Podcasts about okr

Илья Бирман, арт-директор в Бюро Горбунова, автор книг и курсов, в гостях у Андрея Смирнова из Frontend Weekend. Подробнее о том, как в Авито практикуют метод целеполагания по OKR читайте в Playbook AvitoTech: https://cutt.ly/45MJtz3 00:00 Начало 00:52 Чем можешь быть известен моей аудитории? 03:18 Как занялся дизайном и не думал ли уйти из Бюро Горбунова? 05:47 Как строится твой типовой рабочий день? 11:36 Сложно ли переключать внимание между кучей дел и на чем потерялся фокус? 15:35 Почему до сих пор в блоговом движке не появилось WYSIWYG? 23:21 Обязательно ли «уметь зарабатывать на» каком-то занятии, чтобы мотивировать себя? 25:20 Что из себя представляет работа арт-директора в Бюро? 28:50 Как вписываются в ежедневную работу книги и курсы и по чьей иницативе? 37:19 Зачем твои курсы нужны дизайнерскому Бюро? 39:48 Как создавалась интерактивная книга про пользовательский интерфейс? 49:47 Сколько было подходов к книге про транспортные схемы? 54:28 Насколько тебе в рабочих и жизненных задачах помогает умение программировать? 1:00:15 Грустишь ли из-за того, что ни одна созданная схема метро не стала официальной? 1:03:31 Как искать мотивацию, ожидая изначально, что ничего не оценят по достоинству? 1:05:42 Откуда на ютуб-канале появилось видео с 12 млн просмотров? 1:08:13 Зачем публикуешь столько видео на ютуб? 1:13:50 Почему перестал делать новостной блог? 1:15:09 Кем бы ты стал, если бы в мире не было компьютеров? 1:17:49 Почему публиковал psytrance-музыку под псевдонимом, а остальное под своим именем? 1:20:44 Почему стоит переехать в Челябинск и думал ли переехать оттуда? 1:23:38 Как появился список кофеен по городам и где сейчас найти лучший кофе? 1:26:26 В чём сейчас главная проблема современного IT? Ссылки по теме: 1) Телеграм-канал Ильи – https://t.me/ilyabirman_channel 2) Интервью дизайнеров бюро Горбунова с Ильёй – https://youtu.be/K3AJynvowIs 3) Интервью с Ильёй на Дизайн-Просмотре – https://youtu.be/L25SJKi4AKg 4) Заброшенный сайт про биатлон – https://biathlontime.com/ 5) YouTube-канал Ильи – https://www.youtube.com/@ilyabirman 6) То самое видео про снукер с 12 млн просмотров – https://youtu.be/tX8OJQqicFw 7) Лекции и книги на сайте бюро Горбунова – https://bureau.ru/lectures/ 8) Типографская раскладка – https://ilyabirman.ru/typography-layout/ 9) Места, где Илья советует выпить кофе – https://ilyabirman.ru/meanwhile/all/coffee-places/

Host Jenny Herald's guest on this episode of Dreams With Deadlines describes himself as the Chief Cheerleading Officer and OKR Shepherd for his successful digital marketing, interactive and creative agency. As founder of both Green Parrot and Develtio, a spin-off software company that transforms traditional services into digital products, Szymon Paroszkiewicz has woven OKR initiatives into his company's culture – with great results! He's sharing insights about what it looks like to implement new systems and processes within a services-oriented workplace culture.Key things discussed How to juggle objectives in a fluid, client-centric environment. Why prioritizing KPI results is less important than staying nimble and true to your company's big-picture OKR goals. What it takes to overcome internal resistance and secure buy-in at every level of the enterprise. The importance of making room for failure along the way, iterating OKRs that work for your specific corporate culture and needs. Where you're likely to see OKR value-add – saving time, optimizing resources, fostering communication, and boosting revenue. Show Notes [00:02:30] Origin Story: How Szymon became an OKR convert and ultimately an evangelist at his ad agency and spin-off software company. [00:04:10] Going Large: How Szymon initially went with a wholesale, up-and-down the enterprise approach to introducing OKRs – with mixed (if promising) results. [00:05:15] A Bespoke Strategy: Why internal OKR goal-setting and incremental adjustments are easier for teams to implement than going strictly by the book. [00:08:36] Juggling Key Results: Because the digital marketing world is so dynamic, it's critical to keep priorities and adaptations fluid, based on shifting metrics and solutions. [00:11:48] Customer Satisfaction: What it looks like to map OKRs as client-centered service providers, including:  Staying focused on OKRs as an internal measure of progress and results. Using KPIs, like sales revenue, unique users, or amount of features delivered on time as the measures for project success.  [00:14:25] Team Sport: Why it was important to adapt OKR strategies that worked at the board and managerial level in ways that served the development and success of individual contributors by keeping the process team-oriented. [00:16:00] Chasing Success: How Szymon positions KPIs like revenue relative to influencing OKRs as a byproduct rather than a hyper-focus dominating overall OKRs.  [00:18:35] Thumbs Up: Even though the process can be time-consuming and requires resources, Szymon believes OKRs offer consulting businesses tremendous upsides. [00:20:35] Overcoming Resistance: How modeling commitment and flexibility through various iterations in OKR implementation eventually secures buy-in across teams. [00:22:49] Long-Term Champions: A look at the shift in dynamics as early adopters sometimes lose interest and early resisters come to enthusiastically embrace the metrics, enhanced communication and other benefits iterative OKRs confer.  [00:25:15] Quality Control and What It Looks Like to Measure for Success: Celebrating wins (something Szymon wants to do more frequently) Reevaluating metrics based on how easily they were met Analyzing objectives that failed for clarity and, where necessary, restating Building on what's working and optimizing through iteration Hosting company-wide post mortems to provide transparency on OKR progress [00:27:30] Before & After OKRs – and Their Net Business Impacts: Overall savings through reduction in wasted time, resources and energy Fewer, but more focused and effective initiatives at all levels of the company A clear roadmap that provides employees – especially newer hires – access to the objectives and processes that support corporate success Communication and transparency to support the execution of goals [00:30:38] Celebrating Success: About how OKRs have supported the recent integration of a new CRM system – and scores of other value-adds up and down the organization. [00:32:47] Quick-Fire Questions for Szymon: What's Your Dream With a Deadline? To create systems that support a holistic life personally and on a professional level to create platforms to help manage the accelerating impacts of AI on the digital marketing and ad space. What's Next for Your OKR Program? Not overthinking or unnecessarily tinkering with initiatives that are in place and working; perhaps adding monitoring tools. Advice For Someone Just Starting Out? Making mistakes with OKRs is part of the process and a good thing. So don't stress or over-worry the process! A Book that Has Shaped the Way You Think? "Measure What Matters," by John Doerr. "The 4-Hour Workweek," by Timothy Ferriss. Can You Share Some of the Mistakes You've Made?  Getting a slow start on building proprietary software products and platforms. (But the ball is rolling now …) Being a marketing company that was not doing a good job marketing itself! (But new promotional strategies have now been rolled out …) Relevant links: "Measure What Matters," by John Doerr "The 4-Hour Workweek," by Timothy Ferriss About Our Guest:Szymon Paroszkiewicz is the Founder & Innovation Director at Green Parrot Digital Marketing, an interactive creative agency that develops and deploys digital marketing strategies. He is also CEO at Develtio, a spin-off software company based in Poland that transforms traditional services into digital products and solutions.Follow Our Guest:Website | LinkedIn Follow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Hey you wild women! Feeling overwhelmed is something that we can all relate to - whether you're an entrepreneur, a professional, or a busy parent. It's easy to get caught up in the chaos of our daily lives and feel like we're drowning in a sea of responsibilities and to-do lists. But fear not, because I'm here to share some weekly planning tips to help you stay on track and ahead of the game all week long - starting with my Morning Practice Planner. Grab your coffee and get ready to sh*t done!  In this episode, you will learn about: Avoiding the Sunday scaries  Reviewing your morning repeatable actions What are OKR tasks (grab the template here!) The importance of mid-week check-ins  Ending the week to see what you achieved & where you fell short Mentions Facebook Group: WILD For Female Entrepreneurs ______________ Got a minute? I would love a review! ⭐⭐⭐⭐⭐ Click here, scroll to the bottom, tap, and give me five stars. Then select "Write a Review." Make sure to highlight your favorite bits. Subscribe here. ______________ Connect with Renée Warren @renee_warren @we.wild.women www.wewildwomen.com  

It all starts with meaningful conversations. That's what Jenny Herald's guest on this episode of Dreams With Deadlines believes, and he's got data points to back it up.Devon Brown of Inciting Leaders shares insights on the evolution we've seen over the past decade from traditional top-down performance management techniques to a more continuous, ongoing framework that encourages ongoing communication.Key Things Discussed Why meaningful results start with meaningful peer-to-peer conversation The difference between (and mechanics behind) one-on-ones versus check-ins How to apply OKRs and measure for individual success within a team context Driving what matters: Choosing to emphasize behavior, delivery or both The future of performance management – what it looks like and what it needs Show Notes [00:00:35] About innovating the transition from traditional performance management to continuous performance management, starting in 2009 and accelerating as the function has shifted away from HR. [00:01:50] Why shifting the performance management model away from top-down annual event to ongoing, frequent conversations empowers managers and employees. [00:03:04] About the potent combination of Conversation, Feedback and Recognition (CFRs) with Objectives & Key Results (OKRs) at the heart of visionary leadership. [00:04:06] What poor management looks like versus a continuous, integrative approach that seeks to develop skills and adapt to situations on an ongoing basis. [00:06:33] Distinguishing between leaders and managers, where their skills overlap and why their tendencies are often (wrongly) conflated: Leaders create change while managers react to/execute on it. Leaders are people-focused while managers tend to be process-oriented. Leaders seek feedback while managers avoid or minimize vulnerabilities. [00:09:00] How the tension between organizational, team and individual application of OKRs can be managed to create a culture that supports progress across the enterprise. [00:14:30] Applying OKRs to and measuring for individual success – and growth – within a team context within a robust continuous performance management framework. [00:17:28] Why performance management is trending towards a team emphasis: Increasingly complex global and internal business structures The intensifying need for cross-departmental communication and collaboration [00:18:43] Defining “check-in” versus “one-on-one” conversations: Check-ins are ongoing conversations about performance, development, expectations wellbeing, and general feedback. One-on-Ones are solution-oriented, task-oriented, operationally-oriented and tactical. [00:20:25] A deeper dive into the big-picture, strategic nature of “check-ins”, including these four types: Assessing and adjusting to effectively manage expectations and goals. Short- and longer-term career development. Ongoing feedback conversations, both positive and negative. Overall, holistic well-being within a personal and professional context. [00:22:50] Why well-being conversations are key to the current workplace landscape: Pandemic-related recognition that people are not computers and have emotions. Potentially isolating hybrid conditions. The need to be in touch with whether workers are engaged – or not. To maximize retention and corporate loyalty. [00:27:01] How “performance” and “relational” currencies impact outcomes – and why. [00:29:13] Driving what matters: A look at which levers to pull in measuring for success and how they vary based on whether the emphasis is on behavior, delivery or both. [00:34:16] Distinguishing between the “what” (results) and the “how” (behavioral) in managing OKRs for both teams/individuals. [00:37:00] About identifying and incentivizing individual behaviors that build towards positive team results (without leaving behind a trainwreck). [00:41:20] Looking at the future of performance management: A move away from the individual towards team management through ongoing feedback. A tremendous need for enhanced leadership and training for stronger ongoing conversations at all levels of the enterprise. Integrative software systems to support ongoing agility and adaptability. [00:46:39] Quick-Fire Questions for Devon: What is your dream with a deadline? To impact 1,000 leaders in 2023 with positive downstream results across company cultures and individual lives. What is the No. 1 thing leaders can be doing to uplevel performance? There's no one thing, but frequent and ongoing conversations are essential. What advice would you give to people undertaking an OKR journey? It's easy to get excited by the idea of results, but stay attuned to how concepts like stretch and transformation actually fit into your workplace culture and history. What book has shaped the way you think about leadership and performance management? "The Leadership Pipeline: How to Build the Leadership Powered Company," by Ram Charan, Stephen Drotter and Jim Noel. "The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever," by Michael Bungay Stanier. Relevant links: "Measure What Matters: OKRs, the Simple Idea that Drives 10x Growth," by John Doerr More about Daniel Montgomery and Agile Strategies, an OKR consultancy More about Dr. David Rock and his Neuroleadership Institute "The Leadership Pipeline: How to Build the Leadership Powered Company," by Ram Charan, Stephen Drotter and Jim Noel "The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever," by Michael Bungay Stanier About Our Guest:Devon Brown transforms teams and organizations using neuroscience research for insight, habits, and performance. He considers both individual and organizational behavior change with a systemic approach. Certifications include NLI Brain-based Coaching, Hogan, DiSC, MHS EQ-i/360, KAI, and Linkage – Purposeful Leader.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

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In this fabulous episode I have the pleasure of speaking with Salipe Kechichian, Head of Product Management for wakecap. This episode is full of timeless insight. So please, make sure you take some notes.Salpie and I discuss how she originally was a skeptic of OKRs and yet through being given a fresh perspective how she became a convert and huge advocate of the OKR methodology. She goes into great detail on the benefits of the OKR program for their organization and her team as well. Sharing how clarity, prioritization, visualization, reflection and of course sharing wins with her team are driving transformation. And you will truly enjoy her speaking about the unique value of a new found common language being spoken at wakecap and how it's making everyone more cohesive and productive. Her powerful messages and takeaways will resonate not only with OKR fans but for anyone who is or has considered an Okr program to improve strategic execution, increase motivation, and improve the overall performance of the entire organization.

