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BETTER
EXECUTION
Makes dreams happen
@cwodtke
www.cwodtke.com
hi
I have worked many great
places and done many
impossible things.
Along the way, I have
learned important lessons
I’m here to share,
including…
Don’t get sued
Once upon a time there was a start-up.
Hanna
Jack
(because no one is
dumb enough to
start a company
with their own
money, right?)
Restaurant
Suppliers
Restaurant
Suppliers?
Hell no
Let’s talk to Jim
JimLet me tell
you a story
“I looked out the window at the Ferris wheel of the Great America
amusement park revolving in the distance, then I turned back to
Gordon and I asked,
“If we got kicked out and the board brought in a new CEO, what do you
think he would do?”
Gordon answered without hesitation,
“He would get us out of memories.”
“Why shouldn’t you and I walk out the door, come back and do it
ourselves?” Andy Grove
Jim
“let’s
pretend
we’ve
already
decided”
Hire a sales
guy? Change the
website…
Hire a sales
team.
Restaurant
Suppliers!
Restaurant
Suppliers!
But wait,
there’s
more!
OKRs
Objectives and Key Results
OKRs
Objectives
Key results
OKRs
O: Dream
KR: Success criteria
“Google did more than
adopt it,” says Doerr.
“They embraced it.”
OKRs became an essential component of Google
culture. Every employee had to set, and then
get approval for, quarterly OKRs and annual OKRs.”
OKRs
O: Qualitative
Shoot for the moon dream
Objective: Establish
epic value to
Restaurant Suppliers
as the best tea
provider
OKRs
KR: Quantitative
“How do we know we met
the objective?
KR: Reorders at 85%
KR: 20% of reorders
self-serve
KR: Revenue of 250K
Objective: Build
an effective
sales team
AND Objective: Build a
responsive customer
service
approach
Objective: Build an
effective sales
team
AND Objective: Build a
responsive customer
service approach
Your turn!
Objective:
KR
KR
KR
OKR Test
Does it take a full quarter to achieve?
Is it really hard? 50% Confidence?
Credit: http://wklondon.typepad.com/Team reluctantly agrees
Hell no
Credit: http://wklondon.typepad.com/Team Wiffed ALL
I want you
to meet…
Raphael
You’re doing it
WRONG
CADENCE
Commitment
Mondays are for promises
Fridays are for winners
Objective: Establish clear value to
distributers as a quality tea
provider
KR: Reorders at 85% 5/10
KR: 20% of reorders self-serve
5/10
KR: Revenue of 250K 5/10
Key Risk Factors: Need new self-serve
system up in first month
Priorities this week
Next 4 weeks - Projects
OKR Confidence
Team Health:
Distributor satisfaction Health:
Health
Yellow
P1
P1
P1
Green
Close deal with TLM
Foods
Team struggling with direction
change
3 solid sales candidates
in for interview
Passive reorder notifications
New self serve flow for
distributors
Metrics for distributors on tea
sales
Hire Customer service head
New Order flow Spec’d
Objective: Establish clear value to
distributers as a quality tea
provider
KR: Reorders at 85% 5/10
KR: 20% of reorders self-serve
5/10
KR: Revenue of 250K 5/10
Key Risk Factors: Need new self-serve
system up in first month
Priorities this week
Next 4 weeks - Projects
OKR Confidence
Team Health:
Distributor satisfaction Health:
Org Health
Yellow
P1
P1
P1
Green
Close deal with TLM
Foods
Team struggling with direction
change
3 solid sales candidates
in for interview
Passive reorder notifications
New self serve flow for
distributors
Metrics for distributors on tea
sales
Hire Customer service head
New Order flow Spec’d
Commitmen
t!
