Focus on Execution

A manager’s first role is the personal one. It’s the relationship with people, the development of mutual confidence, and the creation of a community.

Not everything that can be counted counts, and not everything that counts can be counted.

Outside of setting the right goals ...

It is a management methodology that helps to ensure that the company focuses efforts on the same important issues throughout the organization. This goal-setting framework is used by Google, Airbnb, LinkedIn, and many other successful companies.

Objective: a short, inspirati...

OKRs surface your primary goals. They channel efforts and coordination. They link diverse operations, lending purpose and unity to the entire organization.

OKRs help your organization prioritize the highest impact initiatives. They also align people across your entire organization, which cr...

Feedback helps people understand how others perceive them and their work. It’s naturally opinion-based but is often grounded in the experiences we have with colleagues.

Managers need to learn how to give constructive feedback to their employees in a way that they can absorb and action that...

Goals may cause systematic problems in organizations due to narrowed focus, unethical behaviour, increased risk-taking, decreased cooperation and decreased motivation.

The wrong goals can be detrimental to an organization. The OKR process helps you set the right goals, but ...

People who choose their destination will own a deeper awareness of what it takes to get there.

Giving people a chance to contribute to setting OKRs within their functions can help increase buy-in, give a sense of ownership, and help them understand what it takes to achieve the goals. Leader...

OKRs are a shared language for execution. They clarify expectations: What do we need to get done (and fast), and who’s working on it? They keep employees aligned, vertically and horizontally.

OKRs unify the organization with a shared language and clarity about expectations.

Leaders must get across the why as well as the what. Their people need more than milestones for motivation. They are thirsting for meaning, to understand how their goals relate to the mission. And the process can’t stop with unveiling top-line OKRs at a quarterly all-hands meeting. 

People ...