OKRs. In this episode of Dream With Deadlines, Host Jenny Herald sits down with Lucas Gauzzi — OKR Coach and Head of Consulting Services at Sierra Studios — as he shares the importance of strategic communication in building trust and generating momentum for organizations. Lucas shares that a structured and deliberate approach to change management is necessary for successful implementation of OKRs.Key Things Discussed The significance of trust in organizations and identifying four key behaviors to measure trust Using surveys and go-to-market metrics as proxy metrics to measure the success of OKRs and build trust between business development and product teams Using John Kotter's eight-step model to institutionalize change when implementing OKRs in his company, emphasizing the importance of having strong leadership and dedicated change agents to drive program effectiveness Show Notes [00:01:50] Lucas mentions the importance of trust in organizations and highlights four key behaviors that can measure it. He also shares his experience leading an OKR rollout in a multinational company motivated by misalignment and wasted team effort, which was successful due to creating a sense of urgency using the book "Measure What Matters." [00:05:00] Jenny and Lucas discussed proxy metrics and how they were used in tracking the success of OKRs. Lucas shared his experience in using surveys to understand if people were trusting the process, but eventually found that a good way to measure a trust relationship between BizDev and product was the go-to-market metric. This became the proxy metric that was used to see if all of these aspects of trust, communication, and client needs were being met. [00:06:54] Lucas Gauzzi discusses how he approached change management when implementing OKRs in his company. He talks about how his first attempt failed due to a lack of structure and trust-building, which led him to research change management models and use John Kotter's eight-step model. He then discusses how he formed a coalition of the willing, found innovators, celebrated wins, and created a rollout plan to institutionalize change. He also discusses the importance of having strong leadership and dedicated change agents, and how he and a peer from HR orchestrated the adoption of OKRs company-wide, with the support of sponsors and knowledge replicators. [00:18:26] Lucas Gauzzi discusses the specifics of his company's OKR program and cadence. He explains how they used OKRs to diversify and make changes that were necessary for the long run. Lucas also discusses how they brought different siloed teams together and created a new dynamic that contributed to achieving key results. Additionally, he mentions the challenges they faced and the emergent dynamics that helped change systemic behavior using OKRs as a tool. [00:22:32] Lucas discusses the success of the OKR program and how the leadership team's support was key in driving its effectiveness. He describes a pivotal moment when senior management presented the company's achievements in an open check-in meeting, showcasing the exponential results achieved through the program. This led to increased buy-in and a culture where people embraced change. [00:27:02] Quick-Fire Questions for Lucas: What's your Dream with a Deadline? Lucas' dream with a deadline is The speaker's goal is to change societies through entrepreneurs, as they believe that entrepreneurs are the key agents of innovation within cultures. What's your one piece of advice you'd give people out there who are trying to give OKRs a go? Pace yourself and make change enjoyable. How do you craft a good proxy metric? Starting with a measurable layer can lead to the development of effective proxy metrics over time. What is the book that really shaped the way you think? Thinking in Systems from Donella Meadows. Relevant links: Neuroscience of Trust, Harvard Business Review article by Paul Zak Measure What Matters by John Doerr Change Management Model by Kurt Lewin The 8-Step Process for Leading Change by John Kotter Finite and Infinite Games by James Carse The Infinite Game by Simon Sinek Thinking in Systems from Donella Meadows About Our Guest:Lucas Gauzzi is an experienced Enterprise Agile Coach with a background in complex systems management, data storytelling, agile methodologies, and OKRs. He also facilitated strategy planning and provided data analytics support. He has worked as an IT Product Manager, Agile Consultant, Developer Leader, and Software Developer.Follow Our Guest:LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

In this exciting episode I have the pleasure of speaking with Katy Trost. Katy is a CEO advisor for Tech organizations post series B.Katy is extraordinary and I know you will enjoy her perspectives and insight. Also, her website www.Katytrost.com has some fabulous resources, so please check it out. We cover how OKRs play a role in helping her with CEO's as they learn and manage the complexities of fast growing organizations. Katy mixes a variety of tools including OKrs in her coaching and advisory services. And you will discover how she weaves them together to really drive leadership and outcomes to the next level. She brings an abundance of common sense and simplicity in explaining the importance of clarity of direction, effective communication, prioritization, alignment and the inevitability of these having to be a part of every successful organization.And, you'll love her thoughts on transparency, the journey, and how consistency rules.Connect with Tim: Tim@atruity1.com ============================================“Nothing gives me greater satisfaction than seeing the transformation of individuals and organizations as they embrace OKRs as a new way of managing themselves and the people they serve.” - Tim Meinhardt============================================

Season 4 Episode 36 | Recorded March 15, 2023 Accounting High supported by our Booster Club members Thank you LiveFlow  https://www.liveflow.io/partnerships/accounting-high Get 20% off for 3 months with promo code HIGH In this podcast episode, Scott and Terrell interview Anita Koimur, founder of LiveFlow, a software solution for accounting firms. They discuss LiveFlow's unique features, how it bridges the gap between accounting firms and clients, and the feedback from the accounting community. The group talks about marketing, language differences, and other accounting software solutions. They also touch on pricing and effectively communicate costs to clients, with Terrell sharing his experience using LiveFlow. LiveFlow so Dope About Anita How did she get started? The start of LiveFlow The accounting community and their feedback How LiveFlow bridges Shifting marketing targets The influence of accountants over the product Language and Lingo differences and March Madness Is this still early stage for LiveFlow? Merge or Note? Xero vs QuickBooks? Pricing and passing it to the client Talking with the clients and passing the price to the clients Terrell's opinion on giving the cost to the client Terrell is a case study on LiveFlow usage Selling the product to the clients and customers OKR's and OKR KPI vs OKR North Star Metric Closing statements and advice Terrell's words of wisdom All the Shoutouts: Revolut, Lasse Kalkar, QuickBooks, Google, Gusto, Xero, ADP --- Send in a voice message: https://podcasters.spotify.com/pod/show/accountinghigh/message

In this episode of the Fearless Business Podcast I hand over the reins to one of our certified mindset coaches, Paul Wilson, who runs a group coaching/hypnotherapy session to help our members to gain clarity over what their objectives for the month ahead look like, what is getting in their way and the key results. Objectives and Key Results (OKRs) are something I discovered in the book Measure What Matters by John Doerr. He uses some fantastic examples but what really stands out for me is why OKRs are better for businesses than traditional goal setting. Paul now hosts a regular monthly OKR sessions once a month with the members in our business accelerator to lock on their objectives for the month ahead, with remarkable results. A bit about Paul Paul uses Advanced Conversational Hypnotherapy to quickly and easily resolve some of life's most difficult problems such as anxiety, erectile dysfunction and female sexual dysfunction, driving and passenger anxiety, smoking & alcohol dependence and phobias without the use of medications and months of talk therapy. Based in Folkestone with online consultations for any timezone. I also coach business owners to let go of Procrastination, Perfectionism and Imposter Syndrome - letting go of beliefs that are holding them back from success in their field. To find out more about Fearless Business:  Join our amazing community of Coaches, Consultants and Freelancers on Facebook: >> https://facebook.com/groups/ChargeMore  And check out the Fearless Business website: >> https://fearless.biz and https://www.robinwaite.com   

Gurfinkel, podejrzany o zabójstwo Dawida Hassenfusa, spotyka w Sądzie Okręgowym brata swojej ofiary. Nie spodziewa się, że wkrótce będzie leżał na schodach brocząc krwią... Materiał ma charakter dokumentalno-historyczny i ma na celu przybliżyć obyczaje oraz prawo panujące w dwudziestoleciu międzywojennym. Wspieranie kanału: https://patronite.pl/ZbrodnieZapomniane Źródła: Dzień Dobry, 1932 nr 191 Dzień Dobry, 1935 nr 1 Express Poranny, 1930 nr 94 Express Poranny, 1935 nr 1 Kurjer Czerwony, 1930 nr 77 Kurjer Czerwony, 1930 nr 120 Kurjer Czerwony, 1931 nr 110 Kurjer Polski, 1930 nr 316 Kurjer Polski, 1931 nr 131 Kurjer Polski, 1934 nr 199 Kurjer Polski, 1935 nr 51 Kurjer Polski, 1935 nr 52 Kurjer Poranny, 1930 nr 94 Kurjer Poranny, 1934 nr 201 Kurjer Warszawski - wydanie poranne, 1930 nr 317 Kurjer Warszawski - wydanie poranne, 1932 nr 190 Przegląd Wieczorny, 1930 nr 266

In this terrific episode I have the pleasure of speaking with Dan Montgomery, Managing Director of Agile Strategies and Devon Brown Owner of Inciting leaders. They recently published a fabulous piece about Building OKR Compatible Performance Management Systems. Here's the link: https://incitingleaders.com/2023/03/10/building-okr-compatible-performance-management-systems/This is an extraordinary discussion on what is considered to be a very challenging topic in the OKR space. We talk about these unique challenges as organizations start putting in place performance management along with OKRs, and how to successfully navigate this exercise for desirable results. They share with us their 4 core principles that allow for OKRs to be used effectively in providing performance management. And, evaluating employees not only on their individual contributions but how they participate as a contributor on the teams they support through continuous conversation and CFR's. So everyone, please grab that cup of coffee and put in those ear buds and enjoy my insightful conversation with Dan and Devon.Connect with Tim: Tim@atruity1.com ============================================“Nothing gives me greater satisfaction than seeing the transformation of individuals and organizations as they embrace OKRs as a new way of managing themselves and the people they serve.” - Tim Meinhardt============================================