Objective: Establish clear value to
distributers as a quality tea
provider
KR: Reorders at 85% 5/10
KR: 20% of reorders self-serve
5/10
KR: Revenue of 250K 5/10
Key Risk Factors: Need new self-serve
system up in first month
Priorities this week
Next 4 weeks - Projects
OKR Confidence
Team Health:
Distributor satisfaction Health:
Org Health
Yellow
P1
P1
P1
Green
Close deal with TLM
Foods
Team struggling with direction
change
3 solid sales candidates
in for interview
Passive reorder notifications
New self serve flow for
distributors
Metrics for distributors on tea
sales
Hire Customer service head
New Order flow Spec’d
Commitmen
t!
Heads up!
Objective: Establish clear value to
distributers as a quality tea
provider
KR: Reorders at 85% 5/10
KR: 20% of reorders self-serve
5/10
KR: Revenue of 250K 5/10
Key Risk Factors: Need new self-serve
system up in first month
Priorities this week
Next 4 weeks - Projects
OKR Confidence
Team Health:
Distributor satisfaction Health:
Org Health
Yellow
P1
P1
P1
Green
Close deal with TLM
Foods
Team struggling with direction
change
3 solid sales candidates
in for interview
Passive reorder notifications
New self serve flow for
distributors
Metrics for distributors on tea
sales
Hire Customer service head
New Order flow Spec’d
Commitmen
t!
Heads up!
Discussion
& Support!
Objective: Establish clear value to
distributers as a quality tea
provider
KR: Reorders at 85% 5/10
KR: 20% of reorders self-serve
5/10
KR: Revenue of 250K 5/10
Key Risk Factors: Need new self-serve
system up in first month
Priorities this week
Next 4 weeks - Projects
OKR Confidence
Team Health:
Distributor satisfaction Health:
Org Health
Yellow
P1
P1
P1
Green
Close deal with TLM
Foods
Team struggling with direction
change
3 solid sales candidates
in for interview
Passive reorder notifications
New self serve flow for
distributors
Metrics for distributors on tea
sales
Hire Customer service head
New Order flow Spec’d
Commitmen
t!
Heads up!
Discussion
& Support!
Protect
what
matters
DEDICATI
ON
TO YOUR GOALS
TO YOUR TEAM
Fridays are for
Wins & Wine
(or beer)
Engineering demos
Engineering demos
Design demos
Engineering demos
Design demos
Sales & Bizdev shares wins
Engineering demos
Design demos
Sales & Bizdev shares wins
Beer
Everybody needs bragging time
•Motivates team to have
something to share
•Makes you feel like part
of something special
•Show progress
Credit: http://wklondon.typepad.com/Back to the Team
We’re
doomed
You didn't
make your
OKRs…
Credit: http://wklondon.typepad.com/
"I don't think we're
marketing right"
"We had to deal with
wrong orders and late
deliveries to Los Gatos"
"We didn't hire a second
salesperson!"
"We had some problems
with the performance of
the site"
It’s OK.
We’re
trying
again…
One OKR for quarter
It’s OK.
We’re
trying
again…
Weekly check-ins
One OKR for quarter
It’s OK.
We’re
trying
again…
Friday Celebrations
One OKR for quarter
Weekly check-ins
Team made 2 of 3 KRs!
Metrics are growing!
Series A
Happily ever after?
BUT WAIT
THERE’S MORE
GOODBYE RATRACE
OBJECTIVE: BE
FINANCIALLY
STABLE,
PRESERVE
HEALTH
DO WORK I LIKE.
KR: EARN 30K
OVER THREE
MONTHS DOING
WORK I’D DO
EVEN IF I
WASN’T PAID
KR: HAVE A
MANAGEABLE
BUDGET TO
PREDICT
EXPANSES
KR: ZERO ACID
REFLUX, ZERO
BACK PAIN
HELLO, DREAMLIFE
Thank
You
@cwodtke
www.cwodtke.com
I coach teams and
individuals to make
dreams into realities.
New Book coming soon!
Get notified at
alerts.theexecutionerstale.com
Tips on OKRS
• Set only 1 OKR for the
company, unless you have
multiple business lines. It’s
about focus.
• OKRs are not the only thing
you do, they are the one thing
you must do. Expect people to
keep the ship running
• Give yourself 3 months for an
OKR. How bold is it if you can
do it in a week?
