Escaping the Priority Trap

.ESCAPE THE
PRIORITY TRAP.
LEAN that Matters,
out of the grooveWhatmatters.com
[DISCLAIMER] Read the book 😄
Join us:
gobeam.me/okrs

This Session Dynamics
| Session | Dynamics |
We believe in interactions.
So Please, Share your comments or
questions in parking lot.
Join us at this link 👇
gobeam.me/okrs

It is
A Discussion.
A Dialogue.
Exploration
Findings.
Believes.
Models.
A version of the truth.
It is NOT
A lecture.
A Monologue.
Certificate.
Not a Course
This Meetup Session Dynamics
To highlight the importance of this simple tool
An Experience report
An invite for discussion
gobeam.me/okrs

This Session Dynamics
Tell me and I forget. Teach
me and I remember.
Involve me and I learn.
-- Benjamin Franklin
gobeam.me/okrs

1-Hello, What best describes you?
SW Developer
PM/Scrum
Product Manager/ PO
UX Designer/ Designer
Devops/Ops/IT
CEO
COO
HR manager
Sales
Marketing
Support/Customer success
Trainer
Who is wo?

A Company of One/Self Employed.
A Startup.
SME.
Corporate.
Educational institute
A none-profit/NGO
Government
Sports
Other
2-What best describes where you contribute?Who is wo?

3-About OKRs and CFR
Who is wo?
Just knew about it from session announcement
Only heard about it
Read a little about it
Read and/or studied it
Studied it and thinking about using it
Studied it and in process of applying it
We are already using that
Tried and discarded it

4-For goals settings, alignment and planning
Who is wo?
MBO
Balanced Scorecards.
scrum/agile methods.
frequent meetings.
Not needed
I don’t know.

5-Heard about or tried MBO?
Who is wo?
Yes
No

6-Heard of or tried Balanced Scrocards?
Who is wo?
Yes
No

7-”We have challenges with setting goals and
prioritization in my organization”
Who is wo?
Yes
No
I am not sure

8-My expectations from this meetup
Who is wo?
Get a brief about OKRs and CFR
Cross check my understanding of the topic
Discuss what I know about the topic
All of the above
just exploring

Common Sense
| Model | Makes Sense |
Fuhren mit Auftrag
-- German army mantra
Also,

On Models
All models are wrong, only
few are useful.
-- George Box

On Truth
Truth is much too complicated
to allow anything but
approximations.
-- John Von Neumann

Do you know what your organization’s mission is?
Who is wo?
Yes
No
I am not sure

Do you know what your organization’s vision is?
Who is wo?
Yes
No
I am not sure

Mission and Vision; why should we care ?
Vision
Desired Future state.
Mission
Raison d'être.
Find it early on or later on.
It helps and it guides.

- 51+% agrees to adopt OKRs personally.
- 85% stay through till the end.
| Our Mission & Vision |
Our Mission
We Spread Knowledge by doing & sharing.
Our Vision
OKRs CFRs is adopted by all tech business in Egypt.

Q- Did you read the book “Measure what matters?”
No.
Yes.

Before Intel.
He’d seen how valuing expertise without
execution could lead to mediocre outcomes.
Management by Objectives were popularized
in the 1950s.
A precursor to the idea that we do our best
work when we’re focused on results, not
simply on looking busy.
| The Origin Story |/stories/the-origin-story

Intel’s revenues under Groove.
Intel’s move from memory chips
to microprocessors.
$1.9
billion
$26billion
Operation Crush Motorola.

How he did it?
Grove’s assertion that workers could be
responsible for setting their own goals, & that
every member of a company counts, from CEO
to intern, was something he practiced, not
just preached.
Grove was determined to help people help
themselves.

Deliver working software
frequently, from a couple of
weeks to a couple of months, with
a preference to the shorter
timescale.
Business people and developers
must work together daily
throughout the project.
Individuals & interactions
over processes & tools.
agilemanifesto.org | OKRs & The Agile Principles |
The Agile Manifesto.

Build projects around
motivated individuals.
Give them the environment
and support they need, & trust
them to get the job done.
Simplicity -- the art of
maximizing the amount of work
not done-- is essential.
Individuals & interactions
over processes & tools.
agilemanifesto.org | OKRs & The Agile Principles |
The Agile Manifesto.

Measures used to track the
operation of your organization.
Strong KPI provides
meaningful information that
helps shape the decisions.
| OKRs & KPIs |
K.P.I.s
Key Performance Indicators
Have a soul & directionality to
them.
An objective is what you want to
accomplish.
A key results are how you get
there.
O.K.R.s
Since KPIs are measures, they make great key results.