When it comes to anything in the realm of OKRs, there are few practitioners anywhere with the depth of expertise and insight Host Jenny Herald's guest brings to this episode of Dreams With Deadlines. Natalie Webb, owner at Cloud Peak Enterprise Group LLC, has worked with the full spectrum of process and change management methodologies. But nothing, she says, delivers results on par with the OKR programs she has helped roll out over the years at companies across sectors from Health Care to Aviation, Manufacturing to FinTech.Key Things Discussed How to get executives onboard with the level of transparency associated with tracking and measuring performance and other indicators What naysayers bring to the equation and how to open their minds, ease their fears and allay their concerns Why it's important to keep teams honest about reporting their outcomes from quarter to quarter – not just wasting everyone's time with “serial cloning” The cultural and financial effects to the bottom line when work and efficiencies are improved Tips for establishing new Standard Operating Procedures and ingraining teams with the benefits of OKRs Show Notes [00:02:25] Jumping Right In: Natalie starts off with a look at transparency on the OKR journey and how that sits with executives across the gamut of business sectors [00:04:34] Where workplace culture fits into the conversation about OKR adoption, especially in times of upheaval and when there's a lack of alignment across leadership [00:06:31] Turning Naysayers Around: Natalie shares the case study of an executive whose resistance she was able to surmount by listening effectively, building trust and breaking the process into digestible, credible pieces [00:09:20] What's top of mind strategically for companies riding the tide of economic uncertainty: A “radical shift” from being understaffed and struggling to find quality hires to now enjoying an abundance of talented resources A strong focus on high-quality, selective hiring with an emphasis on DEI [00:13:10] About shifting efficiencies and maintaining revenue with fewer resources – both in terms of personnel and workplace tools [00:14:36] Inputs to Get to Outcomes: What it looks like to run KPIs and OKRs in tandem, leveraging their complementary nature and measurable results based on already ongoing performance metrics  [00:17:05] Putting Serial Cloners on Notice: How Natalie audits and holds accountable leadership that phones in OKR results from quarter to quarter, undermining the hard work, collaboration and team efforts [00:20:22] Measuring the body of work for results and making course corrections in real time is critical to OKR success and requires foundational support, including:  Linking directly to project plans Tracking milestones Creating transparency and visibility into processes Building humility into planning [00:23:35] How OKRs can be deployed to create the cross-leadership alignment and team habituation that ensures sustained change across the enterprise: Increased communication around goals and outcomes Increased understanding of interdependencies and dependencies Setting the stage for improved collaboration Accountability as a tool to increase efficiencies [00:27:11] Natalie's best practices for enlisting executive leadership's commitment to helping teams find the time to set, report and confer about OKRs and OKR progress:  Create a streamlined, agile, one-stop-shop environment for all OKR processes Integrate regular and easily accessible project reporting functions Pause to assess – and celebrate – quarterly benchmarks, improved efficiencies/time savings and progress towards goals [00:29:36] Making It Stick: Natalie shares two examples of environments (health care, lithium-battery manufacturing) where sustained adoption occurred not because of enforcement or coercion but because leadership championed – and teams witnessed – direct benefits, including: Agility based on transparency Timely risk identification and mitigation Access to nimble course correction Rapid, effective inter-departmental communication and collaboration Time- and effort-saving efficiencies Clarity and recognition around the value of and purpose behind the work [00:35:19] Quick-Fire Questions for Natalie: What's your Dream with a Deadline? A legacy of having helped clients whose work is about making important contributions, effecting positive change and touching lives. For instance, a hospice organization she works with in New York What are some strategies you've seen organizations deploy that boost the success of OKRs? Be truthful and forthright in calling out inflated objective or key results – sooner not later. Staying honest and authentic upfront saves time! What advice would you give to an OKR champion trying to turn around naysayers?  Listen to and validate the skeptic's concerns or fears on an ongoing basis Explain the purpose of the methodology and how it showcases bodies of work  Emphasize that nothing is carved in stone and agility is built-in Figure out the key results and metrics that resonate and matter culturally Accept that there will always be naysayers – some of them harder to win over than others About Our Guest:Natalie Webb is an executive with 6+ years of OKR Expert experience and 15+ years' experience in Global Consulting Engagements & Technical Leadership. She has led OKR implementations at 18+ global companies to include the framework, tools, facilitation of strategy sessions and 1000s of executive level coaching sessions. Her work spans industries from Healthcare, Aviation, Technical/Digital Transformation, FinTech, Manufacturing and Supply Chain. Natalie also has Big 5 Consulting Experience as Sr Engagement Leader and Principal on the Account Team.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Transcript: Joe Krebs 0:20 Welcome back to another episode of Agile FM, my first recording of 2023. I'm going into my second decade of agile FM. And I'm super, super happy to have Jeff Gothelf back to Agile FM, author doesn't really need an introduction, but he's the author of Lean UX, Sense and Respond and Forever Employable and Lean vs Agile versus Design Thinking. And maybe there is another one in the making, we can talk about. First and foremost, Jeff, welcome to the podcast again. Jeff Gothelf 0:53 It's a pleasure to see you. We were just talking before you hit record how long we've known each other. And it's fun, it's fun to keep chatting all these years and seeing where these conversations go. Because because they do get interesting. Like they don't they don't get stale. And it all evolves, you know, Joe Krebs 1:08 thank you. Yes, and we go all the way back, I mean, to today's we're agile are very, very different. You wrote several books in between. I've been active not only here on the podcast, but also through work. And so our paths constantly cross. And obviously, you always have interesting content to share. Today, we want to talk a little bit about our OKR's. On social media, I see you a lot of responses and material you're releasing on OKR's. And you are obviously very, very interested in this topic. And it's not brand new. So there are some people that are talking about OKRs. What is OKRs? But I did some research on it. It's It's It's old, but obviously it hasn't really taken off at that time. So it really started like, way before, but Google really started introducing OKRs as far as that's my understanding, but even at that time, it wasn't really popularized. What's what's attracted you to OKRs? Jeff Gothelf 2:11 Yeah, super interesting, right? So it's a technique, it's been around for more than 40 years, Andy Grove at Intel. And for him, you know, managing by walking, management by objective, sorry, management by objective was kind of the first name for it. And then Google popularized it. What's interesting to me about it, and it's kind of like the same thing that happened with with sort of Lean and Agile and Lean startup and all these different things is that I think the reason why objectives and key results are having their moment in the sun right now. And everybody's interested, is because the technology that we use to deliver products and services, and build businesses on top of today is continuous. And it allows us to learn continuously, and at the pace of the market. So whereas if you think about, you know, when I started working professionally, in the late 90s, I worked in America Online, you know, it was far from continuous, right? We, it was very much not continuous, we worked for nine months to build software, and then print 15 million CDs, and then send them out, and then wait to see what happens, right? I think OKRs would have failed, because it would take too long to get feedback on whether or not you had a meaningful impact on the people who used your, your product or your service. And so as a goal setting framework, it would have been too bad. But today, you can get feedback instantaneously, if you've got enough of an audience size, and certainly very quickly in in a in the majority of cases. And so this is why this is an interesting topic. For me. Number one, I think this is why it's getting a lot of attention. The interesting thing here is that, in my opinion, and I can explain this in a minute, I think objectives and key results are the gateway to agility. Right? So if we can keep capital A agile out of it for just a second, right? And we talk about the the noun agility. I think that objectives and key results, when done correctly, demand that an organization behaves in an agile way that they increase their agility, we can explain why. But to me, that's why I'm so passionate about it these days, is because for all the organizations that have implemented some version of agile some version of Lean UX for Lean startup or design thinking, and I've struggled with it. I believe that if now if they if they kind of give it another shot and they start with OKR's as their goals, they stand a better chance of succeeding.Joe Krebs 5:02 Goal setting. And I actually like your your comment about the entry point or the the access point for for agility. That aside, I've been in my career I've been goal setting and goal and strategies and etc. I've been listening to this for a long, long time in organizations since I can think of in my professional career. Why is it so difficult? There? What do you think why, from a leadership perspective? Why does it seem so, so hard? The goal setting piece, I think, and I don't want to speak for everybody, but it feels like we're pretty good whether, you know, agile on the team level, building a product, maybe scaling, things like that. So there's a lot of things we have, but it's like the goal setting piece seems to be like, struggling, why do you think that is? Jeff Gothelf 5:52 Yeah, look, I think leadership has been trained on 100 years of management, Canon that's based heavily in production, right. And we've I know, we've talked about this in the past, but their managers are trained to optimize production even today, which doesn't make sense in a software based world as, as you know. And so you've got the, the staff of a team of an enterprise or an organization trying to work in an agile way. And they have demands being put on them that are very linear, that are production oriented, that are very prescriptive, go build me this thing, make sure it does these three things, doesn't mean this way, and just try to get it done by Friday, if you can, and that grinds the gears grind there, right? You got agile sort of turned teams trying to go one way, and the organizational and leadership demands going the other way. And but but it's first of all, management's comfortable with that way of setting goals. It's super easy to measure. It's binary. Right? But it's it's you know, did you make the thing? Yeah, here's the thing. I made it, right. Yeah. So if you made the thing, then you did a good job, and I should reward you and I can, and it's easy to measure, right? I didn't make the thing that didn't make the thing, easy to measure, easy to manage, easy to reward. When we change the goal. And this is what OKR's does, right? This is OKR's. At its core, when done correctly, and why it's powerful is the goal changes from output to outcome, it changes from making a thing to positively impact the behavior of the person using the thing, right. Now, the interesting thing about that is that that is not binary. So for example, let's talk, you know, you could say, an output goal could be build a mobile app. Okay, maybe we built the mobile app, okay. And outcome version of that said, we'd like to get at least 50% of our revenue to come through the mobile channel. Like we'd like people to spend at least 50% of the money that they spend with us through the mobile channel, right? That's a behavior change. Right? The goal is not deliver a mobile app, the goal is get folks to spend at least half of their of their, you know, lifetime value, whatever you want to call it. Through the mobile channel. Yeah. Now, let's say, let's say that you give that goal to a team. And at the end of a quarter, six months, they come back and say, look, we got you know, about 27% of the revenues coming through the mobile channel. What do you do with that team? Did they do a good job? They do a bad job? Did you fire them? Like they didn't they didn't hit 50%. And that becomes really difficult. That's one of the ways why this becomes difficult, right? Is this sense of... Well, I don't know what to do with that. Because like, what if they hit 42%? Or 27? May be right. But if they got to 42%, or 43%? What do you do with that as a manager? Right. And I don't think that leadership is the folks who are in leadership positions are necessarily equipped to deal with that today. And I think that's, that's one of the main reasons why this goal setting is challenging. The other reason why this is challenging is because I think leaders are used to telling people what to do. Go make this thing, build it this way and ship it by Friday, when you change that when you change from output to outcome, or build me the mobile app. Clear, super clear in the sense that like, okay, and I want the mobile app to enable online commerce and search and make sure everybody's got a profile. Okay. Right. Drive 50% of revenue through the mobile channel, does not tell the team what to do. And that is really scary for people in a leadership position. Because all of a sudden, they don't really have an answer to the question. Well, what is the team doing right now? What's the team working on? And that's terrifying, because they feel like they should know that and a certain degree they should. And they also feel like they should be telling them that. So there's that there's a trust that they have to have in a team that the team is making good decisions. Joe Krebs 10:14 Seems to be like a cultural changes is needed, not only for OKR, but also for everything that follows the OKR. Right? Because it's the it's not only the framework of understanding how to set goals differently, but it's also how to work differently, right, to your point like 42%. I mean, is that a negative result? You know, in 50%, we are on you know, if that was a lengthy process, let's say, of building a product, there could be many things could happen, that could be still a success, right? So it's an interesting thing. In terms of leadership, there is another tool for for leaders to acquire. Right? That's, I think that's what I'm hearing. Like, it's not only you understand OKR, but also to understand the Agile piece entirely working with teams. Jeff Gothelf 11:00 It's, it's highly complementary to Agile or Agility. Number one, and we'll talk about that in a second. But the it's such a simple concept. And yet it is so difficult to implement simply by switching from managing the output to managing outcome, right? So overall, if we just I can define it for you in 30 seconds, right? The objective is qualitative, aspirational, inspirational and time bound. The reason we get out of bed every morning, right? We want to be the go to destination for online furniture sales in Europe by the end of the year. Right? That's a qualitative aspiration. Why are we doing this? Because we're trying to be the go to destination for online furniture sales in Europe by the end of the year. Okay, easy enough? How do we know we've done that the key results are measures of human behavior, right, they are the things that people will do differently, that tell us that we are the go to destination for online furniture sales in Europe. Right? That is that, that that's critical. And it's things like, it could be average order value, could be repeat customer, the percentage of repeat customers, it could be referrals as plus lots of different behaviors that we could measure. They're super easy concept. But as you start to implement it, this is where it gets difficult. So we talked about measurement, right? We talked about the fact that you're not telling teams, what to build, and then and then on top, but the compatibility here with agile ways of working and agility is, is it's nearly an overlapping circle. Because essentially, what you're saying is team, I need you to go out and discover continuous learning and improvement and iteration, the best combination of code, copy, design, value proposition, business model, that will affect behavior change in this way. So the team conceives hypotheses, begins to do discovery work and discovery work is design thinking, Lean UX, lean startup research, etc. And then based on that evidence, they start to invest in the hypotheses that deliver the behavior change that they're looking for. And they remove effort or or pivot or kill the hypotheses that don't deliver the behavior change that we're looking for. And to be clear, changing course, based on evidence is being agile. So it's highly, highly compatible. But it takes this tremendous, to your point, cultural and organizational shift in understanding how, how work has to shift to to account for this new goal.Joe Krebs 14:00 We got the leadership, there's definitely a different kind of engagement and involvement is needed, right? Coming in, you know, using OKR's. And working with agile teams, if we're going on to the agile team level. So what I hear is, the teams are focusing on outcomes rather than output. Right. And but you also and this is very interesting, because I think that brings out the self-organization, part of an often team really clearly is the team's should not be focused on the features. So we shouldn't be focusing on features we should be focusing on the on the outcome. How do we have to see that that's an interesting piece. I came across one of your LinkedIn in posts recently, and it was it was quite interesting why so not to focus on the features but to focus on the outcomes that really drives a total behavioral change on a team level? Jeff Gothelf 14:53 Yeah.Joe Krebs 14:56 And so let's explore a little bit. Jeff Gothelf 15:00 Go back 20 years in time, the delivery of software to production 20 years ago, even 10 years ago, for the majority of organizations out there was an event. Right? It was a thing. Like, I mean, honestly, we had parties. Literally, we literally threw parties when we delivered software to production, because it took nine months to get there. Right. Right. And, and you know, and we get a t-shirt with the name of the project on and we celebrate the delivery of software, right? Today, you can ship software to production, if you choose to as an organization as fast as you want. There's literally no limit on it, Amazon's doing it once every second. That's, that's kind of the speed. And so the delivery of software is a non event at this point, right? Our ability to get ideas into the hands of customers, to learn whether or not it positively impacted their behavior in ways that we expect it or not. And then to react to that to ship sense and respond if you'll indulge me a little promotion of our second book, right. Is is it's in everybody's fingertips. Right. And so this, this idea that we're focusing on a feature doesn't really matter, of course, we have to ship the features. But we can ship anything we want as quickly as we want. And so the sooner at end, any of our assumptions or hypotheses are going to be wrong to some extent. And so the sooner that we can find out where we're wrong, and where we're right, allows us to change course, and to adjust more quickly, right, that's the agility that we're looking for. And so that begins. And because the delivery of software is is a non event, the focus isn't on, did we get the thing out the door? It's getting the thing out the door, shift the behavior in the right way? And if it didn't? Let's find out why. And if it did, let's find out why. And do more of that. To me, that's, it's a really difficult conversation for everybody involved in the management and the delivery of products, digital products and services. Because it's really easy to think about features. It's a concrete thing.Joe Krebs 17:20 Well, Jeff, you have so far published 4 books, right, if I counted correctly. And this is not the big reveal, I would assume and in the world of agile books, but there is a book 5 in the making. Jeff Gothelf 17:33 There is there is and I'm super excited to be co-writing with Josh Seidenn again, I've continued to work with Josh Seiden and continuously for 15 years at this point, we wrote Lean UX together, we wrote Sense and Respond together, we've built a couple of businesses together and we continue to deliver work together on a regular basis. And he had a tremendously successful that continue to be successful called Outcomes over Output. And so we decided to join forces again on a book and put out an OKR book, we're still working on a title, but the goal is to get it out in October of this year. And it's designed to be the practical, tactical guide for justifying OKR's and then writing them and kind of what happens next and how to implement them and what what to watch out for in a large organization. So if you think about sort of "Measure What Matters" John Doerr's book, sort of as the kind of the big, lofty introduction to OKRs, which has a few things in it that I don't necessarily agree with. Anything about Christina Wodtke's book, "Radical Focus", and if it was 2.0 is being fantastic. generally focused on a single team, though so it's kind of where's the sort of the practical guide for larger teams and teams at scale? That's what we are going for with this book. Super. Joe Krebs 17:33 Yeah, super exciting right. And you also have a course like a self paced course about OKRs when you do a JeffGothelf.com if you if you had to, you know have like a thread through like in terms of topics and how they are like intertwined and you know, linked together out of those books do you see like, like lean UX obviously was a that was a big book coming out in the beginning of not your career, but authors career, right. And then obviously, now there is a book about OKR how does this all connect with each other? If you had to say like, okay, I wrote Lean UX I wrote sense and respond then lean versus agile versus design thinking and now there comes the other one, maybe even the one from Josh, that book that somehow also topic-wise fits in. But what is the theme here? What is what is it? Jeff Gothelf 19:51 Yeah, it's a good question. And no one's ever asked me that question. So I liked this question. So lean UX was a sharing back of ways that we had figured out through trial and error for practicing design, user experience and design in Agile software development environments. That's kind of where it started in its first edition. And it's third edition. Now, it's a bit more broad about kind of how to how to teams design and build great products in an agile environment. The feedback from Lean UX since the day it came out was generally speaking. "I love the book", would love to work this way. My boss doesn't want let me my company doesn't work this way. And so to Josh and I, that was a clear call a sent a signal from the market that said, there's there's something to be done here. People want to work this way. But their bosses don't understand why or how. And so sense and respond was literally a response to the feedback that we sent from Lean UX. It was it was a business book, designed for leaders, I think we've met I think we may be used the word agile in there twice, in 50,000 words, and that was by design, right? It wasn't it was to try to build to write an evergreen book. And that that worked out well. And what's interesting is that, then folks began to take that advice to heart. And they started getting their team's training. And so we're hearing from our clients while we're in their training with with maybe with lean, lean UX, product discovery, design thinking. You know, there's a lot of agile training going on. And the feedback from organizations was looking for training everybody in lean startup and and Lean thinking and design thinking and lean UX and, and Agile and Scrum, and the magic isn't happening. Right? Why isn't the magic happening? And it's interesting, because I felt like we were pretty successful, like, convincing folks that stuff in Lean UX was good stuff in sense and respond was accurate. And now they were trying to make it all happen. But they were kind of buying sort of ad hoc training and trying to make it all together, make it all work together. So that's where Lean versus agile versus Design Thinking came from. And in hindsight, I regret not calling it lean and agile and design thinking, right? Like, that's the only the only change I would make, because fundamentally the the philosophies is the same in my opinion underneath those, those ideas. And so that would have helped people kind of get a better sense of how to unite those processes and build those environments. And then finally, kind of coming full circle to this OKR book today. It feels like, well, it's what we talked about before, right? It feels like the product development parts of an organization get it, right, they get, you know, lean agile and design thinking. But the leadership part of the organization is still making demands on them, that reflect reflect old ways of thinking and old ways of working. So, an OKR book, if it can convince an organization to set goals in this new way, paves the way for the product development teams to be successful with everything else. We've provided them over the last decade. So that's the thread between it all. And it's almost like we should have been done the OKR book first and come his way. But you know, here we are. Joe Krebs 23:26 Yeah, no, it's it's awesome is many of those readers out there listeners, when we have read your material, they will know that not only will you write about it, it was going to be a great book away and as the other ones too. But it's also going to probably going to create a bigger interest in in that topic. So I'm excited about that. Because OKR's from what I understand is also creating a higher level of experimentation. Inspires is something I'm personally very interested about. Right. Soleaders, obviously, as we already pointed out, is is something that that would need to be coming on board with that kind of concept. And I think holistically drive this. This is super interesting. Yeah, that is, so if material out you have you you have training about this topic, you're writing a book about OKRs. And the title is still unknown. We don't know that yet. Jeff Gothelf 24:26 It's TBD. I've been asking Chad GPT to help me and it's done. Okay, it's generated some decent site overall, at least at least. Something has sparked the brainstorm.Joe Krebs 24:39 Yeah. Two quick questions at the at the end here. Before we before we depart. So if some leaders out there it's like is first time I really hear OKRs maybe something's like I've heard about it, but I really have no idea about OKR, what what's your recommendation for Leaders how to get started with that or possibly get warmed up to the topic. And also for maybe the other side, we have touched on in this podcast the teams, right? Like let's say there's a Scrum team. Let's just make it very specific. Right. And let's say there's a scrum team. How does Scrum and OKRs? How does that all link together? In your opinion? Jeff Gothelf 25:21 Yeah. So, look, I think, I think there's a challenge. I wouldn't recommend Measure What Matters any more than what's on every executive desk, just because there's some things in there. Fundamentally, he's okay with, with outputs as key results, and I'm not. So so I have to disagree with that, I'm sorry. But otherwise, and I think like Christina's Wodtk's books are amazing, Christina Wodtke's Radical Focus is amazing. I just, you know, it's generally focused on startups and single teams. And so if you're looking for for sort of a quick primer, there is, first of all, is endless content on my blog, but the OKR course, which is, which is super, in my opinion, super affordable. It's 68 minutes of video. And I think that that's a fair ask, if you're looking for a very short distillation of that. I did a, I did a kind of a video podcast about two years ago, with a show called product beats. Swedish. Okay, folks, I think, and it was like 18 minutes long. And all I did was talk about OKRs for 18 minutes. And so if you just want to invest 18 minutes, that's a great, that's a great little podcast to get into. And that would really kind of break it down very, very clearly as to the what, how the why some of the, the traps and the things to watch out for. So those are good places to start. All those are good places to start. Joe Krebs 26:52 Yeah, maybe people will later refer to this 25 minute podcast of Agile FM and say like that might be the starting point of the starting points, right?Jeff Gothelf 27:00 I hope so.Joe Krebs 27:02 What about teams? What are the changes on a scrum team? For example, if somebody says, Hey, we're going to introduce OKR's into our organization, what's the impact on the scrum team, for example? Jeff Gothelf 27:11 So this is where it gets it. This is where it gets interesting, right? Because again, like, if you don't, if you don't tell the team what to make, they've got to go discover there, they've got to go figure it out. If they don't know how to do discovery, or if they're not allowed to do discovery, then they're just going to retrofit their existing backlog into the goals that you've set for them. And that gets us nowhere, right? Doesn't we've changed nothing at that point, right. And so what changes at the team level is you have to start doing discovery, and then building that into your sprints. So dual track agile, we know that term for a long time, by discovering delivery, with the same team doing both types of work, writing hypotheses, testing them changing things based on evidence, that's key. So if you don't know how to do that, you have to get training for it. If your company won't allow you to do that, but they're setting OKRs as goals, you have to raise your hand, you have to say, look, I appreciate you going down this path. But if we can't go and talk to customers, if we can't run experiments, if you won't allow us to carve time out of every sprint for learning, then we've changed nothing. You're not going anywhere. Joe Krebs 28:21 Oh, that's cool. That's great advice, Jeff. This is, this is awesome. So we learned a lot. Jeff is working on a new book, it's gonna be about OKR's or related content. We heard a little bit about leaders, teams. We got a little bit of advice, and it's all packed into 25 minutes. There's only one sad piece about this podcast, and that is that I heard that we are not having any kind of launch parties anymore, no more printed T shirts those days are over. So for everybody releasing software today, you're missing out. But other than that, we're gonna see great improvements. That's awesome.Jeff Gothelf 29:03 It is sad. I mean, I miss my projects diamond T-Shirt. Project emerald. That was the one after diamond. That was amazing. Joe Krebs 29:13 It's awesome. Thanks, Jeff, for joining me on this podcast. Jeff Gothelf 29:17 My pleasure. Thanks so much for having me. It's great chatting with us. Good to see you again.Joe Krebs 29:23 Thank you for listening to Agile FM, the radio for the Agile community. I'm your host Joe Krebs. If you're interested in more programming and additional podcasts, please go to www agile.fm. Talk to you soon.