• Keep the metrics out of the
objective. The objective is
inspirational.
• In the weekly check in, open
with company OKR then do
groups
• OKRs cascade; set company
OKRs, then groups/roles, and
then individual’s.
• Weekly OKR check in is a
conversation. Be sure to
discuss change in confidence,
health metrics and priorities
• Encourage employees to
suggest company OKRs.
• Friday celebrations is an
antidote to Monday’s grim
business. Keep it upbeat!
Learn more: http://www.eleganthack.com/the-art-of-the-okr/
Thanks to my awesome students in my Designer as Founder class. Especially An,
Justin, and Jack for their lead roles.
They were paid in pizza, just like a real startup.
As Harry Max for not suing me when I use his picture.

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The Executioner's Tale

Editor's Notes

  1. Once upon ati me there was an old farmer who had worked his crops for many years. One day his horse ran away. Upon hearing the news, his neighbors came to visit. “Such bad luck,” they said sympathetically. “Maybe,” the farmer replied. The next morning the horse returned, bringing with it three other wild horses. “How wonderful,” the neighbors exclaimed. “Maybe,” replied the old man. The following day, his son tried to ride one of the untamed horses, was thrown, and broke his leg. The neighbors again came to offer their sympathy on his misfortune. “Maybe,” answered the farmer. The day after, military officials came to the village to draft young men into the army. Seeing that the son’s leg was broken, they passed him by. The neighbors congratulated the farmer on how well things had turned out. “Maybe,” said the farmer.
  2. When I joined Linkedin, many people said “huh, that’s interesting.” Many did not know why I’d join a resume site. When I joined Myspace, they said good luck. It looked hard, but possible. When I joined Zynga they all congratulated me on landing in one of the hottest spots in the valley. I’ve learned to say “We’ll see.” But one thing I did learn
  3. Once upon a time there was a start-up.
  4. Once upon a time there was a start-up.
  5. This start-up has a vision to bring delicious artisinal loose-leaf tea to  fine dining restaurants and discerning cafes.   There were two founders.
  6. Hanna was first-generation Chinese, and loved the tea she grew up with at her parents house. She despaired of getting a nice cup of green dragon well after a fine meal.
  7. Jack was British, and equally miserable at cafes that could poach an egg perfectly yet thought earl grey was a who and not a what. They knew there were plenty of great tea producers. So they decided they would connect great tea with fine restaurants and cafes that were snobbish about coffee but ambivalent about tea.
  8. And because they went to Stanford and could do math, they managed to raise a little money to make a go at it.
  9. (because no one is dumb enough to start a company with their own money, right?)
  10. After a happy six months decorating and office and hiring engineers and making a very pretty website where buyers could find tea producers and order tasty tea and giving away tea at tech meet-ups and even closing a few deals they started to feel a little uneasy. While they had another 18 months of runway, they wondered what was going on. They had many many little tea producers signing up, but only two buyers. A lopsided market is not a profitable market. Like good little founders, they decided to go out and sell more tea themselves, to learn more about the market! 
  11. One day, Hann came back with a very big order from a distributor. This distributor sold tea to all kinds of restaurants, big and small, as well as canned good and dry goods and coffee.  Jack was both happy and alarmed! He was happy to see so much money about to come into the business, yet this was not TO PLAN. They were here to connect fine dining and fine tea! A few days later, Hann used her connections to close another deal with another distributor. It was a lot of money, but Jack was even more alarmed. This distributor did not want to use the nice self-serve website they built. Hann had to enter in their information by hand... and would every time they wanted to order! How would that scale? But it was soooo much money. and then she did it again and again.
  12. Then, a few weeks later, Hann pulled Jack into their conference room. They had to kick out their lead programmer, as he liked to hide there to code quietly. Hann pointed out to Jack that they were doing better connecting to distributors seeking to up-scale their offering than cafes. That a single sale with a distributor resulted in more money per sales call. The restaurants didn't like like evaluating tea producers using the site either.  Perhaps it was time to rethink their market focus. They went back and forth for awhile, but Jack, because despite being a designer he could also do math, realized this might be a good choice. But before uprooting everything and telling new stories to the employees and hiring a salesperson, he suggested they talk with Jim Frost.
