How to set OKR?

I have come into contact with many companies, and they don't pay much attention to the background of OKR when managing OKR. Many companies think that "OKR management doesn't just set goals, so it is not difficult". However, for OKR management, the setting of OKR is the first and most important step. Before talking about OKR settings, let's understand the concepts of OKR and OKRS-E.

Everyone may be familiar with the OKR working method, as the name implies, that is, the goal and key result method. It originated from Intel and developed in Google. In recent years, more and more enterprises at home and abroad have adopted a management tool, which is also a tool for employees to manage themselves. Although OKR management tools have been successful in many enterprises at home and abroad, many enterprises still fail to implement them. Mainly because the OKR framework can only solve "Where do I want to go?" And "how do I know if I have arrived there?" But it doesn't solve the problem of "what should I do to get there". For most domestic enterprises, on the one hand, bureaucracy/control mode prevails, and basic employees have no right to speak; On the other hand, the vast majority of employees are not competent for ambitious goals, and they have no consciousness of realizing these goals consciously. In addition, if the goal is not combined with the work, then it is an empty goal. OKRs-E is to solve this problem, e stands for execution, and OKRs-E means OKR management+work execution.

Many companies may have such an O: "year-on-year increase in operating income 100%". Is this a good o?

Theory and enterprise practice show that the goal should be qualitative and exciting (there is no number), because no one wants to work hard for a number.

1. The goal is clear and inspiring, not a dry data indicator.

For example:

Wrong o: operating income growth 100%.

Correct O: Build a first-class customer success team (clear and inspiring)

2. The writing formula of goal suggestion: directional verb+action object.

Directional verb+action object, in other words, "where do I want to go". Directional verbs are verbs with directional characteristics, such as improving, creating, improving and winning. For example, "building a first-class customer success team".

3. The goals are in the same direction and the focus is the same.

When making a goal, it must be enough to support the realization of the superior goal, and the goal direction should be consistent with the superior goal to ensure that everyone in the company works around the same goal.

KR is actually a quantitative description of the target. If the objective answer is "Where am I going?" Then the question that KR must answer is "How do we know that we have arrived there?" .

1. The number of krs for each O is 3-5, preferably not more than 5.

KR is a key indicator to measure the realization of the goal, which represents all directions to realize O. If there are too many directions, it is difficult to concentrate and ultimately affect the realization of the goal. It is recommended to set 3-5 KR for each target.

2.KR should be quantitative. The key achievement that can be measured by numbers is a measurable indicator. If it cannot be measured, the significance of key achievements will be lost. Never turn OKR into a planned decomposition.

3.KR is strongly related to o, and whether it is completed determines whether o is completed. There may be many choices when setting KR, but when making choices, we must think about a question, "My KR has been achieved, can my goal be achieved?"

Execution is a job description of key results and an important work breakdown supporting KR.

Generally speaking, 1 will have multiple implementations. E, it can support the implementation of KR.

For example:

KR: Every new seller will write at least 30 bills every month.

E 1: Excellent sales speech learning (task)

E2: Resume the weekly summary meeting (recurring task)

E3: Making New and Old Sales Cooperation Assistance Plan (Task)

E4: Voice Sharing and Communication (Project) ...

2.E execution must set a specific time node, and the person in charge of E execution is different from KR. Generally, it is a task that can be completed in one or two days or a long-term project involving cross-departments, so the time and the person in charge will be different. In order to facilitate the tracking and feedback of the execution results, the person in charge and the time node must be set in advance.