OKR, leadership, and goal-setting insights, based on John Doerr's NY Times bestselling book, "Measure What Matters". Learn how a simple goal-setting technique called OKRs-Objectives and Key Results- propelled Google, The Gates Foundation, and Bono to exceed all expectations with a Getting Started 10 series and more. What's your goal?
I don't think the speaker is asked the same question as the title of the video. He certainly answered with an assumption the viewer already knows the difference.
32:25 Finding a person who has a terrific idea but feel they're not capable of leading a company to achieve what it's potential is. John talks with them and has a conversation about what their dream is, what their objectives are, what kind of team do they want to build, how far do they think they can and will take the company. He never wants to deny somebody's ability to grow. Larry Page started as CEO of Google, then everybody agreed should bring in Eric Schmidt as CEO ("adult supervision" with experience), develop Larry further, and 10 years later Larry returned to be CEO. 34:20 Ideas are easy, execution is everything (relatively speaking). Many great ventures / ideas have failed because they can't execute-and for most endeavors, it takes a *team* to win. Most of us are on teams and organize into teams. 35:00 He'd rather back _people and programs_ (team) > bricks and mortar (physical company). 35:30 Rice U commencement speech. *You're judged on your ability to think and speak on your feet* -but many of the best and brightest people are inarticulate (Rice students). 37:00 Lots of leadership styles. Sometimes the best leader is facilitating the group doing well. 41:50 The way to make meaning in life is through your relationship with others 41:55 His dad was his mentor and role model-an engineer and entrepreneur-and rather than inheritance gave him a fine STEM education (because "nobody can take that away from you"). 43:15 OKR's create a culture where it's _okay to fail._ Google X's "moonshot factory" celebrates failures-do everything they can to do an audacious project and prove it won't work, so they can free up their resources to go do the next thing. 44:10 OKR's can cultivate the madness of a creative organization, give it a purpose, and cause magic to occur. 44:20 CFR's. Frequent, real-time feedback and huddles on the way to the goal / objective for player morale. O's are the goal posts, and KR's are the 10-yard markers on the way to that objective. 46:00 Texas and Houston entrepreneurship. The great centers of entrepreneurship are almost always clustered around great universities. 47:30 Compaq Computer founded by engineers out of Texas Instruments 53:00 Book sold multiple 100,000 copies 53:40 Email
I like the fact that you change teachers throughout the lesson. Feels fresh and drums in the fact that you're about to teach a different concept now. The mind subconsciously pays attention because something changed
I like this. It neatly packages it. I previously didn't see OKR's as packaged set of things. Interesting. I saw OKR's as loosely coupled metrics that can be chopped and changed but the immutability and the wholeness aspect of it is super important
How often should this OKR be reviewed? (How often should a Steerco meet to review progress and iterate on the plan of action) Is this cadence tied to the schedule of the OKR? (If it's cadence-driven then I'm guessing that a 30-day OKRs should be looked at weekly. 60-day or 90-day OKRs should be looked at every 2 weeks. )
I feel that if you create the OKR and you don't have a good process for reviewing the goal and steering and iterating on your plan, things will fall flat and you'll incorrectly conclude that the OKR framework doesn't work.
I just wanted to say thank you Ryan. This series of videos has been really insightful. We have introduced OKRs and I have clearly been overthinking it. You have broken it down into clear steps for me. I am off now to create an amazing set of OKRs!
Thank you Ryan and the WhatMatters team for making this clear and suscinct videos, I´ve learned a lot and will be using OKR to grow personally and my business. Thank you!
That is a terrible example of OKRs. Two of those 3 key results are just to-do’s. Aktions that you might take to achieve a key result. So what you are doing in this example is micromanaging the team instead of empowering it
hey thanks a lot for this whole series ... I didn't know what tf an OKR was until I found you - I only knew my new company was using them so I'd better learn! Great explanations, personable and authentically striving to provide value to people like me. I think this series will eventually reach a much larger audience - set an OKR for that!
Never in the history of the world have there been so many talented people ready, willing and able to address the biggest problems facing humanity but lacking a common language for identifying and implementing the solutions derived from this communal endeavor. I hope that OKR's can offer at least a first step in that direction. I once worked for James Martin (no relation) and came to appreciate the value of solutions architecture ahead of implementation. OKR's can provide this value if we just embrace it. Now.
Wait, you suddenly say that a result should be that the tour should become a full-time job. The earnings goal (per year, for xx many years) would be more useful right? Also, are those objectives and key results going to be documented in a contract or in any other project deliverables so that the customer can enforce them? No legal concerns? What if you don't meet the objectives and results, are you then in court faster than Johnny Depp?
So you describe how successful and effective organizations work, what is new? Are we saying that many companies can't do this (properly), or that business consulting companies got it wrong?
Wait, in the beginning you said that just upgrading equipment isn't very audacious.. Then later the plan is to upgrade all cardio machines.. What's the extra value then?
Amusing how many of the big boys / investment bankers speak as if they have nothing to do with the selection process (major parties), virtually all levels international, national, state and local -- in the US and worldwide.