Season 4 Episode 31 | Recorded January 25, 2023 Automate your Simple Tasks! AppStream powered by The GrowthLab Simple Tasks! Music Video Scott and Logan Graf, CPA are back to have another laid-back chat talking about everything from accounting to making music videos. As they catch up, they reminisce about how Scott once saved Logan's life. This conversation is about delegation, treating everyone with respect, and the potential for AI and automation in the profession. Scott saved Logan's life Updates at Accounting High Getting older Race to 10k Firm Hard Numbers How did Scott do it? Outsourcing The unlock: an integrator Tracking personal productivity You need to measure to improve Limiting app usage Spending time with family Giving props to the wives Learning more on Twitter Graf paper in Staats class Complementary duo Loud on Twitter, quiet in real life OKR, OK Rapper Graf Paper & Chat GPT Tech in the olden days Learning tax return Accounting High on Youtube Accountants making content What's all this for? How to be happy and grow Inspiration Accounting High, public and private ABC March Appness Delegation is Trust Treat everyone like your dad or grandma AI and execution AppStream All the Shoutouts: Xero, QuickBooks, Ron Baker, Chad Davis, Karbon, Jasper, Blake Oliver, CPA, Jason Staats, CPA, Expensify, Relay, FreshBooks, LiveFlow, Byron Patrick, CPA.CITP I CGMA, Botkeeper, Nikole Mackenzie, Daniel Gertrudes, GrowthLab, AppStream, Dropbox, Slack, Gusto, ADP, Digits, Earmark, Paul Glantz, CPA --- Send in a voice message: https://anchor.fm/accountinghigh/message

In this exciting episode I have the pleasure of speaking with Nick Stanforth, Founder of Progress Factor and his head of Operations, Frank Behnke.Both are OKR experts in their own right and our discussion goes in depth about how to get the best out of an OKR program. This is a wonderfully insightful episode and I'd really suggest you have a notepad for this one. Having the right mindset is critical as you will see throughout this episode. Also, how creating the right environment for success can produce stellar results. They shed some insight into how OKRs can actually break down structure and silos in Large Multinational organizations and yet help create structure in smaller organizations and start ups. And don't miss their bicycle analogy; It's fabulous! Every minute of this episode is jammed with insight and words of wisdom!Connect with Tim: Tim@atruity1.com ============================================“Nothing gives me greater satisfaction than seeing the transformation of individuals and organizations as they embrace OKRs as a new way of managing themselves and the people they serve.” - Tim Meinhardt============================================

In this interview, the CEO and founder of Profit.co Bastin Gerald talks us through how companies can bridge from business strategy to successful execution. Bastin believes that Objectives and Key Results (OKRs) metrics are the key to unlocking success because, fundamentally, it's people that drive strategies forward. OKRs is a goal setting framework pioneered by Intel and used by organizations to define, measure, and track outcomes. Profit.co recently raised a $11m funding round having helped enterprises drive successful business outcomes through its OKR based execution platform.