Waste minimization to keep
competitive advantage.
| OKRs & Lean Strategy |
Lean Strategy
Goal setting in a trackable
manner.
O.K.R.s
To Figure out what really matters & getting that done in a time-
bound, efficient manner while improving performance.
👐 They can go hand-in-hand.

| OKRs & Lean Strategy |
Lean Strategy & OKRS

Lean (startup), agile, OKRs & CFRs Where is the link?
Who is wo?
Remove waste.
Build, measure, learn.
Autonomy & Effectiveness.
…
……
……... To Fill in the gaps.

Is a collaborative Goal-setting
tool/Protocol.
Is how you
track progress.
Is can help you course-correct at
any time even mid-cycle.
| OKRs | Definition |
What is O.K.R.s? Objective & Key Results
Teams Individuals
Suitable For
to set challenging,
ambitious goals with
measurable results.
&
/faqs/okr-meaning-definition-example

● Significant,
● Concrete,
● Action-oriented,
● (ideally) aspirational.
Is the “What” to be Achieved.
An Objective
no more & no less.

“Stretch goals” or "Moonshots."
Expected to be forged
Never done before.
Could be extended.
Could be altered.
“BHAGs”
Expected to have a
passing grade.
Failing should not be an
option.
An Objective
Committed Aspirational
| OKRs | Types |

Soccer Team recruiter should
recruit 3 new players this quarter.
| OKRs | Example |
Example
An Objective

Your shield against
fuzzy thinking
& fuzzy execution.
Is What to be Achieved.
An Objective
no more & no less.

| OKRs | Definition |/faqs/okr-meaning-definition-example
Key Results
Is How we get to the
objective.
● Specific.
● Time-bound,
● Aggressive yet realistic.
● Measurable & verifiable.

Example
An O.K.R.s
Attend 25 games to scout out potential recruits?
Approach 30 players throughout these games?
Contact the agents of 10 potential recruits?

Majority of you will be interested
to adopt OKRs.- 51+% agrees to adopt OKRs in their organization.
- 51+% agrees to adopt OKRs personally.
- 85% stay through till the end.
| OKRs | Example |
Our OKR For this session
An O.K.R.s
1. 85% stay through till the end.
2. 50% agrees to adopt OKRs in their organization.
3. 50% agrees to adopt OKRs personally.
Example

| OKRs | GRADING |
O.K.R.s How to grade OKRs?
Google’s Adoption.
Each individual key result is graded &
averaged to score the objective.
Scale 0.0 ⇒1.0 _
Grove’s method.
A simple “yes” or “no” approach.
Binary
❎ No Attend 25 games to scout out potential recruits?
✅ Yes Approach 30 players throughout these games?
✅ Yes Contact the agents of 10 potential recruits?
20/25 game = 0.8
30/30 player = 1.0
6/10 agent = 0.6
overall score = 0.8

| OKRs | Book |
Essentialism
O.K.R.s

| OKRs | Cycle |
O.K.R.s
Cycle

| CFRs | Definition |
Conversations,
Feedback,
Recognition.
O.K.R.s & C.F.R.s
Beyond Goals.
About Interactions.
How to tie teams together?
Continuous performance
management.
--In business jargon

● 1:1s & in-Teams.
● At least once at the end of each cycle.
● In-Person or Video Conference.
● No Text or phone.
● Focus on Goal-Setting.
● Reflect.
● Share Process Updates.
● Maybe with a Personal touch.
Conversations
O.K.R.s & C.F.R.s

● 1:1s.
● Specific.
● Objective.
● Constructive.
● Two-Way.
Feedback
O.K.R.s & C.F.R.s
“How I can help you help me.”

● How are your OKRs coming along?
● What critical capabilities do you need to be
successful?
● Are there any blockers that could stop you from
attaining your objectives?
● What OKRs need to adjusted—or added, or
eliminated—in light of shifting priorities?
C.F. Suggestions
O.K.R.s & C.F.R.s

● If we accomplished our goal, what contributed to our
success?
● If we didn’t accomplish it, what obstacles did we
encounter?
● Was the goal harder or easier to achieve than you’d
thought when you set it?
C.F. Suggestions
O.K.R.s & C.F.R.s
@the end of a cycle.

● If we were to rewrite the goal, what would we change?
● What have we learned that might alter our approach for
our next cycle’s OKRs?
C.F. Suggestions
O.K.R.s & C.F.R.s
@the end of a cycle.

| CFRs | Book |
Thanks For the
Feedback
O.K.R.s & C.F.R.s

| CFRs | Book |
Crucial
Conversations
O.K.R.s & C.F.R.s

| CFRs | Book |
Radical
Candor
O.K.R.s & C.F.R.s

A Fundamental human desire.
Peer-to-peer.
Even a “Thank you,” counts.
Crowdsources meritocracy.
Recognition
O.K.R.s & C.F.R.s
The Most underestimated component.

