Podcasts about okr

What is the Objectives & Key Results (OKR) framework? Why is the measurement and transparency of operating results so important to organizational health? How does the adoption of the OKR framework help make achieving balance between trust and accountability more achievable? To help answer these questions, we have Phillipp Schett joining us today on the Balancing Act Podcast. Phillipp is the founder and CEO of Wave Nine – a strategy execution consultancy focused on helping companies get the most out of the OKR framework. Tune into episode 198 to hear Phillipp's story, his career rocket-booster moment, and his thoughts on the use of OKRs to improve organizational trust and accountability. To learn more about Phillipp Schett, visit: https://wavenine.com/  To learn more about Andrew Temte, visit: https://www.andrewtemte.com 

Miłosz Lodowski ocenił, że ujawnione taśmy wskazują na poważne naruszenia prawa i kompromitują instytucje państwowe. – Ten człowiek udowadnia, że państwo nie istnieje – powiedział o Romanie Giertychu.Miłosz Lodowski, komentując w Radiu Wnet ujawnione przez Telewizję Republika nagrania z udziałem Romana Giertycha i Donalda Tuska, stwierdził, że doszło do złamania prawa przy zbieraniu podpisów wyborczych w czasie ostatnich wyborów parlamentarnych. Jego zdaniem podpisy były zbierane „in blanco”, co podważa cały system. Z nagrań wynika, że Roman Giertych miał zbierane dla niego podpisy przekazać później Stanisławowi Gawłowskiemu.To wskazuje, że cały system zbierania podpisów w Polsce powinien się zmienić. Nie może być dłużej tolerowane, że podpisy są przekazywane jak jakieś elementy w masarni czy płaty mięsa w rzeźni.– mówił Lodowski.„Państwo nie istnieje”Podkreślił, że brak reakcji samorządów zawodowych i instytucji państwowych oznacza, że „państwo nie istnieje”, a „jeśli to wszystko ma dalej tak wyglądać, to może lepiej zlikwidować te ciała i wprowadzić wolną amerykankę”.Dla mnie najbardziej przerażające jest – że Okręgowa Rada Adwokacka w Warszawie w sprawie pana Romana Giertycha nie podjęła dotąd żadnej decyzji. Kompletny brak reakcji. Ten facet po prostu szaleje w przestrzeni publicznej w sposób ubliżający zawodowi, który przecież ma bardzo określone i szczegółowe zasady etyczne. […] Wystarczyłoby, gdyby wszystkie instytucje działały rzetelnie i zgodnie z prawem – bo gdyby tak było, to już dawno pozbylibyśmy się tego pana Romana Giertycha z przestrzeni publicznej. A skoro on dalej w niej funkcjonuje, to znaczy, że nasze państwo – jego instytucje i mechanizmy – po prostu nie działają– zaznaczył.Zdaniem Lodowskiego nagrania wskazują też na zbyt dużą zażyłość między Romanem Giertychem a premierem, a mimo wszystko, to co się między nimi dzieje, to zwyczajna gra polityczna.Szkoda tylko, że te taśmy – przynajmniej tak się wydaje – pochodzą z nagrania wykonanego prywatnym telefonem. Wygląda więc na to, że panowie sami się nawzajem nagrywają. To szokujące. Nie chciałbym, żeby tego typu taśmy, prokurowane w takich okolicznościach, stawały się narzędziem porządkowania rzeczywistości– podsumował.

The OKR Trio is back with Part 2 of their brutally honest Q2 2025 forecast, and they're not holding back. Sara Lobkovich, Maria Rowcliffe, and Natalie Webb tackle the questions you've been asking about rigid vs. flexible OKR approaches, timing models that actually work, and trends we're seeing in tool choices.But here's where it gets spicy: they're sharing their most controversial OKR opinions, speed round style! From leaders trying to weaponize OKRs as surveillance tools to the popular (but problematic) advice to limit teams to just one strategic priority, this conversation will challenge norms you might not be able to imagine actually exist out there.You'll discover why monthly check-ins might mean you're tracking instead of managing, how geography is shaping OKR strategy differently across continents, and why Excel is making a surprising comeback in the enterprise. Plus, Sara drops a financial metrics hot take that might make your CFO squirm.This isn't your typical goal-setting advice. It's three veteran practitioners sharing what they're really seeing in the field, complete with the controversies, contradictions, and hard-won insights that only come from years in the trenches.Episode Highlights:Quarterly vs. Trimesterly Planning: why the Q4 “drop-off” is real—and how cadence choices impact OKR adoption across teamsBiweekly Reinforcement Loops: how one leadership team's consistent review rhythm is accelerating organization-wide buy-inTool Sprawl & Excel Resurgence: why many orgs are ditching premium OKR platforms for scrappier, process-first setupsWhen Tools Hurt More Than Help: the danger of letting project management tools define your key resultsHot Takes on OKRs: financial metrics don't belong in key results (and one-size-fits-all “just one OKR” advice? Hard pass)Big Brother OKRs?: pushing back when leadership wants to use OKRs for surveillance instead of strategyQ3 Preview: a deep dive on execution, achievement—and how to actually decide what OKR tooling makes sense for your orgKey Concepts Explored:Hybrid Localization ApproachesLeadership sets objectives, teams shape Key ResultsThemes as bridges when objectives don't translate locallyKRs and Sub-KRs for fast-moving Scrum teamsMoving away from rigid objective cascadingTiming Model EvolutionBiweekly check-ins integrated with Scrum cyclesThe discipline of at least twice-weekly KR managementQuarterly vs. trimester cycle trade-offsEvent-triggered OKR adjustments for volatile environmentsTool Integration StrategiesProcess-first, tool-second implementation approachExcel resurgence due to cost considerationsAvoiding dueling OKR and project management platformsRecognition that L1 and L2 math doesn't require specialty softwareControversial Practices and Hot TakesOKRs as surveillance tools (problematic)Arbitrary "one OKR only" mandates (counterproductive)Financial metrics as KPIs vs. Key Results (contentious)Project deliverables masquerading as OKRs (misleading)Notable Quotes: "If you have a KR that you only manage monthly, you are not managing it, you're tracking it. Because you essentially have two data points, and then the quarter is over." — Maria Rowcliffe [00:06:00]"Once we learn the words and leadership is modeling the words and meanings, then the rigidity can come out of the framework." — Sara Lobkovich [00:04:00]"Financial metrics belong in mandatories and budgets. They're KPIs, they aren't key results." — Sara Lobkovich [00:15:00]"Bad news only gets worse with time. So the earlier they can

Polacy chcą poprawy jakości życiaRząd Donalda Tuska kontynuuje politykę konfliktu i wejścia na drogę wojny domowej, stosując metody zastraszania, które nie znajdują już społecznego poparcia, to już nie działa. Polacy odrzucili te brudne metody, a opinia publiczna to zidentyfikowała– ocenił dziennikarz Michał Karnowski (wPolityce.pl, wPolsce24, „Sieci”). Jego zdaniem społeczeństwo nie oczekuje odwetu na poprzednikach, lecz poprawy jakości życia.Zwrócił też uwagę, że premier Tusk napotyka opór w ramach własnej koalicji, a część polityków – jak Włodzimierz Czarzasty – kieruje się już głównie ambicjami osobistymi.Mamy doniesienia o różnych zakulisowych szantażach, różnych dźwigniach, które ci koalicjanci zakładają, zwłaszcza myślę tutaj środowisko „peselowsko-hołowniowate”– powiedział.Kto chroni akta Rubcowa?W kontekście sprawy rosyjskiego szpiega Pawła Róbcowa, którego proces od miesięcy nie może rozpocząć się przed Sądem Okręgowym w Warszawie, Michał Karnowski zasugerował, że opóźnienie może być celowe i stanowić próbę ochrony wpływowych osób z obecnego establishmentu politycznego i medialnego.To jest moim zdaniem rodzaj obrony – opóźnianie procesu może wynikać z obawy, że w trakcie jego trwania na jaw wyjdą kompromitujące fakty dotyczące części środowisk rządzących, ale także dziennikarskich– powiedział Karnowski. Jak zaznaczył, Róbcow był aktywny w przestrzeni medialnej i brał udział w działaniach wymierzonych w rząd Prawa i Sprawiedliwości, a także – według nieoficjalnych informacji – miał nawiązywać bliskie relacje z dziennikarkami.Ktoś boi się tej prawdy. Ktoś może próbować chronić Róbcowa, ponieważ jego związki z określonymi osobami lub środowiskami mogłyby skompromitować je publicznie. To są bardzo ciemne podejrzenia, ale nie można ich zignorować– zaznaczył publicysta.Jego zdaniem aparat państwa, mimo często podnoszonej krytyki jego niesprawności, byłby w stanie skutecznie przeprowadzić postępowanie sądowe w tej sprawie.Problemem nie jest brak możliwości, tylko brak woli. Ktoś zaciąga hamulec– ocenił.

