ConceptsNest

  We often wonder how successful companies continue to navigate and grow and know exactly what direction to go . The trick seems to be an almost irresponsibly aggressive approach to growing key objectives with a talented group of people.  OKR is an acronym for Objectives and Key Results —  a framework for visioning and setting goals within an organization that was popularized by Google. Today, OKR is used at a seemingly broad variety of companies, from larger established firms like Anheuser-Busch and Deloitte to younger tech companies like Eventbrite and Twitter. Therefore, what are OKRs and how do they work, and — most importantly — do they work. Many leaders ask how they can align their team to the vision and set goals within their team. What is OKR? OKR is a goal-setting methodology originally developed by Andy Grove, former CEO and Chairman of Intel. In his book,  High Output Management , he describes OKRs as being the answer to two questions: We can expand the definitions of each

  ***Continued from Chapter 01 (Covered previously: Meaning & Interpretation Of Accountability, The Blame Game, Its Impact) LINK TO CHAPTER 01 The demand for rights has become extremely popular, but when it comes to  dealing with responsibility and accountability, we lag far behind , a gap that accounts for increase in  blaming and rights proclaiming, but very few instances of personal responsibility and accountability. The better the case for victimization, the more visibility and exposure we get, and, consequently, the greater the psychological or monetary reward we receive.  The “blame game,” and the “thirst for exposure,” are just two symptoms of a widespread “responsibility avoiding” syndrome , which have afflicted individuals, groups and organizations as well. A majority of people in organizations today, when confronted with poor performance or unsatisfactory results, immediately begin to formulate excuses, rationalizations, and arguments for why they cannot be held accountab

  Most people view accountability as something that happens to them or is inflicted upon them , choosing to perceive it as a heavy burden to carry. In fact, many people think about accountability as a concept or principle to be applied only when something goes wrong or when someone else is trying to determine cause and pinpoint blame. Often, when things are moving along smoothly and failure has not yet set in, people rarely ask “Who is accountable for this or that?” It seems that only when the boat is filling up with water or the fire is out of control do people start looking around for the responsible party. The Oxford Advanced Learner's Dictionary defines accountability as “the fact of being responsible for your decisions or actions and expected to explain them when you are asked”. This in itself is a slightly negative connotation of accountability . “……..to explain them when you are asked’- implying a post-op view with little choice to the state of accountability . This confe

***Continued from Chapter 01 (Points 01 to 04 Covered) Link to Chapter -01 05) -> Always Dive with a Buddy Our buddy is there to help should we need them: we run out of air, our equipment malfunctions, we see something incredible that no one else will believe unless we have a witness. Our buddy is there to hold us accountable, to encourage and to calm us down should panic arise . A good buddy thinks not only of themselves, but of their counterpart as well. Our dive buddy could be a stranger we have just met on the boat or a lifelong friend with whom we share a passion. We enter the ocean on each other’s terms, agreeing on a dive plan, understanding that while each person is responsible for himself, they are also there to lend a helping hand. You share the dive together, exit the water together, drifting along in a sort of dependent independency (interdependency). Lesson:……………………………….. Going through life without someone with whom you can communicate, without someone to be there

  Management lessons are everywhere. We can read them in books, listen to them on podcasts, and hear them live during conference talks. Here are some of the lessons from conversations with leaders: Lesson 01: What are common hazards and errors to avoid when doing manager handoffs and transitions? People come and go in the workplace for various reasons. Maybe we have been promoted and are transitioning into a different role. Perhaps we are taking leave for one reason or another. Regardless of the reason, we will want to make sure we are structuring transitions to be as smooth as possible for ourselves, the new person, and the team that they’ll be taking over. Going too fast is the biggest pitfall. Additionally, here are some suggestions: 1)       Writing out all the things  that we currently do in our role, monitor it for a few weeks to make sure we do not miss anything and create good documentation for the role. 2)       Give a quick win  with a process improvement or an initiati