Establish clear criteria.
Share recognition stories.
Make recognition frequent & attainable.
Tie recognition to company goals &
strategies & Values.
Continuous Recognition
O.K.R.s & C.F.R.s
All the time—where merited

Gratitude should become ingrained in
the culture.
At weekly all-hands meetings.
Replace “Employee of the Month” with
“Achievement of the Month.”
Continuous Recognition
O.K.R.s & C.F.R.s
As a result

| CFRs | Book |
Drive
O.K.R.s & C.F.R.s

| On Motivation |
Purpose.
Mastery.
Autonomy.
On Motivation
& Unexpected Rewards

OKRs & CFRs
& Cont. Perf. Managment

● What OKRs do you plan to focus on to drive the greatest
value for your role, your team, and/or the company?
● Which of these OKRs aligns to key initiatives in the
organization?
| O.K.R.s & C.F.R.s | Cont. Performance Management |
Cont. Perf. Management
O.K.R.s & C.F.R.s
Goal Planning & Reflection

● How are your OKRs coming along?
● What critical capabilities do you need to be successful?
● Is there anything stopping you from attaining your
objectives?
● What OKRs need to be adjusted—or added, or
eliminated—in light of shifting priorities?
O.K.R.s & C.F.R.s
Progress Updates

● What behaviors or values do I want my report to continue
to exhibit?
● What behaviors or values do I want the report to start or
stop exhibiting?
● What coaching can I provide to help the report fully
realize his or her potential?
● What part of your job most excites you?
● What (if any) aspect of your role would you like to
change?
O.K.R.s & C.F.R.s
Manager-led Coaching

● What skills or capabilities would you like to develop to
improve in your current role?
● In what areas do you want to grow to achieve your career
goals?
● What skills or capabilities would you like to develop for a
future role?
● From a learning, growth, and development standpoint,
how can I and the company help you get there?
O.K.R.s & C.F.R.s
Career Growth

OKRs & CFRs
& Compensation talks

| compensate w/o O.K.R.s |
& Compensation
O.K.R.s
How do you value your people?
Attracts the best,
retains your brightest &
motivates them.

| compensate w/o O.K.R.s |
& Compensation
O.K.R.s
● Make consistent salary decisions.
● Bonuses need to inspire the collective & motivate
the individual.
● Run individual performance review quarterly.
● Hire & promote by committee.
Divorce OKRs from
compensation & perf. reviews.

| OKRs, CFRs | Book |
Work Rules!
O.K.R.s & C.F.R.s

In a nutshell
A model for effective goals settings
No consultants needed
No certifications needed
Jargon-free
Planning done right
Context-insensitive

OKRs & CFRs
Positively affects culture.
Positively build trust.
Improve agility
Promotes intrinsic motivation
Should

The Vision
Is the guide
The simple how to
Set Goals
Measure
Assess
Relect
Repeat
Converse
Give Feedback
Recognize
Repeat

Q1-OKRs & CFR is a tool for
Who is wo?
Managing software development
A performance appraisal tool
A factory floor management tool
A collaborative goals setting tool

Q2-OKRs was first used by
Who is wo?
Andy Grove
Peter Drucker
Peter Thiel
Andy Garcia

Q3-OKRs is useful for
Who is wo?
Requirements gathering
Goals settings and alignment
Prospecting
Unit testing

Q4-What is to be avoided when using OKRs & CFR
Who is wo?
Assign Objectives and Key results top-down
Separate OKRs from performance appraisal
Make OKRs visible only to top management
Ignore CFR

Q5-OKRs term was coined by
Who is wo?
Larry Page
Elon Musk
John Doerr
George Box

Q6-OKRs and CFR a model suitable for only for mega
corporations
Who is wo?
True
False

Q7-OKRs is just a fancy name for MBO or KPIs
Who is wo?
True
False

Q8-OKRs stands for
Who is wo?
Objectives Key Results
Optimum Key Recognitions
Objectives and Key Results
Ontario King Ross

Q9-OKRs are set
Who is wo?
Right before start of quarter
A month after start of quarter
Beginning of the year for all quarters
At any time

Q10-OKRs & CFR support autonomy
Who is wo?
Through balancing contribution from all team members
Because managers assign OKRs to team members
No, autonomy is not supported

Q11-CFR is about
Who is wo?
Communication Feedback and Recognition
Communication Feedback and Reflection
Conversations, Feedback and Recognition
Conversations, Feedback, and Retrospective

KR1 - I will apply and promote OKRs&CFR in my
organization.
Who is wo?
Yes, I believe so
No, I am not convinced
Have not decided yet

KR2 - I will apply OKRs in my life.
Who is wo?
Yes, I believe so
No, I am not convinced
Have not decided yet

OKRs & CFRs
Origin Story Extended

“It almost doesn’t matter what you know.
It’s what you can do with whatever you know.”
--Andy Groove
1936 - 2016.
| The Origin Story | Extended |/stories/the-origin-story
“The greatest manager of his or any era.”
--Time magazine on Groove.

Andy GrooveBill Campbell
| Tribute |

Escaping the Priority Trap

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