What does it really mean to have a bias toward action and how do you build that into your culture without skipping strategy? Boris Gloger joins Brian Milner for a deep dive on experimentation, leadership, and the difference between tactical work and true strategic thinking. Overview In this conversation, Brian welcomes longtime Scrum pioneer, consultant, and author Boris Gloger to explore the tension between planning and doing in Agile environments. Boris shares how a bias toward action isn’t about skipping steps—it’s about shortening the cycle between idea and feedback, especially when knowledge gaps or fear of mistakes create inertia. They unpack why experimentation is often misunderstood, what leaders get wrong about failure, and how AI, organizational habits, and strategy-as-practice are reshaping the future of Agile work. References and resources mentioned in the show: Boris Gloger LinkedIn Leaders Guide to Agile eBook Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Boris Gloger is a pioneering agile strategist and Germany’s first Certified Scrum Trainer, known for shaping how organizations across Europe approach transformation, strategy, and sustainable leadership. As founder of borisgloger consulting, he helps teams and executives navigate complexity—blending modern management, ethical innovation, and even AI—to make agility actually work in the real world. Auto-generated Transcript: Brian Milner (00:00) Welcome in Agile Mentors. We're back for another episode of the Agile Mentors Podcast. I'm with you as always, Brian Milner. And today I have the one, the only Mr. Boris Glogger with us. Welcome in Boris. Boris Gloger (00:11) Yeah, thank you, Eurobrein, for having me on your show. Brian Milner (00:14) Very excited to have Boris here. For those of you who haven't crossed paths with Boris, Boris has been involved in the Scrum movement, I would say, since the very, very earliest days. He's a CST, he's a coach, he's an author, he's a keynote speaker. He had a book early called The Agile Fixed Price. He runs his own consultancy in Europe. And he has a new book that's been, that's going to be coming out soon called strategy as practice. And that's one of the reasons we wanted to have Boris on is because there's kind of this topic area that's been percolating that I've heard people talk about quite often. And I see some confused looks when the, when the topic comes up, you hear this term about having a bias toward action. And, we just wanted to kind of dive into that a little bit about what that means to have a bias toward action. and really how we can apply that to what we do in our day-to-day lives. So let's start there, Boris. When you hear that term, having a bias toward action, what does that mean to you? Boris Gloger (01:12) The fun thing is I was always in tune with the idea because people said my basic mantra at the beginning of doing agile was doing as a way of thinking. So the basic idea of agile for me was always experimentation, trying things out, breaking rules, not for the sake of breaking rules, but making to create a new kind of order. the basic idea is like we had with test-driven development at the beginning of all these agile approaches and we said, yeah, we need to test first and then we have the end in our mind, but we don't know exactly how to achieve that. So there is this kind of bias towards action. That's absolutely true. On the other hand, what I've always found fascinating was that even the classical project management methodologies said, Yeah, you have to have a plan, but the second step is to revise that plan. And that was always this, do we plan planning and reality together? And actually for me at the beginning, 35 years ago, was exactly that kind of really cool blend of being able to have a great vision and people like Mike and all these guys, they had always said, we need to have that kind of a vision, we need to know. Yeah, if the product owner was exactly that idea, you have to have that vision, but you really need to get the nitty-gritty details of, so to say, of doing this stuff. Brian Milner (02:40) Yeah, that's awesome. And the thing that kind of always pops to my head when I think about this is, we hear this term bias toward action and there's sort of this balance, I think a little bit between planning and action, right? I mean, you wanna plan, you wanna plan well, but you don't wanna over plan. You don't wanna waste too much time trying to come up with a perfect plan. You wanna... you want to do things, but you also don't want to be, you don't want to rush into things. So how do people find that balance between not just, you know, going off, you know, like we say in the U S half cocked a little bit, you know, like just not, not really not ready to really do the thing that you're going to do. Cause you didn't really invest the time upfront, but on the other hand, not spending so much time that you're trying to get the perfect plan before you do anything. Boris Gloger (03:28) You know, the problem, for me, the issue was solved by when I figured out that the teams typically struggle not to achieve, for instance, the sprint goal or the end or whatever they wanted to accomplish when they have not the right know-how. So it's a knowledge problem. So for instance, I don't know if this is still the case, but sometimes developers say, need to... to immerse myself with that I need to figure that out. I need to get the new framework before I can do something about estimates or something. So whenever you hear that, that you know that person that just tries to give you an estimate or the team that would like to come into a sprint goal or whatever it is, they are not really knowing what topic is about. It's a knowledge gap. And then people tend to go into that analysis paralysis problem. They don't know exactly what they need to do. So therefore they need to investigate. But by doing investigation, you start making that big elephant in the corner, larger and larger and larger and larger because you go that ishikara diagram, you have too many options. It's like playing chess with all options at hand and not have enough experience. What kind of gambit you would like to do. So everything's possible and by, because you have not enough experience, you say everything's possible, that creates too much of a planning hassle. And Agile, is the funny thing is, made us very transparent by just saying, okay, let's spend maybe two weeks. And then we figured out two weeks is too much. So let's do a spike, then we call it a spike. The basic idea was always to have a very short time frame, timeline where we try to bring our know-how to a specific problem, try to solve it as fast as possible. And the funny thing was actually was, as if I I confess myself that I don't know everything, or anything, sorry, that I don't know anything, then I could say, I give me a very short timeline, I could say I spend an hour. And today we have chat, CVT and perplexity and all that stuff. And then we could say, okay, let's spend an hour observation, but then we need to come up with a better idea of what we are talking about. So we can shorten the time cycle. So whenever I experienced teams or even organizations, when they start getting that planning in place, we have a knowledge problem. And a typical that is, is, or the classical mindset always says, okay, then we need to plan more. We need to make that upfront work. For instance, we need to have backlogs and we need to know all these features, even if we don't know what kind of features our client really would like to have. And the actual software problem is saying, okay, let's get out with something that we can deliver. And then we get feedback. And if we understand that our kind of the amount of time we spend is as cheap as possible. So like we use the tools that we have. We used to know how that we have. We try to create something that we can achieve with what we can do already, then we can improve on that. And then we can figure out, we don't know exactly what we might need to have to do more research or ask another consultant or bring in friends from another team to help us with that. Brian Milner (06:46) It's, sounds like the there's a, there's a real, kind of focus then from, from what I'm hearing from you, like a real focus on experimentation and, you know, that, that phrase we hear a lot failing fast, that kind of thing. So how, do you cultivate that? How do you, how do you get the organization to buy in and your team to buy into that idea of. Let's experiment, let's fail fast. And, and, we'll learn more from, from doing that than just, you know, endlessly planning. Boris Gloger (07:12) I think the URCHAR community made a huge mistake of embracing this failure culture all the time. We always tell we need to call from failure because we are all ingrained in a culture in the Western society at least, where we learned through school our parents that making failures is not acceptable. Brian Milner (07:18) Ha ha. Boris Gloger (07:32) And I came across Amy Atkinson and she did a great book to make clear we need to talk about failures and mistakes in a very different kind of way. We need to understand that there are at least three kinds of mistakes that are possible. One is the basic mistake, like a spelling error or you have a context problem in a specific program that you write or you... You break something because you don't know exactly how strong your material is. That is basic mistake. You should know that. That's trainable. The other is the kind of error that you create because the problem you try to solve has too many variables. So that's a complicated problem. You can't foresee all aspects that might happen in future. So typical an airplane is crashing. So you have covered everything you know so far. But then there's some specific problem that nobody could foresee. That's a failure. But it's not something that you can foresee. You can't prevent that. You try to prevent as best as possible. And that's even not an accepted mistake because sometimes people die and you really would like to go against it. So that's the second kind of mistakes you don't like to have. We really like to get out of the system. And then there's a third way kind of mistakes. And that is exactly what we need to have. We need to embrace that experimentation and even experimentation. mean, I started physics in school and in university and an experimental physicists. He's not running an experiment like I just throw a ball around and then I figure out what happens. An experiment is a best guess. You have a theory behind it. You believe that what you deliver or that you try to find out is the best you try to do. The Wright brothers missed their first airplane. I mean, they didn't throw their airplane in the balloon. Then it gets destroyed. They tried whatever they believed is possible. But then you need to understand as a team, as an organization, we have never done this before, so it might get broken. We might learn. For instance, we had once a project where we worked with chemists 10 years ago to splice DNA. So we wanted to understand how DNA is written down in the DNA sequence analyzer. And I needed to understand that we had 90 scientists who created these chemicals to be able to that you can use that in that synthesizer to understand how our DNA is mapped out. And we first need to understand one sprint might get results that 99 of our experience will fail. But again, management said we need to be successful. Yeah, but what is the success in science? I mean, that you know this route of action is not working, right? And that is the kind of failure that we would like to have. And I believe our Agile community need to tell that much more to our clients. It's not like, we need to express failure. No, we don't need to embrace failure. We don't want to have mistakes and we don't want to have complicated issues that might lead to the destroying of our products. need on the other hand, the culture, the experimentation to figure out something that nobody knows so far is acceptable, it's necessary. And then, edge our processes help us again by saying, okay, we can shorten the frame, we can shorten the time frame so that we can create very small, tiny experiments so that in case we are mistaken, Not a big deal. That was the basic idea. Brian Milner (11:04) That's a great point. That's really a great point because you're right. It's not failure in general, right? There are certain kinds of failures that we definitely want to avoid, but there's failure as far as I run an experiment. at that point, that's where we start to enter into this dialogue of it's not really a failure at that point. If you run an experiment and it doesn't turn out the way you expected, it's just an experiment that didn't turn out the way you expected. Boris Gloger (11:30) Basically, every feature we create in software or even in hardware, we have never done it before. So the client or our customers can't use it so far because it's not there. So now we ship it to the client and then he or she might not really use it the way that we believe it is. Is it broken? it a mistake? It was not a mistake. It was an experiment and now we need to adapt on it. And if we can create a system, that was all that was agile, I think was a bot. On very first start, if we can create a system that gives us feedback early. then that guessing can't be so much deviation or say in a different way, our investment in time and material and costs and money and is shortened as much as possible. So we have very small investments. Brian Milner (12:13) Yeah, that's awesome. I'm kind of curious too, because, you know, we, we, we've talked a little bit at the beginning about how, you know, this is part of this bias towards action as part of this entrepreneurial kind of mindset. And I'm curious in your, experience and your consultants experience that you've worked with big companies and small companies, have you noticed a difference in sort of that bias toward action? Uh, you know, that, that kind of. is represented in a different way in a big company versus a more small startup company. Boris Gloger (12:48) The funny thing is I don't believe it's a problem of large corporations or small, tiny little startups, even if we would say that tiny little startups are more in tune in making experiments. It's really a kind of what is my mindset, and the mindset is a strange word, but what is my basic habit about how to embrace new things. What is the way I perceive the world? Every entrepreneur who tries to create it or say it different way, even entrepreneurs nowadays need to create business plans. The basic ideas I can show to investors, everything is already mapped out. I have already clients. I have a proven business model. That is completely crazy because If it were a proof business model, someone else would have already done it, right? So obviously you need to come up with the idea that a kind of entrepreneur mindset is a little bit like I try to create something that is much more interesting to phrase it this way. by creating something, it's like art. You can't, can't... Plan art, I mean, it's impossible. I mean, you might have an idea and you might maybe someone who's writing texts or novels might create a huge outline. But on the other hand, within that outline, he needs to be creative again. And someone will say, I just start by getting continuous feedback. It's always the same. You need to create something to be able to observe it. that was for me, for me, that was the epiphany or the idea 25 years ago was, I don't know what your background is, but I wasn't a business analyst. Business analysts always wanted to write documents that the developer can really implement, right? And then we figured out you can't write down what you need to implement. There's no way of writing requirements in the way that someone else can build it. That's impossible. And even philosophers figure that out 100 years ago is written, Shanti said, you can't tell people what is the case. It's impossible. So, but what you can do, you can create something and you can have it in your review. And then you can start discussing about what you just created. And then you create a new result based on your observations and the next investment that you put in that. And then you create the next version of your product, your feature, your service, et cetera. Brian Milner (15:12) Hmm. Boris Gloger (15:25) And when we came back to the entrepreneur mindset and starting companies, Greaves created exactly that. He said, okay, let's use scrum to come up with as much possibilities for experimentation. And then we will see if it works. Then we can go on at that. And large corporations typically, They have on the one hand side, have too much money. And by having too much money, you would like to get an investment and they have a different problem. Typically large corporations typically needs to, they have already a specific margin with their current running products. And if you come up with a new business feature product, you might not get that as that amount of of revenue or profitability at the beginning. And therefore, can't, corporations have the problem that they have already running business and they are not seeing that they need to spend much, much more money on these opportunities. And maybe over time, that opportunity to make money and that's their problem. So this is the issue. It's not about entrepreneurial mindsets, it's about that. problem that you are not willing to spend that much money as long as you make much more money, it's the same amount of time on your current business. It happens even to myself, We are running a consulting company in Germany and Austria, and Austria is much smaller than Germany's tenth of the size. And if you spend one hour of sales in Austria, you don't make that much money in Austria than you make in Germany. this investment of one hour. Where should you focus? You will always focus on Germany, of course. means obvious. Brian Milner (17:08) Yeah. Yeah. Boris Gloger (17:10) Does it make sense? Maybe I'm running so. Brian Milner (17:14) No, that makes sense. That makes sense entirely. And so I'm kind of curious in this conversation about action and having a bias toward action then, what do you think are some of the, in your experience in working with companies, what have you seen as sort of the common obstacles or barriers, whether that be psychological or. organizational, what do you find as the most common barriers that are preventing people from having that bias toward action? Boris Gloger (17:44) the they are they are afraid of the of that of tapping into the new room endeavor. So that was always my blind spot because I'm an entrepreneur. I love to do new things. I just try things out. If I've either reading a book, and there's a cool idea, I try to what can happen. But we are not And most organizations are not built that way that they're really willing to, when most people are not good in just trying things out. And most people would really like to see how it's done. And most people are not good in... in that have not the imagination what might be possible. That's the we always know that product adoption curve, that the early adopters, the fast followers, the early minority, the late minority. And these inventors or early adopters, they are the ones who can imagine there might be a brighter future if I try that out. And the other ones are the ones who need to see that it is successful. And so whenever you try implementing Scrum or design thinking or mob programming or I don't whatever it is, you will always have people who say it's not possible because I don't have, haven't seen it before. And I sometimes I compare that with how to how kids are learning. Some kids are learning because they see how what is happening. They just mirroring what they see. And some kids are start to invent the same image in imagination. And but both that we are all of us are able to do both. It's not like I'm an imaginary guy who's inventing all the time and I don't, people, maybe there's a preference and the organizations have the same preference. But typically that's the problem that I see in organizations is based on our society and our socialization, on our business behaviors and maybe the pressure of large corporations and all that peer pressure is Brian Milner (19:34) Yeah. Yeah. Boris Gloger (19:54) The willingness to give people the room to try something out is the problem. Well, not the problem, it's the hinders us of being more innovative in organizations. Brian Milner (19:59) Yeah. Yeah. Well, that brings to mind a good question then too, because this experimentation mindset is very, very much a cultural kind of aspect of an organization, which speaks to leadership. And I'm kind of curious from your perspective, if you're a leader, what kind of things can you do as a leader to encourage, foster, of really nurture? that experimentation mindset in your organization. Boris Gloger (20:34) Let's have a very simple example. Everybody of us now maybe have played with chat, CPT, Suno, perplexity and so on. So that's the school AI technology around the corner. And what happens now in organizations is exactly what happens 30 years ago when the internet came here. You have leadership or managers who say, that's a technology, I give it to the teams, they can figure out whatever that is. And the funny thing is, if you have a technology that will change the way we behave, so it's a social technology, a kind of shift, then I need to change my behavior, I need to change the way I do I'm doing things. Yeah, everybody of us has now an iPhone or an Android or whatever it is, but but we are using our mobiles in a completely different way than 30 years ago. And to lead us and manage us, we need to train ourselves first before we can help our teams to change. So the problem is that Again, a lot of Agilist talks about we need, first we need to change the culture of organizations to be able to do Agile and so on and so on. That's complete nonsense. But what we really need to is we need to have managers, team leads, it with team leads, to help them to do the things themselves because Agile, even in the beginning, now it's technology change, now it's AI, is something that changes the way we do our stuff. It's kind of habit. And we need to help them to seize themselves. Maybe they can only seize themselves by doing that stuff. And that goes back to my belief that leadership needs to know much more about the content of their teams and the way these teams can perform their tasks and the technology that is around to be able to thrive in organizations. Brian Milner (22:40) Yeah. Yeah. I love this discussion and I love that you brought up, you know, AI and how that's affecting things here as well. how do you think that's having a, do you think that's making it easier, harder? How do you think AI is, is kind of influencing this bias toward action mentality? Boris Gloger (22:59) Yeah, it depends on if you are able to play. mean, because the funny thing is, it's a new kind of technology. really knows what all these tools can do by themselves. And it's new again. It's not like I have done AI for the next last 10 years and I know exactly what's possible. So we need to play. So you need to log in to adjust it. Yesterday, I tried something on Zulu. I created the company song in 10 seconds. I went to ChatGVT, I said I need a song, I need lyrics for a company song. These are the three words I would like to have, future, Beurus Kluger, and it needs to be that kind of mood. ChatGVT created the song for my lyrics, then they put the lyrics into the... And they created a prompt with ChatGVT and then put that prompt in my lyrics into Sono and Sono created that song within 10 seconds. I mean, it's not get the Grammy. Okay. It's not the Grammy. But it was, I mean, it's, it's, it's okay. Yeah. It's a nice party song. And now, and just playing around. And that is what I would like to see in organizations, that we start to play around with these kind of technologies and involve everybody. But most people, the very discussions that I had in the last couple of weeks or months was about these tools shall do the job exactly the same way as it is done today. So it's like... I create that kind of report. Now I give that to Chet Chibati and Chet Chibati shall create that same report again. That is nonsense. It's like doing photography in the old days, black and white. And now I want to have photography exactly done the same way with my digital camera. And what happened was we used the digital cameras changed completely the way we create photography and art. changed completely, right? And that is the same thing we need to do with ChatGV team. And we need to understand that we don't know exactly how to use it. And then we can enlarge and optimize on one hand the way we are working, for instance, creating 20 different versions for different social media over text or something like that, or 20 new pictures. But if I would like to express myself, so, and... and talk about my own behavior or my own team dynamic and what is the innovation in ourselves, then we need to do ourselves. And we can use, that is the other observation that we made. The funny thing that goes back to the knowledge issue, the funny thing is that teams typically say, I don't know if it's in the US, but at least in my experience, that we still have the problem within teams. that people believe this is my know-how and that is your know-how and I'm a specialist in X or Y set. So they can't talk to each other. But if you use maybe chat GPT and all these tools now, they can bridge these know-how gaps using these tools. And suddenly they can talk to each other much faster. So they get more productive. It's crazy. It's not like I'm now a fool with a tool. I can be a fool and the tool might help me to overcome my knowledge gaps. Brian Milner (26:20) Now this is awesome. I know that your book that's coming out, Strategy is Practice, talks about a lot of these things. Tell us a little bit about this book and kind of what the focus is. Boris Gloger (26:30) the basic idea when I started doing working on the on strategies, we be in the the actual community, we talk about strategy as what is a new idea of being OKR. So OKR equals strategy, and that is not true. And I came up with this basic idea, what is the basic problem of of strategic thinking and we are back to the in most organizations, we still believe strategy is the planning part and then we have an implementation part. And years ago, I came across a very basic, completely different idea that said every action is strategy. Very simple example. You have the strategy in a company that you have a high price policy. Everything you do is high price. But then you are maybe in a situation where you really need money, effort, revenue issues, liquidation, liquidation problems. Then you might reduce your price. And that moment, your strategy is gone. just your obviously and you have now a new strategy. So your actions and your strategies always in line. So it's not the tactic for the strategy, but tactic is strategy. And now we are back to Azure. So now we can say, okay, we need kind of a long-term idea. And now we can use for creating the vision. For instance, you list the V2MOM framework for creating your vision. But now I need to have a possibility to communicate my strategic ideas. And in the Azure community, we know how to do this. We have plannings and we have dailies and we have reviews and retrospectives. So now I can use all these tools. I can use from the bookshelf of Azure tools. I can use maybe OKRs to create a continuous cycle of innovation or communication so that I get that everybody knows now what is the right strategy. And I can feed back with the reviews to management. that the strategy approach might not work that way that they believed it's possible experimentation. And then and I added two more ideas from future insight or strategic foresight, some other people call it. So the basic idea is, how can I still think about the future in an not in the way of that I have a crystal ball. But I could say, how can I influence the future, but I can only influence the future if I have an idea what might be in future. It's like a scenario. Now you can create actions, power these kind of scenarios that you like, or what you need to prevent a specific scenario if you don't like that. And we need a third tool, that was borrowed from ABCD risk planning, was the basic idea, how can I get my very clear a very simple tool to get the tactics or the real environmental changes like suddenly my estimates might not be correct anymore or my suggestions or beliefs about the future might not get true in the future. So I need kind of a system to feed back reality in my strategy. it's a little bit like reviewing all the time the environment. And if you put all that together, then you get a very nice frame how to use strategy on a daily practice. It's not like I do strategy and then have a five-year plan. No, you have to do continuously strategy. And I hope that this will help leaders to do strategy. I mean, because most leaders don't do strategy. They do tactic kind of work. and they don't spend They don't spend enough time in the trenches. to enrich their strategies and their thinking and their vision. because they detach strategy and implementation all the time. That's the basic idea. Brian Milner (30:30) That's awesome. That sounds fascinating. And I can't wait to read that. That sounds like it's going to be a really good book. So we'll make sure that we have links in our show notes to that if anyone wants to find out more information about that or learn more from Boris on this topic. Boris, can't thank you enough for making time for coming on. This has been a fascinating discussion. Thank you for coming on the show. Boris Gloger (30:40) Yeah. Yeah, thank you very much for having me on your show and appreciate that your time and your effort here. Make a deal for the, it's very supporting for the agile community. Thank you for that. Brian Milner (30:57) Absolutely. Yeah, yeah, thank you.

Ever wonder what's really happening in the OKR world beyond the hype?Join Sara Lobkovich, Maria Rowcliffe, and Natalie Webb for a candid, no-BS look at where OKRs are heading in 2025. This isn't your typical "here's how to write an objective" conversation. Instead, you'll get insider insights from three veteran practitioners who've been in the trenches, helping organizations navigate the messy reality of goal-setting and alignment at scale.In this first part of our quarterly update, we dive deep into the generative AI revolution (spoiler: it's not as revolutionary as everyone claims), the evolving art of OKR localization across complex organizations, and why your retrospectives might be the most important OKR practice you might be doing wrong. Whether you're an OKR skeptic, a seasoned practitioner, or somewhere in between, this conversation will give you practical insights you can't get anywhere else.Episode Highlights:Generative AI in OKRs: why draft quality is improving, but real strategic impact is still lagging behindTRV (Technology Realized Value): the Big Five's new metric for linking OKRs to actual tech investment outcomesThe “Two Lists” Problem: how teams are secretly working off dual strategies—and why it's undermining OKR focusCascading and Localization: evolving models for aligning across global teams, even amid geopolitical complexityCulture-First OKRs: tailoring implementation to readiness, from transformation-driven overhauls to scrappy gradual rolloutsRetrospectives that matter: how deeper reflection—not just review—builds quarter-over-quarter OKR maturityKey Concepts Explored:Generative AI in OKRs: Where it's accelerating strategy work, where it's falling short, and the risk of generic, uncontextualized modelsTechnology Realized Value (TRV): A new metric used alongside OKRs to measure the tangible impact of tech investmentsThe “Two Lists” Problem: How parallel strategic workstreams outside the OKR framework dilute focus and undermine accountabilityLocalization & Alignment: Why clear, bottom-up contribution is critical in global, matrixed organizations—especially in high-stakes geopolitical climatesCulture-Responsive Implementation: Tailoring OKR rollouts based on organizational readiness, risk appetite, and transformation goalsIterative Learning over Perfection: Why OKR maturity builds quarter over quarter—and how learning from retrospectives is more valuable than writing the “perfect” OKRLeading vs. Lagging Indicators: The power of AI to help surface potential leading indicators clients may struggle to define on their ownTransformation & Change Management: How OKRs, when paired with transformation strategy, become powerful drivers of organizational evolutionNotable Quotes: "Is this really driving the value you wanted to achieve? How do you know who cares? So what happens if this is done or not done? These things that don't get asked are so critically important to make sure that people are focused on the right work." — Natalie Webb [00:12:00]"If I could only tell clients one thing about OKRs, it would be we spend all of our time focused on writing them and then way too little time focused on learning from them." — Sara Lobkovich [00:23:00]"I think the best way to use OKRs initially is always the way that the company is willing and able to adopt it. Me talking about the gold star way of doing OKRs isn't gonna help clients that are at the crawling level and not a hundred percent convinced yet." — Maria Rowcliffe [00:21:00]"OKRs are really hard. We're talking about change - really hard for people to stick with when it gets challenging." — Sara Lobkovich [00:28:00]Chapters:[00:00:00] Introduction:...

Tim Herbig Connecting the dots of Product Strategy, Product OKRs, and Product DiscoveryIn this episode, we welcome Tim Herbig, a product leadership coach with a special focus on OKRs, in addition to product strategy and discovery. Tim shares his unique journey from product management to coaching, elaborating on the complexities and nuances of implementing OKRs in various business contexts. Through his insightful discussion, Tim covers the misconceptions about OKRs, the importance of adapting them to your specific needs, and effective strategies for measuring success. He also dives into the integration of product discovery and product strategy with OKRs, offering practical advice for product leaders facing challenges with OKR implementation. Whether you're in a startup or a large enterprise, Tim's expertise provides valuable perspectives on how to make OKRs work for your team.00:00 Introduction and Guest Welcome00:48 Tim Herbig's Journey into Product Management01:52 Transition to Coaching and Consultancy03:53 Specialization in OKRs and Product Management06:50 Adapting OKRs to Different Contexts09:46 Challenges and Strategies in OKR Implementation13:58 Measuring Success and Influence in OKRs22:47 OKRs in Product vs. Broader Company Context25:38 The Role of OKRs in Strategy and Discovery27:11 Confidence and Hypotheses in Strategy29:36 OKRs in Startups vs. Large Enterprises32:07 Adapting OKRs to Fit Your Context33:47 Common Misconceptions and Best Practices40:00 Aligning OKRs Across Teams47:43 When to Bring in OKR Support50:57 Conclusion and Contact Information

BONUS: Tom Gilb on Building True Engineering Culture and Delivering Value Through Evolutionary Methods In this BONUS episode, we dive deep into the world of true engineering discipline with Tom Gilb, a pioneer who was writing about Agile principles before Agile was even named. We explore his latest book "Success - Super Secrets & Strategies for Efficient Value Delivery in Projects and Programs, and Plans" and uncover the fundamental flaws in how organizations approach project delivery and stakeholder management. The Genesis of Success-Focused Engineering "People were failing at project deliveries - even when using Agile. I saw there was very little about setting clear goals and reaching them, it had nothing to do with being successful." Tom's motivation for writing his latest book stems from a critical observation: despite the widespread adoption of Agile methodologies, project failure rates remain unacceptably high. The core issue isn't methodology but rather the fundamental lack of clarity around what success actually means. Tom emphasizes that true success is about achieving the improvements you want at a price you can afford, yet most organizations fail to define this clearly from the outset. In this segment, we refer to the book How Big Things Get Done by Bent Flyvbjerg who published statistics on the poor performance of projects in general. Beyond OKRs: The Power of Quantified Multi-Dimensional Objectives "First you need to have a definition of what it means to succeed. And that needs to be multi-dimensional. And you need to clarify what they are." While many organizations believe they're already quantifying objectives through frameworks like OKRs, Tom reveals significant weaknesses in these approaches. True value isn't just profit—it encompasses multiple dimensions including security, usability, and other stakeholder-specific benefits. The key insight is learning to quantify what needs to be achieved across all critical dimensions, as you simply cannot design for high-quality attributes like security without first quantifying and designing for them explicitly. In this segment, we talk about Tom's paper on OKR's titled "OKR Objectives and Key Results: what's wrong and how to fix it". The Missing Engineering Discipline "Why is the failure rate of our projects so high?" Tom identifies a paradoxical problem: engineering organizations often lack true engineering discipline. This fundamental gap explains why project success rates remain low despite technological advances. Real engineering requires systematic approaches to design, stakeholder analysis, and incremental value delivery—disciplines that are often overlooked in favor of rushed implementations. Stakeholder Analysis: Beyond User Stories "Stakeholders have a requirement - even if we don't know it. They might be people, but also law, contract, policies, etc. They all have requirements for us." Traditional user-centered methods like user stories can lead to failure when critical stakeholders are overlooked. Tom advocates for comprehensive stakeholder analysis as the foundation of engineering discipline. Stakeholders aren't just people—they include laws, contracts, policies, and other constraints that have requirements for your system. The practical tip here is to use AI tools to help identify and list these stakeholders, then quantify their specific requirements using structured approaches like Planguage. The Gilb Cycle: True Incremental Value Delivery "Get things done every week, next week, until it's all done. We need to decompose any possible design into enough increments so that each increment delivers some value." What distinguishes Tom's evolutionary approach from popular Agile frameworks is the focus on choosing the most efficient design and then systematically improving existing systems through measured increments. Each increment must deliver tangible value, and the decomposition process should be aided by AI tools to ensure optimal value delivery. This isn't just about iteration—it's about strategic improvement with measurable outcomes. Building Engineering Culture: A Two-Leader Approach "There are two leaders: the tech leaders and the management leaders. For management leaders: demand a value stream of results starting next week. To the tech leaders: learn the engineering process." Creating a true engineering culture requires coordinated effort from both management and technical leadership. Management leaders should demand immediate value streams with weekly results, while technical leaders must master fundamental engineering processes including stakeholder analysis and requirement quantification. This dual approach ensures both accountability and capability development within the organization. Further Resources During this episode we refer to several of Tom's books and papers. You can see this list below Software Metrics by Tom Gilb Principles of software engineering management - Also available in PDF Evo book   About Tom Gilb Tom Gilb, born in the US, lived in London, and then moved to Norway in 1958. An independent teacher, consultant, and writer, he has worked in software engineering, corporate top management, and large-scale systems engineering. As the saying goes, Tom was writing about Agile, before Agile was named. In 1976, Tom introduced the term "evolutionary" in his book Software Metrics, advocating for development in small, measurable steps. Today, we talk about Evo, the name that Tom used to describe his approach. You can link with Tom Gilb on LinkedIn.

