"University" has a saying: "Knowing and then being fixed, being still and then being able to be quiet, being quiet and then being able to be at peace, being able to be at peace and then being able to worry, worrying and then being able to get." This means that before we do something, we must first think clearly about the goal to be achieved, so that we can be determined, determined to be calm and not impatient, calm and not impatient, peace of mind to think about it, and think about it in order to reap the rewards.
This is both a way of doing things and a way of solving problems. From large enterprises to a project team of several people, before carrying out work, it is necessary to determine a clear and clear goal, and then gradually extend and refine according to the goal, and finally let every member of the team clearly know their responsibilities and work.
Goals mean a lot to both the company and the employees:
Vague instructions or directions can be concretized into executable, disassembling, or even measurable goals;
Assess the feasibility of the project and identify key and risk links;
Unify the perception of the direction or value of work of all members of the project, and ensure that all members work in one direction at the same time;
Connect the work of project members to create synergies.
The goal is the end point pointed by the enterprise or organization, and the goal management is a systematic method to organize the huge and complex things and behaviors into key controllable goals of the management activities, and to motivate the members to efficiently achieve the goals of the organization.
OKR Goal Management Method
At present, the commonly used goal management Latest Mailing Database method at home and abroad is the OKR, that is, the goal and key results method, which is invented by Intel and successfully promoted in Uber, Google, LinkedIn and other companies.
OKR is a rigorous framework of thinking and ongoing discipline designed to ensure that employees work closely together and focus on measurable contributions that contribute to the growth of the organization.
Using OKR for goal management is mainly divided into three stages: goal formulation, landing implementation, and result evaluation.
1. Goal setting
The formulation and implementation of OKR has three levels: company level, department level, individual level, you can first select a level, and then from point to surface, gradually promote, and finally so that all employees can find their own goals.
Goal (O) answers the question "what do we want to do" and is qualitative;
The Key Results (KR) answer "how do we know if we've met our target requirements" and are quantitative.
Enterprises can refer to the long-term goal, the overall business process, according to the nature of the work, the order of time arrangement, decomposed into a number of interrelated stages, phased and gradually achieve the long-term goal.
The goal goes first, and then the goal is disassembled from top to bottom, the project corresponds to the goal, the different levels of the goal correspond to different projects (a goal can correspond to multiple projects), and finally ensure that each project has a clear goal.
Effective OKR development must meet the SMART principles:
Specific: The goal must be clear, not ambiguous or ambiguous, for example, "optimizing customer service awareness" is not a clear goal.
Measurable: Key outcomes must be measurable, and the methods that can be measured are: baseline method, milestone method, forward measurement method, negative measurement method, etc., such as "user retention time increased from 60 minutes to 80 minutes" is a measurable key result.
Attainable: OKR encourages certain ambitions when setting goals, but also to consider what is achievable and not to set a meaningless goal that cannot be achieved.
Relevant:Company-level goals should be aligned with the company's strategy, department-level goals should be aligned with company goals, and personal goals should be aligned with departmental goals, so as to ensure that all employee goals are focused.
Time-bound (time limit): There is no time limit, the formulation of goals loses its meaning, in the implementation of OKR, the time limit is reflected in the setting of the cycle.
2. Implementation
"The idea of no execution is a fantasy", the formulation of corporate strategies and goals is actually very simple, the difficulty is how to implement it and produce the desired results.
The specific implementation of the goal needs to be implemented into a specific project, each project will contain several tasks, so the final execution of the goal is on the task, but we will aggregate the tasks with the same goal and manage them in the same project.
Developing an OKR is only the first step, in the process of implementation, it is necessary to regularly update the key results according to the completion of the task and assess the progress and completion of the key results, there are three key nodes in the process that need to be paid attention to:
Weekly meetings: Weekly meetings assess progress towards the week's goals and the risk status of key outcomes.
Mid-quarter review: To ensure that the target is completed by the end of the quarter, it is recommended to review and assess the progress of the target in the middle of the quarter to find possible risks and solutions this morning.
Quarter-end evaluation: At the quarter-end evaluation meeting, it is necessary to review the completion of this quarterly target and the final scoring, and the best score should be around 0.7. At this evaluation meeting, two questions need to be answered: "To what extent" and "How to achieve this degree".
3. Evaluation of results
At the end of each cycle, all employees need to summarize, evaluate and score the completion of the objectives of this cycle. It may only take a few minutes for the person in charge to rate the completion of the goal, but more work should be at the employee meeting.