Long time product manager Cooper McGoodwin talks about priotizing features, delegation, and potty training his two and half year old. He and Tom also discuss the pitfalls of scrum and agile, why roadmaps are necessary but overblown, why the only roadmap that matters is the one you can keep in your head, and how prioritization should follow moral principles. Tom makes a case that bad user experience and technical debt are ethical dilemmas because people suffer for them. Cooper talks about how he needs a defensible position to make a priority decision. Tom says a lot of what we do is guess, and Cooper talks about how an OKR process leads to better data collection. Cooper tells about how he's sometimes embarrassed by his own prioritization at sprint demos. 

In this exciting episode I have the pleasure of speaking with Antonio Civita. Antonio in 2020 founded STRTGY.design, a community of over 4,500 C-Level, Managers and Entrepreneurs who have decided to increase the value of their organizations by bridging the gap between business, design and technology faster than the competition. He has numerous OKR implementation programs to his credit in Italy and abroad, and is a published author of the book "Make Progress with OKR". Here is the link: https://amzn.to/3mgyfqMYou will get some amazing insight from Antonio as we talk about innovation, strategy, clarity of communication and the R in CFR's. We also cover why he uses OKRs and the importance of developing consistent program habits. Lastly you will love Antonio's perspective on the progress principle, the importance of feeling the progress, and how it motivates and encourages success.So everyone please gab that cup of coffee put in those ear buds and enjoy my lovely conversation with Antonio Civita.Connect with Tim: Tim@atruity1.com ============================================“Nothing gives me greater satisfaction than seeing the transformation of individuals and organizations as they embrace OKRs as a new way of managing themselves and the people they serve.” - Tim Meinhardt============================================

In this exciting episode I have the pleasure of speaking to my friends at OKRs Poland Elena Zhukova and Mateusz Paprocki. You can find them speaking about OKRs and providing their unique insight through their live streaming program recorded on UTube called “Coffee with OKRs”. Both Lena and Matt are excellent OKR professionals having implemented over a dozen OKR programs in both large and small organizations.They share with us their thoughts on successful adoption methodologies and why getting the "Why OKRs" understood sets the stage for successful adoption.They also speak about the importance of practical application of OKRs and the need for patience as well as establishing the right expectations. Enjoy this episode as it is jam- packed with experiences and insight for anyone embarking on the OKR journey and the value of professional guidance.So grab the cup of coffee put in those ear buds and enjoy my outstanding conversation with Elen and Matt.Connect with Tim: Tim@atruity1.com ============================================“Nothing gives me greater satisfaction than seeing the transformation of individuals and organizations as they embrace OKRs as a new way of managing themselves and the people they serve.” - Tim Meinhardt============================================

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this episode, Gemma discusses her work as an agile coach at Moo and how they measure the impact they have on the organization. She emphasizes that feedback is important but measurement helps us reflect and grow. When it comes to defining success, she shares that to measure the impact of their coaching, the coaches at Moo use engagement surveys that touch on Scrum values and use one or two of the survey questions to build their agile coach OKR's. These metrics provide a lagging indicator but at the same time, they help the coaches define shorter term actions, and metrics, and eventually the OKR's help measure their impact on a longer time scale. In addition to using engagement surveys, they also use collaboration questions for which they ask an evaluation on a 1-5 scale to measure the level of collaboration among teams towards a shared goal. The collaboration questions align with their OKR's as Agile Coaches and help them to see the impact they are having on the organization.  Featured Retrospective Format for the Week: Simplifying Agile Retrospectives to amplify their impact on Scrum teams In this segment, Gemma shares her favorite approach to conducting agile retrospectives. She emphasizes the importance of keeping the format simple, especially for new teams or teams that are adapting to retrospectives. Gemma shares one example, where she uses a smiley face column, a sad face column, and a question mark column to initiate a wide-ranging conversation and to capture various types of feedback and perspectives. To complement the conversation, she captures the action items that the team wants to put into practice, using frameworks such as CAT (Concrete, Attainable, Timely) and SMART. Gemma views retrospectives as a conversational format and emphasizes the importance of asking "what's the next immediate step?" and making small changes that have a big impact. Additionally, she mentions the 15% solutions from liberating structures and Toyota Kata as helpful tools in facilitating agile retrospectives. Retrospectives, planning sessions, vision workshops, we are continuously helping teams learn about how to collaborate in practice! In this Actionable Agile Tools book, Jeff Campbell shares some of the tools he's learned over a decade of coaching Agile Teams. The pragmatic coaching book you need, right now! Buy Actionable Agile Tools on Amazon, or directly from the author, and supercharge your facilitation toolbox!  About Gemma Murray Gemma works as an Agile Coach for MOO, a branding company whose vision is to provide 'Great design for everyone'. Having worked in various change roles using both waterfall and agile approaches throughout her career, Gemma believes in the diversity of teams to unlock innovation, creativity and delivering value. You can link with Gemma Murray on LinkedIn.

OKRs here OKRs there. Every product team seems to have an opinion on how effective they are and their best approach to making best use of the metric model. We spoke with OKR expert Sten Pittet, to find out ways on how to get the most out of this goal setting strategy, and discuss where most product people go wrong.  Featured Links: Follow Sten on LinkedIn and Twitter | Tability | Slides from Sten's talk 'OKRs are the new Git' | 'OKRs are hard. But I still love them' feature by Camille Fournier | 'Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results' book by Christina R Wodtke | 'Measure What Matters: The Simple Idea that Drives 10X Growth' book by John Doerr

In this exciting episode I have the pleasure of speaking with Sabrina Baes, the Director of Strategic Planning for the Public Ministry of the State of Matto Grosso do Sul in central-west Brazil and Marcos Barros, Founder and Managing Director of Oxford Business Masters. Marcos is a published author, entrepreneur, co-founder and board advisor to several organizations, with clients in New York, London, São Paulo and several other major cities. Sometimes you never know how a podcast will evolve and trust me this one gets better every minute and it's just loaded with unique insight. Sabrina and Marcos speak about their implementation within the public sector and specifically the ministry. They cover culture and the many challenges they overcame and the successes and insight learned along the Journey. OKRs are a global phenomenon and this represents this so well and more. You will truly enjoy their thoughts on keeping OKRs simple and short and how the OKR program is making a difference not only in the culture of the ministry but to the people they ultimately serve. So please everyone, grab that cup of coffee and put in those ear buds and enjoy my delightful discussion with Sabrina and Marcos.Connect with Tim: Tim@atruity1.com ============================================“Nothing gives me greater satisfaction than seeing the transformation of individuals and organizations as they embrace OKRs as a new way of managing themselves and the people they serve.” - Tim Meinhardt============================================

From earliest stage start-up to coveted unicorns status, few people have had more of a front-row seat on helping grow businesses than Jenny Herald's guest on this episode of Dreams With Deadlines. Luca Cipriani, who is Head of Architecture and OKR Coach at Jimdo, knows intimately the strategic elements that make scaling ventures fly or fail – and he's sharing his rules of the road. It all starts, he says, with building nimbleness and psychological safety into the blueprint from your start-up's earliest days while keeping goals flexible without losing sight of the core North Star mission.Key things discussed How integrating OKRs into processes from the outset ensures they are foundational at every stage of execution. What the goals should be in building a framework for your start-up journey. Why it's important not to tie key initiatives too closely to key results. Which ingredients successful start-up cultures tend to share in common. What are some predictable barriers to building a healthy workplace – and how to head then off at the pass. The show wraps up with Luca's thoughts on the importance of keeping OKRs simple and giving teams the room to evolve, experiment, iterate and surprise. How integrating OKRs into processes from the outset ensures they are foundational at every stage of execution. What the goals should be at the outset of a start-up journey. Why it's important not to tie initiatives too closely to key results. Which ingredients successful start-up cultures tend to share in common. What constitute the most predictable barriers to building a healthy workplace – and how to head them off at the pass. Show Notes [00:03:13] Getting Started on the Journey: About at what point in scaling Luca Introduces OKRs and other optimization solutions. [00:04:33] What are the goals when implementing OKRs at an early stage: Creating strong alignment from the outset. Instituting systems to measure as much as possible any relevant KPIs. Introducing rational metrics that can anchor young founders as they navigate the high-stakes, high-stress start-up phase. Establishing a framework for what success looks like and means. [00:06:23] Balancing Quality and Quantity: Luca recalls how he has helped start-ups create sustainable objectives through systematic, evolving feedback. [00:09:08] It's a process: Why Luca believes OKR processes must necessarily be iterative and have built into them an assumption that there will be missteps as well as the need for reflections and adjustments along the way. [00:11:13] What it looks like to help founders or teams, at whatever stage, assess on an ongoing basis and roll those learnings into go-forward plans. [00:13:08] Luca explains how he deploys OKRs – and parses outcomes versus outputs and inputs – with early-stage start-ups that don't yet have a well-established baseline. Companies must have a clear North Star. Putting initial metrics in place can be a way to get started getting started putting measurable processes in place. [00:15:12] How Luca helps start-ups move into a scaling phase, deploying OKR processes that keep companies on track with their vision and strategy: Top-up as well as bottom-down collaboration. Intentionally aligned KPIs understood across teams. Cross-department communication to promote consistent global goals. [00:18:33] Why it's important not to tie specific initiatives to key results: It can yoke people to fruitless busy work. It reduces nimbleness. It thwarts creative problem-solving. It discourages experimentation. [00:20:38] Luca shares examples of unconventional wins and success stories worth millions of dollars saved through out-of-the-box flexibility with OKRs. [00:23:36] Going off the Rails: Illustrations (both real-world and in film) of how communication gaps, micromanagement and relentless pressure can take companies off course and away from core values by pursuing the extraction of value at any cost. [00:30:15] About mastery, purpose, autonomy and how flexible OKRs can be leveraged to motivate teams. [00:30:54] Taking a closer look at workplace cultures and the attributes Luca has seen in the unicorns with which he has worked: Maintaining a unity of purpose. Creating an environment in which all team members feel they're contributing. Preserving inter-departmental intimacy and removing barriers to communication. Cultivating agency among teams to be autonomous and work autonomously (i.e. minimize micromanagement). Delegating judiciously – enough but not too much. Emphasizing unity of purpose. Fostering psychologically safety so that teams feel free to seek help and admit failure. [00:36:05] About the concept of aligning around the perfect number of OKR objectives. And that number is? One! Not because there aren't other goals, but because the overarching focus needs to stay on the business's true North Star. [00:37:09] What Luca sees as the most common barriers to building healthy, effective workplace teams: Lack of communication. Toxic behaviors that squelch authenticity and honesty. Siloed teams. Lack of direct interaction and feedback. Lack of autonomy or agency to self-organize, act independently and surprise. [00:40:28] A Round of Quick-Fire Questions for Luca: What's your Dream with a Deadline? To have fewer things to do and to do them faster! What management techniques and practices do you believe have most helped the teams with which you've worked? Attention to detail, staying open-minded, helping people figure out how to raise the bar on quality. What advice would you give to keep teams focused while scaling up and incorporating OKRs? Set and communicate expectations clearly! Relevant links: https://lab.okrbusiness.com More about Monsters, Inc. More about The Lego Movie. "Drive: The Surprising Truth about What Motivates Us," by Daniel Pink. More about the views of OKR coach Christina Wodtke. About Our Guest:Luca Cipriani is an OKR Coach and Engineering Manager with great expertise in SaaS products and companies. A strong contributor to Open Source software, he also has a proven record in managing developers and other managers, scaling teams and SaaS businesses and making them successful.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

This video includes excerpts from our 5amMesterScrum Meetup group on 1/18/2023 and demonstrates how we can use personal OKR activities to help us reach our goals.  This sample includes a sample from my own side hustle building a training program might use the MasterMind to help them grow into their next goal. The 5amMesterScrum is in the process of creating a Agile Mastermind Program to help achievers get to their next set of goals.  The meetup event demonstrates a sample starting point in the masterminds. The typical Mastermind would have 6 to 8 people working together and supporting each other as they pursue their individual goals.  The Mastermind acts as sounding board for ideas and blockers.  Everyone is accountable to each other in reporting out their progress and demonstrating their outcomes at the end of every 3 weeks (our sprint length) If you are interested reach out to connect@5amMesterScrum.com Soon we will start posting videos and podcasts on Thursday Nights with Interviews with Agile and Business People to help share more content that we hope will be of value. Happy Scrumming