כשה-OKR מוטמעים נכון, זה קסם. הם ממקדים, מניעים ומייצרים שפה משותפת שמאפשרת לצוותים לשתף פעולה ולהתקדם. אבל אם אחרי שני רבעונים התחושה היא שה-OKR עובדים עליכם יותר משאתם עובדים איתם – כנראה שמשהו צריך להשתנות. בפרק הזה, גלעד מארח את עדי סוזן, מומחית לניהול מוצר ו-OKR, לשיחה פתוחה על איך לעשות את זה נכון. מה בפרק? למה בכלל OKR? חיבור בין ויז'ן, אסטרטגיה וביצוע יומיומי, מיקוד במה שחשוב עכשיו, שפה משותפת בין צוותים, והנעה של שינוי אמיתי. העקרונות שמחזיקים את השיטה: Outcome > Output, חשיבה בסגנון Moonshot, העצמה של הצוותים (ולא רק ביצוע), ושימוש בריטואלים שבועיים ורבעוניים לתיאום והכוונה. איך מתחילים נכון? להתחיל קטן, לוודא שיש buy-in מהנהלה, לבחור מטרה משמעותית ולא רק פרויקט, ולבנות שגרות עבודה ברורות אך לא בירוקרטיות. מתי זה לא עובד? סימני אזהרה נפוצים כמו עבודה בשביל ה-OKR במקום שהם ישרתו אתכם, חוסר שיח פתוח, מדדים שלא באמת משקפים שינוי, והתעקשות על השלמת משימות גם כשברור שאין להן ערך. איך לתקן? סבלנות (לפחות רבעון-שניים), רטרוספקטיבה מתמדת, בדיקה אמיתית של יכולות הצוות (capacity), ומיקוד בשיתוף פעולה על ההזדמנויות הגדולות ביותר. דוגמאות מהשטח: איך OKR משותפים בין צוותים הצליחו לשפר את חוויית הלקוח ולקצר את הדרך לערך.

In this episode I talk to Sara Lobkovich about the three important questions every organization needs to ask themselves when setting stragetic short and long term goals.  Introduction I'm Sara Lobkovich, a strategy coach and OKR activist who helps leaders transform their big ideas into measurable impact without sacrificing wellbeing. As creator of the Connected Strategy on a Page and No-BS OKRs, she has trained over 2,000 OKR Coaches in 300+ organizations globally, including Fortune 500 companies. Her methodology strips away the confusion that typically surrounds strategic planning, replacing it with clear frameworks that drive real results. A board-certified Health and Wellness Coach, Sara brings a unique perspective to organizational strategy, integrating evidence-based approaches to behavior change and wellbeing into her work with organizations and individuals.   Resources mentioned in this episode Follow Sara: Website: HERE LinkedIn: HERE Instagram: HERE TikTok: HERE Bluesky: HERE   Thank you for listening. If you enjoyed this episode, please consider subscribing and leaving a review. Leave comment on what you enjoyed from the episode and if you have any suggestions for future episodes, I'd love to hear from you. Even better, share it with a friend or colleague and turn on the notifications so that you never miss an episode. It really helps the podcast gain more listeners so that we can grow our Lead From Within community. Thanks everyone! Keep reaching for your highest branch! Let's Connect Follow me on LinkedIn Here Visit my website Here Email: mthomson@curisconsulting.ca  Self-Care Guide on Amazon: Canada: HERE USA: HERE Leave me a voice note HERE and have it included on a future podcast! Just click on the "message" tab.  It is greatly appreciated!  

Diese Woche dreht sich bei "Was lernst Du?" alles um das Thema agiles Lernen.

Bu bölümde ekibin tamamı “overengineering” dertlerine odaklanıyor. • Overengineering nedir? Golden-plating, premature optimization ve “her soruna mikroservis” refleksinin köklerini arıyoruz.• MVP vs. POC vs. uzun vadeli mimari. Bir teknolojiyi “denemek için” mi, gerçekten ihtiyaç olduğu için mi kullanıyoruz?• Ölçek, maliyet ve vizyon. 100 kullanıcıya hizmet veren bir sistemi event driven mimariye taşıma senaryosu neden çoğu zaman boşa efor?• ADR, OKR'ler ve pragmatizm. Overengineering'i sürecin başında yakalamak ve ekipçe “yeterince iyi”de uzlaşmak için kullanabileceğimiz araçlar.• Kodu çöpe atmak korkulacak şey mi? Refactor etmek mi, yeniden yazmak mı? “Trabzon hurması gibi legacy” örnekleriyle tartışıyoruz. Junior'dan senior'a herkesin içindeki “Şuraya da bir queue atsak mı?” sesini susturmak bazen zor. Bu kayıtta, hem tatminsizliğin hem merakın projeleri nasıl karmaşıklaştırdığını masaya yatırıyor; ürünün, ekibin ve şirketin gerçeklerine uygun “optimum” çözüme nasıl yaklaşıldığını konuşuyoruz. Katılımcılar;Fırat ÖzbolatDeniz İrginMert SusurDeniz ÖzgenBarış ÖzaydınOnur Aykaç

Sandrine, Head of Product Marketing chez Welcome to the Jungle vient nous parler de carrière, création et organisation de la fonction PMM mais aussi du framework utilisé pour définir les OKR lorsqu'elle était chez Amazon.. Découvrez les coulisses du fonctionnement de la fonction PMM chez Welcome to the jungle: de sa création quand elle est arrivée il y a + de 2 ans, à aujourd'hui.

(08:54) Brought to you by Swimm.io.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Start modernizing your mainframe faster with ⁠⁠⁠Swimm⁠⁠⁠. Understand the what, why, and how of your mainframe code. Use AI to uncover critical code insights for seamless migration, refactoring, or system replacement.Why do so many well-intentioned initiatives fail to move the needle?In this episode, Sriram Narayan, author of ‘Impact Intelligence,' reveals how to ensure your efforts translate into real, measurable business impact. Stop shooting in the dark and start delivering tangible results that matter.Key topics discussed:What “Impact Intelligence” means and why it is crucial for any businessThe common pitfalls: Why many tech and digital initiatives fail to achieve their intended business impactThe common misconceptions about “outcomes” in tech and product teams, and why delivery or adoption metrics are not enoughSurprising insights from the non-profit sector on rigorous impact measurement practicesUnderstanding the difference between immediate (proximate) results and long-term (downstream) impactHow to visualize and map your initiatives to core business goals using an “Impact Network”The critical challenge of “Impact Attribution” – how to know if your project actually moved the needleAddressing “Measurement Debt” — if you can't measure it, should you build it?The iRex framework: A modular approach to building your organization's Impact IntelligenceBalancing speed vs impact: Not just shipping features, but delivering measurable business resultsWhether you're a tech leader, product manager, or executive, this episode will equip you with actionable frameworks and real-world examples to focus on what really matters: delivering measurable, meaningful business impact.Tune in and start building your organization's Impact Intelligence muscle today!  Timestamps:(00:00) Trailer & Intro(02:22) Career Turning Points(10:52) Impact Intelligence(11:40) The Importance of Impact Intelligence(15:09) Understanding Business Impact(19:11) Learning & Adopting from the NGO Space(22:35) Impact Feedback Loops(26:25) Proximate vs Downstream Impact(28:20) Building an Impact Network(36:47) Differences with OKR(38:12) Impact Attribution(44:51) The Importance of Measurement & Measurement Debt(48:31) iRex Framework(54:26) Balancing Between Speed of Delivery and Business Impact(57:32) 1 Tech lead Wisdom_____Sriram Narayan's BioSriram Narayan is an independent consultant in the area of impact intelligence. He also helps clients improve digital, product and tech performance.Pearson published his first book, Agile IT Org Design , in 2015. It won endorsements from the then CIO of The Vanguard Group and the then MD of Consumer Digital at Lloyds Bank.Sriram has served in product, technology, innovation, and transformation leadership roles since 2006. He has also helped some of his clients move to a product operating model. His write-up of the topic in 2018 has since become a de facto industry reference. His other writings and talks are available at agileorgdesign.comFollow Sriram:LinkedIn – linkedin.com/in/mrsriramnarayanBluesky - @srny.bsky.socialTwitter / X – @sriramnarayan

Joeline Fruchi ist Mitglied der Geschäftsführung bei Digital Leverage, einer SEO Agentur aus Zürich. Im Podcast sprechen wir über ihre Erfahrung in der Arbeit mit OKR in einem Dienstleistungs Business und wie Digital Leverage die Arbeit “IM” und “AM” Unternehmen über OKR sinnvoll verzahnt. Shownotes

Okrúhle výročia dôležitých historických udalostí často podnecujú k pozastaveniu sa, reflexií ale aj možnému prisvojeniu si niektorej interpretácie dejín. Ako to vyzerá na Slovensku 80. rokov od skončenia 2. svetovej vojny? Kto a ako formuje verejný diskurz? Ktoré historické momenty tohto konfliktu ešte nemáme poriadne zmapovené? A má sa chodiť na verejné oslavy? Do Moskvy? Do Londýna? Či do Banskej Bystrice? Zuzana Botiková sa práve v Banskej Bystrici rozpráva s historikom Antonom Hruboňom.

Ben is the President and founder of OKRs.com. For those unfamiliar with this concept…OKRs stands for Objectives and Key Results. And Ben has more OKR coaching experience than anyone on the planet. He has literally helped thousands of leaders learn how OKRs are different than performance metrics and how to use them as a navigational tool…not just a management tool. In this episode, Ben shares stories from some of the most iconic companies in the world and how OKRs led to a massive transformation…and more importantly…how each of you can as well to create inflection points that change the trajectory of YOUR team. You can connect with Ben on LinkedIn here. (https://www.linkedin.com/in/benlamorte/) You can check out OKRs.com here (https://okrs.com/). You can check out Ben's “OKR Field Book Preview” here. (https://okrs.com/the-okrs-field-book-preview/) You can check out Ben's Approach to Implementing OKRs here. (https://okrs.com/coaching/okrs-coaching-remote-program/) For video excerpts of this and other episodes of the Sales Leadership Podcast, check out Sales Leadership United Here. (https://www.patreon.com/c/SalesLeadershipUnited) Be sure to check out the full video of this episode on our YouTube channel here.

Wie geht man die Quartals- und Jahresplanung an und balanciert verschiedene Anforderungen?Für viele ist es ein langweiliges und notwendiges Übel. Für andere die beste Zeit des Jahres - Die Quartals- bzw. Jahresplanung. Firmen lieben es zu planen. Firmen lieben es, den Kunden neue Features zu versprechen. Produktmanager können endlich alles in die nächsten 3 Monate einordnen, dann wird das gemacht und die Welt ist wieder in Ordnung.Am Ende des Quartals fragt man sich dann aber: Wieso hat das alles so lange gedauert? Wieso haben wir für Feature X 2 Wochen geplant, aber es wurden 6 Wochen draus? Wieso werden wir bei der Software-Entwicklung langsamer und nicht schneller? Das ist ein bekanntes Bild in vielen Firmen, denn oft findet die Stimme der Software-Entwickler*innen keinen Platz in der Planung.Technical Debt abbauen? Machen wir nächstes Quartal. Was für die eigene Team-Produktivität tun, um manuelle Aufgaben zu automatisieren? Das lohnt sich nicht. Kleine Bugs, sogenannte Papercuts, fixen um die Power-User glücklich zu machen? Zu klein, machen wir nebenher. Software updaten? Das ist Keep The Lights On Arbeit und kann doch Ops machen. So oder so ähnlich trägt es sich alle 3 Monate in Firmen zu.In dieser Episode geben wir euch mal ein paar Leitfragen und ein spezifisches Framework an die Hand, wie man die Software-Entwicklungs-Ressourcen gut über das nächste Quartal balanciert, es genug Features in die Roadmap schaffen, aber auch Zeit für Tech Debt und Produktivitätsverbesserungen bleibt. Dabei klären wir, warum eine gewisse Planung eigentlich so wichtig ist, wer eigentlich immer die ganzen Anforderungen auf den Tisch knallt, was Over-Commitments und Rollovers sind, wie Ubuntu und Github mit Mission Papercut kleine Bugs zu einem großen Projekt gemacht hat aber auch warum eine Quartalsplanung in die Bereiche KTLO, Build New Stuff, Improve Stuff und Productivity eingeteilt werden sollte.Das Thema klingt trocken. Dennoch kann dies euch eine Stimme im Planungsprozess geben, damit ihr endlich mal Zeug aufräumen könnt.Bonus: Ist Jira das neue ERP-System?Unsere aktuellen Werbepartner findest du auf https://engineeringkiosk.dev/partnersDas schnelle Feedback zur Episode:

BONUS: Beyond Individual Talent: 2 Leadership Myths We all Believed in with Arne Roock In this BONUS episode, we delve into the complexities of team effectiveness with Arne Roock, an experienced Agile consultant who has worked with organizations ranging from startups to large corporations. Arne shares his insights on what truly makes teams perform at their highest level, why simply assembling talented individuals isn't enough, and how organizations can move beyond the "feature factory" mindset to focus on outcomes and impact. The Myth of Individual Talent in Teams "A team of experts is not an expert team." Arne breaks down the common misconception that placing highly talented individuals together automatically creates a high-performing team. Drawing parallels from sports, he points to examples like the "Red Army" hockey team and the famous "Miracle on Ice," where team cohesion proved more valuable than individual star power. Through his consulting work, Arne observed that quick-fix workshops often produced short-term improvements but failed to create lasting change. Sometimes, teams even deteriorated after temporary interventions. This led him to Richard Hackman's work on team effectiveness, particularly the 60-30-10 rule: leaders should spend 60% of their time designing teams, 30% launching teams, and only 10% on coaching interventions. Coaching alone cannot change a team's trajectory without proper design and launch Leaders should engage with coaches at the beginning of team formation Teams need sufficient stability to achieve meaningful impact Existing teams can be relaunched or redesigned to improve performance In this segment, wer refer to Richard Hackman's 6 conditions for effective teams, and to Margaret Heffernan's Superchicken Paradox Ted Talk, and to the episode with Heidi Helfand about Re-teaming. Balancing Delivery Focus with Team Development "Organizations trends go in waves." Arne discusses the pendulum swing in organizational approaches, noting how Agile emerged as a countermovement to process-centric methodologies. Currently, he observes a strong emphasis on delivery, with many organizations repositioning Scrum Masters as delivery leads. This trend, while addressing immediate business needs, often undermines the fundamental team-building aspects of the Scrum Master role. Arne suggests that we need to find balance between delivery pressure and people-centered approaches, treating these as polarities to manage rather than problems to solve. In this segment, we refer to the book Polarity Management by  Barry Johnson, and to Arne's blog post about cross-functional teams. Moving Beyond the Feature Factory "Delivery manager will undermine team responsibility." When organizations want to shift from deadline-driven development to outcome-focused work, Arne recommends examining team design fundamentals first. He cautions that adding delivery managers won't fix teams that haven't been properly designed and launched. Most organizations operate as "feature factories," focusing on output rather than outcomes. Arne suggests two high-impact practices that can help teams deliver more value: Implementing meaningful sprint goals and effective sprint reviews Using OKRs with specific checks on value delivered, not just features completed Arne emphasizes that the Scrum Master role is a full-time position, and when they're pushed to prioritize delivery management, important team-building work gets neglected. Proper team design creates the foundation for shared delivery ownership without requiring additional management roles. In this segment, we talk about an article that explains how to use OKR's with a “value-check” included.  About Arne Roock Arne works as a consultant for Agile methods and (leadership) team effectiveness. As a trainer and coach he supported both startups and big corporations in different industries. For the past ten years he took a deep dive into the tech industry as an embedded coach with Jimdo and Spotify. You can link with Arne Roock on LinkedIn and connect with Arne Roock on Mastodon.

איך אנחנו מתכננים קדימה כשמדובר במוצר שלנו? איך מוודאים שהתכנון נשאר מחובר לצרכים בשטח ורותמים פרסונות נוספות בארגון לתהליך? ועד כמה אנחנו יורדים לפרטי פרטים בתכנון הרואודמאפ וכמה משאירים מקום לאג׳יליות? תהליך תכנון מוצר של שנה מסוימת מתחיל בארגון הפרודקט של מאנדיי כבר במאי של השנה שלפני כן. זו דרך ארוכה, שבמהלכה הארגון שם דגש בין היתר על עמידה ביעדים שלנו ובשאלה איזה חברה אנחנו רוצים להיות עבור הלקוחות שלנו - ולא בתוכנית שהצבנו, שמירה על קשר בלתי אמצעי עם המשתמשים, מהירות הביצוע ועשייה מכוונת אימפקט. בפרק השבוע אדוה שיסגל יושבת לשיחה מעמיקה עם דניאל לריה, CPTO במאנדיי, וסיתוון אמיר VP Product, על איך יוצרים את הבסיס לעבודה על התוכנית המוצרית השנתית, איך מקשרים את החלקים השונים בחברה שפוגשים את הלקוחות בכל יום, איך שומרים על איזון בין מה שהלקוח מבקש למה שהוא ״צריך״ ויזיז את המטריקות העסקיות, ואיך מצליחים לעשות את ההחלטות הנכונות עבור החברה ועדיין מצליחים לשקף את המורכבות לכל המחלקות השונות. האזינו גם לפרק 277: המסע לעבר ה-OKR: המתודולוגיה שעזרה לנו ליצור פוקוס ושפה משותפת (שירן נאווי ויוליה פרגו) פרק 288: מדריך מקוצר לכתיבת תוכנית OKR See omnystudio.com/listener for privacy information.

