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Preview — Measure What Matters by John E. Doerr
Started reading June 26, 2019
For anyone striving for high performance in the workplace, goals are very necessary things.
Less than a third of U.S. workers are “involved in, enthusiastic about and committed to their work and workplace.”
This book—with its companion website, whatmatters.com—is
The objective is the direction:
subordinates be consulted on company goals. Instead of traditional crisis management, he proposed a balance of long- and short-range planning, informed by data and enriched by regular conversations among colleagues.
(Wrong decisions can be corrected once results begin to roll in. Nondecisions—or hastily abandoned ones—teach us nothing.)
For organization-level OKRs, the buck stops with senior leadership. They must personally commit to the process.
To safeguard quality while pushing for quantitative deliverables, one solution is to pair key results—to measure “both effect and counter-effect,” as Grove wrote in High Output Management.
A few goal-setting ground rules: Key results should be succinct, specific, and measurable. A mix of outputs and inputs is helpful. Finally, completion of all key results must result in attainment of the objective. If not, it’s not an OKR.
At a fast-growing start-up, effective leaders keep firing themselves from jobs they did at the beginning.