, at the end of a quarter, summarising your grades, then you're doing something wrong"

work should go into delivering, not grading them

solely on my shoulders, so much easier to deliver on

high scores (.8 - 1.0) are possible, but unlikely

be proud, share

converse is more important to focus on

(.4 and below)

it is not failure

this is DATA

-> figure out what to stop doing

what did you learn, not know, that prevented you from delivering

LEARNING

communcation

not a half hearted attempt

Q&A

watch out for over-meeting!