Tu as l'impression d'avoir raté ton début d'année ? Et si c'était normal ?Comment transformer un trimestre difficile en vrai tremplin pour ton solobusiness ?Je suis Flavie Prévot, créatrice du podcast Le Board et du premier incubateur solopreneur de France. Je t'ouvre les coulisses de mon business, en route vers 500K € de CA annuel.Rejoins l'Incubateur Solopreneur si tu veux toi aussi scaler et développer ton business de freelance et de solopreneur (et accéder au Solo Business Plan dont je te parle dans l'épisode) : https://leboard.systeme.io/incubateur-vsl

C'est la punchline de Quentin! Qui a fait un mini buzz sur Instagram et Linkedin. Oui, beaucoup de consoeurs et de confères ont apprécié cet encouragement à se lâcher la grappe! Moi aussi d'ailleurs, cette simple phrase m'a permis de dégommer un de mes blocages (depuis des années, je préfère ne pas me fixer d'objectifs… pas pratique quand on entreprend). Je te raconte tout ça dans cette MM. Et je compte sur toi pour me dire: tu arrives à te fixer des objectifs clairs, qui te portent? “Les objectifs ne sont pas fait pour être atteints”, ça te parle aussi? (Pour me répondre, envoie-moi un mp sur Linkedin

Join Melissa Perri in an insightful episode of the Product Thinking Podcast featuring Hugo Froes, Head of Operations at OLX. In this episode, Hugo shares his remarkable journey from UX and service design to leading product operations, a transition that highlights the importance of bridging design with business needs.This conversation dives into how Hugo has effectively shaped product operations at OLX, focusing on process optimization, reducing friction, and empowering teams to deliver true value. Hugo's approach showcases how strategic product operations can drive innovation and efficiency within organizations.Ready to explore how product operations can transform your organization? Listen to the full episode and gain practical insights from Hugo's experiences!You'll hear us talk about:00:25:08 - Making OKRs Work Across the OrganizationHugo discusses the challenges and solutions for standardizing OKR frameworks to ensure consistent and measurable outcomes while allowing flexibility for team-specific practices.00:30:41 - The Product Ops MixHugo explains the multi-faceted approach of OLX's product operations team, focusing on improving efficiency, streamlining processes, and supporting organizational growth through strategic tooling.00:39:03 - Measuring Value in Product ManagementHugo and Melissa explore the importance of continuously validating product value against business outcomes, emphasizing learning over feature delivery.Episode resources:Hugo on LinkedIn: https://www.linkedin.com/in/hugofroes/Thoughts Unravelled: https://thoughtsunravelled.substack.com/Try Liveblocks: https://liveblocks.io/Timestamps:00:00 Coming Up01:01 Intro05:37 From UX to Product Ops: Hugo's Journey09:17 Shift to Product Thinking16:33 Starting Product Ops at OLX21:23 Rethinking OKRs for Real Teams25:08 Making OKRs Work Across the Org30:41 The Product Ops Mix35:48 The Real Limits of AI43:07 What's Next for Product Ops

In this episode, we speak with Ben LaMorte, a leading expert in helping businesses define their most critical objectives and achieve measurable results. As the founder of OKRs.com in 2014, Ben has personally guided over 100 organizations, including industry giants like eBay, Adobe, and Capital One, in successfully implementing Objectives and Key Results (OKRs). Join us as Ben shares his journey into the world of OKRs and provides a clear definition of this powerful goal-setting framework. He elaborates on how OKRs help teams stay focused on their ultimate destination and offers practical examples tailored for project leaders. We'll also explore the fascinating science and human biology that underpin the effectiveness of OKRs and uncover the telltale signs that indicate a team could benefit from this approach. Ben also sheds light on common pitfalls leaders face when defining OKRs and shares invaluable lessons learned from real-world examples of projects that initially struggled with OKR implementation but ultimately found success. Tune in for actionable insights and expert guidance on leveraging OKRs to drive progress and achieve your most important goals. Contact Ben via his website. Thanks for listening to the Project Management Paradise Podcast. Don't forget to subscribe, rate, and review our podcast on your favorite platform. Stay tuned for more episodes where we bring you the latest insights from industry leaders. Bonus Access a complimentary guidebook, Empowering Strategy Realization Using OKRs, at corasystems.com/okrguide

Contractar una empresa perquè s'encarregui del màrqueting digital de l'escola és fàcil. Externalitzar anuncis i posar pancartes a la façana també. En canvi, gestionar la reputació i la generació de confiança en la nostra oferta és més complicat, perquè no podem delegar-ho, haurem de fer-ho nosaltres mateixos i no veurem de seguida els resultats de cada acció. I quan no ho fem, tampoc no es provoca un perjudici immediat.Molts directius veuen massa complicades les accions de màrqueting educatiu, quan la connexió entre la causa i l'efecte no és evident, i acaben preferint delegar el màrqueting a una agència. Aleshores, reben informes sobre leads, pàgines visitades i conversions aparentment espectaculars. Però quan arriben les matrícules… sovint no n'hi ha tantes com s'esperava.I si triem, en canvi, fer-ho bé? Hi ha maneres d'abordar estratègicament aquest altre màrqueting fonamental, sense ser experts en màrqueting.

"We are 100% convinced that IT sustainability matters but we can't add more non business requirements, we have agile teams." This often heard sentence from product managers or CPOs, led to this dedicated episode on agility and sustainability where host Gaël Duez welcomes 2 seasoned agile coaches: Joanne Stone, the founder of Agilist 4 planet and the We Hope Magazine, and Joanna Masraff, co-organiser of the the Agilists4Sustainability meetup group, and the Agilists4Planet conference. In this interview, filled with positive energy, they covered:

Czy wybory prezydenckie 2025 przyniosą realną zmianę w Polsce? Radek Pogoda analizuje, co mogą przynieść tegoroczne wybory prezydenckie. Za dwa miesiące głosowanie, a na liście już 30 kandydatów – czy wśród nich znajdzie się ktoś, kto realnie odmieni scenę polityczną? Czy mamy szansę na prezydenta spoza Okrągłego Stołu? A może znów będziemy musieli wybierać „mniejsze zło”?✅ Zamów nasze książki i ebooki:https://bit.ly/GKKsiegarniaMoim gościem jest Radek Pogoda. Zawodowo - konsultant i trener szefów sprzedaży oraz sprzedawców. Z zamiłowania - komentator rzeczywistości, która kręci się wokół nas coraz szybciej. I w coraz mniej racjonalnym kierunku. ➡ Kanał YouTube Radka: @RadekPogoda ➡ Instagram: https://www.instagram.com/pogood/Partnerem odcinka jest Metamorfoza Finansowa➡ https://www.metamorfozafinansowa.pl/[współpraca reklamowa]