This video includes excerpts from our 5amMesterScrum Meetup group on 1/18/2023 and demonstrates how we can use personal OKR activities to help us reach our goals.  This sample includes a sample from an HR or any professional might use the MasterMind to help them grow into their next career gaol. The 5amMesterScrum is in the process of creating a Agile Mastermind Program to help achievers get to their next set of goals.  The meetup event demonstrates a sample starting point in the masterminds. The typical Mastermind would have 6 to 8 people working together and supporting each other as they pursue their individual goals.  The Mastermind acts as sounding board for ideas and blockers.  Everyone is accountable to each other in reporting out their progress and demonstrating their outcomes at the end of every 3 weeks (our sprint length) If you are interested reach out to connect@5amMesterScrum.com Soon we will start posting videos and podcasts on Thursday Nights with Interviews with Agile and Business People to help share more content that we hope will be of value. Happy Scrumming video version: https://www.youtube.com/watch?v=xNcLx5ZCqXM

In this super episode I have the distinct pleasure of speaking with Mitchell Muncy of Prospera. Mitchell is a strategy expert and this episode ties together so many brilliant concepts about strategy development and why it's so critical to have a well thought out and articulated strategy. He then helps tie it together with OKRs and how a well thought out strategy actually makes for outstanding strategy execution. You will listen to this podcast over and over again as the depth of this discussion and the clarity it provides will leave you excited about creating a truly outstanding strategy or adjusting and improving your current strategy. Believe me, this is a brilliant podcast featuring a masterful discussion about strategy development and how OKRs are a pivotal tool to its execution. Also, please check out Mitchell's own podcast “The Successful Strategist” and visit his website www.prosperallc.com So everyone, get ready for a great listen, grab that cup of coffee and plug in those earbuds. You will thoroughly enjoy my outstanding interview with Mitchell Muncy.Connect with Tim: Tim@atruity1.com ============================================“Nothing gives me greater satisfaction than seeing the transformation of individuals and organizations as they embrace OKRs as a new way of managing themselves and the people they serve.” - Tim Meinhardt============================================

Taro Minowa さんをゲストに迎えて、HomePod, Twitter, OKR, ゲームなどについて話しました。 Show Notes SUPER NINTENDO WORLD™ | Universal Studios Hollywood Twitter says the basic tier of its API will cost $100 per month Elon Musk fires a top Twitter engineer over his declining view count Nostr Nostr Profile Page Rebuild: 217: Socially Awkward Hip-hop (higepon) tshino/vscode-dynamic-macro elsaspeak ゲームボーイ Nintendo Switch Onlineo ドラクエ３の「ぱふぱふ」は、まさかの〇〇だった！

If you've been around for a while, you've probably heard me talk about how my clients are working less while crushing their goals. You also probably wonder about how working less could actually be possible for you. If so, you're not alone; my clients donʻt believe it in the beginning of our time together and I spent 25 years in the tech industry overworking myself because I also thought that was the only way. Fast forward a bit to 18 months ago when I started working 4 days a week while completely nailing crazy ridiculous high goals every year. This is one of the results my clients achieve over and over again through our work together and I want to help you get there too. That is why Iʻm doing a 3-part series, all around working less with ease. Each week for the next 3 weeks I'll be giving you a lesson to incorporate for the week to get you started. Iʻm also going to go over some obstacles that may be holding you back and what to do about them. If you want to work less while crushing your goals/key results/OKR's, this 3-part series is for you. Tune into to todayʻs episode for Part 1 and this weekʻs homework. And if you want to skip to the good part and make serious strides, I got you. Book a call with me and letʻs get started- weʻll get you working 20% less while nailing your goals, and weʻll do it in 180 days.

This video includes excerpts from our 5amMesterScrum Meetup group on 1/18/2023 and demonstrates how we can use personal OKR activities to help us reach our goals.  The 5amMesterScrum is in the process of creating a Agile Mastermind Program to help achievers get to their next set of goals.  The meetup event demonstrates a sample starting point in the masterminds. The typical Mastermind would have 6 to 8 people working together and supporting each other as they pursue their individual goals.  The Mastermind acts as sounding board for ideas and blockers.  Everyone is accountable to each other in reporting out their progress and demonstrating their outcomes at the end of every 3 weeks (our sprint length) If you are interested reach out to connect@5amMesterScrum.com Happy Scrumming video version: https://youtube.com/live/M_ajA3cunxs our agile coaching programs:  https://5ammesterscrum.com/category/agile-coaching/ soon to be added the Agile OKR MasterMind which is actually included in the coaching program.

#5amMesterScrum Show 958 Live - Many OKRs should really become BAU or Habits in Following Quarters - Today's topics: (1) Reflecting on the previous meetup talk about Personal OKRs and the idea of reading books.  In the 1st quarter it should be about producing a habit of reading books and in following quarters reading books is no longer an OKR but a habit. Please like and subscribe and share 5amMesterScrum.  Please send me your topics.   You are are doing Great Please Keep on Sharing. 5am Mester Scrum 5am Mester Scrum Show 958 went live on Youtube, LinkedIn and Facebook Thursday 2/9/2023 from Philadelphia, PA  Happy Scrumming, video version: https://youtube.com/live/yY3b_t-C5y0 Coaching Programs: https://5ammesterscrum.com/category/agile-coaching/program/ Social Media: - search 5amMesterScrum or #5amMesterScrum  and you should find us and if not please let us know LinkedIn, Youtube, Facebook, Instagram, Twitter, TikTok     Podcasts: (search 5amMesterScrum) 

This is a fabulous podcast featuring Ryan Lowdermilk, Cloud Solution Architect and OKR Coach at Microsoft.Ryan this last year took on the role of managing the OKR program for Global Partner Solutions (GPS) for Microsoft U.S. Ryans Expertise and enthusiasm are off the charts! His insight and program management style are terrific. Ryan and I talk about his program development and how he's taking this to the next level. What he knows makes a program work best and what he's learned in his journey. Finally, how he has overcome unique challenges and why he knows OKR programs produce such and amazing results when done right. He also is an passionate writer about OKRs you can find his newsletter and newly started podcast on substack “the little okr newsletter”Connect with Tim: Tim@atruity1.com ============================================“Nothing gives me greater satisfaction than seeing the transformation of individuals and organizations as they embrace OKRs as a new way of managing themselves and the people they serve.” - Tim Meinhardt============================================

Key things discussed The use of OKRs in organizations and how to make them more effective. The importance of decoupling OKRs from financial incentives and using them to assign resources and help people achieve their objectives. Rianne shares her approach to getting buy-in from different teams and senior management, and her belief that the logic of OKRs is undeniable. A more radical approach to budgeting, using OKRs to drive budgeting, which provides a clear intent and strategy. The importance of showing that resources are available to help staff achieve their OKRs and how this approach can lead to a better and more strategic budget. Show Notes [04:05] Rianne Roggema walks us through her career since becoming a managing director for the first time at 25, started her own business at 28, and sold her digital marketing agency, Irie Digital Became the CEO of a merged business, Duwun, and grew the team from 15-20 to 80 by the age of 30 She was searching for a tool to manage such a large team, and got introduced to OKRs Her latest venture, Practic, helps leaders and entrepreneurs become better leaders by using OKRs Rianne Roggema started her career with a six-month internship at Rocket Internet in Myanmar, and then became the managing director of the company She started her own digital marketing agency, Irie Digital, but as the team grew, she realized she needed a better way to set clear goals and direction for the team, and that's how she got introduced to OKRs She found OKRs to be a good tool for managing her team and facilitating them to do their best, and that's why she started Practic to help other leaders and entrepreneurs to use OKRs in their businesses [07:17] Jenny and Rianne discuss the use of OKRs (Objectives and Key Results) in organizations Rianne started using OKRs with a team of 12 and believed it could work for small teams OKRs are a simple concept, but can become bloated if people add too much to it The introduction of OKRs can bring attention to bloatedness already present in the organization OKRs can help make bloated processes more organized and reduce them. [09:14] Jenny and Rianne discuss the implementation of OKRs in a newly merged business where the team initially struggled with them and did not like them. The CEO, Rianne Roggema, managed to solve some of the team's concerns by giving them more clarity around the company's goals and the employees' success criteria, as well as decoupling OKRs from financial incentives. After a half year of implementing OKRs in a new way, the team came to love them and even missed them at their new jobs. [12:28] The discussion on how to make OKRs (Objectives and Key Results) more effective in a business. The first step is to decouple OKRs from incentives, as linking them may cause people to be defensive and less open to discussing success and failure. The second step is to use OKRs to assign resources and help people achieve their objectives, rather than just monitoring and evaluating them. This helps increase acceptance and effectiveness of OKRs. The final topic discussed was incentives, as there are already systems in place for many businesses to assess performance and offer bonuses or promotions. Rianne talks about detaching these incentives from OKRs. [15:06] Making incentives work with OKRs. Rianne detached financial performance bonuses from OKRs but kept them as part of the annual performance conversation, with 50% of the assessment being based on OKRs and the other 50% on company values.  Different people are incentivized differently, with salespeople usually motivated by bonuses and others more by job satisfaction. The clear goals set by OKRs help employees see how they are doing and being valued for their good work, which can lead to promotions but not necessarily direct financial bonuses. [17:13] Listeners can learn that OKRs are a simple management tool that can be adapted to fit an organization's specific needs. In this case, a media organization (Duwun) used a bottom-up approach, where local teams decided their own strategies and created their own OKRs, rather than a top-down approach where a central leadership team would dictate global OKRs. This approach worked for Duwun as it aligned with the company's DNA, which values local initiative in journalism. The local teams presented their OKRs and had discussions with top management for possible adjustments. Centralizing the OKRs would not have worked for Duwun, as journalism is contextual and varies by local market. [21:08] Rianne shares her approach to getting buy-in from different teams and top management. She believes that the logic of OKRs, including clear goals and measurable results, is undeniable and can be helpful in settling debates within a company. On a senior management level, Rianne exposes any unclarities or differences to well-intended managers, and most of the time, they agree to try OKRs. On a team level, Rianne stresses the importance of showing that resources are available to help staff achieve their OKRs. She gives an example of how she, as a manager, provided resources to her editor in chief to fulfill an OKR, which led to her team realizing the benefits of OKRs. [25:50] Rianne discusses a more radical approach to budgeting beyond the traditional annual planning and budgeting cycles. She shares that often, budgeting involves merely adjusting numbers in Excel to make them work, without a clear strategy behind it. To overcome this, Rianne suggests using OKRs to drive budgeting. OKRs can provide a clear intent and strategy, helping to link budgeting to specific goals such as launching a TV channel or getting into YouTube. By linking the budget to specific goals, Rianne believes it will lead to a better and more strategic budget. [29:53] Rianne believes that the success of OKRs depends on the leader. The leader must lead by example, show that OKRs are a priority, and make sure all conversations tie back to the OKRs. When OKRs are working effectively, meetings have clear goals, and ideas from team members are presented as OKRs. When team members propose projects as OKRs, it makes discussions between employees and managers easier. [33:28] Listeners can learn that the dynamic of conversations change when they focus on the progress made towards their OKRs rather than the day-to-day tasks. This helps people feel like they're manifesting results, making the experience more fulfilling. The concept of clear goals and trust is also emphasized, as trust within an organization is crucial for success. Managers should avoid over-managing and trust their employees to figure out how to achieve the agreed upon outcomes. Trust and clear goals are key to a successful outcome. [36:27] Quick Fire Questions for Rianne: What's your Dream with a Deadline?Rianne Roggema wants to help other entrepreneurs find peace through OKRs by starting a group program for five entrepreneurs in mid-February with the goal of finding five entrepreneurs to join the program. What is a change in the business brought by OKRs that you are proud of?Rianne answered that the shift from micromanaging to people being able to use their own specialties and having clear goals led to better outcomes with less effort by the management. What is your advice for someone who has tried OKRs before but didn't work, and they want to try again?Rianne's advice for someone who tried OKRs previously and it didn't work is to be willing to admit that they need to get better and ask for help in implementing OKRs better, which she believes can solve many of the problems. About Our Guest:Rianne, the CEO and Founder of Practic, started her career at 25 as a managing director for Rocket Internet in Myanmar and later started her own digital marketing agency, Irie Digital. After struggling with managing her growing team, she got introduced to OKRs and found them to be an effective tool for setting clear goals and direction for her team. She then started Practic to help other leaders and entrepreneurs use OKRs in their businesses.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

В вашей компании команды разработки и управления продуктом тоже никак не могут договориться? В этом выпуске обсудим, как достичь дзена между лебедем и щукой: Технический директор «Дзена» Дима Кондрашкин Директор по продукту «Дзена» Саша Колокольников А в роли рака был Андрей Аврамчук — ведущий подкаста. Онлайн прошёл 2 февраля 2023. 1:47 Взаимодействие между разработкой и продактом: критерии хорошего процесса и доверие как ключевое условие. 6:54 Как определить готовность MVP: подходы в разработке и продукте. 10:54 Что делать, если идея не взлетела. 14:24 Неудачи как полезный опыт. 15:27 Распределение ответственности между CTO и CPO. 19:03 Синхронизация работы через OKR и смена направлений в гибкой методологии. 22:30 Как достичь гибкости: практики планирования и адаптации процессов под себя. 26:50 Как расставить приоритеты у задач: когда практики помогают, а когда не очень, есть ли будущее у ChatGPT в этой сфере. 32:35 Что останется делать разработке, если ChatGPT и впрямь возьмёт на себя рутинные дела. 34:34 Хаос-менеджмент: могут ли выстрелить случайные изменения. Проблемы метрик. 37:13 Как перерапределить ресурсы между направлениями. 43:01 Какие сигналы говорят о том, что направление уже не требует тех ресурсов, что раньше, и их можно перекинуть на другие задачи. 48:27 И снова про важность доверия. 50:32 Принципы бусидо в разработке: что важнее, цель или процесс. 53:05 Книги по целеполаганию или здравый смысл: что важнее.