  13. Jim Frost was the first angel who gave them money. He was a valley veteran, and had seem many companies go under as well as a few succeed. He was wise and insightful and could surely help the figure this out. They had to meet at a Starbucks near his office, which always made Jack have small quiet meltdowns inside. By the time they had finished talking Jim and math had them decided that selling to distributors that had relationships with retailers was the answer. They achieved product/market fit when they weren't even paying attention!
  14. “I looked out the window at the Ferris wheel of the Great America amusement park revolving in the distance, then I turned back to Gordon and I asked, “If we got kicked out and the board brought in a new CEO, what do you think he would do?” Gordon answered without hesitation, “He would get us out of memories.” I stared at him, numb, then said, “Why shouldn’t you and I walk out the door, come back and do it ourselves?” Andy Grove
  15. Jim Frost was the first angel who gave them money. He was a valley veteran, and had seem many companies go under as well as a few succeed. He was wise and insightful and could surely help the figure this out. They had to meet at a Starbucks near his office, which always made Jack have small quiet meltdowns inside. By the time they had finished talking Jim and math had them decided that selling to distributors that had relationships with retailers was the answer. They achieved product/market fit when they weren't even paying attention!
  16. Then, a few weeks later, Hann pulled Jack into their conference room. They had to kick out their lead programmer, as he liked to hide there to code quietly. Hann pointed out to Jack that they were doing better connecting to distributors seeking to up-scale their offering than cafes. That a single sale with a distributor resulted in more money per sales call. The restaurants didn't like like evaluating tea producers using the site either.  Perhaps it was time to rethink their market focus. They went back and forth for awhile, but Jack, because despite being a designer he could also do math, realized this might be a good choice. But before uprooting everything and telling new stories to the employees and hiring a salesperson, he suggested they talk with Jim Frost.
  17. Jim Frost had another piece of advice
  18. Now Hann and Jack were ready to focus the company on growth. And Jim had given them a little tool to help them with it.  It's called OKRs. 
  19. Used at google Popularized form john doer
  20. Then, a few weeks later, Hann pulled Jack into their conference room. They had to kick out their lead programmer, as he liked to hide there to code quietly. Hann pointed out to Jack that they were doing better connecting to distributors seeking to up-scale their offering than cafes. That a single sale with a distributor resulted in more money per sales call. The restaurants didn't like like evaluating tea producers using the site either.  Perhaps it was time to rethink their market focus. They went back and forth for awhile, but Jack, because despite being a designer he could also do math, realized this might be a good choice. But before uprooting everything and telling new stories to the employees and hiring a salesperson, he suggested they talk with Jim Frost.
  21. Then, a few weeks later, Hann pulled Jack into their conference room. They had to kick out their lead programmer, as he liked to hide there to code quietly. Hann pointed out to Jack that they were doing better connecting to distributors seeking to up-scale their offering than cafes. That a single sale with a distributor resulted in more money per sales call. The restaurants didn't like like evaluating tea producers using the site either.  Perhaps it was time to rethink their market focus. They went back and forth for awhile, but Jack, because despite being a designer he could also do math, realized this might be a good choice. But before uprooting everything and telling new stories to the employees and hiring a salesperson, he suggested they talk with Jim Frost.
  22. Dind’t make OKRS
  23. Dind’t make OKRS
  24. Jim Frost had another piece of advice
  25. Tough guy but
  26. Dind’t make OKRS
  27. "We had some problems with the performance of the site""We had to deal with wrong orders and late deliveries to Los Gatos""I don't think we're marketing right""We didn't hire a second salesperson!"
  28. Dind’t make OKRs "We had some problems with the performance of the site""We had to deal with wrong orders and late deliveries to Los Gatos""I don't think we're marketing right""We didn't hire a second salesperson!" RS
  29. Once upon a time there was a start-up.