255. Redeeming Our Time with Jordan Raynor   “But as for you, be strong and do not lose courage, for there is reward for your work.” 2 Chronicles 15:7 AMP   **Transcription Below**   Jordan Raynor is a leading voice of the faith and work movement. Through his bestselling books (The Sacredness of Secular Work, Redeeming Your Time, The Creator in You, and The Royal in You.), keynote speeches, podcasts, and devotionals, Jordan has helped millions of Christians in every country on earth connect the gospel to their work.    In addition to his writing and speaking, Jordan serves as the Executive Chairman of Threshold 360, a venture-backed tech startup which Jordan previously ran as CEO following a string of successful ventures of his own.    Questions and Topics We Cover: 1. What does it look like, practically, to live on earth as it is in Heaven? 2. From your time studying of the Bible, do you find a difference in how our call to work applies to both men and women?  3. What are some ways we can pass along this wisdom to our children?   Other Episode Mentioned from The Savvy Sauce: Stewarding Technology for More Intentional Relationships  with Joey Odom Related Episodes on The Savvy Sauce: Being Intentional with Marriage, Parenting, Rest, Personal development, and Leadership with Pastor, Podcaster, and Author, Jeff Henderson Practical Life Tips with Blogger, Rach Kincaid Implementing Bite-Size Habits That Will Change Your Life with Author, Blogger, Podcaster, and Speaker, Kat Lee Fruitful with Laura Dugger Ordering Your Priorities with Kat Lee Living Intentionally with Shunta Grant Cultivate What Matters in 2021 with Emily Thomas Rhythms of Renewal with Gabe and Rebekah Lyons Divine Productivity with Matt Perman Why Limits Are Good For Us with Kelly Kapic   Thank You to Our Sponsor:  Sam Leman Eureka   Connect with The Savvy Sauce Our Website, Instagram or Facebook    Please help us out by sharing this episode with a friend, leaving a 5-star rating and review, and subscribing to this podcast!   Gospel Scripture: (all NIV)   Romans 3:23 “for all have sinned and fall short of the glory of God,”   Romans 3:24 “and are justified freely by his grace through the redemption that came by Christ Jesus.”   Romans 3:25 (a) “God presented him as a sacrifice of atonement, through faith in his blood.”    Hebrews 9:22 (b) “without the shedding of blood there is no forgiveness.”    Romans 5:8 “But God demonstrates his own love for us in this: While we were still sinners, Christ died for us.”    Romans 5:11 “Not only is this so, but we also rejoice in God through our Lord Jesus Christ, through whom we have now received reconciliation.”    John 3:16 “For God so loved the world that he gave his one and only Son, that whoever believes in him shall not perish but have eternal life.”   Romans 10:9 “That if you confess with your mouth, “Jesus is Lord,” and believe in your heart that God raised him from the dead, you will be saved.”    Luke 15:10 says “In the same way, I tell you, there is rejoicing in the presence of the angels of God over one sinner who repents.”   Romans 8:1 “Therefore, there is now no condemnation for those who are in Christ Jesus”   Ephesians 1:13–14 “And you also were included in Christ when you heard the word of truth, the gospel of your salvation. Having believed, you were marked in him with a seal, the promised Holy Spirit, who is a deposit guaranteeing our inheritance until the redemption of those who are God's possession- to the praise of his glory.”   Ephesians 1:15–23 “For this reason, ever since I heard about your faith in the Lord Jesus and your love for all the saints, I have not stopped giving thanks for you, remembering you in my prayers. I keep asking that the God of our Lord Jesus Christ, the glorious Father, may give you the spirit of wisdom and revelation, so that you may know him better. I pray also that the eyes of your heart may be enlightened in order that you may know the hope to which he has called you, the riches of his glorious inheritance in the saints, and his incomparably great power for us who believe. That power is like the working of his mighty strength, which he exerted in Christ when he raised him from the dead and seated him at his right hand in the heavenly realms, far above all rule and authority, power and dominion, and every title that can be given, not only in the present age but also in the one to come. And God placed all things under his feet and appointed him to be head over everything for the church, which is his body, the fullness of him who fills everything in every way.”   Ephesians 2:8–10 “For it is by grace you have been saved, through faith – and this not from yourselves, it is the gift of God – not by works, so that no one can boast. For we are God‘s workmanship, created in Christ Jesus to do good works, which God prepared in advance for us to do. Ephesians 2:13 “But now in Christ Jesus you who once were far away have been brought near through the blood of Christ.“   Philippians 1:6 “being confident of this, that he who began a good work in you will carry it on to completion until the day of Christ Jesus.”   **Transcription**   [00:00:00]   Laura Dugger: Welcome to The Savvy Sauce, where we have practical chats for intentional living. I'm your host Laura Dugger, and I'm so glad you're here.    [00:00:18]   Laura Dugger: The principles of honesty and integrity that Sam Leman founded his business on continue today over 55 years later at Sam Leman Chevrolet Eureka. Owned and operated by the Bertschi family, Sam Leman in Eureka appreciates the support they've received from their customers all over central Illinois and beyond. Visit them today at Lemangm.com.    I am pleased to get to introduce you to my guest, author, speaker, entrepreneur, Jesus lover, and family man, Jordan Raynor. We're going to discuss what God's word has to say about topics such as the afterlife and then what that means now for how we spend our time and what work we get to do both as men and women.   Jordan is a content producer and much of our conversation today is a follow-up to one of his books entitled, Redeeming Your Time: 7 Biblical Principles for Being Purposeful, Present, and Wildly Productive. [00:01:31]    Here's our chat.    Welcome to The Savvy Sauce, Jordan.   Jordan Raynor: Laura, it's great to be here. Thanks for having me.   Laura Dugger: Well, it is truly my pleasure. I'd love just to begin here. How did you find your way into the work that you get to do today?   Jordan Raynor: I spent the majority of my career as a tech entrepreneur. I still have a foot in that world as executive chairman of the last company that I ran, but I spent 10 years full-time as a tech startup CEO.    I was in the process of exiting my second company when this kind of all started for me. So, you know, when you sell two companies, the natural thing to do is go start a third. So that was kind of the plan.    But for a hot minute there, my wife and I were really seriously thinking about planting a church. Why? Because I went to church often feeling this guilt that I think a lot of believers have felt of, Man, how dare I want to go to work and build a business tomorrow when there's a need for people to serve as pastors and move to mud huts 5,000 miles away from home to make disciples. [00:02:39]    So we're praying about these two paths: start another business, plan a church. One week after church, this mentor of mine pulled me aside. He's like, "Hey, I heard you're thinking about planting a church."    And I'm thinking this guy's going to pat me on the back, maybe write me my first check. He just looks me dead in the eyes, is like, "Yeah, I got to be honest, it sounds really dumb for you." Like, personally, I was like, "Oh, okay. Tell me more." He's like, "Listen, Jordan, you're a talented entrepreneur. You've served your customers and your team members and your investors with excellence. Why do you think you have to plant a church to do ministry? Don't you get that your work as an entrepreneur is ministry?"   I was like, "Yeah, no, I get it. I build these companies so I can write big checks to the missionaries, picture on my refrigerator, or share the gospel with my team members." He's like, "Yeah, but like so much more than that." I was like, "I have no idea what you're talking about."    So he's like, "Here's what I want you to do with this conversation, the background of your mind, I want you to read Genesis one and two." [00:03:39] And I'm thinking, "I've read Genesis one, two, five hundred times. What am I going to say? It's new."   But Laura, what I saw changed my life forever. I saw that before God tells us that He is loving or holy or omnipotent, He tells us that He is a God who works and creates. It's literally the first verb in the Bible. It's the only thing we know about God's character until Genesis 1:26, well, God says, let us make humankind in our image. Why? So that they may rule and work like God did long before the great commission to make disciples.    In Genesis 1, we see this first commission that God never once retracts for you and I to make culture. And that just stopped me dead in my tracks. So long story short, I did not go plant a church. I went and ran somebody else's company. But it set me on this search to really understand how the church's theology of work has gotten so, so lost. [00:04:38]    And it's led to the work I do today, which is creating a whole lot of content through books and podcasts and whatever, helping Christians understand the biblical story of work and God's plan for work from Genesis 1 all the way to Revelation 22 and respond to that truth in practical ways in how they do their work outside and inside of the home today.   Laura Dugger: Wow. Okay. So definitely want to talk about work, but then even zooming out bigger picture of our time, that some of the content that you've written about, and I'm specifically thinking about redeeming your time. So what would you say, Jordan, is one of your biggest cautions for us to consider, especially as it relates to ways that are culturally acceptable to spend our time, but they're not eternally wise ways to spend our time?   Jordan Raynor: Yeah, it's a really good question. [00:05:36] I think maybe the most significant one though is not where we spend it but how we spend it. I think culture outside of the church largely views time as a means of glorifying self, of pleasing self, of accumulating experiences and leisure.   It's the whole bucket list mentality, right? The purpose of your time now is to do it all because this is your only chance to do everything you want to do. And that's a deeply unbiblical lie that I think is one of Satan's favorites to peddle to believers and non-believers alike.   And so I think as believers, the gospel ought to compel us to not just manage our time for profit and for pleasure, but to redeem the time, as Paul says in Ephesians 5:15-16, to eternal ends, to things that are eternal.    And yes, that means souls, but it means way more than souls. I think a lot of times when we think about eternal uses of our time, we think exclusively in that bucket of evangelism. And Jesus didn't. [00:06:36] In fact, He spent 80% of His adult life swinging a hammer and making excellent tables and chairs. He spent time turning water into good wine and pursuing justice in the world and beauty in the world.    And I think all of that matters to God. I think all of that can be an eternally significant use of our time if, if, and this is the big IF, we're doing all those things with Christ-like love and compassion and excellence and in accordance with God's good and perfect word.   Laura Dugger: I guess you're starting to answer this, but I'm thinking then of the flip side of that question. What would you say are ways that God's will can be done on earth as it is in heaven?   Jordan Raynor: Yeah, yeah. I mean, I think that we could spend hours and hours and hours answering that question. I think we got to be clear though on what we mean by that term "heaven". [00:07:35] Because for the first time in church history, for the last 200 or 300 years or so, Christians, when they hear that word heaven, think almost exclusively about the present heaven, this amorphous, disembodied souls floating on clouds, which was not the hope of Jesus, it was not the ultimate hope of the writers of the New Testament.    God did not promise to fit us for heaven to dwell with Him there, as we sing every Christmas. He promised heaven on earth and to dwell with us here. See Revelation 21 and 22. And that's the "on earth" part.   So when we expand our thinking beyond heaven is only this place that disembodied souls go to in the future and we understand heaven as a state of affairs that is breaking into the present — Jesus said the kingdom of heaven is at hand — I think it greatly expands our vision of what it means to work in ways and manage our time in ways where God's will can be done on earth as it is in heaven. [00:08:32]    Yes, that means making disciples as we go about the work that God has given us to do. Yes, it means discipling our kids within our homes. But it also means cultivating beauty in the world. Because Revelation 21 says that when we do, we are scratching off a glimpse of the day when beauty will reign supreme over the face of the earth.   It means doing work with excellence, because Isaiah 60 tells us there are works of cultural excellence present on the new earth, which boggles the minds of many people, right?    So I think the definition is really, really broad of what that means to do our work on earth as it is in heaven. But the key is love. The key is, out of looking at the cross and understanding the love that God has shown us in Christ, letting that love overflow out of our hearts and spill into everything we do, whether we eat or drink or whatever it is that we spend our time doing, to riff off of Paul in 1 Corinthians 10. "Do it all for the glory of God."  [00:09:36]    What's his glory? The perfect love of His Son. When we're modeling that, that's what I think it means to bring heaven to earth, as Jesus calls us to do.   Laura Dugger: Okay, so expand our understanding, though, because I know you've been on a journey learning about heaven here on earth. What are some findings and realizations that you've made as you've studied scripture?   Jordan Raynor: Number one, nobody, including Jesus Christ, is going to spend eternity in heaven. If what we mean by heaven is the present heaven, where, God forbid, if I die in the plane that I'm about to go on tonight, I will be with Jesus in the present heaven. Nobody's going to spend eternity in that heaven. Read Revelation 21, read Isaiah 60 through 65, it makes that abundantly clear.    Number two, contrary to our American caricature of heaven as a glorified retirement home, Isaiah 65 says, starting in verse 17, God says, "See, I'll create new heavens and a new earth. My chosen people will build houses and dwell in them, and they will long enjoy the work of their hands." [00:10:39]    So, number one, nobody's going to spend eternity in heaven. Number two, on the new earth, we will worship by singing yes, but also by working with our hands alongside the risen Christ. And then I would say, you know, number three, I think what I'm learning more and more is we tend to think of heaven exclusively as a place that we go to in the future. And that is true in a sense, right?    But it's also, as I said before, this state of affairs that's relevant and breaking into the present, breaking into our homes, breaking into our communities. The good news of the gospel is not that I sit around and wait to go to heaven when I die. The good news of the gospel is that I get to partner with Jesus in cultivating heaven on earth until I die, and He returns with heaven in hand to finish the work, right? [00:11:36]    So I think as we expand our vision beyond these half-truths about heaven that secular and, frankly, church culture have been peddling for years, with the whole truths that we see in Scripture, it vastly expands our purpose in the present as we seek to redeem our time. And I also think it expands our hope for the future, because a future with Christ where He has truly made all things new and I get to long enjoy the work of my hands with Him is way more exciting to me, and way more importantly, way more biblical than endless harps and hammocks in the clouds. Way more exciting.   Laura Dugger: Absolutely. And then if you'd have to say what that means for us now, like on a regular Thursday afternoon, can you make it really practical?    Jordan Raynor: Yeah. I think it means, number one, you can have a whole lot more purpose in your work and feel much more alive doing the work, whether that's changing diapers or making widgets on your computer. [00:12:37] Because, listen, if earth is our temporary home, as Carrie Underwood likes to say — I love you, Carrie Underwood. I do — then matter doesn't matter, right? Like matter doesn't matter. And my work with matter doesn't matter.   And if that's true, less than 1% of my time matters for eternity. Because I'm willing to bet that our listeners spend less than 1% of their time on spiritual work like evangelism and prayer. But if earth will one day be our perfect and permanent home, then matter has to matter greatly to God. And my spiritual and super material and earthly work has to matter. And if that's true, then 100% of my time matters for eternity. And so what's the response?   I love that you brought up redeeming your time. Redeeming your time is the response. If 100% of my time matters for eternity, I have greater hope for the future, I have greater purpose in the present, and I'm much more motivated to redeem all of my time, to look at every single one of my minutes that I have living in this age as opportunities to glorify God and make things matter in the grand scheme of eternity because I understand that it does matter, and it's not all going to burn up in the end. [00:13:46]    So that's one of the practical responses. We can get uber, uber practical, talking about redeeming your time and how exactly to do that. But at a theological level, if you hold to this idea that earth is our temporary home, you're really saying that 99.9% of your time doesn't matter in the grand scheme of eternity. That's deeply depressing. And praise God, it's also deeply unbiblical.   Laura Dugger: Okay. So a few follow-up questions with that then as well. So all of this matters and is eternally valuable and valuable in this moment. What about our choices then where you could be numbing out on Netflix all night or Instagram or whatever social media, or pouring excellence into the work that you're doing or your family or something more significant. What's the difference between those two options if everything matters?   Jordan Raynor: Everything has the opportunity to matter. Everything matters in the sense that God's going to judge every minute that we spend. [00:14:48] But listen, you could have two people with the exact same job, exact same stage of life, and one of them is wasting it in the grand scheme of eternity.   It matters in the sense that God's going to count it. But we can certainly make our lives matter more for eternity based on how we steward those minutes. Christians have lost this doctrine that Paul makes very clear that every single minute we spend in this life will be judged. Our soul will not be judged. Our soul has been judged (past tense) based on what Christ did on the cross. Praise God, there's no condemnation for those who are in Christ Jesus.   But every believer will stand before the beam of seed of judgment to give an account for how we live this life. And those of us who wasted this life binging Netflix infinitely, you're still going to enter the kingdom of heaven if you were trusting in Christ alone for the forgiveness of your sins. But don't expect a whole lot of rewards when you show up there, right?   The ones who are going to be awarded with treasures in heaven that Jesus talked about, with crowns, with increased job responsibilities on the new earth, see the parable of the minas, are those of us who, like Paul, expended ourselves, spent with all the energy we have to make Christ known in what we make and how we do it and how we live our lives and how we do our work. [00:16:01] That's a response, is to get off of the couch and to get in the game of scratching off glimpses of heaven on earth in the present.   Laura Dugger: I love that. Yes and amen. Somebody previously on The Savvy Sauce called me spicy for asking questions like this. I don't intend it in a controversial way.   Jordan Raynor: Listen, if we're not going to talk about these things, why talk about anything at all? I love spicy questions. Come on.   Laura Dugger: Okay. So I would just love to hear your perspective, Jordan, especially because you have immersed yourself in the word of God and obviously you have the Spirit of God living inside you as well. So when you've wrestled with these ideas, do you find a difference in how this applies to men and women? And I'm specifically thinking about Genesis and work. And I can ask some more follow-up questions, but what would you say to that?   Jordan Raynor: Oh man, I love this question. [00:17:00] I don't get asked this question very much. Listen, is there a distinction? Sure. But not much of one. Adam and Eve were both called to work the garden and to take care of it as partners together in Genesis 1 and 2.    There are tons of women throughout scripture who are celebrated for their engagement in the first commission to fill the earth, so do it and rule. I think maybe the most poignant of them is Luke chapter 8. Luke chapter 8 says, name specific women who were, quote, "helping to support them —it's referring to Jesus and His disciples — out of their own means," end quote.    And based on what we know about Mary Magdalene and some of these other characters. I don't think they had means before they followed Jesus. So the implication is these women went to work, creating value in the marketplace to support Jesus and His followers. [00:18:00]    So all throughout scripture... I'll give you one more. Gosh. You want a case study that celebrates working women? Just go read the book of Exodus, right? Exodus 1 starts with Pharaoh who's looking around and fearful of these Hebrew boys. Why? Because he wasn't afraid of Hebrew girls because they represented no threat to him, right? He's like, Ah, no, it's the boys who are going to rise up and fight against me.    But who does Yahweh use to thwart Pharaoh's plans? Two midwives, working professionals, and a whole bunch of other women all throughout the book of Exodus. If you can't tell, I'm a raging Jesus feminist with three daughters under my roof right now. And so I love that you asked this question.   There are certainly distinctions. And listen, we got to be careful here. There are differences in genders. God-appointed gender. God appointed differences in leadership within the home and within the church, right, which is not popular outside of the church. [00:19:01] But I can't get around God's word here. But both men and women are called all throughout scripture to roll up them sleeves and work hard at the work of the Lord of cultivating creation for His glory and the good of others.   Laura Dugger: And now a brief message from our sponsor.    [00:19:21]   Sponsor: Sam Leman Chevrolet in Eureka has been owned and operated by the Bertschi family for over 25 years. A lot has changed in the car business since Sam and Stephen's grandfather, Sam Leman, opened his first Chevrolet dealership over 55 years ago. If you visit their dealership today, though, you'll find that not everything has changed. They still operate their dealership like their grandfather did, with honesty and integrity.    Sam and Stephen understand that you have many different choices in where you buy or service your vehicle. This is why they do everything they can to make the car-buying process as easy and hassle-free as possible. They are thankful for the many lasting friendships that began with a simple "Welcome to Sam Lemans". Their customers keep coming back because they experience something different.   I've known Sam and Stephen and their wives my entire life, and I can vouch for their character and integrity, which makes it easy to highly recommend you check them out today. Your car-buying process doesn't have to be something you dread. So come see for yourself at Sam Leman in Chevrolet in Eureka. Sam and Stephen would love to see you, and they appreciate your business.    Learn more at their website, LemanEureka.com, or visit them on Facebook by searching for Sam Leman Eureka. You can also call them at (309) 467-2351. Thanks for your sponsorship.    [00:20:42]   Laura Dugger: I think something I've been wrestling with lately is I wonder what lies Satan is whispering that we're not even aware of. And I think one piece is that it's sinful or unbiblical for women to work, especially to work outside the home. And I know God has a different call on everyone's life. But yeah, could you speak to that? We have four daughters. You have three daughters. This is-   Jordan Raynor: Oh my gosh, if I'm Satan, if I'm Satan, I would love nothing more than to convince 50% of the image of God not to bear God's image outside of the four walls of my home. That sounds like a pretty good strategy. That sounds like a killer strategy, right?   And listen, don't take my opinion for it. Don't take Laura's opinion for it. Go read the Word. I think when you open up God's Word, you're going to see that a lot of these... it's going to expose the lies. [00:21:43] By the way, Satan doesn't just peddle lies through nonbelievers. Just as frequently, I think we could say, Satan is peddling lies through well-intentioned believers. Lies about heaven and the new earth that we just talked about. Lies about work that I grew up believing as we talked about in the beginning of this. And I think lies about the role that women can joyfully and enthusiastically play working inside and outside the home for God's glory and the good of others.   Laura Dugger: So well said. I just completely agree that it's a both-and. They think some people are called inside the home and that is a worthy work, and some are not.   Jordan Raynor: 100%. By the way, my wife works full-time in the home. That is a noble calling that she's chosen for this season. And I'm so appreciative of that. But there have been other seasons where she hasn't chosen that. Blessed be the name of the Lord.   We're so obsessed with black... we're all Pharisees. [00:22:45] We love adding extra regulations and rules on top of God's Word, this extra-biblical junk to make ourselves feel superior to one another. And I think when we get back to the Word, we find a lot more freedom than we find in our churches and our pharisaical structures.   Laura Dugger: Okay, so then you and your wife, I'd love to hear the ages of your daughters and how you two are engaging with them and teaching or discipling them on topics like this.   Jordan Raynor: I've been married to Kara for 15 years now. She's the love of my life. I love her dearly. And we got three little girls. So Ellison is 10, Kate is 8, and Emery, we adopted at birth almost five years ago. It'll be five years, one month from today.   And yeah, discipling them is a challenge and a joy. I think the hardest part is just redeeming the time and making space for intentional time with them. [00:23:50] And we can talk about how we do that if you're interested.   But, you know, practically what discipleship looks like in our home is every morning around the breakfast table, I'm there with the girls memorizing God's word. And not just memorize it, but really talking about it. So take it a week, right? It's like, okay, we love because He first loved us. Who's He? What does that mean? How did Christ show that love to us? And what does it look like practically for us to show that love to others?   So scripture memorization and discussion of the scriptures is a big part of it. Don't hear me saying we do family devotionals. We don't. We're not that put together. We're not that formal. It's really just taking a passage of scripture and hiding it in their hearts and trying to make it as practical and actionable for the day as possible.   Then, two, we talk with our kids a lot. As much as we can, we are pointing them to God and His goodness in regular conversations. It may be specific studies. I'm writing books for kids. So I wrote a book called The Creator in You about the call to create that we see in Genesis 1. [00:24:51] I'm about to publish a second one called The Royal in You about ruling and working with Jesus on the new earth. So we're constantly talking about those themes.    And then also looking for really tactical physical things within the house to point them to Jesus. I'll give one example, then I'll shut up, and or you can follow up on anything you want. I was really convicted by a friend and again, this is at the risk of sounding pharisaical. I'm not saying this is a rule you got to do. This is just working for my family.   I said the word "awesome" like three times in a conversation. He's like, "Hey, only God is awesome." It really stopped me and maybe take stock of my words. I'm like, "Man, there should be a word awesome, amazing, whatever you want, right, whatever works for you works, but there should be a word that we reserve for God alone, right? Even holy. We talk about us being holy as God is holy, right?    And so we just decided we're going to reserve "awesome" for God. [00:25:50] And we put a jar, kind of like a swear jar in people's houses. We put a “not awesome” jar in the middle of our living room. And every time somebody says something's awesome, other than God, we have to put a buck in it. And then we donate that money to an orphanage that we love supporting.   But Laura, that sounds silly and really trivial, but guess what? In the last week, it's given me, I don't know, 15 opportunities to talk about how Jesus is better than any creative thing. Man, I'll do that all day long. I'm constantly looking for little things like that to latch on to, to talk about God's goodness, to talk about His awesomeness, and talk about the role that He's called us to play in bringing heaven to earth.   Laura Dugger: Wow. No, that doesn't sound silly at all. Actually, it just is in line with these themes, intentional in our work, intentional in our time, intentional in our words, and that matters.   Jordan Raynor: I love John Tyson and his book, The Intentional Father. [00:26:54] I'm the overly intentional father. I am too intentional. And that will show up in this conversation, I promise.   Laura Dugger: No, we celebrate that around here for sure. That was kind of my follow-up question you just alluded to, being intentional. Was it with getting time with your daughters? Do you and Kara have a system for that?   Jordan Raynor: Yeah. Yeah, we do. Listen, this isn't going to come as a surprise to anybody listening. Our phones are enemy number one in our fight for deep work that we do in front of the laptop, but also the deep work of discipleship with our kids. And maybe the biggest game changer of my life and discipling my kids is that my kids never, almost never see me on my phone inside of my house. Outside my house for direction, sure.    I track this. I log every day that they see me. The last 90 days, my kids have seen me on my phone one time, inside of my house. [00:27:52] You better believe they know that dad loves them, but more importantly, it gives me more intentional space to be with them without being distracted.    And I know that sounds impossible to listeners. So let me give you five steps for cultivating this. If you want to do this, you're like, man, yeah, I would love to put my phone down for an hour and not think about it. Five steps. It's really simple to do, but it's going to take a lot of courage.    Number one, choose ahead of time when you want to check your texts and emails and asynchronous messages, right? It could be every hour. It could be on a, maybe say it's 10 a.m., 12 p.m., 2 p.m., 4 p.m., 6 p.m. That's it. Whatever.    Step two, build a list of VIPs who will have access to it all times and not just those predetermined times. So my VIPs are my wife, my kids' school, my assistant. It's pretty much it. Step three, pull out your phone and add all of your VIPs to your Favorites list if you're an iOS user or "Your people" list, if you're an Android user, that way, when you use just the basic out-of-the-box, do not disturb settings on your phone, only calls from those people come through. [00:28:57] Not their texts, not their emails, not every Instagram notification of people liking yet another picture of your dog, just phone calls from your VIPs.   Step four, you got to set clear expectations with your VIPs about your new response time. You send them a very simple message like this. I actually give you the template in the Redeeming Your Time book, but this is the gist. "Hey, I'm trying to be more focused with my kids at home." I know by the way, also at work, especially if you're sending this to your boss. "Here's how you can help me from now on. I'm only checking emails, texts, etc., at X, Y, and Z times. However, you're a VIP in my life. And so if you need me more urgently than that, do not text me, I won't see it. Don't email me. I won't see it. But if you call me on my cell, I'll answer every single time that I can."   Last step, step five, put your phone away for an hour and a half at a time. When you're with your kids, keep your phone out of sight, out of mind. For mine, I keep it in my master bathroom. It's on "do not disturb". I turn the ringer on. [00:29:58]    And here's what happens. I actually spent two and a half hours apart from my phone at nighttime from 5 to seven 30 p.m. every single night. And functionally what I've done is I've turned my cell phone into a landline, right? If the phone rings, I can go in there and see what VIP is calling and decide whether or not I want to answer it. But in all that other time, I am fully focused on my kids and the conversations I'm having with them about their day.    Laura, it's been a total, total game changer for me and for thousands and thousands of readers of Redeeming Your Time. This is one of 32 practices in the book, and I'm willing to bet it's probably in the top five of reader favorites.   Laura Dugger: Well, and I can see why that's incredible. And I'm curious, Jordan, do you know Joey Odom with Aro?   Jordan Raynor: I know Joey. I talked to Joey yesterday. I love Joey Odom.   Laura Dugger: Okay. He's wonderful. So we will link to an episode that he did on The Savvy Sauce. [00:31:00] If you're looking for more practical ways as well, like you said, putting your phone away, he just can contribute. I think that partners nicely.   Jordan Raynor: Yeah. And if you don't know Aro, go check out the episode. But basically it's an app on your phone. It's also a physical box that you can put the phone in. And it basically gamifies what I just explained.    So instead of me being accountable to care of my kids, I could theoretically share with my friends, "Hey, I spent two and a half hours today apart from my phone. Here's a screenshot of the evidence. I love what Joey and their team are doing. It's incredible.   Laura Dugger: And like you said, this is just one of the helpful suggestions in Redeeming Your Time. My husband and I have both benefited so much from that book.   Jordan Raynor: I love it. Thank you.   Laura Dugger: Well, yes. And thank you. But I'd love for you to walk us through the topics and the questions that we ask ourselves as we metaphorically go floor by floor through the building of intentional living.   Jordan Raynor: Yeah. Yeah. It's a great question. [00:32:00] You're asking about chapter four of the book, where I'm talking about prioritizing our yeses. And we hear about all these different terms when it comes to setting priorities. We talk about mission statements and callings and long-term goal, whatever. I just found it necessary for myself to bake the cake and put it all together. Be like, okay, give me one simple framework for thinking about all these things and how they connect to each other.    And so the metaphor I use in the book is this five-story building where on the fifth floor, the very top of this hotel, whatever you envision this building being is your mission in life that is over everything else. Listen, there are people selling books left and right, helping you discern the mission for your life. I'll let you off the hook for having to buy those. Listen, you didn't make yourself and so you don't get to choose the mission of your life. God does. Here's the mission of your life: to glorify God, period, full stop, right?   Now God in this goodness has given us a lot of freedom to choose the callings on the fourth floor of how we will live out that mission. But that's your mission, right? [00:33:05] So mission, fifth floor; fourth floor, next level down is callings. So I am called right now to be a husband, to be a father, and to be the CEO of Jordan Raynor company and create this content. That's it. I've chosen three callings, right?    The next level down are long-term goals. This is level three of the building, okay? Long-term goals. I am the biggest believer in the world in setting the biggest possible long-term goals, because in my experience, that's what helps me say no. If I have really small goals, I am getting sucked into the thick of thin things every single time.    So I would argue Christ's power should be setting the biggest long-term goals on the planet. By long-term, I'm talking at least a year, more likely three to five years, setting those long-term goals for each of your callings.    Then the next level down are short-term goals, which whatever works for you works. Maybe you want to set goals on a weekly basis, monthly basis. I love the quarterly cadence. [00:34:05] Every three months, looking at my long-term goals and setting quarterly goals that are attached to that.    And then the bottom floor, the first floor of this metaphorical building are what I call projects and actions. This is the tactical stuff. This is your to-do list born out of mission calling, long-term goals, short-term goals.    Okay. What are the specific projects and actions that I need to execute against over the next seven days, over the next quarter to make progress towards those goals? And then, as you know, Laura, there's a secret sixth floor to this building, which it doesn't deserve to be called a floor. It's the basement.    And this is what I call posteriorities. And this might be the most important. This is everything else that falls outside of what's already on my plate professionally and what falls under those short-term goals. Everything else goes into the basement of my mind in this metaphorical building. [00:35:05]    And so in my to-do list app, what I call my commitment tracking system, all of those projects and actions literally go in a separate folder called "Someday" that I only look at every 90 days. Once every 90 days, I look at that, decide if there's anything I want to pull out and work on over the next 90 days. But for the other, what is that, 89 days and a quarter, all of those things are out of sight, out of mind, so that I can fully focus on the work that I believe that God has called me to execute against over the next three months.   Laura Dugger: So good. Again, and these 90 days, let's zoom in on that. We also share a passion for the quarterly time, even the brain science behind it, that your brain can only be reminded and to hang on to a goal for 90 days. What does yours actually look like in these 90 days? Can you give us some examples in your own life of a goal for your calling and then ground floor what that looks like? [00:36:08]    Jordan Raynor: Yeah, I would be happy to. I'll show you some quarterly goals for the family. I got personal and professional short-term goals, quarterly goals. Here's a personal one. I really love the OKR framework, which if you're not familiar with it, Google made this famous, stands for objectives and key results.   So objectives are aspirational. They're the what you want to accomplish. And the key results are measurable and they tell you whether or not you reached the what. So, for example, this quarter, personally, objective. Strengthen my point of view on youth sports and whether or not it is in line with our family's goal to love like Jesus.    This one's going to hit for our audience. I have a feeling. Key result number one: read three credible articles from youth sports advocates and three articles from Detractors. [00:37:10]    Key result number two, post questions on this topic to at least two godly friends who have had their kids in serious youth sports and two who have intentionally chosen not to.    And then key result number three, draft a summary of my point of view on this topic and deliver it to Kara by December 31st.   All right. Let me give you a professional example. In this quarter, yeah, I'll share this, whatever. This is a little inside baseball, but it's fun. I can't say the name of it, but the objective is to sell my first TV show to Netflix or Amazon.    We're currently shopping a project right now. I actually only have one key result for this and it's to get one yes or three nos from A-list actors to agree to play the starring role in this show. So that's how I'll know. That's the progress I'm going to make towards that goal.    So that's just a couple of examples from my life. I obsess over this quote from Bill Gates though. I think this would be helpful for our listeners. [00:38:10] Gates once said that we human beings have the tendency to vastly overestimate what we can accomplish in a short period of time, i.e. a quarter, and vastly underestimate what we can do in a decade with what Eugene Peterson called long obedience in the same direction, right?   So if you take one thing from this conversation on goals, take that from Bill Gates. What you can get done in three months is virtually nothing, right? So set your goals accordingly. But what you can get done in a decade with long obedience in the same direction, you're not doing it, God's doing it through you is incredible.   Laura Dugger: I just wanted to let you know, there are now multiple ways to give when you visit TheSavvySauce.com. We now have a donation button on our website and you can find it under the donate page, which is under the tab entitled Support. Our mailing address is also provided if you would prefer to save us the processing fee and send a check that is tax deductible. [00:39:14]    Either way, you'll be supporting the work of Savvy Sauce charities and helping us continue to reach the nations with the good news of Jesus Christ. Make sure you visit TheSavvySauce.com today. Thanks for your support.   These examples are so helpful. I love practical examples because it helps me envision how to begin applying what I want to put into practice after a conversation like this one. My husband, Mark, and I will oftentimes reflect and look back on times that have been transformational in our lives. Typically, it's from practical application, you have to apply it, that leads to transformation. So, Jordan, will you give us maybe three to five habits or time savers or general best ways to steward our time?   Jordan Raynor: Oh, man, I'd love to. Honestly, the biggest one for me I've already shared, which is just taking control of when you check your messages. I cannot stress that enough. [00:40:19]    Let me give you a couple others. One, you want to do your most exceptional work, you've got to be getting a seven to eight-hour nightly sleep opportunity. The easiest way to practically do it is to just set a consistent bedtime. Most people have a fixed time at which they wake up, so it's simple math, right? Subtract from that, go back eight hours, that's your bedtime.   Gosh, you might not like the science. Trust me, I don't like the science, but the science is settled on this one. Most, 99% of human beings need seven to eight hours of sleep at night. That's a game-changer for me.    Honestly, weekly Sabbath has been a game-changing habit for me and my family that I think has made us much more productive in our goals.    I'll give you another one. Do one new thing at a time. In your work, in your life, you probably have a lot of recurring responsibilities based on work that you've created over the years. [00:41:19] With whatever time you have left over, the worst mistake, in my experience, that you can make is to try to do five new initiatives at once. You do one new thing at a time until it's done, and then when it's done, you move on to the next thing.    I'm trying to think of some other ones from the book. Yeah, I'll say this one. This is one of my favorite practices. It takes two seconds to start, but again, it takes a lot of courage. Quit the news cold turkey and let your friends curate the news for you. Why? How is this connected to time management, people ask me?    It could not be more relevant because all of this external noise is creating a lot of internal noise that blocks your ability to be loving, to think, to be creative, and listen to the voice of God. I know because I was the ultimate news junkie until eight years ago when I quit cold turkey. You know what happened when I quit cold turkey? Nothing. Nothing negative happened. [00:42:21]    What did happen is my friends started telling me about everything that I cared about, voluntarily. They have no idea they're doing this, but they're bringing me this. I spot-check from time to time. I'll go to CNN.com and say, did I really miss anything? Nope. 99% of the news is still totally irrelevant to my life and work. Great. Man, that's been a game-changer for me, Laura.   Laura Dugger: I did love that one about let your friends curate the news for you. Just one other follow-up. I want to circle back to the quarterly. Just as we're talking about practical application, how can someone start doing, if that's their first goal is to maybe plan something quarterly? How do you have a system in place to revisit these things every 90 days and what does that look like?   Jordan Raynor: That's a great question. I take a quarterly retreat. Ideally, this is for at least one night. Sometimes when things are really crazy, I just have to take a day to go do it. In that quarterly retreat, I'm doing a few things. [00:43:20]    First, I am just journaling the game that God has already produced in my work, the good things He's already done over the last three months.   Two, I'm just taking time to worship Him and praise Him for that. Remember that not only did I not deserve anything for the last three months, I certainly don't deserve anything over the next three months. It's putting me in this humble position of recognizing that the only thing I deserve is death due my sin. God has given me Christ and way more, and that puts me in a much healthier heart position to dream about what's next.    Then third step, I just journal off the top of my head without looking at any prompts what I think is most important over the next three months. I don't look at my to-do list because what's most important should be readily apparent to me. I shouldn't have to look at anything, right?    Number four, I review journal entries from the last 90 days as well as my to-do list to refine that journal entry about what I thought was most important. Maybe I forgot, oh yeah, Jordan, you're releasing a book in the next quarter. [00:44:25] We got to get ready for that or six months from now, whatever it is.    Then five, I am taking a first stab at drafting those objectives and key results. My rule is no more than five objectives in a given quarter and no more than five key results for each objective, which could mean 25 key results.    Most of the time for me, I wind up at one to three objectives total and one to, oh man, like 10 max key results in a quarter. Most recently, I've had between one and three key results, that's it, that I'm focused on the next 90 days.   Oh, by the way, I've been crushing it. The fewer key results that I'm setting, the quicker I'm getting my goals done. The last two quarters, I've hit my goals early for the quarter and I've had to go into that someday folder and pull new things out because I've gotten everything done. That feels great. [00:45:28]    Laura Dugger: That's incredible. That does feel great to get to check that off and go to the next thing. I want to see how people can apply this, but first also, maybe Sabbath is more so something that grabbed them. So can you share just a little glimpse of what that looks like? Because you said that's one of your most impactful habits.   Jordan Raynor: Oh yeah, absolutely. Sabbath starts with work, right? You got to work hard and work well if you want to be able to rest well. Maybe helpful to think about this, I'm doing all the work for two days in one. So we have chosen to enjoy the gift of Sabbath. Notice I didn't say observe Sabbath because that connotes life-sucking legalism.    We enjoy the gift of Sabbath from Saturday dinner time until Sunday dinner time. So Saturday afternoon, we are going through our Sabbath prep checklist. That includes cleaning up the house, picking everything up so we're not distracted, packing bags and waters for church the next day, making a plan for Sabbath. [00:46:33] So who do we want to hang out with? Texting and coordinating those plans ahead of time so we're not attached to our phones on Sabbath itself, doing laundry, running the dishwasher.   And then when we get to the end, I'm sending my phone on a 24-hour vacation. So I mentioned spending two and a half hours apart from my phone each night. On Sabbath, it is on airplane mode for 24 hours.   Then we kick off Sabbath by just feasting. So Sabbath to us is... I love how Kevin DeYoung put it. It's an island of get-to and a sea of have-to. We try to do nothing on that I have to-do list and only things on that get to-do list.   So that starts a feasting on some of our favorite foods. We get takeout. So cleanup's really easy. So we're Chewy's Mexican or good Chinese food, whatever. We light a candle to kick off Sabbath so that it always smells like Sabbath in my house, which is usually pumpkin pecan waffles, even when it's like July in Florida, which makes no sense. [00:47:33]    Then Saturday night's pretty chill, watching a little bit of TV with the kids, whatever. They're going to bed. On Sunday, this is my one day a week where I sleep in. My wife sleeps in the other six days of the week. I sleep in, Kara gets up with the kids. It's the one day a week of the week where they get to watch a full-length movie, which they're super pumped about, and don't judge me, drink coffee. So they get to drink coffee on Sabbath.    My kids wake up super early, so they can finish the movie before church. On the way to church is one of my favorite traditions where we stop and get donuts on the way and the whole drive we're talking about what we're thankful for from the past week. So just looking back, what are we grateful for? And then what do we want to adore God for about His character based on what He's done and what we've seen Him do and what we're thankful for the past week?   We then go feast on the word with our church family and then come back, have lunch at the house. We don't do the lunch after church thing to us. That's a little exhausting. [00:48:31] So we come home, have lunch here.    And then Sunday afternoons are pretty chill. A lot of times we're just playing games or swimming in the pool. This past Sunday, we went for a walk and let the kids climb some trees. But just a day to slow down and catch up to our souls and just be and remind ourselves that we are loved and valued, even when we're not being productive, that our heavenly Father does not need us. He wants us to quote my friend, [Scott Jotani? 00:49:05] And man, it's been a total game-changer.    I'll end with this. I saw a mentor who I hadn't seen in years. I think this was last summer. And we were on vacation in Rhode Island. I talked to my mentor for about an hour and he texted me after I left his house and he's like, "Hey, you seem way more rested than I saw you the last five years ago." And it's not vacation rest. He called that out. He's like, "This is not vacation rest. What is this?" I was like, "It's Sabbath." He's like, "That's what I thought. That's what I thought."   People can feel it. People know when they're in the presence of somebody who is living and working out of a Sabbath rest. So I would encourage you to try it. Treat it as an experiment. Don't say, "We're going to do this for the rest of our lives. Try it for four weeks. Try it for six weeks. Give it a shot. And I think you'll be blown away at how healthy it is, both for your soul and for the goals that you're chasing after the rest of the week. [00:50:10]    Laura Dugger: Okay. Challenge accepted. So great. So then bringing this home for someone, if they need to get quiet, get with the Lord, and just see what's bubbling up for them, do you have any other recommended Scripture, places to start, or questions for reflection or anything just to point us in the right direction?   Jordan Raynor: Yeah. I would just point you to the Gospels and the way of Jesus. We read Matthew, Mark, Luke, and John almost exclusively for their theology and the ethic of Jesus and they certainly have a lot to say about that. But as my friend John Mark Comer has pointed out, the Gospels are also biographies of Jesus' life. And I don't know about you, but I want to redeem my time in the model of my Redeemer. He is the key to the whole thing.    By the way, even non-Christians can get on board with this. I'll tell non-Christians all the time, like, hey, Christian or not... pretty hard to dispute that Jesus was the most productive person to ever walk the earth. [00:51:09] And we know how He managed His time. And no, the Gospels don't show Him with a to-do list or a smartphone, but they show Him dealing with distractions at work. One time a guy literally dropped through the roof over Jesus' head while He was working and preaching. Unless that's happening to you, you're not more distracted than Jesus was, right?    They show Him seeking to be busy without being hurried. They show Him having to dissent from the kingdom of noise to think. And so, man, you want to redeem your time toward eternal ends? Look to the author of time, Jesus of Nazareth in the Gospel biographies.    Laura Dugger: This has been incredible to lay the foundation for our own lives, which is great to put into practice first. But as we're tying it all up to, how can we pass along this wisdom to our children?   Jordan Raynor: Yeah. Number one, just talk about the biblical narrative of work and productivity that your kids are probably not hearing in Sunday school. [00:52:11] I know because I see the Sunday school curriculum. I'm an elder in our church. They're not seeing it.    Point them to Genesis 1 and 2. Point them to the fact that we worship a God who works and created us to work and be productive and redeem our time in His image. And you can do that through Genesis 1 and 2. You can fast forward to Revelation 21 and 22 and Isaiah 65 that talks about work and productivity for eternity on the new earth.   Then I do have a couple of picture books that I wrote for kids as a tool, as a resource for you to communicate the why of redeeming your time, the why of work to your kids. They're called The Creator in You, which is this artistic interpretation of Genesis 1 and 2, and The Royal in You, which is the opposite book into scripture in Revelation 21 and 22.    And my prayer for this book is that it will... your kids may not admit this to you, but if they're anything like I was as a kid, if they're anything like my kids used to be, your kids view heaven with confusion, boredom, and maybe even fear. [00:53:18] And that's tragic because God's word replaces all of that with biblical clarity, excitement, and hope.    And that's my prayer for this book, that based on God's word, it would expand the vision of kids and, frankly, grownups to view heaven in the new earth with that clarity, excitement, and hope, all to God's greater glory and our greater joy.   Laura Dugger: A worthy vision indeed. We will certainly link to those resources in the show notes. Jordan, this time has been so enjoyable, but I still have one question for you because we are called The Savvy Sauce because "savvy" is synonymous with practical knowledge or discernment. And so as my final question for you today, what is your Savvy Sauce?   Jordan Raynor: Yeah, honestly, I've shared a lot of the practical answers to that. We started the conversation theological, went practical, let's end theological. My savvy sauce lately is that I spend a lot of time thinking about where I see myself professionally in five million years, not five years like you were asked in a job interview. [00:54:30]   Because again, God's word promises that we will work free from the curse of sin. And here's why, and here's how this connects to redeeming the time. The more that I've meditated on that promise of long enjoying the work of my hands, I am far less hurried in the present.   Because I spent years, Laura, worrying about finishing my life's work, of getting it all done. I got to get past this business because I still want to do X, Y, and Z in my life, right? But knowing that I'm going to have eternity to work for God's glory, I am free from all of those burdens and just so much less hurried because here's what's going to happen.   When I die with unfinished symphonies, and all of us will die with unfinished symphonies and to-do lists, either God is number one, going to tap somebody else on the shoulder and have them pick up that work and finish it, praise God. [00:55:29] Number two, He's going to finish that work by himself with no human involvement, praise God. Or number three, when I arise from the nap that is death, God in his goodness and generosity will put that unfinished symphony back in my hands and give me the joy of finishing it free from the curse of sin, praise God.   Either way, I don't lose. If the things on my to-do list are on God's to-do list, He will finish them. And as I've thought about that and work on the new earth, it has just been radical in slowing me down and recognizing that eternity is now in session and I don't have to finish it all before I die. It's been a tremendous gift that the Lord has given me. So I would encourage our listeners to do the same.   Laura Dugger: Yes. Well, Jordan, clearly God has gifted you with being a vision caster, a visionary, a leader, and I just appreciate this conversation is oozed with your love of Kara and your daughters and our Lord and has been, like you said, theological and practical. [00:56:41] I just have learned so much. So thank you for being intentional about redeeming your time. It really is a way that you are loving others and loving God well, and I just appreciate you. So thank you for being my guest.   Jordan Raynor: Thank you, Laura.   Laura Dugger: One more thing before you go. Have you heard the term "gospel" before? It simply means good news. And I want to share the best news with you. But it starts with the bad news. Every single one of us were born sinners, but Christ desires to rescue us from our sin, which is something we cannot do for ourselves.   This means there is absolutely no chance we can make it to heaven on our own. So, for you and for me, it means we deserve death and we can never pay back the sacrifice we owe to be saved. We need a Savior.   But God loved us so much, He made a way for His only Son to willingly die in our place as the perfect substitute. [00:57:43] This gives us hope of life forever in right relationship with Him. That is good news.   Jesus lived the perfect life we could never live and died in our place for our sin. This was God's plan to make a way to reconcile with us so that God can look at us and see Jesus. We can be covered and justified through the work Jesus finished if we choose to receive what He has done for us.   Romans 10:9 says that if you confess with your mouth Jesus is Lord and believe in your heart that God raised Him from the dead, you will be saved.    So would you pray with me now? Heavenly Father, thank You for sending Jesus to take our place. I pray someone today right now is touched and chooses to turn their life over to You. Will You clearly guide them and help them take their next step in faith to declare You as Lord of their life? We trust You to work and change lives now for eternity. In Jesus' name we pray. Amen.    If you prayed that prayer, you are declaring Him for me, so me for Him. You get the opportunity to live your life for Him. And at this podcast, we're called The Savvy Sauce for a reason. We want to give you practical tools to implement the knowledge you have learned. So you ready to get started?    First, tell someone. Say it out loud. Get a Bible. The first day I made this decision, my parents took me to Barnes & Noble and let me choose my own Bible. I selected the Quest NIV Bible, and I love it. You can start by reading the Book of John.    Also, get connected locally, which just means tell someone who's a part of a church in your community that you made a decision to follow Christ. I'm assuming they will be thrilled to talk with you about further steps, such as going to church and getting connected to other believers to encourage you.    We want to celebrate with you too, so feel free to leave a comment for us here if you did make a decision to follow Christ. We also have show notes included where you can read Scripture that describes this process.    Finally, be encouraged. Luke 15:10 says, "In the same way, I tell you, there is rejoicing in the presence of the angels of God over one sinner who repents." The heavens are praising with you for your decision today.    If you've already received this good news, I pray that you have someone else to share it with today. You are loved and I look forward to meeting you here next time.

