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Measure What Matters Measure What Matters by John Doerr
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Measure What Matters Quotes Showing 1-30 of 215
“Ideas are easy. Execution is everything.”
John Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“We don’t hire smart people to tell them what to do. We hire smart people so they can tell us what to do. —Steve Jobs”
John Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“Bad companies,” Andy wrote, “are destroyed by crisis. Good companies survive them. Great companies are improved by them.”
John Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“When people have conflicting priorities or unclear, meaningless, or arbitrarily shifting goals, they become frustrated, cynical, and demotivated.”
John Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“We must realize—and act on the realization—that if we try to focus on everything, we focus on nothing.”
John Doerr, Measure What Matters
“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.”
John Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“Early on in your career, when you’re an individual contributor, you’re graded on the volume and quality of your work. Then one day, all of a sudden, you’re a manager. Let’s assume you do well and move up to manage more and more people. Now you’re no longer paid for the amount of work you do; you’re paid for the quality of decisions you make.”
John E. Doerr, Measure What Matters
“Then come the four OKR “superpowers”: focus, align, track, and stretch.”
John E. Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“Here are some reflections for closing out an OKR cycle: Did I accomplish all of my objectives? If so, what contributed to my success? If not, what obstacles did I encounter? If I were to rewrite a goal achieved in full, what would I change? What have I learned that might alter my approach to the next cycle’s OKRs?”
John E. Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“Meritocracy flourishes in sunlight.”
John Doerr, Measure What Matters
“An effective goal-setting system starts with disciplined thinking at the top, with leaders who invest the time and energy to choose what counts.”
John Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“As Jim Collins observes in Good to Great, first you need to get “the right people on the bus, the wrong people off the bus, and the right people in the right seats.” Only then do you turn the wheel and step on the gas.”
John Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“But exactly how do you build engagement? A two-year Deloitte study found that no single factor has more impact than “clearly defined goals that are written down and shared freely. . . . Goals create alignment, clarity, and job satisfaction.”
John Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“Contributors are most engaged when they can actually see how their work contributes to the company’s success. Quarter to quarter, day to day, they look for tangible measures of their achievement. Extrinsic rewards—the year-end bonus check—merely validate what they already know. OKRs speak to something more powerful, the intrinsic value of the work itself.”
John Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“There are so many people working so hard and achieving so little.”
John Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“If the heart doesn't find a perfect rhyme with the head, then your passion means nothing.

The OKR framework cultivates the madness, the chemistry contained inside. It gives us an environment for risk, for trust, where falling is not a fireable offense- you know, a safe place to be yourself.

And when you have that sort of structure and environment, and the right people, magic is around the corner.”
John Doerr, Measure What Matters
“Acute focus, open sharing, exacting measurement, a license to shoot for the moon—these are the hallmarks of modern goal science.”
John Doerr, Measure What Matters
“KEY RESULTS benchmark and monitor HOW we get to the objective. Effective KRs are specific and time-bound, aggressive yet realistic. Most of all, they are measurable and verifiable. (As prize pupil Marissa Mayer would say, “It’s not a key result unless it has a number.”)”
John Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“There are so many people working so hard and achieving so little. —Andy Grove”
John Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“OKRs are big, not incremental—we don’t expect to hit all of them. (If we do, we’re not setting them aggressively enough.) We grade them with a color scale to measure how well we did: 0.0–0.3 is red 0.4–0.6 is yellow 0.7–1.0 is green”
John E. Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“He wanted people at Google to be “uncomfortably excited.” He wanted us to have “a healthy disregard for the impossible.”
John E. Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“The best way to solve a management problem, he believed, was through “creative confrontation”—by facing people “bluntly, directly, and unapologetically.”
John Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“You can tell people to clean up a mess, but should you be telling them which broom to use? When top management was saying “We’ve got to crush Motorola!” somebody at the bottom might have said “Our benchmarks are lousy; I think I’ll write some better benchmarks.” That was how we worked.”
John Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“So I’d come to a philosophy, my mantra: Ideas are easy. Execution is everything.”
John E. Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“An OBJECTIVE, I explained, is simply WHAT is to be achieved, no more and no less. By definition, objectives are significant, concrete, action oriented, and (ideally) inspirational. When properly designed and deployed, they’re a vaccine against fuzzy thinking—and fuzzy execution. KEY RESULTS benchmark and monitor HOW we get to the objective. Effective KRs are specific and time-bound, aggressive yet realistic. Most of all, they are measurable and verifiable. (As prize pupil Marissa Mayer would say, “It’s not a key result unless it has a number.”) You either meet a key result’s requirements or you don’t; there is no gray area, no room for doubt.”
John E. Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“as Larry Page says, “If you set a crazy, ambitious goal and miss it, you’ll still achieve something remarkable.”
John E. Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“Where an objective can be long-lived, rolled over for a year or longer, key results evolve as the work progresses.”
John E. Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“Learning “from direct experience,” a Harvard Business School study found, “can be more effective if coupled with reflection—that is, the intentional attempt to synthesize, abstract, and articulate the key lessons taught by experience.” The philosopher and educator John Dewey went a step further: “We do not learn from experience . . . we learn from reflecting on experience.”
John E. Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“You know, in our business we have to set ourselves uncomfortably tough objectives, and then we have to meet them. And then after ten milliseconds of celebration we have to set ourselves another [set of] highly difficult-to-reach objectives and we have to meet them. And the reward of having met one of these challenging goals is that you get to play again.”
John Doerr, Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“Innovation tends to dwell less at the center of an organization than at its edges”
John Doerr, Measure What Matters

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