In this terrific kick-off episode for 2023, I have the pleasure of interviewing Peter Kennedy and Kevin McDermott of the Futures Strategy group https://www.futuresstrategygroup.com. This is a very dynamic interview with Peter and Kevin, discussing the continuity trap and why it's important for businesses to build into their organizations ability to adapt and innovate. They provide some powerful examples and show us why being more agile as an organization is so critical in today's world. They even go through some plausible scenarios to start to look at as we move into 2023. Want to learn more? Connect with Tim: Tim@atruity1.com ============================================“Nothing gives me greater satisfaction than seeing the transformation of individuals and organizations as they embrace OKRs as a new way of managing themselves and the people they serve.” - Tim Meinhardt============================================

你今天《跨進跨境電商》了嗎？ 由台灣歐美日跨境電商第一把交椅，視宇 X 秩宇共同打造，幫你把複雜的營運知識整理成十分鐘好上手的電商補帖，讓大家順利踏出獲利的第一步！ 只要產品夠優秀，我們幫你賣全球 ▸ 節目連結 https://lihi1.com/Zi7Fi -- 爆片、爆卦不間斷，全新的壹蘋新聞網。App免費下載：https://app.nextapple.com/GMQ7 －－－－以上訊息由 SoundOn 動態廣告贊助商提供－－－－ 飛碟聯播網《飛碟早餐 唐湘龍時間》2023.02.01 週三財經產業趨勢單元 國立臺北大學金融與合作經營學系教授 黃啟瑞 《OKR實現淨零排放的行動計畫》 ※主題：《OKR實現淨零排放的行動計畫》/ 約翰‧杜爾、萊恩‧潘查薩拉姆 / 天下文化 ※來賓：國立臺北大學金融與合作經營學系教授 黃啟瑞 ◎節目介紹： 我們已經耗盡解決全球氣候危機的時間，為了避免災難發生、拯救適宜居住的地球，就必須抱持野心、快速行動。我們需要一項可靠的計畫，本書正是為了號召眾人而寫，而且過程中不能犯錯，現在就要馬上行動。 2006年，約翰‧杜爾在一場晚宴後，下定決心翻轉全球暖化的現況。他廣邀各路專家、科學界領導者、政策制定者、運動人士、商界領袖以及慈善家，共同設計了一份藍圖，致力於減少威脅全球的溫室氣體。杜爾從中學到深刻的經驗。他指出，儘管我們已經握有氣候解決方案，卻缺乏政策、投資與全球共識以付諸實行。我們必須擴大現有創新的規模，同時開發尚未完善的新方法。簡單來說，「現在」與「未來」一樣重要。 他選擇採用OKR，這是幫助全球創新組織達成驚人目標的有效工具，他則是用來設計一套行動計畫，捍衛後代子孫的未來。本書詳細列出各個產業減少排放的方法，也指引眾人如何在2050年前達成淨零排放。 書中詳實分析解決氣候變遷的綠能新經濟與未來趨勢，並介紹相關新創公司與大型企業的發展，不只是全球各行各業積極領導者的行動指南，更是注重永續發展投資人的投資指引。 ◎作者介紹：約翰‧杜爾（John Doerr） 工程師、創業投資經理人、創投公司凱鵬華盈（Kleiner Perkins）董事長。過去四十年來，他以獨到的眼光、樂觀的態度投身創投業界，幫助新創企業打造大膽的團隊，以及破壞性的公司。身為Google與亞馬遜（Amazon）的第一代投資人與公司董事，杜爾參與造就了超過百萬個就業機會。從2006年開始，他投資零排放技術，是矽谷潔淨科技趨勢先驅。在凱鵬華盈之外，杜爾與社會企業家合作，共同解決氣候、公共衛生以及教育領域的系統性問題。 ◎作者介紹：萊恩‧潘查薩拉姆（Ryan Panchadsaram） 致力於解決系統性社會難題的工程師與專業投資人，在凱鵬華盈擔任約翰．杜爾的技術顧問，專門投資以改變世界為目標的公司創辦人與技術。歐巴馬執政時期，潘查薩拉姆擔任美國副科技長（Deputy Chief Technology Officer），大力鼓吹創新、創業精神與開放資料。 ▶ 《飛碟早餐》FB粉絲團 https://www.facebook.com/ufobreakfast/ ▶ 飛碟聯播網FB粉絲團 https://www.facebook.com/ufonetwork921/ ▶ 網路線上收聽 http://www.uforadio.com.tw/stream/stream.html ▶ 飛碟APP，讓你收聽零距離 IOS：https://reurl.cc/3jYQMV Android：https://reurl.cc/5GpNbR ▶ 飛碟Podcast SoundOn : https://bit.ly/30Ia8Ti Apple Podcasts : https://apple.co/3jFpP6x Spotify : https://spoti.fi/2CPzneD Google 播客：https://bit.ly/3gCTb3G KKBOX：https://reurl.cc/MZR0K4

What goal-setting methodology do you use to establish clear, measurable objectives and track progress toward achieving them? Many customer-centric brands leverage OKRs and Agile processes to improve revenue, profitability, and customer loyalty. You may be wondering, what is an OKR? Why is there so much hype about Agile frameworks? Customer experience expert Stacy Sherman interviews Anthony Coppedge, IBM's Global Digital Sales leader, to help you learn proven tactics to deliver more value in simple ways, which include "stopping the stupid" and eliminating unnecessary work to focus on high-impact tasks. You will look at your business in a whole new way by the end of this episode and become a better leader too. More details at

Researcher Alan Kay is widely credited for saying, “The best way to predict the future is to invent it.” Our guest Brian Woodring, CIO of Rocket Companies concurs, as he is part of a company that is currently trying to define the future of mortgages. Working with Salesforce, his organization is continually trying (and learning from) innovative ways to reduce costs, increase efficiency, and generate ROI. Hear how Brian and his team may not have a “master plan” but still succeed through discovery, feedback, and a consistent focus on customers.Tune in to learn:Why there's no “master plan” for growth in IT businesses (5:00)How did Rocket measure the progress of its digital transformation (14:45)The differences between an OKR and a key result (25:14)IT Visionaries is brought to you by Salesforce. With Salesforce's low-code app dev tools, you can be more efficient, more productive and save money by reducing development time by up to 90%. Get Salesforce's Low-Code Playbook and increase time to value for your team and your customers. Download the free playbook today.Mission.org is a media studio producing content for world-class clients. Learn more at mission.org.

“... that ties back to OKRs because it's like what is the one thing that we're going to work on? And that's hard to do, because if you try to focus on 10 things, you're not focusing on anything. But that's what's nice about OKRs and why they can be helpful in meetings or saying no to meetings because well, that's not what my OKR is, that's not what we're focusing on, or we're not hitting this objective because we're failing at these metrics because of these key results one, two, and three. So distilling that down, going into when you're thinking about annual planning, it can be really helpful to, okay, what is our one objective and how are we going to measure it? It can be really helpful to really synthesize and boil down what that problem is and how we're going to measure it going forward.” - Adam Luepke In this episode of Control the Room, I had the pleasure of speaking with Adam Luepke about his experience supporting change initiatives at Quantive.  He begins with reflections on what helped him discover a passion for solving complex business problems.  Later, Adam talks about OKRs and best practices for changing your business.  We also discuss what makes a successful Chief Of Staff.  Listen in for tips on how to synthesize communication.

Freshworks president Dennis Woodside copes with stress by running as often as he can, a habit that began when he was CEO of Motorola Mobility. So far, he has run “16 to 17” Ironman triathlons. He's also continually challenging himself in his professional life, leaving Motorola in 2014 to advise the founder-CEOs: Dropbox's Drew Houston, Impossible Foods' Pat Brown, and now Freshworks' Girish Mathrubootham. Dennis' advice for anyone working with founders is to “have empathy” for what they're going through, and to understand what motivates them. Without that understanding, he says, you won't be able to arrive at a shared vision for the company.In this episode, Dennis and Joubin discuss mega-acquisitions, the smartphone paradigm shift, triathlons and competitiveness, winning every category, “softening up,” global cities, Google interview questions, spreading Silicon Valley culture, the “chrome panda moment,” hiring the right people, “Where do you want to be in five years?”, evaluating new opportunities, and building trust with founders.In this episode, we cover: Google's acquisition of Motorola and how Dennis went from ad exec to first-time CEO (02:00) Did Dennis like being the CEO of Motorola? (08:04) The stress of the new job and dealing with it through exercise (13:02) Dennis' impressive résumé and what dinner conversation was like growing up (18:37) Going to Korea and choosing the harder path (23:00) Joining Google in 2003 as a general problem-solver (26:23) Hiring “scouts” all around the world to better understand the internet (30:41) Leaving Motorola to mentor Dropbox CEO Drew Houston (39:12) Checking your ego and the listening tour that wasn't (42:20) Dropbox's IPO and why the stock has been relatively flat (48:38) Changing jobs without breaks, and spotting new opportunities like Freshworks (52:19) Tips for working with founders and interrogating the status quo (58:02) Dennis' most unique OKR at Dropbox (01:02:39) Links: Connect with DennisLinkedIn Connect with Joubin Twitter LinkedIn Email: grit@kleinerperkins.com  Learn more about Kleiner Perkins This episode was edited by Eric Johnson from LightningPod.fm

About the Episode Jeff Gothelf is a product coach, author, speaker and trainer who is currently trying to get companies to work with outcomes, not outputs. He's written two classic books: Sense & Respond, and Lean UX, as well as a variety of other books covering various aspects of product management and design thinking. A message from this episode's sponsor - My Mentor Path This episode is sponsored by My Mentor Path. I'm a passionate advocate for mentoring, and believe it to be one of the highest-leverage activities you can undertake to get ahead in your career. I try to do my part, but am but one man, so I helped set up this FREE mentoring community to try to help out at scale. Sign up now as a mentor, a mentee, or both! Episode highlights:   Lean, Agile & Design Thinking can get along These came from different places, but the philosophies that underlie all of these ideas are the same: understanding our customers, working in shorter cycles, making decisions based on evidence, and continuously improving. Managing for outcomes is the hinge that everything else pivots from There are many principles of good product management, but moving away from output enables focus on the change in behaviour you want to see & have the humility to accept you don't have all the answers upfront OKRs are the gateway drug to agility and good product management OKRs are easy to explain, but difficult to implement. Used right, they can empower teams to make measurable impact towards an aspirational goal, without micromanagement or deciding on a fixed plan upfront. OKRs are for teams, not individuals OKRs enable teams to focus on impact, changing customer behaviour in a way that matters to their business & knowing whether they've succeeded. Cramming individual task lists into the OKR format doesn't achieve anything. Change is scary & might not work the first time Some people start with OKRs by mistake or give it a quarter & then give up. Using OKRs well takes work. If it's not working, make sure you have open & honest retros to understand whether it's fixable & whether you can try again. Buy "Lean UX" "Lean UX is synonymous with modern product design and development. By combining human-centric design, agile ways of working, and a strong business sense, designers, product managers, developers, and scrum masters around the world are making Lean UX the leading approach for digital product teams today In the third edition of this award-winning book, authors Jeff Gothelf and Josh Seiden help you focus on the product experience rather than deliverables." Check it out on Amazon. Buy "Lean vs. Agile vs. Design Thinking" "As companies evolve to adopt, integrate, and leverage software as the defining element of their success in the 21st century, a rash of processes and methodologies are vying for their product teams' attention. In the worst of cases, each discipline on these teams -- product management, design, and software engineering -- learns a different model. This short, tactical book reconciles the perceived differences in Lean Startup, Design Thinking, and Agile software development by focusing not on rituals and practices but on the values that underpin all three methods." Check it out on Amazon. Check out Jeff's courses Jeff is running some self-paced courses on OKRs, including in Spanish! Check them out here. Contact Jeff You can catch up with Jeff on his website. You can also connect with him on LinkedIn.