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Enjoying the Ecommerce Coffee Break Podcast? Here are a few ways to grow your business: https://ecommercecoffeebreak.com/level-up/ ---In this episode, we explore an unconventional approach to goal setting that helps entrepreneurs stay focused and achieve what matters most. Our featured guest is Nate Littlewood, Founder and Fractional CFO at Future Ready. With nearly a decade on Wall Street and experience founding a seven-figure e-commerce brand, Nate shares practical insights on financial sustainability for mission-driven e-commerce and CPG founders.  He discusses why traditional goal setting fails, the power of the OKR framework, and how to identify the critical 20% of activities that truly move the needle in your business. Topics discussed in this episode: Why goal setting fails: Entrepreneurs chase too many “shiny objects” instead of the 10-20% that matters. How OKRs help: They balance strategy and execution. Revenue vs. profit gap: Founders focus on top-line growth but miss key profit metrics. Why profit strategy matters: Prioritize improvements aligned with your strengths. Founder time value: Weigh your “salary opportunity cost.”. Fractional CFO value: Maximize ROI through smarter resource allocation. Early-stage struggle: They need financial guidance but can't afford CFOs. E-commerce founder types: Creatives, marketers, and self-aware learners. Financial blind spots: Founders often miss key metrics like COGS ratios. Work “on” the business: Regular check-ins prevent misalignment. Links & Resources Website: https://www.getfutureready.co/ LinkedIn: https://www.linkedin.com/in/nathanlittlewood/ Get access to more free resources by visiting the show notes athttps://tinyurl.com/zj8fhusy MORE RESOURCESDownload the Ecommerce Conversion Handbook for store optimization tips at https://tinyurl.com/CRO-ebook Best Apps to Grow Your eCommerce Store: https://ecommercecoffeebreak.com/best-shopify-marketing-tools-recommendations/ Become a smarter online seller in just 7 minutes Our free newsletter is your shortcut to ecommerce success. Every Tuesday and Thursday in your inbox. 100% free. Unsubscribe anytime. Sign up at https://newsletter.ecommercecoffeebreak.com Rate, Review & Follow Enjoying this episode? Help others like you by rating and reviewing my show on Apple Podcasts. Rate here: https://podcasts.apple.com/us/podcast/ecommerce-coffee-break-digital-marketing-podcast-for/id1567749422 Follow the podcast to catch all the bonus episodes I am adding. Do not miss out. Hit that follow button now!

