Setting objectives - Deepstash

Setting objectives

To start with setting your OKRs, set a very high, single objective for a fixed time, such as a quarter.

  • An objective should be qualitative and inspirational and motivate people to work on the challenge.
  • Time-bound. It should be a clear sprint, not last too long.
  • Directly actionable by the team, not dependent on other teams.

An example of a good objective: Launch an awesome MVP.

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Creating a cadence

Create a weekly cycle. A Monday check-in is a conversation across the whole team that shows the group's OKRs.

On Friday's, teams can celebrate their achievements. Each team should share something. The goal is to feel like a winning team.

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The key results are tangible and quantitative. They are hard to achieve but not impossible.

You generally will have three key results that are based on anything you can measure, such as growth, engagement, revenue, performance, quality.

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Ideas are easy to come up with. What is difficult is moving from an idea to reality. We need systems to keep us, and our teams focused on the goal.

Systems are divided into three parts:

  1. Setting inspiring and measurable goals.
  2. Ensuring you and your team always make progress toward that desired goal.
  3. Setting the cadence to ensure the group remembers what they are trying to do and hold each other accountable.

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The first step to success is creating a mission statement. A good mission is short and inspirational. Try to make it remain valid for at least five years by making it broad.

"We [improve life] in [market] by [value]."

Then motivate people to get them to do their best work and meaningfully measure progress using the OKR system - Objectives and Key Results.  

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  • We don't prioritise our goals. Setting a single objective with three key results can provide the necessary focus.
  • We haven't communicated the goal persistently and comprehensively.
  • We don't have a plan. 
  • We haven't made time for our goals. Committing a specific time to work towards the objective will ensure progress.
  • We give up instead of iterate. Successful teams may get it wrong at first but then try again.

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CHRISTINA WODTKE

Don’t tell people how to do things, tell them what you need done and let them surprise you.

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RELATED IDEAS

Objectives and Key Results (OKR)

The Objective is qualitative, and the KR’s (most often three) are quantitative.

They are used to focus a group or individual around a bold goal. The objective sets a goal for a set period of time, usually a quarter. The key results tell you if the objective has been met by the end of the time.

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To build a high-performance team, you need to empower people.

Learning how to motivate and inspire them will make them want to work with you. Knowing how to enlist the knowledge, energy, and resources of others will enable you to accomplish more.

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An outcome is “a change in human behaviour that drives business results.” Outcomes have nothing to do with making ‘stuff’ – though they’re something created by making the right stuff.

Outcomes are the changes in the customer, user, employee behaviour that lead to good things for your company, your organisation, or whoever is the focus of your work.

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Gold insights on Product Delivery

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