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this organization, they struggled with the implementation of the OKR framework (Objective-Key Results). As Gert talked to the teams, he heard that they were frustrated with the long time the process took, how tightly structured it was, and how they felt unprepared to translate all their plans into the OKR framework.  Over time, Gert worked with leadership and the teams to find out how to adapt the framework to the reality of that organization and those teams. In this episode, we hear how Big Room Planning helped with the implementation of OKR's and we learn other tools and practices to support the use of OKR's in any organization.  As Scrum Master we work with change continuously! Do you have your own change framework that provides the guidance, and queues you need when working with change? The Lean Change Management framework is a fully defined, lean-startup inspired change framework that can be used as the backbone of any change process! You can buy Lean Change Management the book at Amazon. Also available in French, Spanish, German and Portuguese. About Gert Brits Gert came from a programming background, and has worked across multiple industries, applying Agile Coaching across diverse and non tech areas. He has a focus on group dynamics blended with systems thinking, and the art of balancing application vs theory. You can link with Gert Brits on LinkedIn.

In this week's episode, Melissa Perri and Christina Wodtke, author of Radical Focus, get into all things OKRs. Christina shares how she discovered the power of OKRs, why she sees OKRs as a “vitamin, not a medicine,” why OKRs aren't synonymous with product strategy, what it looks like to apply key results in the wrong way, how to use OKRs to create “super employees,” and so much more.  Here are some key points Christina and Melissa talk about: Christina talks about her professional background and what led her to write the first and second editions of her book, Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results. Christina believes that OKRs are ideally set and implemented at a team level, but they not a safety net that provides your team with product strategy. Christina highlights the differences between an OKR, product strategy, and business strategy and how they work together in the business ecosystem. An excellent product strategy and good annual OKRs can help execute an ambitious five-year plan. Christina and Melissa explore the really difficult question, “When do we stop?” and talk about how checking back in with your OKRs quarter after quarter can help answer it.  Resources: Christina Wodtke on LinkedIn | Twitter  Radical Focus

In this week's episode, Melissa Perri and Christina Wodtke, author of Radical Focus, get into all things OKRs. Christina shares how she discovered the power of OKRs, why she sees OKRs as a “vitamin, not a medicine,” why OKRs aren't synonymous with product strategy, what it looks like to apply key results in the wrong way, how to use OKRs to create “super employees,” and so much more.  Here are some key points Christina and Melissa talk about: Christina talks about her professional background and what led her to write the first and second editions of her book, Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results. Christina believes that OKRs are ideally set and implemented at a team level, but they not a safety net that provides your team with product strategy. Christina highlights the differences between an OKR, product strategy, and business strategy and how they work together in the business ecosystem. An excellent product strategy and good annual OKRs can help execute an ambitious five-year plan. Christina and Melissa explore the really difficult question, “When do we stop?” and talk about how checking back in with your OKRs quarter after quarter can help answer it.  Resources: Christina Wodtke on LinkedIn | Twitter  Radical Focus

Have you conducted a 2022 personal audit? Reflection is essential to critical redirection and acceleration in business and life.On this episode, I discuss the particulars of how to learn from the past year, how to navigate teetering sales and client opportunities from 2022 going into 2023, the importance of declaration and delegation, and why the first thing you need to focus on is not the business, but yourself, for your business to grow and for you to be even more successful this year.I also share my goals for 2023 and expound on the pillars of growth and success while giving you a motivational boost to pursue being greater!Beyond The Episode Gems:Grow Your Business Faster Using HubSpot's CRM PlatformClick Here For Free HubSpot Marketing ToolsSee all of the podcasts on the HubSpot Podcast NetworkReady to delegate to accelerate? Get top fractional admin talent without breaking the bank using Virtual Gurus! Get Two Free Months of Agorapulse on me: Social.Agorapulse.com/FindTroyDiscover how Agorapulse is helping businesses achieve effortless growth on TikTokRead my article on HubSpot's Marketing Blog : 3 Reasons So Many Business Strategies Fail (And How To Succeed)Discover how the #1 Content Marketing Firm For B2B & Tech Firms, No Middle can elevate your content marketing results.Buy my book Strategize Up to get a simplified 7-figure blueprint for maximizing the growth and profitability of your business.#####Support The Podcast & Connect With Troy: • Rate & Review iDigress: iDigress.fm/Reviews• Get Strategy Solutions & Services: FindTroy.com•  Buy Troy's Book, Strategize Up: FindTroy.com/Strategize-Up•  Follow Troy on Twitter: Twitter.com/FindTroy

Key things discussed The connection between business agility and OKRs in private equity The role of OKRs in alignment and focus within an organization The principles shared by various frameworks such as OKRs, Scrum, and SAFe The importance of understanding and implementing frameworks effectively The benefits of dynamic team organization and shuffling based on OKRs The value of discussing outcomes rather than specifying outputs and having conversations about OKRs The dangers of chasing the next shiny thing without fully understanding and implementing it The connection between agile principles and OKR success The role of transparency, collaboration, and psychological safety in creating a successful environment for progress and continuous improvement The challenges and opportunities in improving work environments and creating meaningful progress in organizations. Show Notes [03:04] Yuval walks us through his background in IT and product development and begins using agile practices in his work. After moving to the US in 2015, he started consulting and coaching different types of organizations and began incorporating OKRs into his work with agile processes and helping organizations improve their use of OKRs. [04:33] Yuval walks us through his experience in private equity The role of OKRs and business agility in private equity The investment hypothesis How to apply agility to the process of finding the right way to reshape your go-to-market strategy [09:03] Yuval dives deep on when OKRs are not applicable [11:03] Yuval shares his insights and examples of best applications of OKRsOKRs are an alignment framework [12:43] A look at how Prezi, a presentation software, and their OKR-friendly way of managing the work in their organization [14:47] A look at the different frameworks (OKR, Scrum, SAFe) [16:03] The pitfalls of not getting the value or understanding the different frameworksHow organizations struggle to get value out of OKRs [19:41] High-level overview of Ron Jeffries and Scrum One of the three founders of the Extreme Programming software development and The Agile Manifesto Ron Jeffries' article: “We Tried Baseball and It Didn't Work” [20:35] What makes Scrum great? A relatively simple and lightweight framework that's really laser focused on achieving empiricism The structure of Scrum and how it can be used to develop the business How to create a rhythm of making progress in an environmental uncertainty with Scrum [28:06] Scrum became popular and spread quickly Many people using Scrum did not fully understand the principles and applied it with traditional project management approaches These people saw Scrum as a template rather than a continuous improvement process This led to the development of "Scrum Theater" or "Zombie Scrum" where people were just going through the motions of Scrum without fully understanding and implementing its principles When an approach becomes too popular, the knowledge about it becomes thinned out and there are more people who are just following it because it is popular, leading to more haters of the approach [33:31] Yuval discusses how OKRs should be used for goal alignment and focus on outcomes, in conjunction with evidence-based management. He stresses the importance of empiricism and empowering teams to achieve outcomes. [37:06] Yuval is discussing the concept of empowerment in agile processes and how it leads to better solutions and motivated employees. He emphasizes the importance of providing teams with the necessary knowledge and expertise and allowing them the autonomy to come up with and execute experiments within certain constraints. He also discusses the role of frequent feedback and access to leadership in empowering teams. [42:06] Jenny and Yuval are discussing how empowering teams to achieve a specific goal can lead to innovative solutions and improved business performance. The importance of empowering teams to achieve goals and the motivation and effectiveness of empowered teams The role of constraints in providing direction for teams while still allowing for flexibility and creativity The value of fast feedback loops and cross-functional collaboration in achieving outcomes The dangers of micromanaging and a lack of safety in communication The concept of "scheduled chicken" in which multiple groups work towards a deadline without being transparent about issues or challenges. The use of OKRs to align organizations around goals and focus on outcomes The benefits of using empiricism and focusing on outcomes rather than activities The concept of evidence-based management, which involves continuously evaluating progress and adjusting course as needed [46:25] Quick Fire Questions for Yuval: What's your Dream with a Deadline? Yuval's goal is to help organizations create environments that allow people to have an impact on work processes and to provide more case studies on this topic in the next few years. Can you share an example of a meaty strategy execution challenge, and how did they overcome it? Relevant links: Prezi's product development approach Ron Jeffries, one of the three founders of the Extreme Programming software development Fixing OKR Theater Using Agile/Scrum Principles Ron Jeffries' article on Scrum: “We Tried Baseball and It Didn't Work” Scrum.org Evidence-Based Management Guide Yuval Yeret's article on OKR Theater and OKRs in Name Only  Zombie Scrum, an article by Barry Overeem on Scrum.org "Fixing your OKRs”, an article by Yuval Yeret About Our Guest:Yuval Yeret is an expert on agile methodologies and OKRs, with experience in coaching and consulting a variety of organizations on their agility journey. With a background in IT and product development, he has helped businesses improve value and profitability through private equity deals and digital transformations.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

EP 1638 (OKR 104) Book Review Moving The Needle With Lean OKRs ตอนนี้จะเป็นตอนส่งท้ายรายการ OKRs Weekly โดยจะนำเอาหนังสือ Moving the needle with OKRs มารีวิว และสรุป OKRs ประจำไตรมาสที่ 4 ปี 2565 พร้อมกันด้วยครับ

#malort #revopswithanedge #revenueoperations Brad Smith Co-Founder and Ceo of Sonar Software (Change intelligence platform for operations team) joins the SAASholes Revenue Operations Podcast with Jason Ferrara, Jamie Carney and Pete Jansons to discuss how Sonar can make a CRO's/Ops team more efficient. Don't Pull that plug till you sign up with Brad Smith and Sonar! Other Topics Discussed: Chief Cadence Officer? Chief Hoodie Officer? Sales Force CRM, Marc Benioff, Should the Board Room and the Sales Floor have the same Revenue Number?, Notre Dame sucks, Sales Compensation, OKR, Operations should be binary just get shit done, Intentionality, People are less effective in the office than at there home office, Kickoffs do them or not? Everyone should know what the board number is so there is integrity, What are the KPI's to determine if someone can work from home?, What headcount do you need to have a Chief Revenue Officer?, WTF is a Chief Revenue Officer?, Buy don't build? Steiner Math Problem, Intuit and Mail Chimp WTF is that? --- Send in a voice message: https://anchor.fm/saasholes/message Support this podcast: https://anchor.fm/saasholes/support

Want to share your insights and get feedback? Join the LinkedIn Community and discover everything that we are doing for our members: https://www.notion.so/Jason-Marc-Campbell-3c26858e787d415697dbfc026f113530 ===== Do you get frustrated because it seems that you're doing all the work but the numbers don't adjust? Well, it may be that you're measuring the wrong things. In this episode, you'll learn the difference between Leading and Lagging Indicators and why it's important that you measure both of them. The key here is to measure the right things and have clear indicators of the progress you can control vs. those results that can appear sooner or later. Listen closely and discover how to rebump your traffic and conversions by doing the set of activities that move the needle forwards. =====

Omer Singer, Lead Cybersecurity Strategist from Snowflake, sits down to share his experience getting into the cybersecurity field. Growing up, he knew he wanted to work with computers, but he just didn't know what he wanted to do within the field. His college gave him great hands-on experience to then transition into the workforce. He's played both on the offense and defense of cybersecurity, and he says that experience showed him and he "kind of saw firsthand, uh, what a well funded and motivated, uh, team of cybersecurity experts can do and it's pretty scary." In addition, Omer is a big advocate for encouraging other security professionals to learn data skills, and strongly stands by the belief that the future of cybersecurity is in borrowing from modern data analytics tools and techniques that enable consistent risk reduction. He also makes it a priority to invest in his people, believing that this unlocks intrinsic motivation that enables a ton of personal growth and accomplishment, and is a big believer in the OKR system for enabling security operations and avoiding burnout. We thank Omer for sharing his story.