Are you wrestling with ethical questions about AI while also feeling curious about its potential? In this thought-provoking episode, Sara welcomes Dvorah Graeser, an "old internet" technologist who brings a unique perspective on AI democratization. From programming for the Human Genome Project to founding RocketSmart, Dvorah shares insights on how we can approach AI with both skepticism and agency. Discover why those who shy away from AI might be surrendering power to tech giants, and learn practical considerations for responsibly engaging with generative AI tools in your work. Episode Highlights: Dvorah's background programming before the GUI and her journey from the Human Genome Project to AI development The ethical considerations of generative AI and how to navigate them as business owners and creators How to evaluate AI models based on their transparency, data policies, and public commitments The democratization of technology and why bottom-up AI adoption benefits everyone Why small businesses might leapfrog large corporations with open-source AI models like DeepSeek How generative AI affects workplace satisfaction differently across roles and experience levels Practical advice for protecting your intellectual property in an AI-driven world Key Concepts Explored: AI Ethics & Transparency Role of AI in data analytics and predictive modeling AI as an enabler vs. driver of outcomes Practical applications in OKR workshops Limitations and considerations Generative AI for Work The role of AI in automating tasks vs. augmenting human work AI as an enabler vs. a driver of outcomes Practical applications of AI in different industries Small Business vs. Big Tech Can AI level the playing field for solopreneurs and startups? How large corporations control AI access and development Opportunities for smaller businesses to leverage AI effectively AI for Strategy & Execution Integrating AI into decision-making without losing human creativity Using AI for data analytics and predictive modeling Limitations and considerations for AI in strategic planning Episode Chapters: 00:00:00 Introduction: Welcome to Thinkydoers and introduction to Dvorah Graeser 00:03:00 Dvorah's background: From programming before GUI to AI development 00:05:00 Ethics of generative AI: The challenge of retrofitting ethics 00:08:00 Choosing trustworthy AI models: Evaluating data policies and transparency 00:10:00 Democratizing technology: The historical context and importance 00:14:00 Advice for Thinkydoer leaders: Focus on process integration 00:17:00 IP concerns for creators and business owners: Strategies and policies 00:20:00 AI and the future of work: Research on workplace satisfaction 00:25:00 The potential of open-source models like DeepSeek for small businesses 00:29:00 Individual action: How to participate in shaping ethical AI Notable Quotes "If a company is using AI in a way you don't like, let them know—preferably on social media, so others can join the conversation." – Dvorah Graeser (00:31:00) "Generative AI is more about curation than creation. It gives you 100 ideas, but you still need the expertise to pick the right one." – Dvorah Graeser (00:22:00) "Most small businesses don't need the latest AI model. They need AI that works with their data and processes." – Dvorah Graeser (00:26:00) "AI isn't just a tool for big corporations. Small businesses that use AI strategically can be more agile and outmaneuver larger companies." – Dvorah Graeser (00:28:00) Guest Information Dvorah Graeser is the founder and CEO of RocketSmart, specializing in AI, intellectual property, and technology commercialization. With a background in pharmacology, AI programming, and U.S. patent law, she has worked on projects like the Human Genome Project and now advocates for AI ethics and democratization. Based in the Netherlands and Chicago, Dvorah helps businesses and universities navigate the evolving AI landscape. Dvorah's Resources Mentioned: Dvorah's Linkedin: linkedin.com/in/dgraeser Snag Dvorah's Three-Page AI Transformation Blueprint: https://findrc.co/genaibydg Websites: kisspatent.com                 rocketsmart.io Sara's Links and Resources: Newsletter: findrc.co/newsletter Contact: findrc.co/contact Social media: @saralobkovich on most platforms Show notes: findrc.co/thinkydoers Book launch squad:  findrc.co/launchsquad Find full show notes and the episode transcript via https://findrc.co/thinkydoers!

Concevoir des plans est devenu une part essentielle de mon travail, en particulier les plans de développement. C'est un exercice loin d'être simple – je dirais même que c'est un art. Il faut identifier ce qui est prioritaire, définir la manière dont on va s'y prendre et choisir les bons indicateurs pour mesurer si l'on atteint nos objectifs. Pour le balado, j'ai souvent tenté d'élaborer des plans pour mon propre développement. Bien humblement, je dois admettre que les choses ne se sont pas toujours déroulées comme prévu. Dans ma quête d'amélioration, j'ai voulu consacrer un épisode à la conception des plans. Après plusieurs recherches, mon choix s'est arrêté sur Measure What Matters de John Doerr. Sa méthode a largement contribué au succès de Google. Son livre s'avère pratique et inspirant sur le plan humain. Dans cet épisode, je partage mes plus grandes leçons sur la conception et l'utilisation des plans – celles qui m'ont marqué et qui, je l'espère, seront utiles à mes auditeurs. Ordre du jour 0m23: Introduction 10m30: Présentation du livre 14m34: Objectifs et indicateurs clés (OKR) 34m31: 4 supers pouvoirs à développer 42m32: Outils de mise en application 49m00: Réflexion personnelle Pour encore plus de détails, consulte la page web de l'épisode

What's next for OKRs in 2025? As goal-setting evolves, organizations are rethinking their approach to strategy, execution, and performance. In this episode, Sara sits down with OKR experts Natalie Webb and Maria Rowcliffe to unpack the latest trends—from the role of generative AI to the shifting landscape of OKR localization and performance management. Whether you're an OKR veteran or just getting started, these insights will help you stay ahead of the curve. Episode Highlights: How generative AI is reshaping OKR creation and workshop efficiency The shift away from rigid OKR cascading toward functional team-level alignment Why OKRs should not be directly tied to performance evaluations or compensation The biggest mistakes organizations make when implementing OKRs—and how to avoid them The evolving role of OKRs in strategy execution and business impact What to expect from the future of OKRs in 2025 and beyond Key Concepts Explored: Generative AI in OKR Practice Role of AI in data analytics and predictive modeling AI as an enabler vs. driver of outcomes Practical applications in OKR workshops Limitations and considerations Modern OKR Localization Shift from cascading to hybrid approaches L1-L2 alignment strategies Bottom-up contribution methods Functional team focus OKR Integration Separation of delivery work and outcomes Project management integration Performance management considerations Leading indicator identification Implementation Strategy Starting points for organizations Common pitfalls to avoid Methodology vs. tool selection Change management considerations Episode Chapters 00:00:00 - Introduction and welcome 00:01:00 - Book announcement: "You Are a Strategist" 00:04:00 - Guest introductions 00:08:00 - Generative AI's impact on OKRs 00:17:00 - Using AI tools in OKR workshops 00:21:00 - Evolution of OKR localization 00:33:00 - Discussion of individual KRs 00:41:00 - OKRs and performance management 00:47:00 - First steps for OKR implementation Notable Quotes "Generative AI is an enabler, not a driver. It's a tool that supports goal-setting, but the real work still comes down to humans collaborating, making great decisions, and executing." – Maria Rowcliffe "If we set our OKRs well, teams should feel empowered to say no to work that doesn't align. Prioritization isn't real unless it hurts." – Natalie Webb "One of the hardest parts of OKR creation is identifying leading indicators. AI can help generate ideas, but the real challenge is getting teams to think beyond the obvious KPIs." – Maria Rowcliffe "Not everyone needs their name on a Key Result. This isn't a participation trophy—what matters is understanding how the work contributes to the bigger strategy." – Natalie Webb "If you tie OKRs directly to performance evaluations, you create a system where people set safe goals instead of ambitious ones. That's not what OKRs are meant to do." – Sara Lobkovich Guest Information: Natalie Webb is an OKR expert with nearly eight years of experience in the field. She currently works with Aramco in Saudi Arabia, supporting their digital transformation and AI initiatives. Natalie specializes in helping organizations implement effective OKRs that drive real business impact. Maria Rowcliffe is an organizational behavior specialist with over 30 years of experience in management and strategy execution. Passionate about how organizations and people achieve success, she has worked extensively with OKRs and other strategic frameworks to help businesses align goals and improve execution. Resources Mentioned: Natalie's & Maria's Resources: Website: Tability OKR Platform – A tool for OKR tracking and goal management OKR Creation Tools: Claude and ChatGPT – Used for generating OKR drafts and refining goals Sara's Links and Resources: No-BS Strategic Achievement Intensive: Learn more and join at ck.redcurrantco.com Join Sara's Email List: Get updates on OKRs and strategy at ck.redcurrantco.com Book Website: Stay updated on You Are a Strategist at youareastrategist.com Podcast Home Page: Thinkydoers Podcast Find full show notes and the episode transcript via https://findrc.co/thinkydoers!

Brutal truth: most businesses can't sell up and can't market down.Many struggle to position themselves in a way that earns the attention of high-value buyers while simultaneously failing to resonate with the people who actually influence buying decisions. Your messaging isn't just about what you say, but who hears it. If you're not speaking in outcomes and business impact, executives won't listen. If your marketing doesn't focus on relevance and usability, frontline users won't advocate for you.In this episode, we break down how to:• Sell Up & Market Down by aligning your messaging to decision-makers, mid-level managers, and frontline users.• Balance the Power of Three: Attraction, Activation, and Advocacy to drive conversions.• Tailor Communication for Impact: Speak to THE ONE x 1,000,000² with a strategic, layered approach that wins buy-in across all levels.To win, you don't just need better marketing, more sales leads, and higher conversions...+ You need marketing that moves through the entire decision-making chain.+ You need sales strategies that influence every decision-maker in the room.+ You need conversion tactics that turn interest into action at every stage of the funnel.Bonus: Go check out my newsletter for additional value outside of this episode on converting more!  Beyond The Episode Gems:• Subscribe To My New Weekly LinkedIn Newsletter: Strategize. Market. Grow.• Buy My Book, Strategize Up For The Blueprint To Scale Your Business: StrategizeUpBook.com• Discover All Podcasts On The HubSpot Podcast Network•  Try GetResponse For FREE On Me To Monetize Your Content: GetResopnse Content Monetization Plan#####Support The Podcast & Connect With Troy: • Rate & Review iDigress: iDigress.fm/Reviews•  Follow Troy's LinkedIn @FindTroy• Need Growth Strategy, A Keynote Speaker, Or Want To Sponsor The Podcast? Go To FindTroy.com•  Follow Troy's Instagram @FindTroy•  Subscribe to Troy's YouTube Channel

How could you track team progress with a team of GTD'ers? In this episode, Morten interviews Jonas Langeteig to learn more about he does just that, including: - How Leroy Seafood uses The Leroy Way as their business system - How Jonas tracks the team OKR's (Objectives and Key Results) - How the team uses GTD to track their Next Actions ..and much more! Even though Viva Goals will be sunset, we hope that this episode helps you think about how you could use this approach with your team. And as always, we'd love for you to follow or connect with us on LinkedIn! We always like to connect with GTD'ers from around the world, you can find the links to our YouTube profiles in the Links below. We have some really cool free webinars coming up, which we really want you to join

Episode 244 FACULTY: Matthew Cordes, EA and Adam Markowitz, EA CLASS: #AccountingHigh In this episode of Accounting High, Scott Scarano, EA invites the EA team for a discussion about the importance and impact of Enrolled Agents (EAs) in the tax and accounting world. Joined by EAs Adam Markowitz and Matthew Cordes, the conversation dives into their journeys, experiences, and the misconceptions surrounding EAs. The episode also features the premiere of a new OKR track “Smells Like EA's”.

In this podcast episode, Dr. Jonathan H. Westover talks with Benjamin Johnson about leveraging goal setting and OKR's to create maximum efficiency in your team. Benjamin Johnson is a serial technical co-founder with a track record of success and hands-on open-source programming experience. He has a wide range of being both a board-level advisor and founder but also an in-depth understanding of how things work. Through his 20+ years as a software developer and leader, he has gained extensive experience with remotely distributed development teams and business hacks. Benjamin is the CEO & Founder of Particle41, a dev firm founded by industry veterans that aims to help companies accelerate their initiatives through Software Development, DevOps, and Data Science. Check out all of the podcasts in the HCI Podcast Network!

Aligning Teams with Customer-Centric OKRs with Josh Seiden EP286 of PROFIT With A Plan Podcast Guest: Josh Seiden, co-author of Who Does What By How Much? A Practical Guide to Customer-Centric OKRs Host: Marcia Riner, Business Growth Strategist - Infinite Profit® Episode Length: ~35 minutes   Episode Summary In this episode of Profit with a Plan, Marcia speaks with Josh Seiden, a leader in customer-centric strategy, about leveraging Objectives and Key Results (OKRs) to align team efforts with customer needs. Josh shares how OKRs create clarity, empower teams to prioritize effectively, and ensure measurable customer impact. If you've ever felt your team is working hard but on the wrong things, this episode will provide actionable insights and strategies to refocus your organization on what truly matters. Key Discussion Points with Timestamps [00:00] Introduction to the Episode Marcia introduces Josh Seiden and his expertise in strategy, customer-centricity, and evidence-based decision-making. The focus: Aligning team efforts with OKRs to deliver measurable customer value. [00:05] What Are OKRs? Josh explains OKRs: Objectives are clear goals, and Key Results measure progress towards those goals. Example: Cleveland Clinic's goal to be "the best place in the world to receive health care" and the measurable steps to achieve it. [00:18] The Problem with Top-Down Leadership Discussing how leadership's disconnected goals can lead to wasted effort. OKRs bridge the gap between leadership vision and team execution. [00:30] How OKRs Align Teams OKRs empower teams by providing a framework that clarifies the “why” behind tasks. Encouraging creativity and problem-solving among employees by focusing on outcomes rather than tasks. [00:45] Applying OKRs in Small and Large Organizations Josh highlights examples of OKRs in startups, nonprofits, and enterprises. OKRs can focus on big goals like revenue growth or smaller initiatives like employee engagement. [01:05] Building Customer-Centric OKRs The importance of understanding customer behavior to set meaningful objectives. Josh shares how to align internal and external goals with customer needs for maximum impact. [01:18] Measuring Success with Key Results Outcomes must reflect a change in customer behavior that creates value for both the organization and the customer. Example: Increasing average shopping cart size as a key result for premium brand positioning. [01:30] Implementing and Adjusting OKRs Setting a regular rhythm of OKR check-ins (weekly, monthly, quarterly) to assess progress and recalibrate strategies. Josh emphasizes the experimental nature of OKRs, encouraging teams to test and iterate. [01:45] Overcoming Common OKR Challenges Why OKRs fail when they lack clarity or buy-in from teams. Josh introduces the OKR Repair Kit, a free resource to troubleshoot and improve implementation. [02:00] Resources for Getting Started Josh's book, Who Does What By How Much?, offers a practical guide to customer-centric OKRs. Visit OKR-Book.com for free tools like the OKR Repair Kit. [02:20] Final Takeaways Marcia and Josh wrap up with actionable insights on aligning teams, empowering employees, and creating measurable impact. Key quote: “Every organization wants to get better, but OKRs help define what ‘better' means.” Josh Seiden has shared some incredible strategies for using OKRs to bridge the gap between leadership goals and actionable team efforts. Remember, it's not just about working harder—it's about working on the right things that create measurable value for your customers and your company. If you're ready to dive deeper into this transformative framework, check out Josh's book, Who Does What By How Much?, and take advantage of the free OKR Repair Kit at OKR-Book.com. Key Keywords for SEO Optimization Objectives and Key Results (OKRs), Customer-centric strategy, Team alignment framework, Measuring organizational success, Business growth tools, Evidence-based decision-making, Boosting employee engagement, OKR implementation strategies, Practical OKR guide, OKR Repair Kit, Profit With A Plan, Business Podcast   This episode is sponsored by Infinite Profit ® —We don't just talk profit — we deliver it! Is your business ready for explosive growth? Visit InfiniteProfitConsulting.com to learn how Marcia and her team can help you boost profits and set your business up for long-term success.     Grab Your Free Resource: Feeling like you're doing everything right but still not seeing the results you want? It might be time for a fresh perspective. That's why we're offering a Free Growth & Marketing Audit. In one powerful session, we'll uncover opportunities to drive real growth for your business. Ready to make an impact? Visit profitbooster.biz and let's get started!     About Marcia Riner.  She is a business growth strategist who helps business owners dramatically increase their revenue, profit, and the value of their company. In fact, she can show prospective clients a clear pathway to profit and an impactful ROI for working here before hiring her firm. Through her proven Profit Booster® strategies, she gets results. Marcia is the CEO of Infinite Profit® and more information can be found at https://www.InfiniteProfitConsulting.com Got questions?  Reach out to Marcia and her team at (949) 229-2112 ♾️

در این اپیزود ما با خانم ریحانه خلیل‌پور، مشاور و متخصص منابع انسانی در مورد OKR صحبت میکنیم. ‎طبق معمول همه اپیزودها، ما اول داستان مهمونمون رو می‌پرسیم و بعد متمرکز میشیم روی موضوع این قسمت. از اهمیت OKR میگیم و نحوه بازبینی اون صحبت می‌کنیم. موضوع مشترک این فصل نوآوری! برخی از کلمات انگلیسی استفاده شده در این اپیزود:failed: ناموفقMBA: Master of Business Administration: کارشناسی ارشد مدیریت کسب‌وکارOKR: Objectives and Key Results: اهداف و نتایج کلیدیHR: Human Resources: منابع انسانیPR: Public Relations: روابط عمومیKPI: Key Performance Indicator: شاخص کلیدی عملکردquarter: بخش، مدت سه ماههadjustment: تنظیمrevised: تجدید نظر شدهsales: فروشfacilitate: تسهیل کندprogress report: گزارش پیشرفتحامی‌های این اپیزود از فصل چهار کارکسب:چارگوناینستاگرام چارگونآواتاینستاگرام آواتنواتلاینستاگرام نواتلراههای دنبال کردن ما:وبسایت کارکسباینستاگرام کارکسبتوییتر کارکسبکانال یوتیوب کارکسبکانال تلگرام کارکسبلینکدین کارکسباگر تمایل دارید از کار کسب حمایت مالی کنید اینجا Hosted on Acast. See acast.com/privacy for more information.

From Intel's engineering labs to Silicon Valley's unicorns, OKRs (Objectives and Key Results) have transformed how tech companies translate vision into measurable outcomes. But what separates successful OKR implementations from failed experiments? And how can technology leaders avoid the common pitfalls that derail even well-intentioned rollouts? In this episode, we dive deep with leaders who've shaped OKR practices at some of tech's most influential companies. Our guests Josh Seiden, Holly Bielawa, and Deepika Yerragunta share battle-tested insights from their experiences at Intel, Amazon, Google, and beyond. The episode compiles the best segments around getting started on your OKR journey, de-risking and iterating your rollout, and our guests' tips on self-checking the health of your OKR implementation.  Whether you're launching your first OKR initiative or iterating on an existing framework, you'll learn practical strategies for cascading objectives across teams while maintaining strategic alignment. Our conversation includes war stories from the field, as well as intuitive insights on what actually works: fostering genuine collaboration, maintaining human centricity, and achieving the elusive balance between ambition and accountability.  Watch full episodes with Josh, Holly and Deepika here: https://www.youtube.com/playlist?list=PL31JETR9AR0FGx2A9HQbq2e1Xywkqb6BQ     Inside the episode... Why OKRs are a powerful alternative to traditional goal-setting frameworks. How OKRs promote collaboration and alignment across all levels of an organization. Best practices for implementing OKRs: starting small, iterating, and setting clear priorities. Tips for integrating OKRs into your product teams using human-centered design principles. Differentiating between business OKRs and product OKRs to avoid organizational misalignment. How to set and measure strategic objectives with actionable, customer-centric key results. Lessons learned from failed and successful OKR implementations, including war stories from the field. The role of product operations in making data accessible for measuring OKR progress. Why tying OKRs to compensation or promotions can derail the intent of the framework.     Mentioned in this episode Measure What Matters by John Doerr Outcomes Over Outputs by Josh Seiden Escaping the Build Trap by Melissa Perri Continuous Discovery Habits by Teresa Torres Who Does What by When by by Jeff Gothelf, Josh Seiden User Story Mapping by Jeff Patton     Convergence Episodes featured  Building Customer-Centric Teams: Josh Seiden on OKRs and Agile Agile and Beyond Conference 2024: The Latest in A.I. Innovations and Product Development Strategies (features the interview with Holly Bielawa) Driving Cultural Change: PepsiCo's Deepika Yerragunta on Customer Obsession and Product Mindset Unlock the full potential of your product team with Integral's player coaches, experts in lean, human-centered design. Visit integral.io/convergence for a free Product Success Lab workshop to gain clarity and confidence in tackling any product design or engineering challenge. Subscribe to the Convergence podcast wherever you get podcasts including video episodes to get updated on the other crucial conversations that we'll post on YouTube at youtube.com/@convergencefmpodcast Learn something? Give us a 5 star review and like the podcast on YouTube. It's how we grow.   Follow the Pod Linkedin: https://www.linkedin.com/company/convergence-podcast/ X: https://twitter.com/podconvergence Instagram: @podconvergence  

▲管理QA EP47： ​聽眾（大米）來信：我在電子產業擔任專案管理主管，需跨部門協調，但軟體部門的主管與資深員工態度消極，對專案支持被動、不參會、不提交高品質報告，甚至推卸責任，導致專案進展受阻，無法有效解決客戶問題，讓PM部門在面對客戶時壓力巨大，難以交代。我試過釐清責任範圍及了解OKR，但沒有改善。請問如何提升軟體部門主管及員工的專業意識與合作積極性，並積極參與問題解決，提供具體的解決方案呢？ ◇ 喝一杯單元「管理通靈信箱」◇ 單元中，身為「關鍵評論網集團」創辦人兼內容長的馬力歐，將親自回覆你在職場管理上，所面臨的疑難雜症與困境。​ 無論你是「職員」不懂主管的想法與決策，還是到底如何與主管溝通討論；或是身為「主管」的你，在團隊中遇到的溝通挫折與決策難題，都歡迎點選下面表單連結提出問題，就有機會讓馬力歐在節目中回覆他對這管理難題的想法：https://forms.gle/qQte5nG26ULpdfgQ6 ▲​收聽＆社群傳送門：https://linkby.tw/drinkwithmarioSee omnystudio.com/listener for privacy information.

Dans cet extrait je me livre, pour vous, en direct et sans filtre à l'exercice de déterminer mes OKR pour 2025 guidée par Jean-Luc Koning, expert en OKR.Spoiler, je tatone ! Si le concept parait évident la mise en pratique nécessite de se poser les bonnes questions et d'itérer, comme pour toutes les méthodes les plus puissantes que j'ai pu découvrir ! _____________Mon livre « 100 Jours pour révéler votre leadership » est en précommande ! Liens pour la précommande : Fnac : https://tidd.ly/4flSgSGAmazon : https://amzn.to/49zYbCiPour fêter cela, je vous invite à un événement spécial : le 21 janvier à 12h, un premier webinar où je vous dévoilerai les coulisses de ce livre, les clés essentielles pour révéler votre leadership et comment préparer votre parcours.Ce sera une occasion unique de vivre ce projet en avant-première, et de poser vos premières pierres pour transformer votre expérience de manager.Voici ce que vous devez savoir :Quand : 21 janvier de 12h à 13h30Où : en ligne, directement accessible après votre inscription.Comment participer : pour y assister, il vous suffit de précommander votre exemplaire du livre 100 jours pour révéler votre leadership. Une fois votre commande effectuée, envoyez la preuve d'achat à bonjour@lentreprisededemain.com. Vous recevrez alors le lien pour accéder à cet événement exclusif.

Dans cet épisode, 2ème de la série des 3 épisodes pour vous aider à préparer 2025, nous explorons une méthode reconnue et largement utilisée dans le monde des entreprises pour atteindre des objectifs ambitieux : la méthode des OKR (Objectifs et Résultats Clés). Conçue pour aider les entreprises à rester alignées, cette méthode vous permet de définir des objectifs inspirants et mesurables, qui permettent à chaque membre d'une organisation de contribuer à la réussite collective.Jean-Luc Koning, expert en OKR, nous éclaire sur la manière dont cette méthode, qu'il considère comme "un véritable levier pour la stratégie et l'exécution", peut transformer votre manière de travailler en 2025.Jean-Luc a récemment traduit l'ouvrage Radical Focus de Christina Wodtke, un bestseller mondial qui a popularisé l'utilisation des OKR. Ce livre vous éclaire sur la manière de concentrer vos efforts sur l'essentiel, de mesurer vos progrès, et d'ajuster votre trajectoire pour maximiser votre impact.Dans cet épisode, vous apprendrez :Comment fixer des objectifs ambitieux pour 2025 qui vous guideront tout au long de l'année.Pourquoi les OKR sont la clé pour transformer vos ambitions en actions concrètes et mesurables.Comment suivre vos résultats clés et ajuster vos stratégies pour garantir l'impact de vos actions.Vous découvrirez pourquoi les OKR sont aujourd'hui considérés comme une méthode éprouvée, largement utilisée par des entreprises innovantes et performantes, pour rester alignées et atteindre leurs objectifs de manière agile et mesurable. Bonne écoute !_____________Mon livre « 100 Jours pour révéler votre leadership » est en précommande ! Liens pour la précommande : Fnac : https://tidd.ly/4flSgSGAmazon : https://amzn.to/49zYbCiPour fêter cela, je vous invite à un événement spécial : le 21 janvier à 12h, un premier webinar où je vous dévoilerai les coulisses de ce livre, les clés essentielles pour révéler votre leadership et comment préparer votre parcours.Ce sera une occasion unique de vivre ce projet en avant-première, et de poser vos premières pierres pour transformer votre expérience de manager.Voici ce que vous devez savoir :Quand : 21 janvier de 12h à 13h30Où : en ligne, directement accessible après votre inscription.Comment participer : pour y assister, il vous suffit de précommander votre exemplaire du livre 100 jours pour révéler votre leadership. Une fois votre commande effectuée, envoyez la preuve d'achat à bonjour@lentreprisededemain.com. Vous recevrez alors le lien pour accéder à cet événement exclusif.

Jean-Luc Koning, expert en OKR, nous éclaire sur la manière dont cette méthode, qu'il considère comme "un véritable levier pour la stratégie et l'exécution", peut transformer votre manière de travailler en 2025._____________Mon livre « 100 Jours pour révéler votre leadership » est en précommande ! Liens pour la précommande : Fnac : https://tidd.ly/4flSgSGAmazon : https://amzn.to/49zYbCiPour fêter cela, je vous invite à un événement spécial : le 21 janvier à 12h, un premier webinar où je vous dévoilerai les coulisses de ce livre, les clés essentielles pour révéler votre leadership et comment préparer votre parcours.Ce sera une occasion unique de vivre ce projet en avant-première, et de poser vos premières pierres pour transformer votre expérience de manager.Voici ce que vous devez savoir :Quand : 21 janvier de 12h à 13h30Où : en ligne, directement accessible après votre inscription.Comment participer : pour y assister, il vous suffit de précommander votre exemplaire du livre 100 jours pour révéler votre leadership. Une fois votre commande effectuée, envoyez la preuve d'achat à bonjour@lentreprisededemain.com. Vous recevrez alors le lien pour accéder à cet événement exclusif.

Stacey McKinnon is the chief operating officer of Morton Wealth, an RIA based out of California that oversees approximately $3 billion in assets under management for 1,300 client households. Stacey has spearheaded a leadership training program at Morton Wealth to support middle managers, many of whom transitioned from hands-on roles to managerial positions, equipping them with essential communication and management skills. This initiative was crucial as the firm's workforce doubled from 30 to 60 employees over four years, surpassing the capacity of senior leadership to manage a growing team. Listen in as Stacey shares how she tackled common managerial challenges at Morton Wealth by identifying problematic archetypes and integrating the Admired Leadership Program to elevate managerial skills across the board. She discusses the firm's shift from a rigid to a flexible client meeting schedule—facilitated by WorkBoard's OKR tools—to better accommodate the dynamic work environment and enhance client interaction. Stacey also reflects on personal productivity strategies and the invaluable leadership insights gained from U.S. Women's National Soccer Team Head Coach Emma Hayes, emphasizing the importance of nurturing a self-sustaining team that can thrive even in her absence. For show notes and more visit: https://www.kitces.com/418

What's your million?A million anything can be impressive—or insignificant—depending on the context.A million breaths keep us alive for a little over a month.A million stars is barely a fraction of our galaxy.Elon Musk's net worth is $400 billion which is 400 thousand millions.A million can mean everything or nothing, depending on how you look at it.For me, surpassing one million downloads felt impossible—until it wasn't.In this episode, I dive into what chasing your million really means:• The parallel between success and sacrifice: are we willing to endure what it takes to achieve the big goals we dream about?• Why consistency matters more than perfection—starting and showing up creates more opportunities for success than stopping or never starting at all.• How what feels small today can snowball into something vast if you just keep going.The truth is, whatever your million represents—whether it's a business, a dream, or a vision—it's going to demand something from you. Success always runs parallel with suffering, discomfort, and hard choices. The question is: are you willing to do the work and make the sacrifices to get there?A million downloads didn't happen because I planned it perfectly—it happened because I started. I kept going. I stayed in motion.If you're chasing your own version of a million, remember this: starting matters. Staying consistent matters. It puts you in the game and gives you a shot at something bigger than you ever thought possible.What's your million?And are you willing to chase it?Press play. Let's talk about it.Beyond The Episode Gems:• Grow Your Business Faster Using HubSpot's CRM Platform• Use The Same Recording Platform I Use For My Podcast, Try Riverside.fm For Free• Buy Troy's Book, Strategize Up That Is Referenced In This Episode: StrategizeUpBook.com• Discover All Podcasts On The HubSpot Podcast Network#####Support The Podcast & Connect With Troy: • Rate & Review iDigress: iDigress.fm/Reviews•  Follow Troy's LinkedIn @FindTroy• Need Growth Strategy, A Keynote Speaker, Or Want To Sponsor The Podcast? Go To FindTroy.com•  Follow Troy's Instagram @FindTroy•  Subscribe to Troy's YouTube Channel

In this engaging episode of Partnering Leadership, Mahan Tavakoli is joined by Jeff Gothelf, a globally recognized author, speaker, and coach known for his expertise in organizational agility, product design, and customer-centricity. Jeff is the co-author of the insightful book Who Does What By How Much? A Practical Guide to Customer-Centric OKRs. Drawing on decades of experience and collaboration with leading organizations, Jeff shares practical strategies to help leaders implement Objectives and Key Results (OKRs) in ways that drive meaningful outcomes.The conversation explores why OKRs, often misunderstood as just another goal-setting framework, are in fact a transformative tool for aligning teams, fostering collaboration, and focusing on outcomes that truly matter. Jeff delves into the critical difference between outputs and outcomes, highlighting how focusing on behavior changes in customers creates measurable impact. His practical advice is grounded in real-world examples, making this episode a must-listen for leaders seeking to elevate organizational performance.Jeff also shares actionable steps for starting small with OKRs, experimenting with pilot teams, and scaling successful initiatives across the organization. He provides a nuanced perspective on the common pitfalls that derail OKR adoption, including the temptation to prioritize outputs over outcomes and the misalignment of accountability. This candid discussion offers a roadmap for leaders to overcome these challenges and create a culture of agility and continuous learning.From balancing transparency with accountability to maintaining alignment with an organization's brand promise, this episode equips CEOs and senior executives with the tools and frameworks needed to navigate strategic change effectively. Whether you're familiar with OKRs or exploring them for the first time, Jeff's insights will challenge conventional thinking and inspire leaders to rethink their approach to goal-setting and customer success.Actionable TakeawaysYou'll learn why OKRs are more than just another framework—they're a mirror for your organization's ability to deliver on its brand promise.Hear how to differentiate between outputs (what you make) and outcomes (the changes you create) and why this shift is crucial for organizational success.Discover why starting small with OKR implementation—through pilot teams—leads to greater long-term success.Explore Jeff's perspective on the most common mistake leaders make with OKRs and how avoiding it can transform your team's performance.Learn the secret to transparency in goal-setting without sacrificing accountability or collaboration within teams.Find out how OKRs enable agility, empowering organizations to adapt quickly to change while staying customer-focused.Uncover the importance of clarity, starting with the 'why' behind transformations, and how it strengthens buy-in from teams.Hear Jeff's take on aligning OKRs with strategic priorities, even during moments of crisis or market disruption.Understand how OKRs differ from KPIs and how they serve as a bridge between strategy and execution.Connect with Jeff GothelfJeff Gothelf WebsiteJeff Gothelf LinkedIn Who Does What By How Much? A Practical Guide to Customer-Centric OKRs Connect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

How do you make your OKRs truly customer-centric? Our guest today is Jeff Gothelf, a coach, trainer, speaker, and author of five books. You'll learn how to identify and drive results, why cross-functional collaboration is important in determining OKRs, how to get started with OKRs, and more.Podcast feed: subscribe to https://feeds.simplecast.com/4MvgQ73R in your favorite podcast app, and follow us on iTunes, Stitcher, or Google Podcasts.Show NotesWho Does What By How Much – Jeff's latest bookEpisode 137: Lean, Agile & Design Thinking with Jeff GothelfEpisode 273: Publishing Options for Design Books with Louis RosenfeldMeasure What Matters – a book by John Doerr2022 Cleveland Clinic OKRsGet a copy of Jeff's latest bookFollow Jeff of LinkedInVisit Jeff's websiteThis episode is brought to you by Wix Studio — the new web platform for agencies and enterprises. The magic of Wix Studio is its advanced design capabilities which makes website creation efficient and intuitive. Here are a few things you can do:Work in sync with your team on one canvasReuse templates, widgets and sections across sitesCreate a client kit for seamless handoversAnd leverage best-in-class SEO defaults across all your Wix sitesStep into Wix Studio to see more at wix.com/studioInterested in sponsoring an episode? Learn more here.Leave a ReviewReviews are hugely important because they help new people discover this podcast. If you enjoyed listening to this episode, please leave a review on iTunes. Here's how.

#updateai #customersuccess #saas #business In this special installment of the revenue series of the Unchurned Podcast, we're thrilled to have Micki Howl (Chief Revenue Officer, Marigold) join Josh Schachter (Founder & CEO, UpdateAI) to shed light on the connection between sales and post-sales, and the critical role customer feedback plays in driving business success. They also discuss her career path and the incredible growth trajectory of Marigold Timestamps 0:00 - Preview 1:11 - Overview of Marigold 4:44 - Micki's career path and growth 8:21 - Lot of hard work & a pinch of luck 13:10 - Communication & Accountability Framework 16:27 - Measuring progress and being outcome-driven 18:52 - Valuing customer feedback 21:30 - Outcome-driven approach leading to personal growth ___________________________

In this Pocket Sized Pep Talk, you'll learn:A working definition for OKR's.  The key to goal setting!  Why so many people end up working on the wrong things.How focusing around customer's needs enables clear guidance on what to work on.How teams work through the OKR-creation process.What key principles guide your OKR implementation.How OKRs give people the autonomy to learn their way forward — to ask and then answer key questions.What implications OKRs have for leadership, management, and culture?A few mentors that helped Jeff along the way.To learn more about this guest:GUEST EMAIL jeff@gothelf.comGUEST WEBSITE: jeffgothelf.comSOCIAL MEDIA: https://www.linkedin.com/in/gothelf/